Primer projekta održivog turizma

Budući sportsko-rekreativni centar na izletišu Pašina česma kod Leskovca najzahtevniji je turistički projekat koji se trenutno realizuje u Srbiji, s obzirom na to da se kompleks prostire na čak 86 hektara. Osim impozantne površine zemljišta, planirane sadržaje – hotele, wellness centar, stadion, sportske terene, ergelu, zoološki vrt, ekopark – potrebno je uklopiti u jedinstvenu celinu, prilagođenu savremenom konceptu održivog turizma. Arapska kompanija "Emirates Power Contracting & General Maintenance" počela je pripremu terena. Na izradi projekta, angažovana je kompanija "Energosistem Čogurić" iz Leskovca, u saradnji sa konsultantskom kućom "Savath Hospitality Management" iz Beograda. Detalji arhitekture se još razrađuju, ali jedno je sigurno – kompleks će biti energetski-efikasan, što znači da će se izrazito voditi računa o načinu izgradnje i upotrebi alternativnih vidova energije, što je oblast u kojoj "Energosistem Čogurić" ima značajnog iskustva. Grejanje i hlađenje biće omogućeno pomoću energije zemlje i toplotnih pumpi, a osim toga, kao izvor će se koristiti i solarna energija. Razvoj hotelskog kompleksa poveren je firmi "Savath Hospitality Management", koja ima zadatak da tokom projektovanja pomogne arhitektama da budući hotelski sadržaji budu prilagođeni optimalnom korišćenju, u skladu sa operativnim standardima i planiranom kategorizacijom. Kako za "eKapiju" objašnjava Bojan Popivoda, direktor za razvoj projekata u kompaniji "Savath", hotelski kompleks sastojaće se iz tri dela, jedne lamele sa sobama kategorije tri zvezdice, druge u kategoriji 5 zvezdica, a njih će spajati centralni zajednički deo gde će osim recepcije, biti smešten wellness centar sa zatvorenim bazenom, kongresne sale i kuhinja u kojoj će se spremati obroci za dva restorana. - U prvoj fazi predviđena je izgradnja hotela sa tri zvezdice, koji će imati tri sprata sa ukupno 60 izuzetno komfornih soba, restoran i ostale prateće sadržaje. U centralnom delu su sadržaji koji će biti u službi oba krila, ali će moći i samostalno da funkcionišu. Ulazni lobi koji je zajednički za oba hotela biće veoma specifičnog dizajna i odisaće atmosferom Orjenta. Wellness centar će imati oko 700 m2, a zajedno sa zatvorenim bazenom preko 2.000 m2. Osim sadržaja Spa zone, tu će se naći i teretana, prostor za fitness kao i lekarska ordinacija. Na prvom spratu, na raspolaganju je oko 500 m2 kongresnog prostora. Uz hotel sa tri zvezdice biće izgrađena multifunkcionalna sportska dvorana, koja će imati dva ulaza – iz hotela i spoljni – objašnjava sagovornik "eKapije". U drugoj fazi gradiće se hotel u kategoriji 5 zvezdica, iste spratnosti, sa 70-80 soba, kao i dodatni sadržaji koji su uobičajeni u objektu najviše klase. Predviđeni kapacitet hotelskog kompleksa je oko 250 gostiju. Inicijalno, investitori iz Ujedinjenih arapskih emirata, planirali su da objekat bude u funkciji priprema njihovih sportista, a zadatak kompanije Savath je da razradi kompleks kako bi on bio interesantan i drugim segmentima turista tokom cele godine. - Hotelski sadržaji, velnes, sportski tereni, jahanje, zoološki vrt, šetnja, uživanje u prirodi, odlična su prilika i za segmente porodičnog i kongresnog turizma. Osim toga, budući kompleks je idealna polazna tačka za obilazak južne Srbije. Okolina Leskovca je izuzetno interesantna – na primer, u okviru jednodnevnih izleta može se obići arheološko nalazište Caričin grad kod Lebana, Vlasinsko jezero, Sićevačka i Grdelička klisura, Đavolja Varoš, više značajnih srednjovekovnih manastira i crkava, planine, pećine i lovišta - navodi Popivoda. Održivi turizam U ekoparku koji će biti smešten u hrastovoj i bukovoj šumi osim pešačkih i trim staza, proplanaka za sunčanje, biće izgrađeni i vodeni tokovi koje će se snabdevati sa centralnog veštačkog jezera. Tu će biti smešten i zoološki vrt sa oko 100 vrsta prevashodno životinja koje su karakteristične za naše podneblje. Pošto je u planu i uzgajanje organskih zasada, proizvodi iz ekoparka koristiće se u restoranima u okviru kompleksa. Životinjski biološki otpad koristiće se kao organsko đubrivo, a investitori već pregovaraju sa jednom stranom firmom oko mogućnosti otkupa ove vrste otpada radi proizvodnje biogoriva. - Racionalno korišćenje svih resursa u kompleksu, kao i pozitivan uticaj na lokalnu zajednicu koji ovaj projekat višestruko ostvaruje, osnovni su preduslovi održivog turizma - navodi Popivoda. Halal Na meniju restorana naćiće se tradicionalna srpska hrana, organski proizvodi, ali i jela spremljena po Halal standardu. U projektovanju čitavog kompleksa izuzetno se vodilo račina i o tradiciji i običajima islamskog sveta iz koga potiču investitori. Tako će i sobe biti prilagođene, postojaće prostorije za molitvu, a i enterijer će podsećati na Orjent. Zbog toga je i pitanje o pravljenju ergele suvišno, jer se zna koliko su Arapi ljubitelji konja.

Turističko-sportski kompleks "Pašina česma'' - Leskovac

Na lokaciji izletišta ’’Pašina česma’’, koje se nalazi u neposrednoj blizini Leskovca, investitor iz Ujedinjenih Arapskih Emirata, kompanija "Emirates Power Contracting & General Maintenance" započela je realizaciju interesantnog projekta, u vidu izgradnje jedinstvenog turističko-sportskog kompleksa, koji će se prostirati na zemljištu površine 86 hektara.

Za izradu projekta angažovana je kompanija ’’Energosistem Čogurić’’ iz Leskovca, koja je zadužena i za projekt menadžment. Projektnim timom rukovodi arhitekta Josif Milenković, u saradnji sa konsultantskom kućom ’’Savath Hospitality Management’’ iz Beograda, koja je odgovorna za razvoj hotelskih kapaciteta.

Prema projektu, kompleks obuhvata sledeće sadržaje:

1. Centralni objekat u okviru koga će se nalaziti: 

- Hotel sa 60 soba, kategorije 3*;

- Ekskluzivni hotel sa 70 soba, kategorije 5*;

- Wellness & Spa centar sa zatvorenim bazenom olimpijskih dimenzija, površine 2000 kvm;

- Konferencijski prostor površine 500 kvm;

- Dva restorana sa nacionalnom i arapsko-orjentalnom kuhinjom;

- Suvenirnica, prodavnica, butik sportske opreme i lekarska ordinacija.

2. Sportska dvorana,

3. Fudbalski teren sa tribinama i pomoćno igralište,

4. Otvoreni bazeni i tereni za tenis, košarku, odbojku i mali fudbal,

5. Ergela konja sa stazom za jahanje,

6. Zoološki vrt u kome će se naći oko stotinak životinjskih vrsta, karakterističnih za naše podneblje,

7. Eko-park.

U okviru kompleksa, nalaziće se veštačko jezero kao i brojne staze za šetnju i trčanje, koje će prolaziti kroz raskošnu hrastovu i bukovu šumu koja karakteriše izletište ‘’Pašina česma’’.

Osnovna zamisao investitora bila je da na ‘’Pašinoj česmi’’ izgrade kvalitetan centar za pripreme sportista, prvenstveno iz arapskih zemalja. Međutim, sigurno je da prirodno okruženje u kome se kompleks nalazi, savremen i komforan smeštaj, atraktivni wellness sadržaji i kongresni centar, predstavljaju značajan potencijal za privlačenje i ostalih tržišnih segmenata kao što su porodice, MICE turisti i ljubitelji prirode.

U prvoj fazi, koja je u toku, biće izgrađen centralni objekat sa hotelom 3*, wellness centar, sale za konferencije i sportska dvorana.

Planirani rok završetka ove faze projekta je prva polovina sledeće godine.  

ORGANIZACIONA ŠEMA HOTELA

Autor: Thomas Pavlović
General Manager
Savath Hospitality Management

Hotelska organizacija, pre svega, zavisi od veličine objekta
i njegovih karakteristika. Podsetićemo se da hotele delimo

na male, srednje i velike, u skladu sa brojem raspoloživih

soba. Mali hoteli imaju od osam do deset soba, srednji do 200, a

veliki hoteli više od 200 soba. Danas postoje i hoteli sa više od

1.000 soba, takoreći giganti, ali i oni se tretiraju kao veliki. U skladu

s tim, organizaciona šema određenog hotela zavisiće prvenstveno

od njegove veličine, a zatim i od prodajnih mesta, odnosno outleta

na osnovu kojih hotel posluje: broja restorana, barova, veličine konferencijskog

prostora, specifičnosti dodatnog prostora poput sajamskih

hala, kongresnih dvorana itd. To su elementi koji uslovljavaju

internu organizaciju hotela, pri čemu se oni, u zavisnosti od veličine,

odnosno usluga, mogu razlikovati jedni od drugih. Međutim, u svakom

hotelu postoje univerzalni organizacioni segmenti. To su odeljen ja  poput 

Room Division, Administration & Generally  i

Repair&Maintenance. Ta odeljenja možemo videti u svakom hotelu

bio on mali, srednji ili veliki. Sobe su osnovni proizvod hotela, odeljenje

administracije bavi se finansijama, knjigovodstvom, nabavkom

itd., a tehnička služba sitnim popravkama, održavanjem tehničkih

sistema i uopšte celog hotela. To su odeljenja koja ćete uvek i svuda

sresti jer bez njih hotel ne može da funkcioniše. Ona su organizovana

u skladu sa veličinom hotela, a broj zaposlenih prilagođen je obimu

posla. U zavisnosti od veličine hotela, pomenuta odeljenja granaju

se u mnogo manjih segmenata koji poštuju specifičnosti sopstvene

organizacije.

Hotel koji svrstavamo u kategoriju velikih hotela ima pet ključnih

segmenata ili sektora koji se kasnije granaju u svoje podsektore. To

su Rooms Division, Food&Beverage, Administration&General,

Repair&Maintenance i Sales&Marketing. Iz tih sektora kasnije se

grana cela paleta odeljenja. To znači da u jednom velikom hotelu

imate visoki menadžment koji se sastoji od pet ljudi koji vode sektore

i veći broj šefova odeljenja (Heads of Department) koji rukovode

pojedinačnim poslovima.

Organizaciona šema, kao i podela dužnosti po odeljenjima i sektorima,

uređuje se nekim uvreženim pravilima koja su se iskristalisala

u praksi i definisana su prirodom samog posla. Međutim, koliko

god odeljenja i ljudi koji u njima rade bili specijalizovani, odeljenja i

sektori u velikoj meri zavise jedni od drugih i saradnja među njima

mora biti konstantna. Raspodela posla utvrđena je prirodom samog

poslovanja, a određene procedure i pojedinačne obaveze mogu se

definisati i internim aktom, takozvanim opisom posla (job description),

počevši od direktora sektora pa do stjuarda.

Za svakodnevno besprekorno funkcionisanje velikog hotelskog

sistema neophodna je dobro razrađena interna komunikacija koja

se odvija na nekoliko različitih nivoa i načina (pismeno ili usmeno).

Najčešći oblik interne komunikacije jeste jutarnji sastanak (morning

briefing) koji se održava svakog jutra, posle takozvanog jutarnjeg

naleta, tj. doručka i odjave gostiju koji napuštaju hotel. Takav jutarnji

sastanak traje od 15 do 30 minuta i na njemu se sumiraju rezultati

proteklog dana i daje pregled zbivanja za taj dan. Postoji i

nedeljni sastanak svih šefova odeljenja koji traje od 60 do 90 minuta

i obuhvata konkretne teme, pogotovo onda kad se razmatraju

pitanja koja se tiču nekoliko odeljenja, zajedničkih odgovornosti,

velikih manifestacija itd. Na nedeljnom nivou održavaju se i sastanci

sektora i odeljenja na kojima se organizuje njihov interni rad. Ti

sastanci uvek se svode na rekapitulaciju proteklog perioda i na pripremu

onoga što predstoji. Postoje i veliki sastanci koji se održavaju

jednom ili dva puta godišnje (general staff meeting) i na kojima se

okuplja kompletan personal. Koncepcija tih sastanaka direktno zavisi

od budžeta koji je predviđen za njihovu realizaciju, ali su uglavnom

usmereni na rekapitulaciju rezultata, predstavljanje novih planova,

pripremu reorganizacije ili novih etapa u poslovanju. Ti

sastanci mogu biti veoma raznoliki, u zavisnosti od samih

kompanija.

S obzirom na složenu organizaciju jednog velikog hotela, broj

zaposlenih predstavlja strateško pitanje. S vremenom su uspostavljeni

relativno čvrsti standardi, pa se broj zaposlenih bazira na već utvrđenim

koeficijentima. To znači da postoje neki svetski parametri koji

se vezuju za kvalitet usluga i kategoriju hotela (odnosno za broj zvezdica

koji hotel ima). Garni hoteli (hoteli koji nude samo prenoćište,

bez doručka) imaju koeficijent 0,25, poslovni hoteli (tri ili četiri zvezdice)

od 0,6 do 0,75, a hoteli sa pet zvezdica od 0,75 do 1,2, što

opet zavisi od veličine hotela, usluga koje nudi itd.

Koeficijenti predstavljaju broj zaposlenih po sobi. Treba imati na

umu da je tu reč o ljudima stalno zaposlenim u hotelu, ali da svaki

hotel neke usluge iznajmljuje (outsourcing), tj. angažuje ljude sa strane

koji nisu na njegovom platnom spisku. Danas se outsourcing primenjuje

mnogo više nego ranije. Ta praksa uvedena je pre dve

decenije sa outsourcingom sobarica, usluga pranja i peglanja, obezbeđenja,

wellness&spa, poslastičarnice i pekare. Pre dve decenije,

jedan hotel imao je sve to u sopstvenoj režiji. Danas se ti elementi

retko sreću u hotelskom direktnom poslovanju, a angažuju se spolja,

što je uticalo na koeficijent. Logično je da je u prošlosti koeficijent

bio znatno veći.

Postavlja se pitanje koji je sektor najkomplikovaniji za rukovođenje

i gde vrebaju zamke u post opening fazi rada hotela. Treba reći da

je u radu hotela nepravda da Rooms Division zapošljava manje radnika,

a pravi daleko veću profitabilnost, ima vrlo jednostavan spektar

robe, odnosno proizvoda koje troši u svom radu (sapuni, šamponi,

papir...). S druge strane imamo izuzetno personalno zahtevan

sektor Food&Beverage, za čije je funkcionisanje potrebna vrlo ozbiljna

kalkulacija robe koja je izuzetno šarolika (a la carte, različiti banketi,

dekoracije...). Zato je oduvek u F&B-u postojao veći izazov i bilo

je teže praviti profit nego u Rooms Divisionu. Pri tom ne smemo da

zaboravimo da se zasebno vodi profitabilnost svakog sektora.

Međutim, neretko je potrebna njihova tesna međusobna saradnja,

jer ukoliko se organizuje veliki banket ili seminar za mnogo ljudi,

onda se podrazumeva da su u organizaciju uključeni i F&B i sobe.

Tada nudite veliki paket, pa jedan sektor ne može da bude profitabilan

bez onog drugog.

U ovom broju predstavili smo grubi pregled organizacione postavke

hotela, a u sledećim ćemo objasniti funkcionisanje i organizaciju

pojedinačnih sektora i odeljenja kako bismo pokazali koliko je kompleksan

rad jednog hotela i koliko su specifične obaveze pojedinih

odeljenja, koja su u svom radu suštinski isprepletana i vrlo zavisna

jedna od drugih.

