Loading hotel rooms. The main operational indicators of hotel activities. Ministry of Education and Science of the Russian Federation

Calculation of operational hotel indicators in the hotel "Vyatka"

Operational hotel indicators show the level

profitability and economic efficiency of hotel activities.

The main indicators for assessing the activities of the hotel are:

Based on the number of numbers. All indicators are calculated

in a year. Comparison of the dynamics of indicators with the presented results or with the budget, allows you to find a solution for loading the number of rooms.

a) load factor = NnchNno H 100%

To loading = 56h180h100%? 31%

The load factor is optimal.

b) weekly load factor

To download \u003d NnchNnoCh100%

Kzagr. mon. \u003d 77h180h100%? 43%

Kzagr. Tue. \u003d 79h180h100%? 44%

Kzagr. cf. = 68h180h100% ? 38%

Kzagr. Thu. \u003d 64h180h100% ? 36%

Kzagr. Fri. \u003d 54h180h100% ? thirty%

Kzagr. Sat. \u003d 48h180h100% ? 27%

Kzagr. Sun. \u003d 37h180h100%? 21%

The weekly schedule of room stock at the Vyatka Hotel can be found in the appendix.

Conclusion: On weekdays, the Vyatka Hotel was more loaded than on weekends. From this it can be concluded that the

specializes in business people, so the check-in is less on weekends. Recommendations: To increase the load level during weekends,

c) load factor per month

January load factor= (45 + 53 + 38 + 42 + 37 + 44 + 67+ 48 + 46 + 53 + 36 + 50 + 44 + 58 + 65 + 34 + 30 + 40 + 32 + 44 + 57 + 49 + 38 + 43 + 39 + 45 + 44 + 70 + 37 + 48 + 54) h 31 ? 46%

February load factor= (59 + 70 + 72 + 57 + 46 + 69 + 70+ 56 + 51 + 63 + 62 + 60 + 57 + 59 + 63 + 62 + 57 + 53 + 56 + 56 + 55 + 54 + 49 + 57 + 46 + 49 + 47 + 69) h 28 ? 58%

March load factor =

(52 + 60 + 54 + 41 + 50 + 54 + 65 + 61 + 50 + 33 + 35 + 57 + 65 + 76 + 63 + 46 + 39 + 37 + 43 + 59 + 65 + 50 + 46 + 41 + 39 + 63 + 67 + 80 + 45 + 45) h 30 ? 52%

April load factor= (54 + 62 + 55 + 41 + 54 + 56 + 67+ 62 + 51 + 35 + 37 + 58 + 64 + 78 + 65 + 48 + 39 + 40 + 45 + 59 + 67 + 50 + 48 + 43 + 39 + 65 + 69 + 80 + 47 + 48) h 30 ? 54%

May load factor= (55 + 63 + 48 + 44 + 59 + 54 + 69+ 64 + 56 + 33 + 36 + 60 + 54 + 68 + 75 + 38 + 30 + 50 + 35 + 49 + 57 + 60 + 38 + 53 + 39 + 55 + 49 + 80 + 47 + 48 + 54) h 31 ? 52%

June load factor= (25+ 30 + 42 + 35 + 43 + 54 + 44 + 57 + 47 + 53 + 37 + 32 + 46 + 48 + 53 + 47 + 32 + 28 + 41 + 45 + 54 + 59 + 38 + 25 + 27 + 51 + 60 + 41 + 37 + 29)30 ? 42 %

July load factor= (37 + 43 + 42 + 38 + 29 + 58 + 70+ 38 + 37 + 33 + 46 + 50 + 47 + 37 + 55 + 44 + 27 + 30 + 35 + 46 + 47 + 49 + 38 + 55 + 39 + 31 + 44 + 68 + 34 + 46 + 45) h 31 ? 43%

August load factor =(26 + 32 + 44 + 38 + 46 + 57 + 46 + 59 + 50 + 55 + 39 + 34 + 48 + 49 + 50 + 57 + 50 + 34 + 30 + 43 + 47 + 56 + 60 + 40 + 27 + 28 + 53 + 60 + 33 + 29 + 43) 31 ? 44 %

September load factor= (29 + 54 + 51 + 32 + 22 + 47 + 50+ 34 + 31 + 44 + 41 + 40 + 35 + 38 + 57 + 47 + 34 + 33 + 37 + 46 + 38 + 48 + 32 + 47 + 42 + 36 + 37 + 49 + 46 + 49) h 30 ? 40%

October load factor= (39 + 64 + 56 + 42 + 37+ 57 + 50+ 38 + 41 + 52 + 51 + 40 + 35 + 48 + 67 + 45 + 44 + 47 + 37 + 56 + 38 + 48 + 41 + 57 + 42 + 36 + 57 + 69 + 46 + 49 + 53) h 31 ? 47%

