{"id":1523,"date":"2011-11-08T13:07:51","date_gmt":"2011-11-08T11:07:51","guid":{"rendered":"http:\/\/www.spa-balance.com\/?p=882"},"modified":"2011-11-08T13:07:51","modified_gmt":"2011-11-08T11:07:51","slug":"nuevo-modelo-de-gestion-de-rendimiento-para-spas-lecciones-del-sector-hotelero","status":"publish","type":"post","link":"https:\/\/www.spa-balance.com\/es\/2011\/11\/nuevo-modelo-de-gestion-de-rendimiento-para-spas-lecciones-del-sector-hotelero\/","title":{"rendered":"New Model of Revenue Management for Spas: Lessons from the Hotel Sector"},"content":{"rendered":"

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In terms of yield management and optimizing revenue, there is a lot the spa industry can learn from the hotel industry. In fact, thanks to the similar complexity that goes along with the management of pricing and rate levels for hotels and spas, the new customer-oriented approach<\/strong> taken by the hotel industry looks like the ideal path to follow for the spa industry.<\/p>\n

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En t\u00e9rminos de gesti\u00f3n de rendimiento y optimizaci\u00f3n de ingresos, hay muchas cosas que el sector del spa puede aprender de la industria hotelera. De hecho, gracias a la complejidad que comparten hoteles y spas con respecto a la forma en que asignan precios, el enfoque de la industria hotelera basado en el cliente aparece como la opci\u00f3n ideal a seguir por la industria de los spas.<\/p>\n

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By doing this, the spa industry can also move away from the rough path that has defined the implementation of yield management for this industry. Although yield management was introduced about 10 years ago to the spa industry, it has been something spas have struggled with. The customer-oriented revenue management system that hotels are now adopting may be what the spa industry needs to start developing successful yield management strategies.<\/p>\n

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From Revenue Management to Price Management<\/strong><\/p>\n

The concept of revenue management, as a capacity-driven strategy, was shaped at the beginning of the 1980s after the airline deregulation of 1978. Because of the competition provoked by the new legal frame, airline companies developed all kinds of strategies in order to maximize profits.<\/p>\n

Revenue Management Systems (RMSs), which used to rely on capacity-driven models, took into consideration different factors including a fixed amount of resources, the availability of those resources, the price travelers were willing to pay for their seats, and a segmentation of the products included on a flight.<\/p>\n

This innovative and successful approach was soon emulated across different sectors including the hotel industry. By the 1990s, however, it became evident that what was effective for the airline industry was not completely appropriate for the hotel industry. The main reason behind this was the fact that the hotel industry offered a more complex scenario than the airline industry in terms of fares and customer profile.<\/p>\n

Considering this, the hotel industry moved away from a revenue management system based on capacity to a new model where price was at the center of the strategy. By doing this, the hotel industry developed a more inclusive Best Available Rate (BAR) that was able to respond to the complexity offered by the hotel industry.<\/p>\n

Thanks to this approach, different variables such as the location of the customer, seasonal elements, and a better analysis of the competitors, were included into a broader strategy that was able to define more accurately pricing and rate levels. This was exactly the time when dynamic price management techniques made their debut shaping revenue management for the hotel industry.<\/p>\n

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Customer Relationship Management<\/strong><\/p>\n

The use of price management techniques provides various advantages for hotels. For instance, by applying these techniques hotel revenue can increase up to 5%, something that is quite significant for any given property considering the competitive world surrounding hoteliers today.<\/p>\n

Considering the never-ending spectrum of technological innovations, hotels are now able to develop more detailed and complex analyses of their activities. In particular, hoteliers now have access to valuable data regarding the preferences of their customers, which allow them to increase both revenue and guest loyalty.<\/p>\n

By looking at past information related to booking, stay data, purchase rates, and guest activities, hoteliers can now create a uniquely tailored experience for different customers. In this context, the hotel industry is increasingly moving from price management to Customer Relationship Management (CRM), a new approach devoted to match the entire operations of a hotel with the expectations of the right customer at the right time.<\/p>\n

