Financial Report #2 – Marketing, Channel Management,

and Staffing
Name and ID ID
Sandip Singh 101379328
Istiaque Ahmmed 100129155
Gurdeep Singh Kaul 101359073
Yeongnam Yi 101339297
Simarpreet Singh 101375394
Table of Contents
Table of Contents.............................................................................................................................2

KPIs from RevSim...........................................................................................................................3

Marketing and Channel Management..............................................................................................4

Rooms..........................................................................................................................................5

Food and Beverage......................................................................................................................5

Staffing........................................................................................................................................8

Research on real hotel operations....................................................................................................8

References......................................................................................................................................10

Appendix:......................................................................................................................................11

REFERENCES..............................................................................................................................13
KPIs from RevSim

Hotel Net cash from

Occ. % ADR RevPAR GOP%
Name/no. operations

January 95.86% $153 $147 53.63% $-412,340

February 95.88% $153 $147 50.65% $658,453

March 96.24% $154 $147 50.98% $604,526

92.87% $160 $144 48.49% $1,441,844

April

90.87% $164 $142 47.64% $1,791,543

May

91.2% $163 $144 47.31% $1,907,518

June

The above-collected data helps to evaluate that the hotel has successfully maintained the
criteria of GOP% to be greater than 33% and RevPar to be greater than $116. This helps to
evaluate that the hotel is achieving good revenue per available room as well as earning good
gross profit.

Occupancy % and GOP %

Series2 Series4
120.00%

100.00% 95.86% 95.88% 96.24% 92.87% 90.87% 91.20%

80.00%

60.00% 53.63% 50.65% 50.98% 48.49% 47.64% 47.31%

40.00%

20.00%

0.00%
0 1 2 3 4 5 6 7
 ADR and RevPar
166 148
164 147
162 146
160
145
158
144
156
143
154
142
152
150 141
148 140
146 139
January February March April May June

ADR RevPAR

Net cash from operations

2,500,000

2,000,000 1,907,518
1,791,543
1,441,844
1,500,000

1,000,000
658,453 604,526
500,000

0
January February March April May June
-412,340
-500,000

-1,000,000

The above charts help to highlight the relation between occupancy percent and GOP%
percent. Another chart shows the relation between ADR and RevPar of the company and
increased net cash from operations has been shown in another chart.

Marketing and Channel Management

Marketing and channel management are very necessary for the hotel industry to attract
customers towards the business. It helps to generate revenues from the market as it can be
evaluated with the help of feedback given by the customers (See appendix). The customers find
the advertisement of the company useful and timely with a strong market presence. The company
uses various strategies to market and advertise its products and services like loyalty programs
performance benchmarking services hotel websites E-Commerce services and many more. The
hotel offers its rooms to the customers with the help of different channels like online, direct,
GDS, and Wholesale. All this effort of the hotel requires some cost to be spent as marketing
expenses. If the expenditure of the company is compared with the revenue earned by the rooms
and food and beverage department then it will help to evaluate the return on investment on
marketing expenses. This is given below individually for the Rooms department and F&B
department.

Rooms
Each Month Marketing
Months ROI
Revenue expenses
January 11,10,496 93,850 1183.27%
February 9,39,715 93,850 1001.29%
March 10,82,185 93,850 1153.10%
April 8,72,244 1,02,100 854.30%
May 9,47,589 1,02,100 928.10%
June 10,26,367 1,02,100 1005.26%

Chart Title
1,200,000 1300.00%
1200.00%
1,000,000
1100.00%
800,000
1000.00%
600,000 900.00%
800.00%
400,000
700.00%
200,000
600.00%
0 500.00%
January February March April May June

Each Month Revenue Marketing expenses ROI

Food and Beverage

Each Month Marketing
Months ROI
Revenue expenses
 January 5,68,704 93,850 605.97%
February 4,80,304 93,850 511.78%
March 5,44,064 93,850 579.72%
April 2,56,513 1,02,100 251.24%
May 2,76,734 1,02,100 271.04%
June 2,85,055 1,02,100 279.19%