Top 10 Mistakes When Opening A Hotel

Autor teksta:
Klaus R. Rauter, Managing DirectorMai-BS (Thailand)
Hotel Consultant and Training Company

I am writing down these “top 10” mistakes in a hope that this list might help some developers and owners.
As we are hotel consultants, we sincerely believe that a consultant must be the most honest, transparent, straight-forward and therefore most trustworthy person close to the owners and investors.
A consultant’s intention should NEVER be to keep hotel owners and investors ‘in the dark’! A true consultant must educate advice and provide samples of good and bad practices. A hotel consultant must also be a good teacher – not a lecturer! We must guide and use all channels of communication to pass on knowledge to others. We choose to write articles in a hope that it helps and inspires others.
Mistake No 1 - Vision and Mission.
Honestly, it is hard to understand that so many hotels and resorts open their doors without a proper written vision and mission statement. OR, the vision and mission is most of the times not clear at all, or only clear in the mind of the owners. On top of that, nobody communicates the vision and mission to managers and employees. How the employees will know what is expected and understand the ‘big picture’? As mentioned in one of our earlier articles, this silly mistake ensures that the business ends up following the habits of senior managers and owners and not the organizational vision and mission.
Mistake No 2 - Sales and Marketing? – No need now!
“I have many friends and they are well connected. I and my relatives are well known people who are VIP. We will all ensure that we will have many guests using the hotel and our facilities!”
Yes, don’t be shocked! - The above sayings are what I did hear from several hotel owners. Those VIP hotel guests did come, yes, but they never paid their bills as they almost always expected to be invited since they are good friend of the owners. The result of non-existing Sales and Marketing is very costly.
Mistake No 3 - Hiring of Departmental Managers.
Surprisingly, some new hotels and resorts do hire their Hotel Manager and Department Head Team just weeks before the opening and strongly believe that this will be fine. After all, they are manager, expensive and should be able to get it right in a few days…… some owners think!
To my knowledge and from my experience, this is mostly done to save some hotel pre-opening costs as the needed money has been already lost during the construction process because of bad planning and ongoing adjustments to drawings and the building.
At one occasion I have seen that the whole management team for a 150 room hotel here in Thailand to be hired just 2 weeks before the opening. The owner kindly fired the team after 2 months as in his opinion, the team was not able to implement proper systems and service standards fast enough. Some of the best employees did resign as well, as the pressure working without a proper pre-opening was too much. I say it again, if you don’t work professionally, your most capable employees will leave you first!
Mistake No 4 - Purchasing.
The purchasing process for equipment, utensils and amenities is all done by the owner without any hotel manager and departmental manager comments, input and specifications. Once the manager and departmental leaders joined the hotel for the opening, there was no budget left for any additional purchases, as most of what owners choose are to serve their own preference and style, but not functional or practical to the workers and guest use. So, the hotel or resort did end up with equipment and utensils which are not always usable, have wrong specifications, over-specs or under-specs.
Again, the owners or senior managers never stopped wondering why professional people left the company and why the quality of products and service are not up to any standard!
Mistake No 5 - Employee Restaurant and Facilities
Strangely, employees, employee facilities and welfare seem to be the least and least important thing on owners and developers minds. I know one hotel where the owner had even meetings with the employees, right after the opening, lecturing them how good the hotel will be, explaining how professional and generous the owners are as they did buy only the best qualities and products for the guests.
He said he is not stingy and use only the best and most comfortable furniture, amenities, cars, etc. The owner also asked staff to work harder and be more committed to have a good hotel forgetting that all employees worked 2 months without a day off! The employees listen and wondered what he is talking about while sitting on a dusty concrete floor inside a badly ventilated and non-air conditioned concrete shell of room, eating from a Styrofoam food box with plastic cutlery and without any proper uniforms and only one rest-room for 100 employees. I am sure I don’t have to write down here what those employees did think and even say to each other about this owner after the meeting was over.
Mistake No 6 - Training
So far I found only 3 independent hotel owners and investors who actually provided proper facilities and time to have proper staff orientations and training for employees before opening the business.
Although EVERY single hotel developer said in the beginning that they fully agree and fully understand that training is very important and that they fully understand that people need to be trained before opening the hotel, the fact is that only the true professional owners did what they say.
Most of the time, employees did not go through any orientation program or basic training. And then, on the first day of operation the managers and owners complain the staff directly that they know nothing about the hotel, that they don’t follow hotel systems, that they don’t provide good service etc.
Mistake No 7 - Human Resource
In my humble opinion, any hotel that opening / running their property without a proper HR person, HR manual and HR systems are operationally committing suicide!!!
I have seen businesses where the majority of staff has been hired without having a written employee benefit list, written rules and regulations, written basic systems etc. Employees have been verbally promised different benefits by different managers etc. The result was simply a disaster!
And then, once the management started to implement some standardized benefits for each level of employees and some standard rules and regulations, the Human Resource nightmares become did become reality as many employees complained that they only joined this particular hotel because of benefits verbally promised by managers. Not everyone promised the same…..
Mistake No 8 - Back of the House Design
Seldom is this area given good attention. In most cases, back-of –house areas have been assigned based on vacant areas. I wonder so much why proper storage, proper offices with strategic locations, proper restrooms, proper walkways etc. are almost never important to developers and owners. It is hard, and sometimes almost impossible to explain how the hospitality industry could make money from providing a good and smooth service and for this, within a rough back-of-house workflow. It is not only the waiter and the front office staff who provide a service! EVERYONE in the hotel provides a service and ALL Departments and employees work somehow inter-connected.
Mistake No 9 - Back of the House areas
Why some people believe that that staff dormitories not need proper restrooms, showers and a common room?
Why some people believe that employees don’t need proper food and variety of food?
Why some people believe that employees will not have cars and bikes which need to be parked somewhere?
Why some people believe that a proper Training Room is a waste of space?
Why some people believe that employees don’t need comfort?
Mistake No 10 - Good managers and staff are easy to find!!!!!
Those are some nice actual sentences from owners and developers to think about:
Spa Therapist not need training, just hire some sexy girls and let them massage the guests.
My gardener at my home can make up Bed’s; please consider him as Housekeeping Manager.
Don’t worry about Accouting and Purchasing; I have someone who works for me since 10 years and he is very good with figures. Right now he controls all my drivers in the transportation company.
I found a good Human Resource Manager for our 5-star hotel. She is the wife of the local police Chief. Nobody will dare to complain.
My Son will be the General Manager; he just graduated and is very knowledgeable!
Just go to the local market, there are 100 of local people who would be happy to work at our hotel even below minimum wage!
Mistake No 11 - Hotel Opening Support from owners or developers other companies.
Yes, many business owners forgot to focus on some if not all of the above mentioned points and now they are very nervous and scared about the operation of the hotel. So, they ask some family members and employees from other owned businesses which are most of the time not from the hospitality and service industry, to come and help to do the following:
- Sales and Marketing,
- Purchasing,
- Finance Department,
- Human Resources,
“I, my family and staff from the factory only like to help! You should not complaint, be happy about it!”
I am sure you noticed that I did end up with a “TOP 11” and not “TOP 10” list! Who cares! J
As a matter of fact, it should be a “TOP 100” list as there are so many areas and subjects to discuss about.

Avoid a lose-lose pricing position

By Cathy EnzHotelNewsNow.com columnist

Playing the pricing game can be a challenging task. According to game theory, originally developed in the 1940s by two Nobel Prize winning academics, success depends on knowing how to play the right game. One key to success in any game is to look forward and then reason backward to figure out the best action to take today, considering what your competition might do tomorrow. This perspective requires you, as a strategic thinker, to get in the head of your competitors and consider how they’re likely to play the game. Let’s look at a simple hotel-pricing game.
Assume we have two 100-room, limited-service hotels in direct competition, each with 3,000 rooms available for sale in the month of April (100 rooms X 30 days = 3,000 rooms available). The managers of the two hotels are trying to determine whether discounting will result in more net operating income for the hotel. The ADR for this segment was US$86.09, and the occupancy was 57.9 percent during the week of 22 March 2009, according to the STR Weekly Hotel Review.
Suppose each hotel has current ADR of US$86 and occupancy of 58 percent. Let’s also assume the hotels are in close proximity and have the same amenities. Additionally, they both have operating costs of US$40 per occupied room (this includes distributed and undistributed operating costs based on the 2008 STR Host survey). If each hotel is priced at its current ADR of US$86, given the US$40 operating costs and occupancies of 58 percent, each hotel would have a net operating income of US$80,040 [(US$86 – US$40) X (3,000 x 0.58)] in April.
Discounting by one competitor (win-lose)
The manager of Hotel A wants to lower prices to gain occupancy and is considering dropping rate to US$80 for the next month. If Hotel B keeps its rate the same, let’s assume Hotel A, the discounter, gains an additional 300 occupied rooms—240 rooms stolen from Hotel B and 60 rooms from new customers attracted by the lower rate. Hotel A now has occupancy of 68 percent, while Hotel B has occupancy of 56 percent. In this scenario, Hotel A has net operating income of US$81,600 [(80-40) x (3,000 X .68)]. The net operating income for Hotel B dropped to US$69,000 [(86-40) x (3,000 X .56)]. Although Hotel A has benefited from this discounting strategy for the month of April, it’s likely the manager of Hotel B also will drop price to gain occupancy and reduce the loss of income.
Both hotels discount (lose – lose)
Hotel B has lost occupancy and net operating income because of its competitor’s moves, and the most logical move is for the manager of Hotel B to drop price also. Looking at this likely move, if both hotels decide to discount their rates to stimulate demand by each dropping their price to US$80, the stealing of occupancy is a wash, and both hotels might gain 60 occupied rooms from new customers attracted by the lower rates. In this scenario, both hotels will have lower net operating income than had they maintained rate integrity. Net operating income for both hotels is now US$72,000 [(80-40) X (3,000 x .60)], assuming the market share steal is a wash, and they each raise occupancies to 60 percent because of more demand from new customers.
In game theory, we can create a payoff matrix (see below) that provides the net operating income (hence payoffs) for each hotel. The payoff for Hotel A is in the northeast corner of each box, and the payoff for Hotel B is in the southwest corner of the box. If we compare the payoff pairs, we begin to understand the dilemmas operators face when discounting relative to their comparative sets.