Because of this, modern revenue management in the hotel industry is also moving closer to marketing. It is also in this direction that the hotel industry is moving into the near future. Considering the boom of social media channels and higher interaction between hoteliers and customers, the hotel industry will continue to improve its understanding of the customer with positive effects in terms of revenue management.<\/p>\n

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A Suggested Approach for The Spa Industry<\/strong><\/p>\n

The spa industry can also benefit from this customer-oriented revenue management approach. A successful strategy for the spa industry will include a detailed analysis of the services the consumer consumes, whether they buy any products, what treatments they like, and how often they get a treatment.<\/p>\n

The majority of spas are already collating this information. However, they are not doing anything to analyze statistics and adapt their offering to the consumer\u2019s buying patterns. This has been, in fact, one of the biggest obstacles the spa industry has faced for the past 10 years.<\/p>\n

Just like hotels, the big challenge for spas is that of building a whole brand around the full range of services they provide. In order to do that, spas will need to deal with a full logistical approach, a significant use of modern technology and an active interaction with the customer. Although it may sound a bit overwhelming, this new challenge is also the greatest business opportunity for the spa industry today.<\/p>\n

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Source: www.amadeus.com\/hotelit<\/a><\/em><\/p>\n

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Si el sector del spa abraza esta idea, podr\u00eda comenzar a salir del tormentoso camino que ha caracterizado la gesti\u00f3n de rendimiento en dicho sector. A pesar de que la gesti\u00f3n de rendimiento viene siendo implementada en la industria del spa desde hace unos 10 a\u00f1os, los spas han tenido problemas con la elaboraci\u00f3n de dicho concepto. Por dicha raz\u00f3n, la gesti\u00f3n de rendimiento basada en el cliente que los hoteles han venido adoptando bien podr\u00eda ser lo que necesitaba la industria del spa para comenzar a implementar estrategias exitosas en este campo.<\/p>\n

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De La Gesti\u00f3n de Rendimiento a La Gesti\u00f3n del Precio<\/strong><\/p>\n

El concepto de gesti\u00f3n de rendimiento, como una estrategia basada en el manejo de la capacidad, se produjo a principios de la d\u00e9cada de los ochenta gracias a la desregulaci\u00f3n de las aerol\u00edneas en 1978. Debido a la competencia provocada por el nuevo marco legal, las compa\u00f1\u00edas a\u00e9reas desarrollaron todo tipo de estrategias con el fin de maximizar sus beneficios.<\/p>\n

Los Sistemas de Gesti\u00f3n de Rendimientos (RMSs, por sus siglas en ingl\u00e9s), basados en modelos que dependian del manejo de la capacidad, ten\u00edan en cuenta diversos factores que inclu\u00edan una cantidad fija de recursos, la disponibilidad de dichos recursos, el precio que los viajeros estaban dispuestos a pagar por sus sillas y la segmentaci\u00f3n de productos inclu\u00eddos en un vuelo.<\/p>\n

Este enfoque innovador y exitoso pronto fue imitado en diferentes sectores incluyendo la industria hotelera. Sin embargo, hacia la d\u00e9cada de los noventa se hizo evidente que aquello que funcionaba para la industria a\u00e9rea no era del todo apropiado para la industria hotelera. La principal raz\u00f3n detr\u00e1s de esto radicaba en el hecho de que la industria hotelera ofrec\u00eda un escenario mucho m\u00e1s complejo que aquel de la industria a\u00e9rea en t\u00e9rminos de tarifas y perfil del cliente.<\/p>\n

Teniendo en cuenta lo anterior, la industria hotelera dej\u00f3 de lado la gesti\u00f3n de rendimiento sobre la base del manejo de la capacidad para acoger un enfoque en donde el precio estaba al centro de la estrategia. De esta manera, el sector hotelero logr\u00f3 desarrollar una Mejor Tarifa Disponible (BAR, por sus siglas en ingl\u00e9s) mucho m\u00e1s inclusiva y capaz de responder a la complejidad que ofrec\u00eda la industria hotelera.<\/p>\n

