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Many would think that revenue management and distribution strategies complement each other automatically. After all, these two deeply intertwined with each other. However, this idealistic perception are best, because in reality the distribution and the hotel revenue management is usually in conflict with each other. If that happens, frustration occurs and this can also hinder the thought process that makes good decisions possible. It is a good thing, the majority of the hotel revenue manager willing to compromise to have to bridge the gap.

In many cases, observed that the resulting frustration of the hotel revenue manager from the fact that the sales department wants to “sell” give the prices at inappropriate times because their bonus as an incentive if they want to reach their quota. This is against the Revenue Manager, the task of maintaining the profit at any time for an optimized the overall well-being of the hotel. While this perception may in some cases be true, it is important to look past this prejudice and look deeper into specific issues. Among those include:

Report discounting – with the strategy of discounting with low market demand to cope can be identified, is an almost automatic reaction for sales staff. It has the standard operating procedure (SOP), since then the demand dropped drastically because of the deep recession was. And if it with travelers who have cut their budgets, set, give Scramble sales people on the lowest price possible. It is important to first analyze the market before drastic discounts. Effective yield management should be given precedence.

The revenue from various profit centers – the sales department is more likely than not to be familiar with the customer behavior. You can really help, the hotel revenue manager in this case by developing the strategy for hotel rates at certain times of the week and the month. The highest demand of business travelers tend to be during the week during the weekend experience preferred by tourists.

building customer – this is a frequent source of tension between marketing and sales managers. Although the revenue managers know the value of the building and maintaining relationships, they can not their first priority in all cases. Meanwhile, sales people usually try to accommodate all client requests at the expense of profitability of the hotel. This must work for the maximization of sales hotel.

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Many would think that revenue management and sales strategies automatically complement each other. After all, these two are deeply interrelated to one another. However, this perception is idealistic at best because in reality the sales department and the hotel revenue management are usually at odds with each other. When this happens, frustration occurs and this can hinder the thought process that makes good decisions possible. It is a good thing that majority of hotel revenue managers are willing to compromise to bridge the gap. In many cases, it has been observed that the frustrations of hotel revenue managers arise from the fact that the sales department wants to provide “sale” prices at inappropriate times because they want their bonus incentive when they reach their quota. This is against the revenue manager’s job of ensuring the profit is optimized at all times for the overall well-being of the hotel. While this perception may be true in some cases, it is important to look past this bias and look deeper into specific problems. Among those that can be identified include:Inappropriate Discounting – using the discounting strategy to cope with low market demand is an almost automatic reaction for sales people. It has been the standard operating procedure (SOP) ever since the demand drastically decreased because of the deep recession. And when you couple this with travelers who have reduced their budget, sales people scramble to give the lowest rate possible. It is important to analyze the market first before giving drastic discounts. Effective yield management should be prioritized in this case. Revenues from Different Profit Centers – the sales department is more likely than not to be familiar with the customer behavior. They can actually help the hotel revenue managers in this case by helping develop the hotel rate strategy for specific times of the week and the month. The highest demand from corporate travelers tends to occur during midweek while weekends are preferred by vacationers. Building Client Relationships – this is a common cause of tension between sales and revenue managers. Though revenue managers know the value of building and maintaining relationships, it may not be their first priority in all cases. Meanwhile, sales people usually strive to accommodate all client requests at the expense of the hotel’s profitability. This needs to be ironed out for maximize hotel sales.