Net operating income payoff matrix for price discounting

the net operating income in the payoff matrix shows, Hotel A can obtain a temporary benefit from discounting so long as Hotel B keeps its price high. If Hotel B matches the cuts of Hotel A, then both hotels will lose profit (US$8,040) establishing a new lower price point for both competitors. The unfortunate consequence of this price war is that both competitors lose. If both had maintained rate integrity, they both would have higher income. The effort to discount is most likely to result in a response from the hotel faced with a win-lose situation, resulting in everyone losing. This is a classic prisoner’s dilemma. While both hotels do poorly when they price at US$80, it’s easy to see how this decision is the most rational when faced with a competitor that lowers their price and grabs occupancy.
This simple example derived from game theory using payoff matrices helps illustrate that hoteliers in difficult times must be careful to not create win-lose competitive situations that provide temporary advantage but then lead to the only logical course of action for a competitor—a reduction in their rate, resulting in a lose-lose outcome.

Fundamentals of YIELD Management

Anyone who has booked a flight is familiar with yield management. In fact, yield management was conceived by American Airlines in the late 1970’s as a result of deregulation. American Airlines saved an estimated $1.4 billion and earned a profit of $893 million from 1989-1992 by using yield management techniques. By analyzing past trends and the competitive landscape, the airline industry strives to keep its planes as fully occupied as possible, thus increasing or reducing fares based on the day of the week and time of the year. The goal is to not only maximize revenue during periods of high demand, but also to ensure the greatest amount of revenue is realized during non-peak times, thereby greatly increasing overall profit. Because of this
technique, yield management can actually alter the behavior of consumers. For example, vacation travelers that are not necessarily time sensitive will alter their travel plans and fly on days of the week that are less expensive.

The illustration shows the concept of yield management for an
airplane.

While selling each seat for the maximum amount (A) would generate the most revenue, the reality is that only 25 of the seats will be purchased at that price (B). Using yield management by offering early or bulk purchasers discounts on full fares will result in greatly increased revenue (C) even if every seat isn’t sold (D).

The hotel industry also sets a good example of how successful yield management is exercised. For instance, resort hotels may set their rates at a premium during peak seasons and offer attractive reduced rates at non-peak times. A downtown hotel that focuses on business travel may actually offer specially discounted packages over the weekend to increase non-business related occupancy.

There is a clear set of attributes that determine how successful yield management will work in any particular industry.

The criteria for an industry considering yield management are:
− Perishable Inventory
− Variable Demand, Fixed Capacity
− Sales via Reservations
− Multi-Pricing Capability
− Low Variable Costs
− Pricing is a Powerful Driver

Perishable Inventory
One of the criteria for implementing yield management is that the inventory of the item being sold or service being performed is perishable.

Variable Demand, Fixed Capacity
Yield management is effective in industries that have a combination of variable demand. For example, peak periods of activity such as weekends vs. weekdays, and fixed capacity, which means the inventory available for sale at any one time is constant.
Most spas have some sort of fluctuating demand, whether they are in a seasonal resort or day spa, and nearly all spas have a fixed number of rooms. The combination of these two factors can be greatly influenced by a yield management strategy.

Sales via Reservations
Industries enhanced by yield management strategies conduct the majority of their business through advanced reservations.

Multi-Pricing Capacity
Another aspect to consider is ability to segment customer base. This means different types of guests are willing to pay different prices at different times. For example, a resort hotel may offer preferential pricing to local residents during nonpeak periods.

Low Variable Costs
So an increase in utilization, even at lower rates, will have a positive affect on overall margins because of the low variable costs and generally high gross margin per service.



Pricing is a Powerful Driver
The last attribute to evaluate is whether or not price will influence purchasing behavior. Because price can increase purchasing, strategies can be developed that offer price reductions in non-peak periods, thereby influencing overall revenue.

YIELD MANAGEMENT TECHNIQUES
This section will describe the various ways a hotel operation can implement yield management techniques, including the issues that must be considered and how they can impact the success of a specific strategy.

Dynamic Pricing
Dynamic pricing is the technique of altering the price based on capacity, time or both, similar to the model employed by hotels and airlines. For example, an airline will typically offer a percentage of its fares for a reduced rate. Once those lower fares are purchased, only higher rates will be available until the plane is completely sold out. During a specific time-frame, such as the holiday or high traffic season, the rules can be constrained. No low fares are offered because the demand for seats during that time period, guarantees all inventory will consumed at a premium price.
In a hotel, services can be offered at a reduced price point during non-peak times to encourage an increase in volume. This can be done by creating a menu with price ranges for the services versus set prices. The lowest price would be applied during nonpeak times, while the highest price would be for peak periods. While on the surface this sounds intuitive, it can be a very complex balance between price reductions and what the subsequent increase in volume needs to be to positively impact the overall margins.
Let’s take a simple example of a room that costs $100 with a margin of 25%. If we were to lower the price by $20 during non-peak hours, and assume that the 25% margin does not scale down proportionately with the price (since the bulk of variable cost associated with a service is salary), a hotel would have to sell 5 rooms at the reduced price to match the margin of a single room performed at full price. One alternative to a reduction model would be to increase the price of room during peak periods and keep the ‘standard’ price available at all other times.
For services with higher margins, the impact of a price reduction is less severe to the overall profit. As such, those services can be discounted to stimulate activity in non-peak periods with greater success.
The key to this approach is a thorough understanding of the margins on services and the impact pricing changes will make on the total number of services sold. Without this clear understanding, it is possible for a hotel to increase revenue but decrease overall profit.

Dynamic Availability
Increased profitability can also be achieved by managing the mix of services sold. By altering the types of services offered during peak periods, a hotel overall margin can greatly increase without a significant change in revenue or overall capacity. If a hotel is at capacity on weekends, one alternative for increasing profit would be to offer higher margin services during those times. This technique is known as dynamic availability and is an effective approach to selling higher margin rather than lower margin services during peak periods.
This technique is somewhat similar to how airlines limit certain fares during peak periods. They understand high demand will consume their capacity without having to reduce pricing significantly.

A Practical Guide to Hotel Marketing Budget Planning

by Josiah Mackenzie on September 8, 2009

Many hotels are working on their marketing budgets right now. I have received multiple requests for advice on budgeting this week, and wanted to put together this practical, straightforward guide. We will examine the biggest factors to consider when planning your Internet marketing budget, 11 major categories hotels should budget for, and finally 3 basic hotel budgeting approaches.

This advice comes from my own real-world experience as the marketing manager or consultant for dozens of leading organizations around the world — and also as the owner of three companies. When your own company’s money is on the line, you tend to take a very pragmatic approach to marketing, and that’s what I intend to do in this article.

Factors to consider while planning your hotel marketing budget
Many industry professionals recommend you start with the industry average marketing budget. I disagree. Every business success I’ve been involved with has been contrarian. If you spend your resources like everyone else, you’ll get average results. Breakthrough campaigns often require unusual approaches. You decide what works for you.

Be aware of industry standards, but don’t feel bound by them. It can be helpful to know the average prices hotels are paying for individual marketing tactics — if only for a point of reference.

Start with an internet marketing plan for the year. Sounds simple, but true. If you don’t know how you want to spend your money, calculating the amount will be extremely difficult! Some tactics to include are explained below.

A good budget will take into mind past results your company experienced — but will also realize that things change. What worked five years ago may not work over the next five years.

Remember your primary business objective. Do you want more overall sales, to build your brand, or consolidate your profits? Each requires a different approach, which we’ll cover later.

Know your marketing priorities. Separate the “musts” from the “wants.” So many things can happen along the way that cause you to deviate from a plan made months ago. Having priorities ensures the essential gets done.

Identify which marketing strategies you don’t need to implement. There are a seemingly unlimited number of marketing tactics you could try, so identifying the non-essential helps you focus and cut costs. Every hotel doesn’t need to do every tactic out there.

Be aware of trends, and budget appropriately. Some organizations on annual budget cycles approve money for trends way too late — and missed the boat. Make sure the resources that you’re dedicating to a tactic or strategy will be valid 1, 2, 5 years from now. You don’t want to outdate yourself.