Chart Title
600,000 700.00%

500,000 600.00%

500.00%
400,000
400.00%
300,000
300.00%
200,000
200.00%
100,000 100.00%

0 0.00%
January February March April May June

Each Month Revenue Marketing expenses ROI

The above chart helps to evaluate that the marketing expense by the hotel in the first
quarter has given a great return on investment whereas the increase in marketing expenses in the
second quarter does not give a good response in the market. These decreased revenues, when
further evaluated through the price value map, can be due to the low prices the company
provides to the customers. Pricing and quality are also part of the marketing department of a
hotel, and as shown in the below-given figure the hotel is on the side of low prices with neutral
quality.
So, the company can be recommended with different marketing strategies such as

 More investment should be made by the hotel in public relations agencies, general
management, and guest response services in the next quarter so that they can be
able to manage their channels effectively.
 Attracting more groups and contracts in the hotel can also be a great strategy for
improving distribution channels for the hotel.
 According to the feedback collected from the customers, the hotel already has a
strong market, and presence, and continuing, the same, will help the hotel to
manage its advertisement strategy.
 The Hotel should also opt for social media advertisement as their option and
promote their products and services to the market as it is the most influential
marketing considered these days.
Staffing
Quality of products and services in the Hotel industry depends on the hiring of good staff
members and the Hotel uses effective allocation of staff in the operations. They have allocated at
least 4 to 5 members of staff in every area of the hotel. According to the scorecard, the business
has achieved a 99.83% of staffing level and reached seventh position among all the competitors,
and got fourth rank in competence level by providing effective training to them. The company
has provided effective pay to their staff to keep them motivated and that is the reason the Hotel
has achieved second position with 100% in the team levels of the staff members. Overall, the
hotel has provided an effective staff team to the customers for their quality services but to
improve their quality, they should also use some strategies that will be useful in providing
quality services to the customers. According to the recent feedback (in appendix) from the
customers defined our staff members are very helpful, competent, and attentive, and believe that
they can handle anything that comes along irrespective of this various recommendations are
made to the hotel to manage its staff for providing quality services that are,

 Hire more employees for the lower level position so that customers can get their service
just a call away.
 More fans should be allocated to the training department so that an increased number of
lower-level staff members can get effective training and work towards customer
satisfaction.
 The business should adopt bonus or commission activities to keep the staff motivated and
motivated staff is essential for quality services.

Research on real hotel operations

To research hotels, apparitions of a real Hotel total Pinnacle Whistler has been selected
because I can able to get relevant information about this hotel and its strategies with the help of
my friend working there. Hotel Pinnacle Whistler is a 3-star hotel, which has an annual revenue
of approximately 5 to 10 million dollars (Quattro At Whistler. 2023). The marketing strategies,
channel management, staffing, hiring, and training. An employee motivation. The strategies of
the hotel are given below.

Marketing strategies. Social media marketing and dynamic pricing strategy are some of the
marketing activities used by the company to improve its market presence. Strategic partnerships
with other hotels and travel agencies are also a marketing technique used by the company
(Ireland, 2021). Apart from this, the website is also considered a marketing tool to attract guests
to the hotel.

Channel management. To manage distribution channels, the hotel uses travel agencies, both
offline and online. The company also takes the help of online distribution channels like
TripAdvisor make my trip and many more is a useful strategy for channel management in the
hotel.

Hiring and training of staff members. The HR manager of the hotel is responsible to manage
the training process and hiring process of the staff members based on their skills and experience.
The company allocates 2% of the profits to the training of employees (Ireland, 2021).

Motivation in employees. The company uses incentive programs to keep its employees
motivated and provide quality customer service.
References
Quattro At Whistler. (2023). Quattro At Whistler. Tripadvisor:
https://www.tripadvisor.in/Restaurant_Review-g154948-d708156-Reviews-
Quattro_At_Whistler-Whistler_British_Columbia.html

Ireland, S. (2021). CEO Spotlight: From Hospitals to Hotels – How Pinnacle Hotels CEO Dr.
Barry Lall Went From Doctor to Hotelier. Retrieved from CEO World Magzine:
https://ceoworld.biz/2021/10/25/ceo-spotlight-from-hospitals-to-hotels-how-pinnacle-
hotels-ceo-dr-barry-lall-went-from-doctor-to-hotelier/
Appendix: