新西兰太平洋国际酒店管理学院论文代写：收入管理
新西兰太平洋国际酒店管理学院论文代写：收入管理
酒店收入管理可以被定义为一个修改的通用收入管理战略，专注于全国各地的酒店的工作场所和运营。本报告侧重于香格里拉饭店坐落在悉尼的实施收益管理的操作过程（Ovchinnikov，2012）。收益管理过程使组织的管理来有效地管理收入和确保产品和服务的销售增加利润的组织（atasoy，2013）。
该图片提到了一些重要的因素在收入管理战略，负责的行动，活动和过程中所包含的收入管理战略实施的香格里拉酒店。为香格里拉酒店开发的收益管理活动，认为该组织的服务的需求，组织的能力和香格里拉酒店的服务定价，以增加利润，因此收入的酒店。香格里拉酒店的收入管理活动决定了酒店在相应市场的服务需求，并分析了过去十八个月利润损失的各种原因。这使得香格里拉酒店的管理，以确定后续行动的过程中，以增加相应的服务和酒店提供的产品的需求。然后对香格里拉酒店的收益管理策略进行了展望，为相应的运营市场客户提供相应的服务和产品。这使得酒店的管理，以了解所需修改的库存管理策略，在香格里拉酒店的工作场所实施。然后，收益管理策略探讨由香格里拉饭店管理使用的定价策略，确定需要修改的产品或服务的价格以保证酒店销售和财务绩效的提高（2014岁）。
新西兰太平洋国际酒店管理学院论文代写：收入管理
Hotel revenue management can be defined as a modification to the generic revenue management strategy which focuses on the workplace and operations of various hotels across the country. This report focuses on the operations of the Shangri-La Hotel located in Sydney for the implementation of the revenue management processes (Ovchinnikov, 2012). The revenue management processes allow the management of the organisation to effectively manage the revenue and increase the profits of the organisation by ensuring the high sales of the products and services (Atasoy, 2013).
The image mentions some of the significant factors in the revenue management strategies which are responsible for the actions, activities and processes included in the revenue management strategies implemented by the management of the Shangri-La Hotel. The revenue management activities developed for the Shangri-La Hotel considers the demand of the services of the organisation, the capacity of the organisation and the pricing of the services of the Shangri-La Hotel to increase the profits and hence the revenue of the hotel. The revenue management activities for the Shangri-La Hotel determine the demand of the services of the hotel in the corresponding market and looks into the various reasons for the loss of profits in the past eighteen months. This allows the management of the Shangri-La Hotel to determine the course of action to be followed to increase the demand of the corresponding services and products provided by the hotel. Then the revenue management strategy looks into the capacity of the Shangri-La Hotel to provide the corresponding services and products to the customers present in the corresponding market of operation. This allows the management of the hotel to look into the modifications required in the inventory management strategies implemented in the workplace of the Shangri-La Hotel. Then the revenue management strategy looks into the pricing strategy used by the management of the Shangri-La Hotel and determines the required changes in the prices of the products or services to ensure the increase in the sales and financial performance of the hotel (Azadeh, 2014).
