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Publication
O futuro do Hotel Revenue Management em Portugal
| Name: | Description: | Size: | Format: | |
|---|---|---|---|---|
| 2.08 MB | Adobe PDF |
Advisor(s)
Abstract(s)
O efeito disruptor da pandemia COVID-19 no setor hoteleiro, o crescente custo de
aquisição de clientes, a elevada intensidade competitiva e as reduzidas margens
operacionais que caracterizam o setor tornam a aplicação adequada do Hotel Revenue
Management (HRM) mais relevante do que nunca. Baseado em Kimes (2011, 2017), o
presente estudo pretende identificar e compreender quais as tendências futuras de Hotel
Revenue Management em Portugal para os próximos cinco anos (2022-2027).
Para tal, foram inquiridos Revenue Managers (N=30) a exercer funções no setor hoteleiro
português. Objetivando a obtenção de um quadro conceptual compreensivo relativo às
tendências futuras de HRM em Portugal, foram avaliadas oito distintas dimensões do
Hotel Revenue Management de forma isolada, sendo posteriormente interligadas e
confrontadas com o corpo de literatura existente.
Com base nos resultados obtidos, verifica-se que a tecnologia terá um papel cada vez mais
preponderante no futuro do Hotel Revenue Management em Portugal. A tecnologia terá
impactos cada vez mais significativos na distribuição do produto hoteleiro, irá atuar como
driver de mudança na área e será uma das competências chave para o sucesso dos Revenue
Managers em Portugal (em sinergia direta com as competências analíticas). Os resultados
indicam também que o HRM se encontra numa transição de paradigma bastante
significativa, passando de uma disciplina com ênfase quase exclusivo no alojamento para
a sua aplicação a outros centros de receita da unidade hoteleira, nomeadamente a nível
dos outlets de F&B e das Salas e Espaços para Eventos. Ainda neste âmbito, identificou se a adoção progressiva do GOPPAR como principal KPI de benchmarking competitivo
no setor, em detrimento do RevPAR.
Adicionalmente, verifica-se que cada vez mais unidades e cadeias hoteleiras possuem um
departamento próprio de Hotel Revenue Management, tendência esta que continuará em
crescimento nos próximos cinco anos. Por fim, a nível tecnológico, as ferramentas criadas
especificamente para a prática do HRM – os Revenue Management Systems (RMS) – terão
um impacto significativamente superior a qualquer outra ferramenta tecnológica utilizada
para a aplicação do HRM.
The disruptive effect of the COVID-19 pandemic on the hotel industry, the increasing customer acquisition costs, the intense competition & the low operating margins that frequently characterize the hotel industry make the proper application of Hotel Revenue Management more relevant than ever. Based on Kimes (2011, 2017), the present study aims to identify and understand the future trends of Hotel Revenue Management in Portugal for the next five years (2022-2027). For this purpose, Revenue Managers (N=30) who currently work in the Portuguese hotel industry were surveyed. In order to obtain a comprehensive conceptual framework regarding the future of HRM in Portugal, eight distinct dimensions of Hotel Revenue Management were taken into account separately, being subsequently interconnected & confronted with the existing body of literature. The results of the study indicate that technology will play an increasingly important role in the future of Hotel Revenue Management in Portugal. Technology will have an increasingly important role on the distribution of the hotel product, it will play a crucial role as a driver of change in the field and will be one of the most important skills to have as a Revenue Managers in Portugal (in direct synergy with analytical skills). In addition, the results also indicate that HRM is transitioning from a discipline with a very big emphasis on the rooms department to a more holistic approach - taking into account other revenue centres of the hotel, mainly when it comes to F&B outlets & Function Spaces. Also in this regard, the results show that GOPPAR is becoming the main KPI for competitive benchmarking in the hotel industry, to the detriment of RevPAR. Additionally, it appears that more and more hotel units and hotel chains have their own Hotel Revenue Management department, a trend that will likely continue to grow over the next five years. Finally, in the technological dimension, the tools created specifically for the practice of HRM – the Revenue Management Systems (RMS) – will have a significantly greater impact than any other technological tool used in the scope of HRM for the near future.
The disruptive effect of the COVID-19 pandemic on the hotel industry, the increasing customer acquisition costs, the intense competition & the low operating margins that frequently characterize the hotel industry make the proper application of Hotel Revenue Management more relevant than ever. Based on Kimes (2011, 2017), the present study aims to identify and understand the future trends of Hotel Revenue Management in Portugal for the next five years (2022-2027). For this purpose, Revenue Managers (N=30) who currently work in the Portuguese hotel industry were surveyed. In order to obtain a comprehensive conceptual framework regarding the future of HRM in Portugal, eight distinct dimensions of Hotel Revenue Management were taken into account separately, being subsequently interconnected & confronted with the existing body of literature. The results of the study indicate that technology will play an increasingly important role in the future of Hotel Revenue Management in Portugal. Technology will have an increasingly important role on the distribution of the hotel product, it will play a crucial role as a driver of change in the field and will be one of the most important skills to have as a Revenue Managers in Portugal (in direct synergy with analytical skills). In addition, the results also indicate that HRM is transitioning from a discipline with a very big emphasis on the rooms department to a more holistic approach - taking into account other revenue centres of the hotel, mainly when it comes to F&B outlets & Function Spaces. Also in this regard, the results show that GOPPAR is becoming the main KPI for competitive benchmarking in the hotel industry, to the detriment of RevPAR. Additionally, it appears that more and more hotel units and hotel chains have their own Hotel Revenue Management department, a trend that will likely continue to grow over the next five years. Finally, in the technological dimension, the tools created specifically for the practice of HRM – the Revenue Management Systems (RMS) – will have a significantly greater impact than any other technological tool used in the scope of HRM for the near future.
Description
Keywords
Hotel revenue management Hotelaria Turismo Gestão hoteleira Hospitality Tourism Hotel management