How to calculate the planned load of the hotel. How to improve the hotel and increase its profit
Ministry of Education and Science of the Russian Federation
Federal Agency for Education
RUSSIAN STATE UNIVERSITY OF TOURISM B SERVICE
INSTITUTE OF TOURISM AND HOSPITALITY
(Moscow) (branch)
Course work
discipline: "Economics of the enterprise of tourism and hotel business"
Topic: Measures to increase the occupancy of the hotel room stock.
Student Yulia Antonovna Petushkova E3-1
Full name, course
Date of delivery to the department
Student's signature
Scientific adviser, Ph.D., Kryukova E.M.
Full name, account. degree and rank
Check date, estimate
Manager's signature
Moscow
2011
Content
Introduction
1. Theoretical section
1.1. The specifics of the hotel business..…………..…… ..……….……..…….5
1.2. Hotel activity indicators…………………………...………12
1.3. Ways to increase hotel occupancy…………..………………………………………14
2.Analytical section
2.1. Analysis and development prospects of the Moscow hotel complex…………………………………………………………..……………….16
2.2. General characteristics and analysis of the activities of the hotel "Cosmos"………………………………………………………………………22
2.2.1. General characteristics and history of the development of the hotel "Cosmos" ...22
2.2.2. Characterization and analysis of technical and economic indicators
activities of the Cosmos Hotel………………………………………....32
2.2.3. Analysis of the fulfillment of the income plan of the Cosmos hotel in 2009………….................…………… ……………………………………………35
2.3. SWOT - analysis of the hotel "Cosmos"…………………………………38
3. Project section
3.1. Project of measures to increase the occupancy of the number of rooms at the Cosmos Hotel.……...…………………………………………………….42
Conclusion
List of sources used
Applications
Introduction
At present, tourism hotel business is one of the most promising areas of activity. More and more more tourists stays in Russia foreign countries where the hotel business is much better developed, and the service delivery system and service quality are much higher, but, unfortunately, only a few Russian hotels are able to fully meet the needs of the client and provide high-level service.
In recent years, work has been actively carried out to form a positive image of Moscow as an international tourist, cultural and business center. At the same time, the tourist potential of the capital is not used in full and not efficiently enough. Further development of the tourism industry is possible only with active state support in a number of areas.
The relevance of the topic of the course work lies in the fact that the development of the hotel business, as well as increasing competition, requires constant improvement of the hotel's work and, in particular, an increase in the number of rooms.
The purpose of the course work is to develop measures to improve the loading of the number of rooms.
In accordance with the goal, the following tasks should be solved:
- analyze state of the art and prospects for the development of the hotel business in Moscow;
- consider the organizational structure of the hotel and the place occupied by the reception and accommodation service in it;
- study the business processes occurring in the service and identify on this basis the main "gaps" in its activities;
- conduct a situational analysis of the hotel's activities, and on its basis, set goals and objectives, and develop a hotel development strategy;
- develop a set of measures to improve the activities of the reception and accommodation service based on the analysis and in the context of the selected strategies.
The object of the study is the hotel GK "Cosmos".
The subject of the study is the business processes taking place in the hotel of the Cosmos Group of Companies.
The official publications of the Goskomstat of the Russian Federation, laws and regulations of the Government of the Russian Federation and the Government of Moscow, corporate documents of the Kosmos Hotel served as the information and statistical base.
The methodological and theoretical basis of the course work was the theories and concepts presented in the works of domestic and foreign authors, specialists in the field of marketing theory in the service sector. In the process of research, general scientific methods of system analysis and synthesis were used. The analysis of statistical material was carried out using economic and statistical methods, such as the method of significance criteria, the method of scoring and a number of other methods.
The theme of the course work is modern and important for the hotel "Cosmos", which determines its relevance and practical significance.
1. Theoretical section
1.1. The specifics of the hotel business
All hotels are classified according to various criteria, with the most used being the following;
1. By size:
Small (up to 150 numbers);
Medium (from 150 to 300 rooms);
Large (from 300 to 600 rooms);
Mega hotels (more than 600 rooms).
2. By type of hotel product:
Hotels;
Motels;
Suite - hotels;
Residential hotels (for permanent residence),
B&B hotels (breakfast and bed),
Timeshare hotels
condominium hotels,
3. By prices (US classification):
Budget - 25 -35 $;
Economical - 35 - 55 $;
Medium - $55 -95;
First-class - $ 95 -195;
Apartment - 65 - 125 $;
Fashionable - 125 - 425 $.
