酒店收益管理制度可借鉴赌场会员制度

　　对于世界各地的酒店来说，无论是大型的，小型的，独立的，连锁的，管理库存收益都是一项非常重要的经营策略。但酒店库存的收益管理需要对客户的需求做比较细致的预测，然后根据预测的客户需求提供相关服务，从而使收益达到最大化。很多酒店管理者都深谙此道理。但大部分传统的酒店把收益管理的重点方向投向了如何使客房收入最大化方面，而忽视了其他方面的收入。

　　现在很多企业都强烈意识到，采取更全面的收益管理才是现代酒店的经营之道。这涉及到两个不同的方面。首先，酒店必须跟踪酒店客人相关的所有收入，并在此基础上细分不同客户的商业价值。这可能增加酒店在食品、饮料、水疗中心、健身场所甚至博彩方面的收益。

　　可以说，不少赌场公司已经为他们忠诚的客户提供了一项“黄金标准”。毫无疑问，赌场会强烈建议赌场常客开办会员卡。赌场会员可以利用会员卡赚取免费客房，食品，饮料以及其他各种免费的娱乐项目。

　　赌场公司的利用这种会员制度，可以获得会员丰富的相关的信息，包括他们发挥的是什么赌博游戏，他们玩游戏的频率，最近的一次消费情况，预订窗口，以及其他无数的有价值的信息。而赌场公司从这些信息上获得的回报是巨大的，赌场据此可以获得更大的经济效益。

　　其实，客户数据的价值对其他非博彩公司来说，意义同样重大。如果一家度假酒店有一位频繁光顾的客人，这位客人常在度假酒店的高级餐厅用餐，享受该度假酒店的水疗中心，以及在该酒店的迷你酒吧流连忘返，那么，这个客人的价值远远比一个身份不明的商务旅客要大。商务旅客光顾一家酒店，可能只是想找一个地方度过一晚而已。

　　译文：

　　Revenue management of hotel inventory has long been the practice for hoteliers worldwide, both large and small, chain and independent. Hotel operators understand and accept the need to forecast customer demand at some level of detail and recommend product availability conditions that will deliver the maximum revenue based on that demand. However, for the most part, traditional hotel revenue management is focused purely on maximizing sleeping room revenue with no regard for any other revenue associated with the hotel guest.

　　Many companies are now realizing that there is a strong need to adopt a more holistic approach to revenue management across the enterprise. This involves two distinct components. First, there is a need to capture and track all revenue associated with hotel guests in order to segment customers more discretely based on their value—this can come from food and beverage, spa, event venues or, in the case of a casino/hotel, gaming. Second, and equally important, operators need to begin to apply the same principles of revenue management employed at the hotel to each discrete revenue source—there has been a strong push for revenue management in restaurants, spas, event venues and even on the casino floor.

　　It could be said that casino companies have set the “gold standard” for customer loyalty programs. There is no doubt that frequent players are strongly incented to use their loyalty cards to earn free room nights, food and beverage and a variety of other complimentary items. The “reward” to the casino companies is a wealth of data about these customers, not only what their play is like, but their frequency, recency, booking window, and countless other valuable nuggets of information. And while for casino companies the payoff for this is great, given the kind of money generated on the casino floor, the value of this customer data is no less significant for a non-gaming company. If a resort hotel has a guest who comes frequently, eats and drinks in the fine dining room, visits the spa and frequents the mini-bar, this guest is of far more value than a unidentified business traveler who simply uses the room as a place to sleep on the infrequent trip to town; and if the hotel has only one room left, it would want to identify the known guest and accept them.