Blog · Forecast and pipeline · Hospitality
The ten questions a hotel group's commercial director puts to the property and sales teams, which properties are behind pace and in which segment, which corporate accounts under-produce their agreements, which properties have the wrong segment mix for their set, where does function space sit empty, which accounts leak to public rates, which sales managers cover their accounts, which properties turn business away midweek, which agreements expire with no production review, what is the group's concentration by account, and what changed, each with the table from the reservation snapshots and the agreement file, and the answer to send back.
A hotel group's commercial director asks the general managers how the properties are doing and hears about the properties. The reservation snapshots, the agreement file and the function diary hold the answer as tables. This guide is the ten questions, the tables, and the answer to send back.
| # | The question | The table | Identity | Send back |
|---|---|---|---|---|
| 1 | Which properties are behind pace, and in which segment? | Pace by property and segment; pickup needed vs historical; comparable set | On-the-books sums to the system | Total pace |
| 2 | Which corporate accounts under-produce? | Production against commitment; property spread | Production sums per property | Production without commitment |
| 3 | Which properties have the wrong mix for their set? | Segment mix against comparable set median; revenue beside | Room nights sum to segments | Group-wide mix |
| 4 | Where does function space sit empty? | Utilisation by room and day; revenue per square metre; space-only | Diary equals ledger function revenue | Annual utilisation |
| 5 | Which accounts leak to public rates? | Negotiated-code production vs the account's travellers on other codes | Same as 2 | Negotiated production alone |
| 6 | Which sales managers cover their accounts? | Contact recency against cadence per account manager | Assigned accounts sum | Activity counts |
| 7 | Which properties turn business away midweek? | Denials and regrets by day, from the function and rooms diaries | Occupancy alone | |
| 8 | Which agreements expire with no production review? | Agreement expiry with production and review activity | Agreements in one state | A list of dates |
| 9 | What is the group's concentration by account? | Top-n account share of room nights, trended, per property | Room nights sum | Group-level share only |
| 10 | What changed? | The movements page | Every line cites | Narrative |
Commercial director: Which properties are behind pace? Response: P-114 for October: 17 percent behind in total, 43 percent behind in group; corporate and leisure on track. The comparable set is 6 percent ahead on group. Table 1. Commercial director: Which accounts? Response: Account 2207 produced 28 percent of its commitment with 900 leaked nights on public rates at hotels where the agreement applies; it uses three of twelve properties. Table 2, row 1; Table 5. Commercial director: And the space? Response: P-114 is at 96 percent Tuesday and 8 percent Saturday; a third of midweek events bring no rooms. Table 4.
Three tables, one property, three teams.
Total pace. Behind in one segment, blamed on all.
Production without commitment. Every account looks like volume.
No snapshots. Pace cannot be computed.
General manager's account as the report. The property described by its manager.
Covirage produces the ten tables from the reservation snapshots, the agreement file, the function diary and the CRM export, with the identities checked. The hospitality page describes the setup, and the pace guide covers the first table.
Pace by property and segment, because it is the one with the most time to act on. A property behind pace in group for October in June has four months and a sales manager to call; the same finding in September has a rate cut. The segment split says which team.
Pace does, because it compares today's books to last year's at the same point, and the reservation system holds today only. A weekly export of the reservation file, kept, is the snapshot. The rest come from the current export, the agreement file and the function diary.
On-the-books per segment sums to the reservation system's total per property; production on negotiated codes sums per property; diary function revenue equals ledger function revenue. A table that does not reconcile to the system is sent back.