Team 1: Competition Act/ Antitrust Law - The Competition Act deter anti-competitive activities such as abuse of dominance and

bid-rigging - Sistic has a market share up to 95% and have monopolised the ticketing area - BUT Sistic abused its position by blocking other players (tickets.com, gatecrash and global ticket network) from competing - Signing agreements with the Esplanade, Singapore Indoor Stadium and 17 event promoters to be the sole ticketing agent for all their events. - 19 agreements captured 60% - 70% of the ticketing market - Sistic can increase the ticket price as there is no competition - (CCS) said such behaviour is harmful for the market as the entire ticketing services market in Singapore loses its vibrancy and impetus for innovation and improving efficiency. - Any other potential or existing competitor who may want to have a small share of the market cannot come in at all. - In a separate case, 14 electrical and building works companies were fined S$187,592 for colluding on 10 bids.

Team2: Recession Lessons Revenue Management: Rate slashing - Leads to vicious cycle of decreased revenue Rate parity - Maintain consistent price across all distribution channel Social network- E.g. Twitter has given revenue manager the ability to push package and "deals" that drive viral and short lead business Twitter deals are part of the issue of the consumer booking short lead. Sales: Groups: High end F&B component is on life support for the foreseeable future. RFPs and LNRs: Large RFPs have been brutal in their negotiations this year and in many cases failed to deliver the volume that was their ace. Locally Negotiated Rates have fared slightly better in that there is a personal relationship with the hotel and the sales person Social Networks: Hotel and personal branding are critical on social networks and provide a space that is immediate to potential clients.Personal branding on social networks is vital to the sales effort.Social networks provide a platform that the customer can use to get to know both the hotel and the sales person. Social networks are also a dynamic sales tool for the sales department providing much more robust and current info than traditional sources like Hoovers.

Team3 :Smart Revenue Management 1. Know the cost-per-occupied room and establish reasonable Rev Par goals. Ensure that rooms are not priced lower than cost price. Encourage upselling and maximising revenue.(bundle things together) Experiment with new packages and rate plans 2. Study the revenue data available to you through STR(specialize in collecting data), PMS reservations and Hotelligence reports. Look for trends and patterns 3. Know what your competitors are up to on a daily basis. Always check your competitors. Be competitve and ensure that you do not give discounts when not needed.

Always be aware of competitor rates EVERYDAY.

Team4: Revpar Guru_4 Different Ways Re - evaluate your Compset - Property competitors have changed to include online travel agencies as well. - Smart travellers will compate price and star ratings to obtain a quick assessment of what they can get for their money within their location, regardless of the location. - Hoteliers, should compare guest reviews, expand the amount of hotel's considered competitors to get a more realistic sense of what their competitors actually is. Hands off - Manually manipulating hotels rates and yield as the world of electronic sales moves too quickly for sales teams and revenue managers to optimally match rates to supply and demand fluctuations. - Human operators lack the capability to yield at night or during weekends. - One of the worst things a hotel can do is keeping rates the same so hotels need to yield rates in a way that doesnt leave money on the table. - The booking window is shrinking as consumers turn to mobile bookings, so automation becomes the ultimate yield-empowering tool. - Automated revenue management systems can integrate distribution simultaneously with rate decisions so a hotel doesnt have to compromise on rates and occupancy. The Power of Page Position - Search engine optimization (SEO), the order in which a hotel appears on the pages of an OTA . (travelers use OTAs as hotel search) is critical to booking OTA as hotel engine search by using it the way that they would use Google to see what hotel options exist in a particular destination- so a hotels position on these sites corresponds directly with occupancy and as hotel engine search by using it the way that they would use Google to see what hotel options exist in a particular destination- so a hotels position on these sites corresponds directly with occupancy and sales - Hoteliers must anticipate their: - competitors rapid rate changes to ensure the property does not fall off page 3 or 4, which, to online consumers, might as - mean that the property doesnt exist. - To gain maximum market share, hoteliers should calculate optimal pricing positioning by star rating, guest reviews and location Monitor and Control - If the allocation falls short of demand or rooms run out on nights or weekends, when the revenue management staff is off the clock. The things that can be done is to take a page from big box retailers and keep their inventory out on the shelves, to be made available to the public through OTAs instead of in the back storage room.