Hotel Team Meetings
The Daily briefing (with as many team leaders attending as practical) ensures teams are aware of issues that will affect the day’s operation. It also enables feedback for issues to be addressed helping raise operational efficiencies.
The meeting should cover:
- Special needs (e.g. disabled guests, requests)
- VIP and repeat guests
- Events being hosted today and the next few days
- Local events that will impact service in any way, e.g. weather, maintenance, road works, etc.
- What promotions / events are coming up
- Staff shortages, and cover of responsibilities
These actions ensure your staff are fully briefed and competent to deal with any guest’s queries or concerns.
The Weekly Revenue Management meeting; One department can dramatically reduce profits if not involved in RM planning and decisions. The main purpose of the meeting is to focus on maximizing Revenue in high demand dates and maximize occupancy low dates and:
1. Communicate the performance facts and forecasts in occupancy, rate, RevPAR, market share and GOP for the next 90 days planning and monthly for the annual plan update
2. Discuss and agree on strategies going forward, and
3. Ensure all departments are on the same page and understand their role in reaching RevPAR and Profit Goals
ATTENDEES SHOULD BE (depending on type of Hotel / Resort):
Director of Revenue Management, to serve as chairperson and provide analytics
General Manager, when available to mentor and instil the appropriate culture
Director of Sales and Marketing provide overall sales and marketing direction and input
Group, Corporate and Leisure Sales Managers to ensure sales forces are selling appropriate inventory at appropriate rates and that space utilization of their customers are being appropriately managed and reported.
E-Commerce and Direct Marketing managers to ensure that all appropriate campaigns are in place for need periods and are not being run when not needed.
Front Office Manager to ensure that Front Office up selling strategies and tactics are in sync with RevPAR goals and to review peak check-in/check-out dates and any oversell dates with appropriate manpower, upgrade, and, relocation plans.
Property CFO or Controller, to provide profit impact of Revenue Management decisions.
Convention Services, if they monitor groups after contracting so they can keep everyone abreast of potential additions or subtractions from the group block.
Catering Services and F&B to determine catering rates and need dates for free sale and manpower planning for outlets during high group occupancy dates.