By Blake Madrill, Revenue Technology Strategist at IDeaS Revenue Solutions
原文作者：Blake MadrillIDeaS Revenue Solutions公司收益技术战略分析师
Take your next great revenue management strategy to new heights
让收益管理战略上升到全新高度
- Revenue per square foot/meter is the great equalizer, much like RevPAR for guest rooms
- The combination of metrics allows hotels to be more flexible and thoughtful about their demand-based pricing strategy
- It is critical to monitor the success of an ME revenue strategy and provide tangible benchmarks to help improve revenue results
- 宴会、会议场地的每平方英尺/平方米收益是一个十分有用的指标，与每间可售房收益RevPAR指标类似
- 衡量指标的有机组合，能让酒店在制定以需求为依据的定价策略时更灵活、考虑更周到
- 持续评估会议与活动场地收益策略是否成功并提供切实的衡量基准，对于帮助提高收益，是一件很重要的事。
The discipline of revenue management continues to evolve and expand into more revenue-generating areas of a hotel. As hotels start to think about some of these key areas where revenue management can have a major impact meetings events (ME) is often at the top of that list. Hotels have ADR, occupancy, RevPAR and even more profit-focused metrics like GOPPAR to evaluate the success of their guest room strategy. When building a strategy for ME, here are the key performance indicators (KPIs) that can help your next great revenue management strategy take flight.
收益管理的实践准则不断在进化，逐渐涵盖酒店中越来越多领域的收益。当酒店开始考量还有在哪些关键领域，收益管理实践可以产生重要影响，往往最先想到的就是宴会、会议场地（ME）。在客房收益策略方面，酒店已经有很多可用来衡量成功与否的指标，包括ADR平均每日房价、入住率、RevPAR每间可售房收益以及更侧重于利润的GOPPAR每间可售房运营毛利润等。在打造宴会、会议场地收益策略时，也有如下一些KPI关键业绩指标可以参考，它们能帮助酒店制定达到全新高度的收益管理策略。
Revenue Per Square Foot/Meter
每平方英尺/平方米收益
Revenue per square foot/meter is the great equalizer, much like RevPAR is for guest rooms. Hotels can fill their meeting space with all kinds of catering business, or use their meeting space to fill sleeping rooms, but to properly measure the success of an ME strategy this metric is pivotal. Understanding your revenue performance, in relation to the available space, allows hotels to set benchmarks for ME performance which leads to the effective utilization of space.
宴会、会议场地的每平方英尺/平方米收益是一个十分有用的指标，与每间可售房收益RevPAR指标类似。酒店可以用宴会、会议场地来做各种宴会餐饮业务，或者利用宴会、会议场地来补充客房出租业务，但要恰当评估会议与活动场地收益策略是否成功，此项指标最为关键。以可用场地为单位理解宴会、会议场地收益绩效，能让酒店为宴会、会议场地收益绩效设定基准，也就能更有效地利用好这些场地。
Once hotels have insights into their revenue per square foot/meter they can compare performance by day of week, month or even by function room. This insight helps hotels understand their highest revenue-generating space and deploy pricing based on a clear picture of demand. Revenue per square foot/meter provides commercial opportunities for a hotel by knowing which space is most valuable and could possibly be underutilized.
一旦酒店清楚了自己的宴会、会议场地的每平方英尺/平方米收益，就可以按星期规律、月度规律甚至是按每个场地来比较绩效。这一数据能帮助酒店了解，哪一个场地生成的收益最高，对客户需求量的清晰把握也能让酒店相应的部署定价策略。每平方英尺/平方米收益指标让酒店知道自己的那个宴会、会议场地最有价值，哪些场地尚未充分利用，这就为酒店开拓了新的业务机遇。
Attendee Density
与会人员密度
Attendee density is the percentage of actual attendees in relation to the optimal capacity for the given venue. As an example, if a hotel had a small ballroom that held 100 persons and on a given day sold it to a group that had 75 attendees, then the attendee density for that ballroom would be 75%.
与会人员密度是实际参加某个宴会、会议的人数除以对应场地最佳容纳人数得到的百分比。比如，某家酒店的一个小宴会厅可以容纳100位来宾，某次酒店将该场地销售给一个团体活动，有75人出席，那么这个场地在此次活动中的与会人员密度就是75%。
Hotels establish the optimal capacity for a meeting room based on the ideal capacity in a non-theater style seating such as classroom or banquet rounds. This is because these types of seating styles generally have additional revenue, like food beverage, tied to them. By achieving optimal density, you can begin to calculate your optimal revenue, which leads to the next KPI below.
酒店根据剧场式布局以外的其他场地布局方式（比如教室或宴会圆桌式）的理想容纳人数来确定每个场地的最佳容纳人数。这是因为，此类布局方式往往会产生额外的收益，比如餐饮服务。实现了最佳与会人员密度后，就可以开始计算最佳收益，而这就得出了下一个KPI。
Revenue Per Attendee
每位与会人员平均收益
Revenue per attendee is simply the revenue for a given date range divided by the total number of actual attendees for that given time period. This crucial metric helps hotels understand the relationship between how busy ME space is (utilization) and how much revenue is being generated within that meeting space. As hotels begin to monitor attendee density in relation to revenue per attendee, they can identify where they have maximized their revenue opportunity and find additional opportunity where space utilization is high and revenue is low.
