The Boathouse Phuket gets a shiny new makeover as the hotel reopened its door on 1 November after a 5-month refurbishments. This latest addition to The Boutique Collection, The Boathouse is a secluded beach front hideaway on Kata Beach Phuket.
The Boathouse Phuket gets a shiny new makeover as the hotel reopened its door on 1 November after a 5-month refurbishments. This latest addition to The Boutique Collection, The Boathouse is a secluded beach front hideaway on Kata Beach Phuket.
ONYX Hospitality Group continues its portfolio expansion with the introduction of OZO Phuket in Thailand. Currently under development and scheduled to open in mid 2019, the hotel will offer 255 guest rooms and features which deliver the midscale OZO brand"s hallmarks of sleep, connectivity and exploration.
Anthony Van Sleeuwen opened SALA Phuket as Executive Assistant Manager in 2007 and later became Resident Manager. He has also previously held positions in the SALA Bangkok office, taking on the role of Group Director of Marketing, as well as Cluster General Manager for the sala boutique brand properties.
Basil joins the team from the Pullman Khaolak-Phang Nga, where he was responsible for the management and operation of all the hotel’s restaurants and bars, as well as for the monthly coordination of multiple weddings and banqueting events.
Ms. Usa is a Thai national with extensive hospitality sales and marketing experience. Having worked with major local and international hotel brands, including Amari, Sheraton, Le Méridien and Alila, she became Director of Sales & Marketing at the Holiday Inn Chiang Mai in 2010. Most recently, she has been Cluster Director of Sales & Marketing for Vana Nava Hua Hin & True Arena Hua Hin.
Franck Rodriguez has been appointed General Manager of the first Holiday Inn water park resort, Holiday Inn Vana Nava Hua Hin.
Ewan Taylor has been appointed General Manager of X2 Chiang Mai Riverside Resort, the stylish new all-suite boutique resort which opened recently on the banks of the Ping River in Chiang Mai, Thailand’s cultural capital.
Siam Kempinski Hotel Bangkok is pleased to announce the appointment of Andreas Johan Magnus as Hotel Manager. Andreas has relocated to Bangkok together with his family from The Hotel Beijing Lufthansa Center in China where he held the position of the Hotel Manager since 2015. Andreas is a Norwegian national and obtained his hotel management diploma and bachelor’s degree in Business Administration from the Institute Hotelier Cesar Ritz and from the Hotel Institute Montreux, both in Switzerland. Andrea’s native language is Norwegian but he also speaks fluent English, French, German and good command of Russian. He began his career in Norway before moving with Orient Express Hotels to New Orleans, before receiving an internal transfer to Belmond Grand Hotel Europa in St. Petersburg, Russia where he spent three years working in the Food and Beverage field. In 2011, Andreas joined the Kempinski Hotel Group, first with the Kempinski Hotel Mall of the Emirates in Dubai where he held the leadership of the food and beverage department for two years, before moving on to the Djibouti Palace Kempinski to take up the role of Executive Assistant Manager. With his experience in food and beverage roles and his sound knowledge and appreciation of the Kempinski brand, Andreas will be applying and bring his extensive expertise to the luxury hospitality segment at the Siam Kempinski Hotel Bangkok.
Mövenpick Hotels & Resorts is making its mark in northern Thailand with the opening of the brand"s first property in the kingdom"s cultural capital, Chiang Mai.
Dream Bangkok – is pleased to announce the appointment of Mr. Matthieu Reynaud as the hotel’s general manager. A French national with more than 20 years of extensive experience in hotel & restaurant industry.
Thailand-based ONYX Hospitality Group is celebrating the results of a momentous year which has seen openings in new markets including Amari Galle Sri Lanka, Amari Yangshuo in Guilin, China, and Amari Johor Bahru in southern Peninsula Malaysia.
Crave Interactive, the world leading developer of cloud-based digital guest service solutions for hotels, today announced the new luxury Lancaster Bangkok Hotel has commissioned Crave T-Mini tablets in each room to provide 5-star guest services and room controls.