November load factor= (59 + 70 + 66 + 54 + 67+ 57 + 63+ 52 + 57 + 62 + 67 + 50 + 47 + 58 + 72 + 64 + 54 + 47 + 57 + 60 + 43 + 59 + 52 + 67 + 49 + 56 + 64 + 72 + 58 + 69) h 30 ? 59%

December load factor= (69 + 70 + 69 + 59 + 70+ 57 + 63+ 67 + 57 + 69 + 73 + 62 + 50 + 63 + 72 + 69 + 58 + 63 + 55 + 60 + 59 + 67 + 52 + 63+ 57 + 56 + 64 + 72 + 59 + 69 + 73) h 31 ? 63%

See the appendix for a monthly room load schedule.

Conclusion: The Vyatka Hotel is the busiest in winter and spring.

The occupancy rate of the number of rooms for the year:

the most optimal (70%) is possible with the help of measures to

increasing the room occupancy rate.

2) The indicator of the average price of a hotel room. It determines the success of the work on the sale of cheap and more expensive numbers (Tsr).

Tsr = Total income from the number of rooms sold.

Sold per day:

• 13 single standards = 1,850 rubles. /day.
• 3 single improved = 2,100 rubles. / day.
• 3 double comforts = 2,300 rubles per day.
• 5 double standards = 2,500 rubles per day.
• 1 junior suite = 3,600 rubles per day.
• 3 studios = 3,700 rubles/day
• 1 two-room suite = 4,000 rubles/day
• 1 three-room suite = 5,500 rubles/day

V \u003d (24,050 + 6,300 + 4,600 + 12,500 + 3,600 + 11,100 + 4,000 + 5,500) \u003d 71,650 rubles

30 rooms.

Price cf = 71 650 30

Price cf = 2400 rubles.

Conclusion: For a more even load of the number of rooms, it is necessary either

reduction in the cost of rooms of the highest category, or an increase in demand for other rooms.

3) Average number of guests per room sold.

Average number of guests per room sold = Total number of guests number of rooms sold.

N cf. gost = Ntot. h Nn

45 guests were accommodated in 30 rooms.

N cf. GOST \u003d 45h30 \u003d 1.5 people.

Conclusion: Single rooms are in demand, as the hotel is intended more for business people.

4) Dual load factor. The calculation of this coefficient is necessary for planning the future load of the enterprise.

Kzagr.double \u003d (Ntot - Nn) hNn * 100%

Kzagr.dv \u003d (71 - 56) h 56 * 100% \u003d 26%

5) Bed occupancy rate. This indicator allows you to evaluate the occupancy of hotel rooms.

Kzan. c/m = Nzan. c/m h Nfree. k/m

Kzan. c/m = 180 zan. c/m h 250 zan. k/m? 0.7

Please see the appendix for the schedule of room stock loading.

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For the full management of the hotel, it is necessary not only to track its main indicators, but also to correlate them with those of competitors. Hotel Advisors Hospitality Management & Consulting has presented a detailed analysis of the St. Petersburg hotel market for 2014-2015 in terms of occupancy, average room price and profitability of non-chain hotels in the Northern capital of the 3 and 4 star segment.

Analysis of occupancy, average room price (ADR) and room yield (RevPar) of St. Petersburg hotels in 2015 and 2014

For the analysis, statistical data of non-chain hotels with a room stock from 30 to 100 rooms (75% of the sample) of 3 and 4 star segments, which are prevailing in the St. Petersburg market, were used (the number of non-chain hotels in the city is more than 80%).

In 2015, the occupancy of all analyzed hotels increased by 9.29% compared to 2014 and amounted to 73.26%. The 3 and 4 star hotels also saw growth of 9.63% and 9.21%, resulting in 69.03% and 76.32% occupancy respectively. Rice. 1 illustrates the changes in the values ​​of 2015 compared to 2014.

It should be noted that the number of rooms available for sale in 2015 decreased by 1.27% compared to 2014. At the same time, in 2015, in the 3* hotel segment, there was an increase in the number of rooms available for sale by 4.71%, while in 4* hotels there was a decline of 5.30%. These indicators can indicate both the introduction of new rooms, and the closure of part of the room stock for repairs or for other reasons.

Monthly occupancy rates for all analyzed hotels

In 2015, hotel occupancy was higher than in 2014, 4.27% -15.01%, depending on the month (Fig. 2). The largest growth was noticeable since June, which may be due to the onset of the white nights season, as well as a number of political factors. In the second half of the year, market and political conditions continued to influence the performance.

