筆者在先前的文章中曾提到過幾次「全面收益管理(Total Revenue Management)」，如今總算可以刊出專文。如同正文所述，「全面收益管理」就是「將旅館酒店內所有的商品、服務產出的收益最大化」。不遺漏任何既有與潛在的品項收益(→但過於極端會變成斂財，請留意)、部門之間的商品整合與搭配(→請審視搭配的合理性與邏輯，天龍與地虎總是怪怪的。→你說那是「長短腳之戀」像極了愛情？嗯… whatever~~)、不放過任何商品宣傳的時機與場合(→但太超過則像緊迫盯人的銷售員，且失了美感)，則收益管理的程度會更全面，停留在館內的住客或賓客更有機會多消費(→不管那是什麼，都給我來一點。 XD )。
A：(咬耳朵)
P：你說旅館各部門的收益績效常淪為內鬥的工具？拿到一筆大單就在那邊「總經理」指日可待，輾壓其他部門？嗯…台灣的旅館酒店數量不算少數，館外全都是敵人、競爭者(結盟終究是一時的)，而且巴不得將對方生吞活剝，有時間在那邊內鬥內耗，倒不如想想如何攘外。整艘船只剩船首還浮在水面上，大家活不了，訂單王也別想活，這就是同舟共濟的原因。除非…這個人有二心…。今年市道特別不好…
A：但台灣渡假型酒店好得很~~
P：哎呀~別這樣~~整體是差的，有的可能是虛胖，喝紅豆水可以消水腫，剛好攤提掉上半年沒賺到的部份，或是與去年同期相比，呈現「不進反退」的情況。所以，趁機會關注一下「全面收益管理」倒是「督厚 (台語，『剛好』之意) 」。
一起來看看「全面收益管理 (Total Revenue Management)」是在說些什麼。
The Future of Revenue Management = Total Revenue Management
(收益管理的未來即全面收益管理)
2019/04/09 Xotels.com Patrick Landman
Total Revenue Management is a much-discussed concept in hospitality, but in reality it has produced a great deal of confusion. Put simply, it is the revenue management of all revenue sources in a hotel. From your RevPAR and GOPPAR to the hotel restaurant, and from the bar, spa and gym to activities and excursions, it encompasses every single hotel income stream.
「全面收益管理」是酒店業中討論最多的概念，但在實務上卻產生了很多困惑與疑問。 簡單來說，它是酒店所有收入來源的收益管理。 從您的「平均每間可供出租客房收益 (RevPAR, revenue per available room)」和「每間可供出租客房的總營業利潤 (GOPPAR, gross operating profit per available room)」到館內餐廳，從酒吧、水療中心和健身房至活動遊覽行程，它涵蓋了每一間酒店活動收入來源。
Let’s dive in and see how this can be done …
讓我們一起深入瞧瞧這全面收益管理要怎麼做…
In this article you will learn about:
從本篇文章中，你將學習到有關於：
1. Maximizing all your revenue streams (將你所有的收益來源最大化)
2. Optimizing guest spend during their stay at your hotel (優化每位顧客停留或住宿期間的花費程度)
3. Developing a company-wide total revenue management culture (培養全公司的「全面收益管理」文化)
1. Optimize all your hotel’s revenue streams (將自家酒店的所有收益來源擴增與優化)
To integrate a
revenue management system (→連結為系統商品介紹) that produces enhanced performance, it is essential to review and optimize each and every one of your revenue sources. These include, but aren’t limited to, the following:
為了要整合出可產生更高績效的收益管理系統，審視並優化自家酒店的每一項收入來源。 這些優化建議包含但不僅限於以下內容：
i. Rooms (客房)
The central revenue driver of any hotel, optimization of room receipts is of course critical to your success. But, is your room revenue performance as good as it can be? Do you carry out periodic reviews with new industry developments front of mind, with the goal of driving higher revenues? Where can improvements specifically be made? Are you looking at top line revenue as well as profitability, and using
KPI‘s like
REVPAR,
NREVPAR and
GOPPAR? These are just some of the questions that underpin successful hotel revenue management execution.
對於任何一家酒店來說，最主要的收益趨動力在於優化客房收入*，而這對於自家酒店的營運成功與否相當重要。 但是，自家酒店的客房收益表現是否已全面發揮到最佳水準？ 您是否會優先考慮以業界發展出的新方法、策略以及設定追求更高收益的目標來進行定期的績效審視？哪個項目可以具體改進？ 您是否正在使用「平均每間可供出租客房收益 (RevPAR, revenue per available room)」，「每間可供出租客房的淨收益(NREVPAR, net revenue per available room)」和「每間可供出租客房的總營業利潤 (GOPPAR, gross operating profit per available room)」等關鍵績效指標 (KPI, Key Performance Indicators)來查看銷售總額和獲利能力？這些僅是支撐起成功的酒店收益管理執行面之部份問題。
*筆者按：客房收入在整體旅館酒店收入佔比會因規模、服務程度不同而有差異，精選(有限)服務型酒店的佔比往往遠大於全服務型酒店，有些佔比甚至超過9成，因此每間旅館酒店的「全面」未必相同，但可以多元開發。
ii. Food and beverage (餐飲)
This typically comes from three distinct but interrelated areas: your hotel restaurant, bar, and room service. A review may include a guest survey, which can indicate how satisfied your patrons are and how you can improve. The more specific it is, the more insights you can glean that can power a revitalized strategy. For instance, consistent feedback on food and drinks quality, your price points, service, ambience, overall experience, and potential promotions can prove crucial in the success of your food and beverage division.