Dusit International, one of Thailand"s foremost hotel and property development companies, has signed a hotel management agreement with Enrich Paranimmitr Company Limited, a subsidiary of Bangkok-based Enrich Group, to operate the dusitD2 Hua Hin Hotel and Residences in the heart of the beach resort destination"s main Petchkasem Road.
Starting off October 2017 with a new face and fresh perspective, The St. Regis Bangkok welcomes Klaus Christandl, hospitality industry expert, as its new General Manager. Having amassed over 27 years of experience in the hotel industry, of which a dozen have been as a General Manager, Klaus is no stranger to The St. Regis family. He joins Bangkok’s most desirable address from Singapore’s own, at The St. Regis Singapore.
Best Western® Hotels & Resorts is delighted to announce that Venti, the team from Bangkok's Thammasat University, has won the inaugural Best Western Rewards® Social Media Business Contest 2017.
Pullman Pattaya Hotel G is pleased to announce the promotion of Prarinya Jaroenrat to the position of Executive Assistant Manager, effective from 1st September, 2017. Prarinya will oversee all aspects of Rooms Operations including Front Office, Housekeeping, Engineering and the Spa, focusing upon driving product and service excellence to ensure continual guest satisfaction.
It is a fact that over the last years, we have seen a growing need for traditional revenue management (RM) to evolve from having sole emphasis in maximising revenue mainly from rooms, towards adopting a more holistic view and focusing on achieving profit maximisation across the whole organisation. The latest developments in technology and added pressure in the market have advanced RM to acquire a strategic and proactive planning role with emphasis in maximising all components of the customer journey, instead of being utilised as a short-term reactive solution. This gave birth to the idea of Total Revenue Management which should be implemented as a business philosophy and strategy as its principles take into account the entire operation. Total Revenue Management, (TRM), comprises both strategical and tactical procedures and aims to identify & optimise the customer journey. For this customer-focused role to be effective it is imperative to understand consumer behaviour and patterns before, during purchase as well as throughout the product utilisation in order to accurately identify and map demand forces with profit potential. TRM has remarkable potential and the main benefit of its application as a business strategy, is the formation of a mutual and clear vision that enables everyone to work towards adopting the right attitude and commercial approach while expanding knowledge and insights on factors that influence profit. Installing a Revenue culture, right from the start, is of outmost importance for successfully deploying TRM. A Revenue culture implies that all stakeholders have a common vision of what needs to be achieved, why, and how. By having a clear understanding of what the organisation stands for and the strategies & tactics used to reach set targets, it is easier to define standards of performance and establish expectations. Whilst not everyone will ultimately be responsible for achieving what is required, it is essential that relevant stakeholders will participate in the discussions and everyone is aware of decisions taken. This will improve cross-departmental communication, while having an overall view of the business will motivate and incite involvement that will give the team a sense of ownership. The implementation of a rigorous training program is mandatory to shape and instil the right mentality and guarantee a long term success. This will create an environment that celebrates opportunities, transparency and diversity. Moreover, the role of a Revenue Manager and its position in the organisational structure will need to be re-examined and expanded to include additional responsibilities. Beyond the analytical skills, the modern RM will also need to possess character traits such as impeccable communication, influential and leadership skills. As requirements will include focus on overall profitability, current metrics will need to be re-evaluated to reflect that. While RevPAR (Revenue Per Available Room) will still play an important role, TrevPAR (Total Revenue Per Available Room) will need to be established to measure overall performance, while GOPPAR (Gross Operating Profit Per Available Room) should be adopted to measure profit. Calculating GOPPAR could prove challenging as different organisations place different cost elements before or after GOP. Therefore, a universal re-positioning in financial statements will be required for the adoption of this fundamental metric. Furthermore, to increase benefits from a TRM system, it is vital to optimise the buying process and measure total spend, consider different type of customers, their purchasing power, needs and habits. For optimum results the process of segmenting customers will need to take into account the contribution of each segment in all revenue streams as well as the cost of sale. This will provide a detailed view and understanding of who the customers are while having the knowledge of which segment is more profitable, will offer a clear insight and enable the development of the Optimum Business mix. In fact, while