4. By target markets: business hotels, resort hotels, congress centers, youth hotels, tourist campsites.
5. By specialization: medical hotels, work and rest camps.
6. Terms of use: timeshare; condominium; For long stay; for conferences.
7. By form of ownership: state, municipal, joint-stock; departmental, public associations (organizations), joint ventures, private enterprises.
8. By location: urban; resort (in a resort area); hotels at airports (transit); roadside (on the road); alpoteli;
9. By means of transport: boats, floatels, rotels, flytels.
10.By length of stay:
For long stay;
For a short stay.
The classification of hotels according to the level of comfort plays an important role in the hotel business.
The level of comfort is a complex criterion, consisting of:
The state of the room fund;
Condition of furniture and equipment;
Number and condition of catering establishments;
Condition of the building, access roads, arrangement of the adjacent territory;
Technical equipment (availability of telephone, satellite communications, refrigerators, minibars, air conditioners, etc.);
Information Support;
Ensuring the possibility of providing a number of additional services.
Establishing comfort levels underlies more than thirty classification systems. However, in each state, the level of comfort, as a classification criterion, is understood differently, which is due to cultural, historical, national traditions, as well as a number of economic and other factors.
The most common classifications by comfort level are:
1. European, often called the system of stars. Its classification is based on the French national system, where the class of a hotel is determined on the basis of quantitative characteristics: the number of services provided and the level of comfort that are awarded by the tourist authority.
The system has 5 categories, which are indicated by stars.
* - simple hotel, basic comfort; consider the organizational structure of the hotel and the place occupied by the reception and accommodation service in it;
study the business processes occurring in the service and identify on this basis the main "gaps" in its activities;
conduct a situational analysis of the hotel's activities, and on its basis, set goals and objectives, and develop a hotel development strategy;
develop a set of measures to improve the activities of the reception and accommodation service based on the analysis and in the context of the selected strategies.
Content
Introduction
1. Theoretical section
1.1. The specifics of the hotel business..…………..……..……….……..…….5
1.2. Hotel activity indicators…………………………...………12
1.3. Ways to increase hotel occupancy…………..………………………………………14
2.Analytical section
2.1. Analysis and development prospects hotel complex Moscow………………………………………………………..……………….16
2.2. general characteristics and analysis of the activities of the hotel "Cosmos"………………………………………………………………………22
2.2.1. General characteristics and history of the development of the hotel "Cosmos" ...22
2.2.2. Characterization and analysis of technical and economic indicators
activities of the Cosmos Hotel………………………………………....32
2.2.3. Analysis of the implementation of the income plan of the hotel "Cosmos" in 2009………….................…………………………………………………………35
2.3. SWOT - analysis of the hotel "Cosmos"…………………………………38
3. Project section
3.1. Project of measures to increase the occupancy of the number of rooms at the Cosmos Hotel.……...…………………………………………………….42
Conclusion
List of sources used
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 h 28 58%
March load factor =
h 30? 52%
April load factor 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 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 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 of selling cheap and more expensive rooms(Tssr).
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.
The hotel season is in full swing, but you still have few visitors? Opened across the road new hotel and immediately pulled your customers over to him? No, this does not mean that we need to close, it's just time to improve the hotel.
Read the material to find out how to improve the hotel and increase its profits in order to make the business prosperous.
The first way: improve the condition of the hotel
Perhaps a small hole in the wall that your son punched at the age of 9 causes sentimental tears of tenderness, and the coffee stain on the wall is not a stain at all, but evidence of a passionate marital relationship, but this is not interesting for the guests.
Do not give them a reason to doubt the level of your hotel. Update repairs regularly and follow current design trends.
Try to decorate your rooms in an original way to get out of a number of formulaic hotels.
Method two: create a reason to visit the hotel
Once, in a small restaurant in Baden-Baden, an orchestra played a waltz by Johann Strauss. Today, this would not surprise anyone: “well, of course, you need to eat to the music.”
But then the visitors were completely delighted, because it was literally the first time that such a refined sauce was served to the table. A couple of years later, the hotelier Caesar Ritz, the founder of the Ritz Hotel and Restaurant, was known to literally everyone.
Since then, European rentiers have sacredly observed the principle: the hotel is the center cultural life. Everything that inspires boredom is not for the eyes of the guests.
What role does this principle play in modern hotel business?
Help a music band concert to make fans come and stay at your place. Celebrity autograph session? Why shouldn't she go to the hotel?