Monthly occupancy rates by 3* hotels

A positive trend in occupancy was seen in the 3* hotel segment. Thus, in 2015, room occupancy was 69.03%, which is 9.63% more than in 2014, when the average occupancy for the year was 62.97%. It should be noted that the indicators of the beginning and middle of the year were slightly lower than the annual average, but in the last 3 months the largest increase in values ​​from 12.91% to 16.05% was noticeable (Fig. 3).

Monthly occupancy rates for 4* hotels

4* hotels in 2015 were loaded by 76.32%, in 2014 - by 69.89%. Compared to 3* hotels, the occupancy of fours was on average 9.21% higher. The greatest increase in indicators was observed in the period from June to September and in December (Fig. 4).

Average room sales rate (ADR)

The average rate in 2015 for hotels increased by 158.13 rubles, or 4.42%. In 3* hotels, the rate increase was 108.18 rubles, or 3.95%, and in 4* hotels, 221.84 rubles, or 5.52%. Growth in the 4* hotel segment was 1.57% higher than in the 3-star hotel segment (Fig. 5).

ADR by month for all analyzed hotels

As noted above, during the year the ADR indicator increased by 158.13 rubles compared to 2014 from 3581.03 to 3739.16 rubles. At the same time, in February, April, May and December, its decrease was observed compared to 2014. The most significant decrease was in February by 3.96% and in May by 2.89% (Fig. 6).

ADR of 3* hotels by months

In the 3* hotel segment, the average room sales rate in January, June, July, August, September and November showed an increase, while in the remaining months it decreased compared to 2014. During the period from February to May, ADR was lower than a year ago, which may indicate the struggle of hotels for loading in order to prevent a decrease in income and key financial indicators during a period of low demand. The decrease in tariffs in May compared to last year could be mainly due not so much to a decrease in demand (although this factor cannot be discarded), but to the International Economic Forum held in 2014 from May 21 to 24, and not in June, as usual. In December, the decrease in tariffs compared to 2014 could be the reason for the largest increase in occupancy in the segment (Chart 7).

ADR of 4* hotels by months

In the 4* hotel segment, there was practically no decrease in the average price of a room sale, except for February and May. However, the decrease in tariffs in May can also be mainly explained by the holding of SPIEF in June, and not in May, as was the case in 2014. In the remaining months, there was a stable growth of ADR, depending on the month, from 2.24% to 11.62%. The largest growth of more than 9% was observed in January, June, October, November and December (Fig. 8).

Room stock yield (RevPar)

In general, for hotels, the rate of return on rooms (RevPar) increased by 338.91 rubles, or by 14.12%, compared to 2014, from 2400.58 rubles to 2739.49. Growth in the 3* hotel segment amounted to 240.77 rubles, or 13.97%, from 1723.91 to 1964.68, and in the 4* segment - 428.09, or 15.23%, from 2810.01 rubles to 3238 .10 rubles (Fig. 9).

RevPar by month for all analyzed hotels

Figure 10 shows RevPar values ​​for 2015 and 2014. Despite the decrease in the average room sales rate in some months, but due to the increase in occupancy, the RevPar indicator for hotels during all months of 2015 showed an increase from 0.15% to 22.77%.

RevPar 3* hotels by months

As noted above, the increase in the profitability of rooms in the 3* segment amounted to 240.77 rubles, or 13.97%. The highest growth of the indicator was observed in the period from August to the end of the year from 11.31% to 29.46%. Between the beginning of 2015 and June, the growth of RevPar was insignificant (Chart 11).

RevPar 4* hotels by months

The growth of room yield in the 4* segment on average for the year was slightly higher than the growth in the 3* segment and amounted to 428.09 rubles, or 15.23%. The largest growth, as in the 3* segment, is noticeable in the second half of the year, however, in January and March, a more significant increase in the indicator was observed than in the 3* segment. The only month for 4* hotels with a negative result was February -1.01%, but taking into account the statistical error, we can say that the indicator is identical to 2014 (Fig. 12).

General conclusions

Analyzing the key indicators of 2015, we can say that in general, for most hotels, the year was marked by growth in occupancy, the average price of selling a room and the profitability of the room stock. At the same time, the largest growth in the main key indicators was in the 4* hotel segment. Comparison of key indicators is shown in Figure 13.

To earn in a crisis, it is not enough to cut costs - you need to increase income. Hoteliers will be helped by dynamic pricing, competent marketing and increasing customer loyalty

Focus

In the hotel market, sales departments often work "with everyone" - the hotel does not have a clear positioning and its own well-established niche in the market. And in this case, it is extremely difficult to compete, bargain with customers, justify the price, your competitive advantages. Having singled out its own market segment and, accordingly, the format of the target audience, the hotel will be able to offer the best price in its segment, win in the competition for groups and private appeals. In our practice, there was an example when a mini-hotel in St. Petersburg, opened, like many other objects of this kind, without a clear focus, becoming a “family hotel” (services were added to accommodate families with children), increased sales by 21% mainly through direct bookings.