examining only rooms may classify a segment secondary due to less booked revenue, the contribution in ancillary products combined with how they book can make it more profitable. To facilitate the above a seamless system that enables cross-departmental sharing of data will be a key element. While the benefits of technology are undeniable, the variety of systems used in different departments may present a challenge for implementing a TRM process. System integration is required to ensure that cross departmental data processing necessities are met and total spend can be accurately mapped. A seamless system will ensure constant communication between all outlets and provide with accurate, timely and complete information for successful optimisation while enabling and supporting better management forecasts. Additionally, to proactively RM the business not only by price point but also by cost of acquisition & contribution by revenue source, it is essential to understand the unconstrained market demand. Forecasting is an essential business-planning tool that allows a view of how business is likely to perform in the future and it determines the fine-tuning of long term strategies and the deployment of short term tactics. It is one of the building blocks of Revenue Management and offers a way to plot business activities so that future demand will be met. It involves the analysis of past booking and spending patterns combined with the current and future trading in order to project a detailed outlook and in a TRM system this needs to be performed not only by market segment but also by revenue stream. Moreover, knowledge of the market and the forces that drive competition is necessary as forecasts should not only be based upon what is happening within the establishment, but needs to include external factors that can influence demand as well as the perceived value of the product. Obviously, a forecast is only as reliable as the information on which it is based and therefore a well-designed system will incorporate all the required procedures to guarantee the quality of data collection. The accuracy of forecasts will determine key decisions on strategies to adopt for revenue maximisation throughout the organisation, while the ability to anticipate demand patterns and preference requirements will facilitate the design and availability of services and products. Optimisation, another key element, compliments the forecast outcome and is the ongoing process of controlling product availability and price to ensure revenue and profit growth. In a constantly changing market place, having a thorough understanding of booking patterns, lead times and cost of distribution will enable managing demand not only by price but also by cost of acquisition & contribution by revenue centre. With demand fluctuating, optimisation aims to highlight deviations from the strategies in place and suggests corrective measures. It takes into consideration the profit elements that influence performance in all revenue streams in order to decide potential reformulation of adopted strategies. Having the right revenue culture makes optimisation easier to implement as there will be times where a sacrifice in price will need to be made for a product in one department in order to secure a piece of business that has significant profit value in another. Looking at business displacement plays an important part in the optimisation process when deciding which pieces of business to consider or decline. The process of calculating displacement will need to include cost of sale, overall revenue contribution, contribution margins for different revenue centres, past performance over considered dates as well as forecast and external factors that might be influencing demand. When considering pricing it is important to keep in mind the perceived value for money and have a thorough view of the value themarket places on the product. To achieve this, it is essential to incorporate ranking and review scores in different sources as it can be a critical decision factor for potential customers. Even though the components emphasised in this article are by no means a definitive list for a TRM system they highlight some key focus areas. And while there are still challenges in the adoption of such a business practice it is an exciting time for Revenue management. Technological advances have led to systems with enormous potential for handling the complexities of managing revenue streams due to their abilities in advanced problem solving, reasoning and perception. This will elevate the role of RM and empower it to reach its full potential whilst allowing the whole organisation to benefit from its concepts. Written by: Nicholas Tsabourakis / Managing Director at Bespoke Revenue Managemnt Katia Savoca / Revenue & Capacity Manager at Europcar
Ms. Sawanee Areephan has been appointed General Manager of Marriott Executive Apartments Mayfair Bangkok.
The Luxury Collection Hotels & Resorts today announced the reopening of The Athenee Hotel in Bangkok following an extensive renovation and transformation into a Luxury Collection hotel. The Athenee Hotel will offer global explorers a gateway to the inspiring history and culture of Bangkok through the lens of The Luxury Collection, a glittering ensemble of world-renowned hotels and resorts delivering unique, authentic experiences.