If you know a reason that will attract customers - tell us about it. All significant and high-profile events will increase the profit of the hotel.
Another way to improve the hotel: get something out of nothing
Perhaps there is no good reason. The main season has died down, the tourists have left, and the local poster says that the next concert/football game/comic book festival is in two years. What to do?
Create the right occasions for yourself.
Part of the income of American and European companies in the hotel segment is special weekend tours, often timed to coincide with some generally accepted date.
Suitable wine tasting from local wineries, the celebration of Valentine's Day or St. Patrick's Day (in Moscow alone, it is celebrated by more than 45 thousand people).
How to organize? This can be a one-time contract with an event agency or any other company that is as interested in new guests as you are: a museum, an exhibition, even just a shop or pub.
But support from your side will not hurt either. For example, it can be a full-time or specially hired designer or artist who will make a thematic exposition.
If the theme of the event suits the hotel, make a permanent partnership. Several successful “Architect Days” that really attracted tourists are already a tradition that implies extraordinary conferences and congresses, which will increase the hotel occupancy by several times.
Of the minuses: event agencies are usually heavily tied in the budget. Pros: this approach works, does not bring unnecessary risks and does not require special investments. And finally, the banquet hall will stop standing idle.
Fourth way: offer guests something new
Vacationers do not only sleep in a room or walk around the city. Many of them are ready to entertain themselves with what the hotel has to offer. Allocating an area of 40 or 60 square meters for a classic hotel is not a problem, but this area will perfectly accommodate a quest room with all the equipment.
Use not only someone else's franchise, fashion for it comes and goes, but also your own scenarios, places and adventures. Charge a nominal fee for entertainment. High price will scare away guests, and a low one, especially coupled with a really interesting quest, will significantly increase the profit of the hotel.
If your budget allows, hire a decorator to design an attraction or escape room to furnish the space to match the style of the entire hotel. Or sublease the area to a company that suits you.
It is desirable that the quest is not a one-time one. A much better fit is the ever-increasing popularity of sports-type competitions, where a team tries to surpass the result of another team or improve its own.
Hotel Improvement #5: Encourage Guests to Come Back
Don't forget to use the old client base. If you have been in business for several years, then a well-designed loyalty system will be more useful than marketing aimed only at new customers.
For example, business trips have nothing to do with seasonality. If you enter into a corporate contract for continuous service with several companies, you will reliably increase the occupancy of the hotel.
It is not difficult to find such clients: as a rule, an organization, and not an individual, pays for the rest in this case. Moreover, cashless payments are used.
Similarly, pay attention to any group rides and develop interesting offers for a joint holiday. A team that once went to a resort or a corporate holiday outside the “hot” time will come next year if you manage to interest them.
And do not forget that occupancy is increasingly dependent on how the hotel is presented on social networks and on popular booking sites: a lot of positive reviews from beautiful photos Customers have been and remain the main key to success!
Hotel activity indicators
1. The most important indicator characterizing the activity of the hotel is the room occupancy rate (Occupancy Rate): - which is calculated as the ratio of the number of rooms sold to the total number of available rooms for the reporting period (day, week, month, year).
Room occupancy rate = Rooms sold / Rooms available. (1)
The average occupancy rate of hotels in the world has been relatively stable for several years and amounts to 66-68%, while the occupancy rate of Moscow hotels averages 73%.
2. The load factor is also calculated for beds sold as the ratio of the number of beds sold to their total number for the reporting period. This metric is often referred to as the guest load factor. \u003d Kpr / Kob
3. Average daily rate also has two calculation options:
A) average price of rooms sold is equal to the ratio of cash receipts from the sale of hotel rooms to the number of rooms sold for the reporting period.
b) average price of available rooms is equal to the ratio of cash receipts from the sale of rooms to the total number of available rooms for the reporting period.
4. Profitability, calculated as the ratio of profit to income (sales). Depending on the specific task, it is possible to determine the share (%) of gross profit in income, the share (%) of profit from operating activities or the share (%) of net profit. Currently, the profitability of hotels tends to increase.
5. Profitability of the hotel (Return on capital). It is defined as the ratio of the profit received (as a rule, net profit is taken) to the capital expended.
6. The results of the financial activities of various departments of the hotel (sales of rooms, sales of catering establishments, sales additional services) is usually presented in the form of a pie chart - the share of various departments in sales.
