Federica Salvatori

Revenue & Commercial Strategy and Founder of Federica Salvatori Consulting

Federica Salvatorin the hospitality for more than 13 years, Federica has a consolidated experience in Revenue Management as consultant and director of Revenue Management. or independent, managed and chain hotels. She is expert in Start Up, Preopening, Repositioning and Luxury Hospitality thanks to the openings of Boutique and 5 star Hotels if the last 6 years. She has worked for International Management Companies such as Highgate and Hilton, where she developed advanced skills in Budgeting, Forecasting, Business Plan, Benchmarking, KPI analysis, and Development of Pricing and E-commerce strategy. Her experience in operational and commercial departments (Front Office, MICE, Events) completes her profile giving her expertise in sales, P&L and Total Revenue Management. She is advisory Board of FunnelTV The Travel Tech Channel and Founder of Federica Salvatori Consulting, which has the goal to help hoteliers optimizing their revenue streams and business process.
Insights by Federica Salvatori (10)

How to manage revenue in a pent-up demand era?

New Demand, new approach!First of all, A NEW APPROACH IS REQUIRED TO THE DATA:Sadly but true, historical data is gone, the patterns and the demand have changed (forever?), so we cannot refer to them anymore as we did in the pastNevertheless, this does not mean to ignore them.

What are the best technology solutions for optimizing revenue?

Revenue management has evolved and will always do, but not only because of technology. Surely, it will go toward a more holistic approach (applied not only on rooms but also on the other revenue streams) and will have an increasing focus on profitability and the customer.

Creative Revenue Management: How Can Hotels Sell their Spaces in Time of Crisis?

Ways to exploit all the hotel spaces in order to drive revenue should be part of the overall revenue management strategies, but in “good times” hoteliers have been mainly concentrated on room revenue.

Benchmarking: Moving beyond traditional comp sets and year over year comparison

First of all, let's start with why it is useful to have a compset:To compare performance and understand the proper market share and opportunities exploited or missed (ideally by going beyond the room topline KPIs and add metrics like REVPAS, TREVPAR, GOPPAR)To have a comparison for your pricing.

How can hotels correctly calculate their costs per acquisition?

The revenue management is evolving. Although its core business is optimizing revenue, every single decision of a revenue manager has, indeed, an impact on the bottom line = profit.
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