I personally recommend most hotels abandon all traditional marketing and advertising in favor of any Internet focused strategy: 75% of budget for web-based communications, 25% for PR. You can discount this advice as someone who has worked in web marketing his entire career, but the numbers don’t lie. In the campaigns that I’ve been involved in, we have achieved phenomenal return on investment… and received media coverage an organization our size shouldn’t normally be entitled to.

Separate your marketing costs into two categories. Initial development costs include research and strategy development, website design, content creation, marketing systems set up. Ongoing expenses and maintenance include e-mail marketing, pay per click advertising, search visibility improvement, website maintenance and development, consulting fees, and analytics and tracking analysis.

Ensure that you are sufficiently capitalized. Many marketing tactics will take several months to show results, and often the best results are obtained by sticking with your marketing plan month after month — for the next 12 months. You may have to adjust your marketing plan to enable this, but make sure your budget is sufficient to accommodate consistent execution.

Be aware that your most important marketing investments may not even be under the traditional ‘marketing’ budget category. For example, introducing a fabulous collection of guest amenities can cause your guests to promote your hotel for you. At the end of the day, your guest experience is the marketing. Money you spend to create an amazing guest experience at your hotel has some of best ROI.

Finally, think of your marketing program as an investment. If you are promoting properly, every dollar that you spend on marketing will come back to you many times over. Good hotel marketing budgets are never an expense, and it’s important we remember this.



11 most important hotel marketing budget categories

Staffing expenses. Whether it’s a content writer or social media marketing assistant, a major shift in marketing strategy usually requires a shift in HR priorities. These salaries can be a big expense. But it’s important to remember that good employees are always free: they earn your company more money than you pay them in salary.

Training fees. I personally spend a large portion of my money to train and educate my employees. This includes everything from paying them read articles and important books to registration fees for workshops and seminars. Your people are one of your most important resources, and an investment into making them more effective marketing professionals will always pay off.

Consulting fees. There will always be times when you cannot do everything in-house. If you have a short-term assignment, it can make sense to bring in outside expertise to help. Look at your Internet marketing plan and budget for this type of help appropriately.

Website optimization. The vast majority of hotels have at least a halfway decent website up. The big challenge is making sure it runs well: turning browsers into bookings. This is website optimization, making sure your website sells well and is easy to find in search engines. It’s an ongoing process, but your biggest investment will be at the start — having a professional analyze and make the changes.

Search visibility improvement. Earning top rankings in search engine results is important for bringing new visitors to your website. It needs to be an ongoing part of your Internet marketing campaign: both to improve position and to keep up with competitors that are doing the same thing. Top budgeting priorities for hotels include adjusting the website for important keywords, and building links through various tactics.

Pay-per-click advertising. This is one of the only advertising methods I recommend most hotels budget for. The flexibility and return on investment can be impressive. You’ll need to budget for campaign management, and the actual clicks that you purchase from search engines. This can cost several thousand each month, but the return on investment is typically much better than other advertising options.

Online reputation management. I tend to talk a lot about this on this blog, and you are probably aware, this falls into two major categories: monitoring your Web presence, and proactively encouraging positive content. Monitoring expenses include software and/0r someone to scour the web for data. Reputation building requires the development of a savvy outreach program.

E-mail communications. E-mail software is usually a relatively small expense, so your investment in e-mail marketing will be in people. Specifically, two types of people: the content writers and the marketing specialists. E-mail is a writing-intensive medium, so you need to allow someone to spend the time to develop this content. The marketing expertise is important to make sure your communications are effective — reaching the right people and generating the right response.

Content development. This includes all of the information you publish on and off the web. It includes blogs, websites, articles, and more. Many hospitality companies hire outside freelance journalists to help them with this. The good news is that much of it can be re-purposed for other formats.

Media production. Producing high-quality photos and videos of your hotel is more or less a one-time expense, but very important for future marketing efforts. You can reuse great photography and videos in many ways, online and off.

Press relations & media outreach. This category includes outbound communications such as press releases and media kits, the development of content that interests the media, and relationship building with journalists and media outlets. Even for mid-sized properties this can be a full-time job — but the return can be excellent. When your hotel gets positive coverage in the media, you get credibility and increased awareness that you cannot buy. This is the reason I spend a full 25% of my marketing budgets on media relations. This figure is typically higher if you are a new business.

3 marketing budgeting approaches I’ve observed
The ‘increase overall sales’ hotel budget. This strategy is often used by companies that are brand-new and want to get the word out. In this case, the budgeting focus is on tactics that bring in immediate new sales now. As long as the campaign is profitable, there is less focus on low cost marketing, and more priority on high volume. Advertising and media relations take priority over content-based tactics.

The ‘build our brand’ hotel budget. This strategy is used for hotels that want to establish a great reputation and word-of-mouth. The budget will reflects this with low cost, but labor-intensive content marketing tactics. You either need to have a great team of people in house, or hire an outside agency to develop this. The great thing? Once the campaign is developed, your ongoing cost is usually quite low.

The ’save our profits’ hotel budget. Several older, established hotels I’ve worked with seem to be on marketing cruise control. They already have an outstanding reputation among their target audience, and they’re not in a big hurry to try new things. This can be one of the cheapest strategies, but also the least likely to increase sales.The big challenge here is to make sure their online presence matches their great off-line presence. Hotels using this strategy may invest in guest relationship management tactics such as e-mail. The spending priority is more on people that can manage this, and less on new technology.

The hotel marketing budget approach I recommend
As mentioned earlier, companies I own or manage have obtained excellent results through a hybrid online communications and media outreach system.

But every hotel and organization is different. You need to take into consideration factors I described earlier, along with your hotel’s unique priorities, and put together a budget to meets your needs.

10 najvećih hotelskih lanaca u svetu

Prosečne cene soba u evropskim hotelima

Holiday Inn Beograd, dobitnik priznanja Torchbearer

REVENUE MANAGEMENT – Definicija i osnove

Ovako glasi osnovna definicija Revenue Management-a:

‘’Selling the Right Room to the Right Client at the Right Moment at the Right Price’’, odnosno ‘’Prodati odgovarajuću sobu, odgovarajućem klijentu, u odgovarajućem trenutku, po odgovarajućoj ceni’’.

U međuvremenu je dodato i sledeće:

‘’On the Right Distribution Channel with the best commission efficiency’’, odnosno ‘’Preko odgovarajućeg distributivnog kanala, uz najefikasniju proviziju’’.

Revenue Management (RM) nam omogućava da u odnosu na obim potražnje optimizujemo popunjenost i prodajne cene, sve u cilju maksimizacije prihoda. Revenue Management je princip po kome ćemo sobu danas prodati po jednoj ceni a već sutra, kada očekujemo veću potražnju po drugoj, višoj.
Najveći izazov u RM-u je kako pronaći način za prikupljanje informacija o tržištu, da bi se moglo reagovati proaktivno a ne reaktivno. Pouzdane informacije su neophodne za pravovremeno planiranje distribucije prema odgovarajućem klijentu u odgovarajućem trenutku po odgovarajućoj ceni.
Važno je prihvatiti da Revenue Management nije aktuelan isključivo u periodima visoke popunjenosti, jer on može značajno stimulisati potražnju u vreme kada je niska i može sprečiti takozvani cenovni kanibalizam, odnosno prodaju po cenama koje su ispod praga isplativosti.
RM je dugoročna strategija, koja usaglašava funkcije prihoda i profitabilnosti.

Revenue Management se u poslovanju hotela primenjuje zbog:
· činjenice da sobu koju ne prodamo danas, nikada više nećemo prodati (u tom danu)
· podsticanja klijenata da što ranije rezervišu sobu
· isti proizvod (sobu) možemo prodati po značajno različitim cenama
· tražnje koja evoluira
· bolje segmentacije tržišta
· sigurnosti da ćemo pokriti operativne troškove

Primenu Revenue Management-a su započele Avio kompanije ( prva Pan American, sedamdesetih godina). Danas je sve više industrija koje aktivno primenjuju RM:
· Hoteli
· Rent a car kompanije
· Železničke kompanije
· Pozorišta i Bioskopi
· Restorani (od skoro)
· Trgovinski lanci ( koji promovišu sniženja u periodima kada je potražnja slabija)

Merenje performansi hotelskog poslovanja - REVPAR i GOPPAR

Autor teksta:
Bojan Popivoda
Savath Hospitality Management

U prošlosti se najčešće, rezultat hotelskog poslovanja merio stepenom popunjenosti kapaciteta.

Nešto kasnije, u obzir se uzimao i indikator ADR (Average Daily Rate) – prosečno ostvarena dnevna cena sobe.