每位与会人员平均收益就是在既定的日期段内的收益除以该段时间内实际参加宴会、会议的总人数。这个指标相当重要，能帮助酒店理解宴会、会议场地的使用频率与对应的收益之间的关系。当酒店开始持续评估与会人员密度与每位与会人员平均收益之间的关系时，他们就能了解哪几个场地的收益已经最大化，以及使用频率很高但收益较低的场地有哪些，从而寻求更多的收益机会。
One may ask, why worry about the revenue per attendee if there is a minimum of $10,000 on a ballroom. If the minimum is achieved, there may be little concern if there were two or 200 attendees. While that may be true, how does a hotel establish that $10,000 is the revenue minimum for the given venue?
有人可能要问，如果某个宴会已经设定了最低消费10,000美元，为什么还要担心每位与会人员平均收益呢？如果满足了最低消费要求，究竟是2个人参加活动，还是200个人参加活动，这个问题似乎已经并不重要了。从某个角度考虑，这种想法也许是对的，但是酒店如何确定，那10,000美元就是对应场地的最低收益呢？
If hotels can establish their minimum revenues for venues, and their optimal attendee density, they can calculate their minimum revenue per attendee when the venue is occupied at the optimal attendee level. Knowing this, hotels can decide when to flex their pricing based on demand, so that minimums dont have to be static across different days of week, months or seasons.
如果酒店可以确定每个场地的最低收益和最佳与会人员密度，那么他们就能计算出每个场地的与会人员密度达到最佳水平时，每个与会人员产生的最低收益。知道了这一点，酒店就能判断何时可以根据需求来调整定价，那么一周、一个月、一个季度里的每一天都不必只有一个相同的最低收益标准。
In high demand time periods, you can either strictly enforce the optimal number of attendees or the resulting revenue from the optimal number of attendees. The combination of these metrics allows hotels to be more flexible and thoughtful about their demand-based pricing strategy for meetings events.
在旺季时段，酒店或可严格规定活动出席人数，或可规定在满足最佳出席人数情况下每位与会人员贡献的最低收益。这些指标组合起来，就能让酒店在按需求为宴会、会议场地制定定价策略时更为灵活、考虑更为周到。
Conversion Performance
转化率业绩
The last metric moves away from physical venue metrics on actuals. The focus here is sales and catering performance around conversion of revenue from inquiries into definite bookings. Conversion performance is the percentage of revenue booked in relation to the potential revenue for all inquiries that were either booked, turned down or lost.
我们要谈的最后一个指标不是考虑实际的场地，而是考虑实际争取到的业务。这里的焦点是围绕客户询价转化成实际预订后得到的收益的转化率来考量的销售与宴会业绩。转化率业绩就是实际预订的收益除以预订、回绝、丢失的所有客户询价的潜在收益总和后所得到的百分比。
This metric is often illuminating to hotels. Not only can you monitor the performance of sales and catering teams, but you can prioritize bookings based on their likelihood to go definite. Conversion performance can be measured by date range, market segment, team member, event type and number of inquiries. It is critical to monitor the success of an ME revenue strategy and provide tangible benchmarks to help improve revenue results.
这项指标对酒店通常很有启发性。酒店不仅可以持续衡量销售与宴会团队的业绩，还可以根据每笔潜在业务成为实际业务的可能性来优化预订。转化率业绩可以按照日期段、细分市场、团队成员、会议类型和询价次数来评估。对持续衡量宴会、会议场地收益策略的成功与否而言，这是一个很重要的指标，提供了切实的衡量基准，有助于酒店最终提高收益。
Each of these key performance indicators provides insight and value to an organization that is looking to streamline their ME revenue strategy. Hotels often take a set it and forget it for a year approach. If youre looking to assemble your ME strategy, consider these KPIs as your starting point, and if youre looking to revolutionize your ME business, click here to learn more about IDeaS innovative solutions.
对希望打造有效宴会、会议场地收益策略的企业而言，所有这些KPI关键业绩指标都能提供有用的见解和价值。很多酒店往往会实行设定一次，忘记一年的做法。如果酒店希望建立起有效的宴会、会议场地收益策略，那么就可以这些KPI为起点。如果酒店希望改革其宴会、会议场地业务，可以点击此处，了解IDeaS的更多创新方案。
Blake Madril
Revenue Technology Strategist at IDeaS Revenue Solutions
IDeaS Revenue Solutions公司收益技术战略分析师
Blake Madril joined IDeaS in 2014 with over 10 years of experience in hospitality operations, marketing, sales, technology and revenue management. In his most recent role with IDeaS Blake is responsible for global initiatives that support the market strategy and messaging for IDeaS extensive suite of revenue management solutions and services ultimately aimed at helping hotel executives maximize profitability for their hotels. He is a strong advocate for the discipline of revenue management and the convergence of hotel data solutions and job functions to bring the best experience possible for both hotels and their guests.
Blake Madril于2014年加入IDeaS。他在酒店运营、市场营销、销售、技术和收益管理方面拥有十多年的工作经验。他目前在IDeaS负责为众多收益管理解决方案与服务的市场策略和信息传播提供全球支持，旨在帮助酒店高管实现最大化企业的盈利能力。Blake积极倡导收益管理实践和酒店数据解决方案与工作职能一体化，以便为酒店及其宾客创造尽可能好的体验。
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