這通常來自三個不同但又相互關聯的區塊：自家酒店的餐廳、酒吧和客房餐飲服務。 餐飲面的審視可以包括顧客意見函(問卷調查)，它可以指出自家餐廳的顧客滿意程度以及改善的方向。說得再具體一點，收集到越多的顧客反饋資訊(比方各個評論平台)就越能讓餐飲營運策略有機會更新修正。 舉例來說，對於「餐飲品質」、「價格點」、「服務」、「氛圍」、「整體體驗」以及「潛在可能的促銷」的一致性反饋對於餐飲部門的營運成功至關重要。
Some food and beverage KPIs to focus on as part of a revenue management strategy include:
可做為部份收益管理策略的餐飲關鍵績效指標包括：
● REVPASH (Revenue per available seat per hour) 每小時可供應座位之收益
● Time per table turnaround 平均翻桌所需時間
● Number of customers 來客數
● Seating efficiency 就座效益
● Basket analysis 購物籃分析(共生分群 / 關聯規則探索)
● Staff Productivity (front house and kitchen) 員工產能率 (外場與內場員工)
● Develop your menu according to the menu engineering method 根據菜單設計法來開發自家的菜單
*筆者按：「客房餐飲服務(In-room Dinning)」在今年疫情爆發之前，恐怕如同客房Mini Bar(客房酒水飲料與零食)一般，往往消費程度未若館內餐廳、酒吧來得高且顯著或是大力鼓吹，而且品項價格也因專人送餐至客房而偏高，加之以近年餐飲外送服務平台的興起(即使因安全因素，住客得下樓至大廳櫃檯區域取餐)，更受到影響。筆者在7月下旬入住林口亞昕福朋喜來登酒店時，曾在客房書桌上看到下方的廣告立牌，文字特別強調「比外送平台更划算」，在眾家客房餐飲菜單與廣告文宣中顯得很獨特，同時也表示業者有在想方設法拉住一些生意在館內消費，只是9月中旬(近日)再次入住時(→因滿額折價劵的驅使~~XD )，客房書桌上的文宣已不復見，推測可能是評估成效後而默默退場。但對於像筆者一樣會東摸西瞧兼好奇「手賤」的客人(或是單純懶得步出房門「覓食」的客人)來說，還是有些誘因。而筆者當時晚上是額外在館內酒吧消費…(呵呵)，整體氛圍很輕鬆，坐沙發時，背後墊著二個靠枕很「酥胡」~~(笑。部份原因是沙發比較深) 沒在管Sober Curious ~~(大笑。
請另參臉書專頁貼文)。
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| 西式餐點品項 |
iii. Corporate events, spa, leisure and other revenue drivers (公司活動、水療中心、休閒部門及其他收益來源)
Renting out space for corporate events such as meetings, conferences and even a coworking office, as well as offering corporate training events, talks and classes are all potentially lucrative revenue streams. Doing so also allows you to push revenues elsewhere, in particular from food and beverage, while offering promotional opportunities for other services.
出租館內空間給公司企業舉辦活動，如大小規模的會議、甚至是共同辦公空間，乃至於提供公司培訓活動，講座和課程，都是旅館酒店潛在且可盈利的收益來源。 這樣做還可以使自家酒店將收益來源(尤其是餐飲)推及至其中，同時為其他服務產品提供促銷機會。
If other revenue streams are not fully leveraged, you can design promotional campaigns both for staying guests and, if applicable, non-boarding customers from the local area. This applies to business areas such as, where applicable, the hotel spa, gym, golf course, and unique events and excursions that you may offer.