Nakon toga, sa pojavom Revenue Management pristupa, kao najznačajniji indikator posmatra se REVPAR (Revenue Per Available Room) – prihod po raspoloživoj sobi.

U današnje vreme, ključna reč je GOPPAR! U čemu je prednost ovog indikatora ključnih performansi poslovanja u odnosu na REVPAR?

Najpre, razjasnimo definicije oba navedena indikatora:

REVPAR = (Rooms) Revenue / (per) Available Rooms, ili,

REVPAR = ADR (average daily rate) x Occupancy %

i,

GOPPAR = GOP (gross operating profit) / (per) Available Rooms

Osnovna razlika između ova dva indikatora je što GOPPAR uključuje i operativne troškove poslovanja. Konkretno, REVPAR podrazumeva isključivo odnos ukupnih prihoda (od prodaje soba) i ukupnog broja raspoloživih soba, pa se prilikom upoređivanja poslovanja više hotela, vrlo lako može steći pogrešan zaključak.

Primer:

Pred nama je zadatak da uporedimo uspešnost poslovanja dva hotela A i B koji raspolažu sa po 100 soba. Ukupan broj raspoloživih soba u oba hotela je 100 x 365(dana) = 36.500.

Hotel A ima godišnju popunjenost od 65% (23.725 prodatih soba) a Hotel B, popunjenost od 50% (18.250 prodatih soba).

ADR u Hotelu A je 100 EUR a u Hotelu B je 125 EUR.

Ukupan prihod od prodaje soba (Rooms Revenue) u Hotelu A iznosi 2.372.500 EUR a u Hotelu B - 2.281.250 EUR.

Izračunajmo sada REVPAR za oba hotela:

REVPAR Hotel A = 2.372.500 EUR / 36.500 = 65 EUR

REVPAR Hotel B = 2.281.250 EUR / 36.500 = 62,5 EUR

Posmatrano na osnovu REVPAR indikatora, Hotel A je uspešnije poslovao jer je ostvario prihod po raspoloživoj sobi veći za 2,5 EUR u odnosu na Hotel B.

Međutim, pretpostavimo da ukupni godišnji fiksni troškovi u oba hotela iznose po 800.000 EUR.

Takođe, neka varijabilni trošak za svaku prodatu sobu u oba hotela iznosi 30 EUR po sobi.

Ukupni varijabilni troškovi za navedene hotele iznose:

Hotel A – 23.725 (prodatih soba) x 30 EUR = 711.750 EUR
Hotel B – 18.250 (prodatih soba) x 30 EUR = 547.500 EUR

U tom slučaju GOP (Gross Operating Profit) za navedene hotele iznosi:

GOP (Hotel A) = 2.372.500 EUR (Ukupni prihodi) - 800.000 EUR (fiksni troškovi) - 711.750 EUR (varijabilni troškovi) = 860.750 EUR

GOP (Hotel B) = 2.281.250 EUR (Ukupni prihodi) - 800.000 EUR (fiksni troškovi) - 547.500 EUR (varijabilni troškovi) = 933.750 EUR

Konačno, možemo izračunati GOPPAR za oba hotela:

GOPPAR (Hotel A) = 860.750 EUR (GOP) / 36.500 = 23,6 EUR
GOPPAR (Hotel B) = 933.750 EUR (GOP) / 36.500 = 25,6 EUR

Iz priloženog se jednostavno može zaključiti da je profit po raspoloživoj sobi u poslovanju Hotela B veći nego profit koji ostvaruje Hotel A.

Ako se osvrnemo na početak teksta, jasno je da isključivo prema ostvarenom profitu treba meriti performanse poslovanja. Isto tako zaključujemo da je prosto posmatranje popunjenosti i ukupnog prihoda, nedovoljno za realnu ocenu rezultata poslovanja hotela.

Značaj Studije izvodljivosti

Studija izvodljivosti ima za cilj da proceni ekonomsku opravdanost predloženog projekta. Ona treba da odgovori na pitanje: Da li ideja ima ekonomskog smisla? Studija treba da pruži detaljnu analizu mogućih opcija kao i svih prepreka na koje se može naići na putu ka uspešnoj realizaciji projekta.

Studija izvodljivosti se koristi pri procesu donošenja odluke,tj.
izradjuje se u fazi osmišljavanja razvoja ciklusa poslovanja, pre izrade formalnog Business plana. Studija ima funkciju analitičke pomoći koja uključuje preporuke i ograničenja, koja se koriste kao pomoć pri donošenju odluke da li je projekat održiv ili ne.

Ideja ima mnogo, ali je samo mali broj komercijalno održiv. Stoga, Studija izvodljivosti je efektan način zaštite od nepofitabilnih budućih investicija. Ukoliko se Studijom proceni da je projekat održiv, sledeći logičan korak u procesu bi bio izrada Business plana. Detaljna analiza održivosti projekta pruža obilje informacija koje su takodje neophodne za izradu Business plana i na taj način se skraćuje vreme istraživanja. Tako na primer, detaljna analiza tržišta i konkurencije je neophodna kako bi se definisala izvodljivost poslovnog koncepta. Studija izvodljivosti treba da da kompletan pregled i analizu stanja na tržištu, kao i jasna objašnjenja za svoje preporuke, koje se baziraju na kombinaciji kvantitativnih, kvalitativnim i iskustvenim parametrima.

Soft opening faza u hotelu

Autor teksta: Thomas Pavlović
Savath Hospitality Management


U okviru pre opening faze, poslednjih četiri do šest nedelja pripada tzv. soft opening
fazi. Kao i kompletna pre opening, i ova faza bitna je za svaki novi hotel. To je finalni,
prelomni momenat, ali i period iz kojeg posle godinu i više dana prelazimo u novo
poglavlje – otvoren hotel koji radi punim kapacitetom.


Soft opening je finalna faza i često volim da kažem da je to finiš,
onih poslednjih 100 metara u trci na 800. Ukoliko organizacija,
planiranje i ciljevi nisu jasno definisani, ako ceo tim nije dobro
iskoordinisan, nema dobru komunikaciju i nije dovoljno iskusan, postoji
veliki rizik da sve ono što je do tada osmišljeno, urađeno i postavljeno,
bude ugroženo. Zbog svega pomenutog, ova faza, kao i svako finale,
nosi određenu težinu. To je prelomni period u kom hotel prelazi u fazu
rada punim intenzitetom.

Kada se govori o soft opening fazi, potrebno je naglasiti da je to period
kada su kompletan menadžment i osoblje prisutni u objektu, kada se
rade finalne provere komunikacionih sistema, kada je kompletna infrastruktura
operative postavljena, u toku je generalno čišćenje, primaju se
inspekcije i provere kompletnog sistema. U ovim poslednjim danima
pred otvaranje, u hotelu je prisutan veliki broj kontrola, kao što je protivpožarna,
sanitarna, građevinska i turistička, a u hotelima koji su pod
internacionalnom zastavom, istovremeno se kontrolišu svi standardi
brenda.


Soft opening faza je veoma kompleksna, pošto je u hotelu stalno prisutan
veliki broj ljudi, od kompletnog osoblja do kompanija koje su u
indirektnoj vezi sa hotelom. Još uvek su na gradilištu radnici, gradilište
se polako zatvara, hotel se dovodi u red, oprema se od krupnih do najsitnijih
detalja (kozmetika za kupatilo, posteljina, escajg...). U ovoj fazi je
neophodna dobra komunikacija između svih učesnika u realizaciji (različitih
kompanija, saradnika...). Pošto je prirodno da svako prvenstveno
gleda svoj deo posla, bilo da je u pitanju kačenje zavesa, postavljanje
pločica ili proba uniformi, i dalje su komunikacija i koordinacija ključ
uspeha. Održava se niz redovnih, ali i veliki broj kraćih, iznenadnih
sastanaka radi rešavanja tekućih problema. Sektori i saradnici umnogome
zavise jedni od drugih da bi se problem rešio i da ne bi došlo do
lančane reakcije zastoja.

Mesec dana pred otvaranje, gradilište se konačno zatvara. Građevinski
radnici imaju rok do kada hotel mora da bude završen i njihov
tempo se ubrzava, što delom dovodi do kolizije sa aktivnostima zaposlenih
u hotelu. Paralelno se u hotelu vrše poslednje pripreme, čišćenje,
snabdevanje magacina i kuhinje, organizovanje treninga, pokretanje
svih sistema unutar hotela.

Iako smo već nekoliko puta naglasili da hotel nije 100 odsto završen
u trenutku otvaranja, to ne znači da takav model mogu da koriste i vlasnici
restorana. Ono što u hotelu obično nije gotovo jesu detalji, koji
nemaju veliki uticaj na funkcionisanje hotela. Mnogi bi to možda nazvali
šminkanje objekta. To su, međutim, stvari koje već ulaze u sledeću
fazu, koja se zove post opening.

