The Strategy Of Hotel Restaurant Revenue Management

Different from the diversified development of the social catering industry,the hotel catering industry invests higher costs,but the profit is low.Facing this realistic contradiction,how can hotel managers use internal operations to break low profits-high costs The cycle of promoting the growth of the overall revenue level of restaurants has become a problem that has attracted much attention.Restaurant revenue management is one of the important means to solve this problem.However,our country's research on the field of restaurant revenue management is not in-depth,and there is very little research on the direction of the strategic framework.Most managers lack the concept and thinking of revenue management,and they prefer their own experience in the management process.Practical experience in revenue management.In this study,T restaurant of a local five-star hotel M hotel in Changsha was selected as the case location.Based on the theory of restaurant revenue management,using time research method and questionnaire survey method,T restaurant was evaluated from three frame dimensions: differential pricing,time control and capacity control Research on the revenue management strategy,using the service blueprint method to describe and layer the restaurant service process,analyze customer perception data and business data through spss25.0 softwareand bill analysis method,and get the following conclusions: Differential pricing:Customers show varying degrees of acceptance of non-material price fences,and show aversion to material fences.Time Control:(1)There is a big difference in time between customers' meals,and they are not sensitive to the length of time;(2)During the overall meal process,customers took too much time to order a single link;(3)The work process training of restaurant service staff is not uniform and quality inspection management is not in place;(4)There is a low correlation between the dining time and the number of dining groups.Capacity control: The restaurant seat allocation and combination structure is unreasonable.Restaurant revenue:(1)The overall profitability of the restaurant is low;(2)Full-price customers and 15% off customers are the main source of dining,and their spending power is low;(3)The average consumption of dining groups is related to the number of group customers.According to the data analysis results,combined with the actual operation of the restaurant,five practical inspirations are proposed:(1)the principle of using differential pricing strategies;(2)the establishment of a time control strategy matrix with the two goals of reducing the mean of meal time and reducing the fluctuation of meal time;(3)Establish a basic database to reasonably allocate restaurant capacity;(4)Perform category marketing for different customer groups;(5)Building a menumanagement BCG Matrix.