如果其他收益流沒有充分利用，則可以為住客設計促銷活動，另外，若現實條件可行的話，這同樣也適用在本地非住宿的客人。 這方式適用於營收單位，像是酒店的水療中心、健身房、高爾夫球場以及自家酒店可以提供的獨特活動和遊覽。
Typical revenue management KPI focus examples from these departments include:
典型收益管理的關鍵績效指數之例子包含：
Spa and leisure (水療中心暨休閒部門)
● SUR (Spa Utilization Ratio, 水療課程使用率)
● ATR (Average Treatment Rate, 平均療程價格)
● REVPATH (Revenue per Available Treatment Hour, 每可用療程時間收益)
● SREVPOR (Spa Revenue per Occupied Room, 每間已用療程房收益)
● Revenue per square meter (TREVPSQM) 每平方公尺收益
● Therapist Productivity 芳療師產能率
Meeting rooms(會議空間)
● Revenue per square foot/meter (每平方英尺/公尺收益)
● Attendee density(與會者使用率，即與會者人數佔該場地最大容納人數的比率)
● Revenue per attendee(每位與會者收益)
Golf(高爾夫球場)
● Occupancy percentage(球道出租率)
● Revenue per available round(每可用球道收益)
● Average rate per round(平均球道價格)
● Channel mix percentage(各銷售管道佔比)
Extra note: click for our article on Spa Revenue Management
附註：點此連結了解「水療中心收益管理」
2. Increase your guests’ spend during their stay (增加顧客在住宿期間的消費)
Quick turnaround of guests where they stay a shorter period of time can generate more revenue for in-demand hotels, as they are generally more likely to spend a higher amount per day of their stay within a tighter time frame, compared to a longer stay, where purchasing power may need to be stretched.
入住天數較短的客人因其快速的客房住宿更替，可以為住宿需求大的旅館酒店帶來更多收益，因為與較長住宿期間的客人相比，短期住宿客人通常更可能在相對緊迫的時間內每天花費較高的金額，而住宿多日的客人可就要擴大其消費力道。
However, leaner periods, where hotels struggle to complete room occupancy levels, offer the perfect time to integrate offers across your service suite with the end-goal of driving guest expenditure.
然而，住宿需求疲軟、旅館酒店努力達成應有的住房率水平的淡季時期是提供館內整合的商品服務的絕佳時機，因可達成導引客人花費支出的終極目標。
This can include, for instance, food promotions such as a set evening menu, happy hour on drinks, a special spa rate between specific hours, and reserving additional nights for an incremental discount on each additional date booked.
館內整合的商品服務可包括像是餐點促銷，如晚間套餐，酒類飲品的歡樂時光，特定時段的特惠水療課程價格，以及預訂額外住宿的天數可享遞增的折扣優惠。
During periods of full or near-full occupancy, efforts can be made across all hotel divisions to take advantage of upselling and cross-selling opportunities.
在住房客滿或幾近客滿的期間，旅館酒店的所有部門都可以趁機採用增額銷售和交叉銷售。
The overall goal is to entice your guests to shake their wallets or purses a little harder across all hotel services, while of course doing so to enhance their experience. Therefore, it is of fundamental importance to ensure that any guest spend optimization tactics are carried out without risk of reducing satisfaction levels.
這整體目標在於吸引客人能對酒店所有的商品服務再多掏出點錢來消費，當然，這同時也是增進客人的館內體驗。 因此，至關重要的是確保在執行任何強化客人消費的策略之餘，又不會減損顧客滿意度。
Rather than a primary focus on driving revenues, a consequence of a culture of enhancing guest experience through intelligent upselling, cross-selling, and promotions is to produce the former anyway.
建議旅館酒店業者藉由技巧性的增銷法、交叉銷售以及促銷來增強顧客體驗的營運模式以帶來收益成果，而非僅著眼於「增加收入(→盡量榨乾客人的荷包)」*。
*筆者按：實因旅館業的本質是「販售體驗的服務業」而非「奸商」。
3. Develop a company-wide total revenue management culture (培養全公司的「全面收益管理」文化)
A pervasive focus on total revenue management across your hotel can create the foundation necessary for subsequent growth. From central revenue drivers such as rooms and food and beverage right down to more peripheral income generators like vending machines, and sales of printed photos and groceries, an instilled workforce focus on revenue management has formed the bedrock of the overall strategy’s success.
若能將「全面收益管理」的思想模式遍及自家酒店各處，則可以為後續的收益增長立下基礎。 從主要的收益來源，如客房與餐飲，延伸至許多其他的次要收入來源，如自動販賣機、列印圖像服務和酒店用品雜貨的銷售等，對收益管理概念已深植腦海的酒店員工已成為整體營運策略成功的基石。
And this doesn’t just mean the management team. Spreading the concept of revenue management ownership throughout your workforce, from department managers to supervisors, and from entry level positions to part-time or casual staff can have a powerful impact.
然而這不單單指管理高層才需要有收益管理的觀念。從單位經理到主管，從初階職位到兼職或臨時員工，若能在您的整個營運團隊中將收益管理的概念推廣至「人人有責」的程度，那麼就會產生很大的效能。
Wrapping up (結語)
The payoff of integrating a total revenue management strategy can be great, leading to heightened revenues across all your hotel’s services and products. In the end it is all about understanding your guests (data management), your segmentation and to place the reasons for implementing total revenue management at the center of your decision-making process.
整合「全面收益管理」的策略成果會是相當可觀的，並從而提高自家酒店所有商品與服務的收益。最後，所有這一切都是關於「了解客人」(即客戶數據管理)及其分類，並在公司決策過程中將實施全面收益管理的原因考慮進去。
派屈克沈的旅館園地 