Soft opening faza vodi ka svečanom otvaranju. Finalna priprema svečanog
otvaranja i njegova realizacija takođe su jedan od bitnih elemenata
soft opening faze. Kako je u pre opening fazi utvrđen način na koji
će hotel biti prezentovan, a stvorena su i imidž rešenja u svakom
segmentu, slede dogovori sa kompanijama koje su angažovane kao
podizvođači za otvaranje.

Poslednjih pet dana nastaje kulminacija. Tada su u hotelu svi građevinski
radnici, personal, firme koje su uključene u stvaranje hotela...
Odbrojavaju se dani do svečanog otvaranja. U tom periodu atmosfera
je usijana. Dešava se da se pojedini problemi moraju rešavati na licu
mesta, što ne dozvoljava odlaganje, tj. čekanje poslednje reči generalnog
direktora, već zahteva odlučnost i odgovornost svih.
Nedelju dana pred otvaranje, hotel deluje kao da je potpuno gotov.
Iako je ostalo još nekoliko dana do otvaranja, može se desiti da se
poslednjeg dana pojavi inspekcija. To često zavisi od različitih zakonodavnih
sistema i razlikuje se od zemlje do zemlje, ili od lanca do lanca
hotela.

U poslednjih četiri do šest nedelja sva odeljenja u hotelu veoma su
aktivna, a hotel bi trebalo da je popunjen, odnosno da onog trenutka
kada se završi ceremonija otvaranja, gosti već budu u svojim sobama
koje su unapred rezervisali. U toku soft opening faze, sektor prodaje
više je usmeren na aktivnosti koje slede nakon što se hotel otvori. Na
svečanom otvaranju hotela nalaze se svi budući klijenti i odeljenje prodaje
koncentrisano je i na taj događaj.

Zaposleni su uveliko odabrani i postavljeni na svoje pozicije. Oni već
dišu zajedno sa hotelom, a u ovoj fazi rešavaju se poslednji problemi
pred otvaranje. Većina zaposlenih prisustvuje određenim obukama,
koje su, u zavisnosti od sektora, manje ili više intenzivne.
Ako se kompletna pre opening faza uspešno ne izvede, posledice
mogu biti ozbiljne. Naime, izgubljeni su i novac i vreme. Osim toga, nije
stvoren ni adekvatan imidž, što takođe dovodi do gubljenja sredstava.
Za pre opening fazu neophodno je isplanirati i obezbediti budžet. Iako
svaki investitor računa na manja ulaganja u pre opening fazu, lako se
može proceniti koliki je budžet potreban u toj fazi (što je urađeno u
okviru biznis plana), kao i koliki su gubici ukoliko se taj novac ne odobri
ili ga ne bude dovoljno. Uvek se na kraju ispostavi da su gubici mnogo
veći od novca uloženog u pre opening fazi. Vrlo jednostavno: ako sve
ono što radite u pre opening prebacite u post opening fazu, u velikom
ste problemu! Ne realizuje se predviđeni i mogući posao, već se pažnja
obraća na nezavršeno.

Pre opening faza gotova je onog dana kada je završeno svečano
otvaranje.

Nakon toga počinje post opening faza, koja u zavisnosti od objekta
traje od devet do 12 meseci.

Kako napraviti biznis plan za hotel?

Autor teksta:
Thomas Pavlović
Savath Hospitality Management

Izrada biznis plana nije svojstvena samo sektoru hotelijerstva već i drugim privrednim
granama i predstavlja prvi konkretan korak ka realizaciji projekata ili pak mogući
demanti prvobitne ideje. Početna tačka za izradu biznis plana može biti odabir
adekvatne lokacije, postojanje iste ili samo ideja o određenom
pozicioniranju hotela.

Kroz biznis plan mogu se pružiti kompletne informacije budućem klijentu, investitoru ili kreditoru/poslovnoj banci o planiranom vidu, obimu i rezultatima budućeg poslovanja.

Preporuka je da biznis plan izradi konsultantska kuća specijalizovana za sektor hotelijerstva.

Izrada biznis plana podrazumeva detaljnu analizu različitih elemenata, od geografskih, prirodnih, istorijskih, socijalnih, demografskih do ekonomskih, turističkih i svih drugih karakteristika jednog grada, područja, države.

Biznis plan podrazumeva i analizu svih segmenata koji se odnose na turističku ponudu, infrastrukturu, kao i projekciju posećenosti, privredni i turistički razvoj i potencijale, kretanje ponude i cenu konkurencije, dakle sve one informacije koje mogu direktno ili indirektno uticati na poslovanje, poziciju, izgradnju i funkcionisanje predmetnog hotela.

Upravo zbog tih razloga svaki biznis plan ima makro i mikro analizu: opšta i privredna kretanja u zemlji, standard stanovništva, perspektive, glavne karakteristike grada ili područja (snaga,potencijal). Ukratko, biznis plan podrazumeva kompletnu i detaljnu analizu tržišta.

Za biznis plan veoma su važna dva elementa. Prvi je analiza konkurencije, koja se takođe sprovodi na mikro i makro nivou. Tako bi na konkretnom primeru, makro nivo predstavljao grad Beograd, a mikro nivo Novi Beograd.

Drugi element je analiza potencijalne klijentele koja će biti zainteresovana za usluge budućeg hotela.

Jedan od važnih delova biznis plana jesu podaci o zemljištu: veličina, lokacija, kapacitet izgradivog prostora...

Svi pomenuti elementi, konačno, određuju tip hotela koji će biti izgrađen.

Kada smo došli do ideje koji tip hotela želimo i možemo da izgradimo, počinje ključna faza u izradi biznis plana, a to je finansijska analiza.

Finansijska analiza

Finansijska analiza počinje detaljnom analizom tržišta, koja bi trebalo da sadrži što više elemenata, kako postojećih tako i onih za koje se očekuje da će u budućnosti doprineti poslovanju hotela.

Primera radi, za jedan hotel na Novom Beogradu, činjenica da će u neposrednoj blizini biti izgrađeni drugi sadržaji (sportski, poslovni, zabavni) i te kako ima veliki značaj i utiče na dugoročnu
validnost biznis plana. Celokupna infrastruktura, povezanost sa ključnim tačkama u gradu (centar, aerodrom, itd.), takođe ima veliki uticaj na poslovanje hotela.

U ovoj fazi može da bude realizovan i poseban investicioni dokument, Investment memorandum, koji je koncizniji od biznis plana.

Uobičajeno je da se finansijska analiza radi na period do pet godina zbog prirode razvoja hotelskog poslovanja. Iako postoje neki zahtevi da se finansijska analiza radi na period duži od pet
godina, konsultantske kuće to nerado čine, pošto je teško predvideti sve faktore koji mogu uticati na poslovanje hotela.

U finansijskoj analizi projektuje se, pre svega, promet, pojedinačno za svaki profitni segment poslovanja hotela. To znači da se pravi kalkulacija kako će poslovati određeni hotelski resori i koliki će promet biti ostvaren u segmentu soba, F&B (Food&Beverage), wellness i spa sektoru...

Finansijska analiza, dalje, sadrži projekcije personalnih troškova, projekcije energetskih, robnih i opštih troškova, kao i projekciju GOP-a (gross operating profit). GOP ukazuje na mogućnosti hotela za obim finansiranja, što se zatim analizira u relaciji svih troškova i modusa finansiranja.

Optimum GOP zavisi od vrste hotela, finansiranja i drugog, ali u hotelskoj praksi GOP od
30 i više procenata ukazuje na visoku profitabilnost hotela.

Biznis plan pokazuje i moguću sumu neophodnu za izgradnju hotela, pružajući odgovor na pitanje da li je odluka o izgradnji željenog tipa hotela isplativa, ili su potrebne određene korekcije (promena kategorije – npr. na economy class– ili neke druge promene koje bi mogle da dovedu u pozitivnu relaciju investiciju i realne mogućnosti budućeg hotela. Ukoliko je nemoguće pronaći
adekvatnu isplativu relaciju, projekat je neodrživ.

Banke

Biznis plan je u današnje vreme postao neophodan element svake investicije, pogotovo velikih, poput izgradnje hotela. Pored toga što definiše ideju i pruža detaljnu analizu svih relevantnih
elemenata, biznis plan je neophodan i da bi se pronašli investitori, to jest sredstva
za njegovu realizaciju.