7. Room stock revenue per room per day (RevPAR or Room Yield) = Hotel occupancy (Occupancy) * Average daily room rate.
8. Room Revenue per Guest (RevPAR) = Room Revenue/Total Number of Rooms.
This indicator:
· Gives a clearer picture of how the hotel uses the premises;
· Reflects how the business operates in relation to its maximum revenue generating capacity (total sum of all rates for each hotel room);
· Tracks progress in room management.
Ways to increase hotel occupancy
The external environment is considered as a combination of two relatively independent subsystems: the macro environment and the immediate environment.
Macro-environment (macro-environment) creates the general conditions of the environment for the location of the hotel enterprise.
The study of demographic factors of the macro environment occupies an important place in the analysis of the market opportunities of a hotel enterprise.
Marketing research of a hotel enterprise should consider issues related to the size of the population, its placement in individual countries and regions, the age structure with the allocation of the working population, students and pensioners, etc.
Economic factors (what services they want to buy customers, ability to pay). The solvent process is influenced by many factors, including the level of economic development of the country itself, wages, inflation, unemployment, and the crisis. It is necessary to take into account the high dependence of demand on hotel services from income level.
Socio-cultural factors. These are well-established norms accepted in society, systems of social rules, spiritual values, people's attitudes to nature, work, to each other and to themselves.
The analysis of scientific and technical factors makes it possible to timely see the opportunities that the development of science and technology opens up for the production of new types of services, their marketing and improvement of customer service. Scientific and technological progress brings great opportunities and no less serious threat to the hotel business. Any innovation threatens to be crowded out, outdated technologies and methods of work, which is fraught with the most unpleasant consequences, if due attention is not paid to the study of factors of a scientific and technical nature.
You can increase the number of rooms using:
1. Reduced prices for hotel rooms
2. Provision of additional services (novelties)
3. Holding conferences, symposiums, banquets, etc. at the proper level.
4. Improve the quality of services provided.
Summarizing the results of the year, Cushman & Wakefield's hospitality and tourism department experts note that the volume of the quality supply market in 2016 grew by only 2.8% (471 net rooms, taking into account the closure of a number of hotels for reconstruction), which allowed Moscow hotels to improve operating performance against the backdrop of recovered demand for accommodation. For many hotels, 2016 was the first year after 2013 when the annual budget was met and even exceeded.
The average market occupancy rate for Moscow hotels was 69.6% in 2016 (+5.9% compared to the results of 2015), which was the highest figure since 2006 (72.4%). At the same time, the average price per room (ADR) reached 6,428.8 rubles. (+6.5% compared to the results of 2015), this made it possible to bring the rate of return per available number (RevPAR) to the level of 4,476.4 rubles, which is 12.8% higher than the result of the previous year.
According to the RevPAR indicator, the most impressive results were shown by "luxury" hotels (Luxury) - 19%, as well as hotels in the "above average" price segment (Upscale) - 14.4%, moreover, if in "luxury" hotels the growth of this indicator was ensured by increasing the average price per room (according to the results of the year - 13,624.5 rubles with a occupancy of 64.7%), then in the Upscale segment - mainly due to an increase in occupancy (by At the end of the year, the average price per room was 5,745.3 rubles, and the occupancy rate was 72.0%.
The most popular hotels in Moscow were Midscale hotels, with an average annual occupancy rate of 78.2% (+9.2% compared to 2015), while the average price per room in this segment remained virtually unchanged (RUB 4,645.6, +0.4% compared to 2015). Finally, 5-star hotels (Upper-Upscale) also actively increased their occupancy (76.1%, 7.5% higher than in the previous year), but at the same time managed to increase the cost of accommodation (8,218.8 rubles, 4.8% higher than in 2015).
The only segment that showed negative RevPAR results (-4.6% compared to 2015) was the Economy hotel segment. This trend was due to the titanic efforts of hotels to maintain occupancy (71.0%, 0.4% higher than a year earlier), in connection with which they had to sacrifice tariffs (the average annual ADR level in 2016 was 3,147.1 rubles, 5.0% lower than in 2015).
“If we talk about forecasts for 2017, we expect that accommodation prices will continue to rise, possibly exceeding the average annual inflation rate forecast by the Central Bank of the Russian Federation (target inflation in 2017 is 4.0%), this will return hotels to the income growth zone,” comments Marina Usenko, Partner, Cushman & Wakefield Hospitality and Tourism Department. “The main challenge for hoteliers will be to convert the rate recovery into profit growth.”