GLOSSAIRE
Plus de 300 termes et définitions...
Gestion des revenus hôteliers, gestion d'actifs, finances et ventes et marketing numérique,
Price-sensitive consumers
Non-Traditional Applications of Hotel Revenue Management
Consumers who are responsive to price changes, e.g., who will buy more frequently when prices are lowered.
Segmentable markets
Non-Traditional Applications of Hotel Revenue Management
Markets composed of differing classes of consumers who can be defined
according to whether they are price sensitive or how much they are willing to pay
for a product or service.
Time-based inventory unit
Non-Traditional Applications of Hotel Revenue Management
Any unit of time for which a product or service is leased, including minutes, hours, days, and weeks.
Transient business
Non-Traditional Applications of Hotel Revenue Management
Business from individual guests who reserve rooms for themselves, their
families, or their friends, independently of any corporate or organizational
affiliation they might have: business from the traditional hotel patron.
Variable costs
Non-Traditional Applications of Hotel Revenue Management
Day-to-day costs of operating a business exclusive of fixed costs. In a hotel,
these include the actual cost of hosting a guest in a room for the evening,
including soap and laundry costs, the cost of any complimentary meals, etc.
Arrival uncertainty
Overbooking Practices in Hotel Revenue Management
The uncertainty whether the party that has reserved a room will actually arrive to
claim its room on the scheduled date.
Cumulative probability distribution
Overbooking Practices in Hotel Revenue Management
Data showing the probability of specific numbers of no-shows, e.g., the
probability of two or more no-shows or of three or more no-shows on a given
night.
Displacement
Overbooking Practices in Hotel Revenue Management
The amount of forecasted transient business that the hotel will not be able to
accommodate because it is accommodating a group.
Displacement method
Overbooking Practices in Hotel Revenue Management
A method of calculating group room rates that involves comparing the amount of
forecasted transient revenue displaced by the presence of the group to the
amount of revenue the displacing group will bring into the hotel.
External approaches to managing no-shows
Overbooking Practices in Hotel Revenue Management
Revenue-safeguarding operations at the hotel that involve the customer. For
example, external approaches to managing no-shows include credit-card
guarantees, nonrefundable deposits, and telephone calls reminding customers of
their reservations.
Group forecast
Overbooking Practices in Hotel Revenue Management
A forecast of the number of rooms a given group will actually use and pay for
when they arrive on their reservation date. Because it is a fact of group business
that the actual number of rooms purchased will differ from the number of rooms
prospectively agreed to, hotels must predict actual numbers using group
forecasting.
Internal approaches to managing no-shows
Overbooking Practices in Hotel Revenue Management
Revenue-safeguarding operations at the hotel that do not involve the customer.
For example, overbooking is an internal approach to lessening the effect of noshows
on revenue.
