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1、DECEMBER20122012十二月100%OCCUPANCY?CHEAPFACE!100%入住率?看起来很美!DanielJVoellm丹尼尔•沃伦ManagingDirectorHVSGlobalHospitalityServices
2、Level21TheCenter,99Queen’sRoadCentral,HongKong优尼华盛国际全球酒店咨询
3、香港中环皇后大道99号中环中心21楼AnHVSArticleTheHongKongmarketcontinuestomakewavesforitsoutstandingoccupancyperformanceyea
4、rafteryear.Ownersareexuberantwhenhotelmanagementfillstheirproperties.Butisitreallyatimetobaskinglory?Asindicatedinthechart,occupancyHONGKONGHOTELMARKETOCCUPANCYlevelsforHongKonghotelshavegenerally95%beenabove75%,and90%forasubstantialshareofthemarket85%thefigureisclosetoorabove80%.On80%s
5、everaloccasions(asiscurrentlythecase)75%occupancy70%approachedandsurpassedthe90%65%mark.Thatisanextraordinary60%performanceandonethatmanymarketsintheworldHighTarrifAHighTariffBMediumTariffAllHotelsarelongingfor.ButSource:HongKongTourismBoardwouldtheyreally?Frequentcommentsbyhotelguestst
6、oHongKongare:‘HongKonghotelsaretooexpensive’or‘Youcannotgetaroom’.Theowner’s/manager’scommentsareusually:‘AveragedailyratesinNewYorkaremuchhigher’or‘ComparedtoNewYork,hotelroomsarenotveryexpensive’.Byallmeans,HongKongisnotNewYork.However,couldhotelsinHongKongachieveahigheraveragerate?RE
7、VPARAhighaveragerateisn’tworthmuchifahotelisempty.Conversely,highoccupancyandalowaveragerate(headsinbeds)rarelymaximisesanasset’spotential.Therefore,animportantKPIisRevPAR,orRevenuePerAvailableRoom.RevPARistheproductofoccupancyandaveragerate,expressedasamonetaryamount.RevPARmultipliedby
8、thenumberofroomssoldprovidesroomsrevenue–thetoplinerevenueinthemostprofitabledepartmentofahotel.Whileoccupancyandaverageratebothtellastoryaboutahotel’sperformance,thebenchmarkindicatorofthatperformanceisRevPAR.Inalmosteverysituation,itshouldbeanowner’s(andlikelyamanager’saswell)numberon
9、einteresttomaximiseRevPAR.WhileRevPARindicatestheperformanceofahotelmarket,managingforRevPARinvolvesfundamentalandyetcomplexeconomics.Priceelasticityofdemand− or ‘the responsiveness of the quan ty demanded of a good or service to a change in itsprice’−isameasureofdesirability.T