Gracias a este enfoque, diversas variables como la ubicaci\u00f3n de los clientes, elementos estacionales, y un mejor an\u00e1lisis de los competidores, fueron integrados en una estrategia m\u00e1s amplia y capaz de definir con mayor precisi\u00f3n los precios y niveles tarifarios. Este fue exactamente el momento en que las t\u00e9cnicas de gesti\u00f3n din\u00e1mica de precios hizo su debut en la industria hotelera redefiniendo el concepto de gesti\u00f3n de rendimiento en dicho sector.<\/p>\n

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Manejo de Relaciones con El Cliente<\/strong><\/p>\n

<\/strong>El uso de t\u00e9cnicas de gesti\u00f3n de precios ofrece varias ventajas para los hoteles. Por ejemplo, mediante la aplicaci\u00f3n de estas t\u00e9cnicas los ingresos de un hotel puede aumentar hasta un 5%, algo que es muy importante para cualquier propiedad teniendo en cuenta el competitivo mundo que gira en torno al sector hotelero.<\/p>\n

Gracias a un espectro sin fin de innovaciones tecnol\u00f3gicas, los hoteles son ahora capaces de desarrollar an\u00e1lisis m\u00e1s detallados y complejos de sus actividades. En particular, los hoteleros tienen ahora acceso a valiosos datos sobre las preferencias de sus clientes, con los cuales pueden aumentar sus ingresos y la lealtad de sus consumidores.<\/p>\n

Analizando informaci\u00f3n hist\u00f3rica relacionada con las reservas, datos de estad\u00eda, tarifas compradas y actividades de los hu\u00e9spedes, los hoteleros pueden crear una experiencia \u00fanica y adaptada a diferentes clientes. En este contexto, la industria hotelera se ha ido moviendo cada vez m\u00e1s desde la gesti\u00f3n de precios hacia el Manejo de las Relaciones con el Cliente (CRM, por sus siglas en ingl\u00e9s), un nuevo enfoque que se basa en conectar todo el sistema operativo de un hotel con las las expectativas del cliente indicado en el momento justo.<\/p>\n

Debido a esto, la gesti\u00f3n moderna del rendimiento en la industria hotelera se acerca cada vez m\u00e1s al marketing. Es tambi\u00e9n en esta direcci\u00f3n que la industria hotelera se est\u00e1 moviendo hacia el futuro. Gracias al auge de las redes sociales y una mayor interacci\u00f3n entre los hoteleros y sus clientes, la industria hotelera continuar\u00e1 mejorando su comprensi\u00f3n de los consumidores con efectos positivos en t\u00e9rminos de la gesti\u00f3n del rendimiento.<\/p>\n

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Un Enfoque Sugerido para El Sector del Spa <\/strong><\/p>\n

La industria del spa tambi\u00e9n puede beneficiarse de este enfoque de gesti\u00f3n de rendimiento orientado hacia el cliente. Una estrategia exitosa en este sentido, incluye un an\u00e1lisis detallado de los servicios que el consumidor utiliza, si este compra o no determinados productos, el tipo de tratamientos que prefiere y la frecuencia con que recibe dichos tratamientos.<\/p>\n

La mayor\u00eda de los spas ya est\u00e1n recolectando todo este tipo de informaci\u00f3n. Sin embargo, estos centros no est\u00e1n haciendo nada por tratar de analizar estad\u00edsticas y adaptar su oferta de servicios a los patrones de compra de sus clientes. Dicha limitante ha sido uno de los principales obst\u00e1culos que han afectado la industria del spa en los \u00faltimos 10 a\u00f1os.<\/p>\n

Al igual que los hoteles, el gran reto para los spas radica en elaborar una reputaci\u00f3n alrededor de toda la gama de servicios que prestan. Con el fin de implementar dicho objetivo, los spas deben desarrollar un enfoque completo a nivel log\u00edstico, hacer uso significativo de la tecnolog\u00eda moderna y mantener una activa interacci\u00f3n con el cliente. Aunque pueda parecer un poco abrumador, este nuevo desaf\u00edo es tambi\u00e9n la mayor oportunidad de negocios que tiene hoy en d\u00eda la industria del spa.<\/p>\n

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Fuente: www.amadeus.com\/hotelit<\/a><\/em><\/p>\n

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