Internacionalne banke, kao glavni izvori sredstava, zahtevaju detaljan, stručan i argumentovan
biznis plan. To je jedan od glavnih dokumenata na osnovu kojih se izlazi pred investitora. Pri tom se traži jasna projekcija i finansijska konstrukcija, i to na mesečnom nivou. Biznis plan daje ključ i odgovor na pitanje da li se studija za izgradnju hotela poklapa sa realizacijom poslovanja.

Agencije i konsultantske kuće

Svaki posao treba prepustiti profesionalcima, a kada je biznis plan u pitanju, izradu treba prepustiti konsultantskim kućama specijalizovanim za hotele ili drugim domaćim i inostranim konsultantskim
kućama. U slučaju izrade validnog biznis plana, njihova pomoć je neophodna i višestruko isplativa.

Ono po čemu se konsultantske kuće razlikuju, jeste sam način rada i podrške koju pružaju svojim klijentima. Nije dovoljno izraditi biznis plan, bez dalje podrške prilikom pregovora sa bankama, gde su od ključne važnosti stručna objašnjenja i odgovori na mnogobrojna pitanja.

Dalji elementi izvršene finansijske analize su idejna rešenja (nakon toga sledi projekat) sa lokacijom, spoljnim izgledom, osnovnim faktima (lična karta hotela).

Bitan element biznis plana jeste SWOT analiza (prednosti i mane projekta: Strengths,
Weaknesses, Opportunities, Threats).

Nadamo se da smo uspeli da vam približimo važnost izrade kvalitetnog biznis plana. Biznis plan potvrđuje ili demantuje vašu početnu ideju o izgradnji određenog tipa hotela. Dobar biznis plan prvi je temelj vaše buduće investicije. Ukoliko imate stručan biznis plan, sve naredne faze – idejni projekti, banke, pregovori sa brendovima – imaju veće šanse za uspeh.

Biznis plan čine sve informacije koje mogu direktno ili indirektno uticati na
poslovanje, poziciju, izgradnju i funkcionisanje hotela.

Faza pred otvaranje hotela (pre-opening phase)

Pre-opening faza

Faza pred otvaranje hotela ili pre opening faza ključna je za svaki novi hotel.

U zavisnosti od tipa i veličine hotela, može da traje od 12 do 18 meseci za srednje i
veće hotele i od šest do devet meseci za hotele od oko 50 soba. U pre opening
fazi šrafe se svi oni zupčanici koji kasnije bez ikakvih problema treba da
održavaju rad čitavog mehanizma. Ako tu napravite greške, posledice ćete
snositi kasnije, a one često mogu da budu teške i skupe za otklanjanje.

Pre opening faza počinje tiho iako je gradilište već otvoreno i u
punom je jeku. Budući da se mnogi pitaju zašto je pre opening
faza bitna, treba naglasiti da je ona najbitnija. U trenutku kada
se hotel otvara i kada pretposlednji majstori odlaze iz zgrade, rezervacije
već treba da postoje i da prvi gosti budu u hotelu. Hotel se nikada
ne otvara kada je 100 odsto gotov: najsitniji radovi uvek se završavaju
kada je objekat već počeo da radi. Poenta pre opening faze jeste
da se ne gubi vreme, jer se u otvaranje hotela ulažu milionske sume i
objekat što pre treba da se nađe na tržištu. Zbog toga i postoje druge
faze kao što je post opening, koja takođe traje dugo (od devet do 12
meseci) i u kojoj se završavaju najsitniji zanatski radovi.

U skladu sa planiranim datumom za otvaranje hotela otvara se i
pre opening kancelarija. Za hotele kao što je Holiday In, pre opening
office, odnosno kancelarija, otvara se od 12 do 18, a u manjim
hotelima (oko 50 soba) od šest do devet meseci ranije. Kancelarija
se otvara polako, jer su već prikupljene sve potrebne dozvole (za
gradnju, otvaranje), postoji prihvaćen biznis plan, koncept, izgled i
ime hotela.


Pre opening fazu i kancelariju otvara GM hotela koji je obično
budući direktor. U nekim slučajevima, doduše retkim, pre opening
direktor po otvaranju predaje ključeve direktoru hotela. Pre opening
kancelarija po otvaranju obično ima samo generalnog menadžera i
još jednog saradnika.
Tada priprema hotela počinje da se razvija u
više pravaca. Prvo se zapošljava sledeći nivo visokog menadžmenta
budućeg hotela: prvi čovek prodaje i marketinga, finansija, F&B sektora
i room division. Po započinjanju pre opening faze raspolaže se
određenim budžetom. Finansije koje su na raspolaganju, a koje
detaljno planira GM, moraju da prate sva ulaganja u hotel i da,
između ostalog, obuhvataju sve što je neophodno: od iznajmljivanja
prostora za kancelarije, preko personala, do marketinškog materijala.

U ovoj fazi pravi se i organizacioni skelet hotela, koji već postoji u
biznis planu, ali sada polako dobija finalni oblik. Nakon što smo
doveli top-menadžment, počinje da se formira i HR služba koja
polako odabira ostatak menadžmenta, i to od vrha nadole.

Kada je o marketingu i prodaji reč, u zavisnosti od toga kom obliku
i tipu pripada hotel, pravi se marketinški plan – od filozofije i politike
cena do distribucionih kanala kojima će se doći do medijskog
nastupa i plasirati informacije u javnost. Dok se marketing bavi svojim
planovima, tim koji se bavi sobama utvrđuje kategorizaciju, što
je veoma bitno kako bi prodaja znala čime raspolaže i šta prodaje.
Definiše se broj soba, njihov standard, mogućnosti menjanja i prilagođavanja
određenim situacijama, nakon čega se mogu staviti u
poslovne ponude i marketinški se promovisati.
Paralelno s tim F&B sektor bavi se svojim delom posla, organizacijom
kuhinja u svim restoranima ili kafeima u hotelu, kao i možda
najbitnijim segmentom – konferencijskim salama, njihovim kapacitetima
i najboljim načinima za njihovu eksploataciju. Osim toga, prave
se i strategije uvezivanja kongresnih i konferencijskih sala sa room
division sektorom.

Velike obaveze ima i pravni sektor. Mnogo je papirologije kojom
taj sektor mora da se bavi u fazi pred otvaranje hotela, jer je potrebno
sakupiti dokumentaciju za sve oprativne elemente, standardna
pravila koja se u početku odnose samo na osoblje zaposleno u
hotelu, a kasnije i na sve ostalo. Ukoliko je hotel deo nekog velikog
lanca, implementiraće se njihovi standardi, a ukoliko nije, definišu se
sopstveni. Posle definisanja standarda priprema se dokumentacija za
kategorizaciju, a ujedno i sanitarni koncept jer će uslediti dolazak
velikog broja komisija i inspekcija.

Nakon regrutacije top-menadžmenta, podele poslova i deljenja
zadataka, prelazi se na sledeći nivo – regrutaciju srednjeg menadžmenta.
Ta faza počinje tri meseca nakon otvaranja pre opening
kancelarije. U tom periodu počinju da se razrađuju operativa i programi
za edukaciju kadrova i obuku personala. Sve se više ulazi u
detalje: biranje inventara, koje ćemo smerove kuhinje imati, šta
ćemo raditi na baru, kakve ćemo tipove specijalnih događaja praviti,
za koje ćemo se aktivnosti specijalizovati, obeležavanje hotela
spolja i iznutra, pristup hotelu, kako ćemo biti odeveni, kao i niz
detalja o kojima će biti reči i u post opening fazi.

Pre opening fazi sve vreme prisustvuju GM i prvi nivo menadžmenta.
Njihova komunikacija mora da bude veoma bliska i intenzivna
na dnevnom nivou. U početku svi posećuju gradilište prateći
razvoj događaja, ali kako se radovi privode kraju, njihova prisutnost
sve je veća. Zbog toga je veoma bitno da se pre opening kancelarija
nalazi u blizini gradilišta.

Kako je cela faza pred otvaranje hotela napeta i raspolaže se sa
puno različitih informacija koje se često menjaju na dnevnom nivou,
u komunikaciji između GM i menadžmenta ponekad dođe i do nerazumevanja,
pa zbog toga treba što češće komunicirati kako bi svi
nesporazumi bili brzo rešavani. U pre opening fazi šrafe se svi oni
zupčanici koji kasnije bez ikakvih problema treba da održavaju rad
čitavog mehanizma. Ako tu napravite greške, posledice ćete snositi
kasnije, a one često mogu da budu i velike. Koliko god da je svako
specijalizovan za svoj segment, u ovoj fazi dolazi do čestih preplitanja,
pa je neophodna bliska saradnja i dobra komunikacija.

Poslednjih četiri do šest nedelja pre opening faze jeste ključni period,
a o tome, kao i o ostalim segmentima te faze (sve do otvaranja),
pričaćemo u sledećem tekstu.