Make clear online promotion

In difficult economic conditions, you can not cut the marketing budget. Marketing is an investment that should definitely lead to increased sales and revenue. First of all, it is advertising on the Internet. Contextual advertising, indirect and direct queries, geotargeting management, reducing the number of synonyms and inappropriate hits, changing sites to meet customer requests, creating landing pages, communicating with potential guests on the site, and much more. In our practice, there were cases when a clear online promotion led to an increase in direct bookings by 50%.

Connect new sales channels

Oddly enough, hotels often work the old fashioned way: two or three key travel agents, two or three key corporate partners, one or two online platforms and their own website - this is all that generates sales consistently over a long period of time. However, there are many other partners and sales channels that can bring new customers. It is necessary to challenge the sales department to study competitors' customers, to study their base of guests in order to find those groups that were not paid attention to before. And do this not just once, but every month, quarter, year. We had an experience when a three-star hotel chose a new sales channel - wedding agencies and portals. Concluded relevant agency agreements, compiled a package of documents and promotional materials and placed them in the offices of new partners. This led to the booking of new banquets in the first three months after the start in the amount of more than 3 million rubles.

Increase guest loyalty

Everyone knows that acquiring a new customer is three to five times more expensive than retaining an existing one. Therefore, the most obvious way to reduce customer acquisition costs is to actively work with old guests, turning them into loyal guests. Convert every visit and booking through online resellers into future purchases directly. It is necessary that the guest be satisfied and remember the hotel. The hotel loyalty program is, first of all, not discounts, but the opportunity to book a room when they are nowhere to be found, to choose the same room, the view from the window of which you liked during the previous visit, to get a bathrobe and slippers in a category in which this is not in the standards, or get a room upgrade when you don't expect it. After all, the Pareto principle also works in the hotel business: 20% of the guests bring 80% of the income, and the remaining 80% - only 20%.

By order of one of the hotels in Voronezh, we compiled a database of guests who were loyal five years ago, but do not visit the hotel now. A sales employee called each of the 62 clients in the sample with congratulations (the action was timed to coincide with the holiday) and a mini-survey: why does the client no longer use the hotel, what is he dissatisfied with, what does he use now? Within two months of the call, 21 customers made a booking. In another case, a country hotel introduced the practice of interviewing its guests at check-out, offering to book their next stay. Conversion to bookings was 8% of the surveyed guests, to arrivals - 5.5%.

Diversify prices and services

Dynamic pricing in the current conditions is becoming not just a beautiful marketing ploy, but a vital skill for the sales department of any hotel. It is necessary to adapt to the level of demand, competition, load of the tariff that is declared in different sales channels, namely a specific price, and not the size of the discount. Flexible management of indicators: for how many people the reservation is for, for what period, whether they are ready to pay immediately, whether meals or transfers are needed, what target audience the client belongs to - all this will allow us to present the best price to this particular segment and increase the total average cost of the room sold by 16- 18%.

Review hotel standards to best match guest needs, demand, and rate. If your hotel sells a room for 5000+ rubles. per day and according to the standards offers all guests a bathrobe and slippers upon arrival, then in case of a reduction in the rate to 2000 rubles, for example, in the low season, you can remove the bathrobe and slippers from the rooms by placing a sign “If you need a bathrobe and slippers, we will happy to provide them for free." The consumption of products and washing will be reduced by 50% minimum, and the service will remain. The same can be done with different cotton buds, hats, combs, shaving accessories, etc.

Manage employee hourly rates

Outsource as many employees as possible. Outsourcing is easy. The main principle is that staff costs should not exceed 30% of the hotel's turnover. Involve as many employees as you need at the moment. For example, if four people are needed to serve breakfast, then let these be employees who come to work only in the morning. All non-operational services need to be critically "shaken" for the possibility of withdrawing from the staff and receiving their services on request. Thus, a hotel located in the center of Novosibirsk, having introduced the principle of hourly work of employees in the catering service in accordance with the loading of restaurants, reached an indicator of 18% of staff costs in the food and beverage department.

Conduct an audit of engineering systems

This can be done both by the supplier of the equipment that is in the hotel (audit of water consumption, for example, is offered by Grohe), and by an independent service. Within 200 thousand rubles. You will be offered solutions that will save on utilities. The result is likely to easily recoup the costs of the audit. For example, to save water, it may be necessary to replace only a few adapters, and to reduce electricity costs, change light bulbs and install motion sensors.