Coco Bodu Hithi Introduces Beach Villa with Pool
Revenue management technology helps resorts to attract demand from high value guests, operate efficiently, improve revenue performance, and increase business profitability. However, in order for a Revenue Management System (RMS) to deliver long-term revenue optimisation benefits for a resort, it must first be adopted and utilised successfully within the organisation.
If the initial deployment phase does not go smoothly, a resort will likely have limited opportunities for long-term success with revenue management technology. With that in mind, how can resorts maximise their chances of RMS adoption success?
After receiving budget approval for an RMS, it is critical that resort management proactively identify and address factors that could hinder the system’s utilisation during the adoption phase.
One of the primary challenges in achieving widespread adoption of any new technology is the lack of awareness among staff and management about the new system. To mitigate this, developing a comprehensive communication strategy is vital. This strategy should leverage internal channels to promote the RMS. It should also involve recruiting key managers and stakeholders who would act as advocates and training partners, as their endorsement can significantly bolster the system’s visibility and perceived value.
Another challenge is overcoming hesitation towards adopting the new tool. Even with awareness, some colleagues may resist using the RMS as a reaction against change. In such a situation, resort managers need to demonstrate how the RMS will complement, rather than replace, existing roles and directly address individual concerns to facilitate smoother adoption.
The perception of value also plays a crucial role in the adoption of any new system. Stakeholders are more likely to embrace the RMS if they understand its benefits. As such, it is important to communicate information that highlights the RMS’s value, potentially through case studies, demonstrations, or testimonials from other users. This can help shift the perception of the RMS from an optional tool to a critical component of the resort’s operational strategy.
In-depth training and ongoing access to information can help stakeholders feel more comfortable using an RMS long-term. The training process should be designed to accommodate the schedules and learning paces of all users. It should provide access to ongoing user materials, along with a clear plan for ongoing support. This will ensure higher rates of adoption across the resort organisation, and safeguard that the RMS is being utilised to its full potential over the long-term.
Operators who have confidence in their tools are likely to use them. The best way to foster trust between resort staff and new innovations is to keep things simple. If staff are informed about how a system works and what they can expect in advance, they are prepared to adjust to new systems and ways of working in a way that minimises disruptions.
Ease of use solutions for RMS users could be as basic as a usage guide for revenue managers, explaining everything from how to adjust strategies on a busy day, to prioritising daily time in an RMS, to simply explaining the “why” a value is important. Always ensure the technology, supporting processes, and training are designed to meet the needs of everyone in the resort who will interact with the RMS. Additionally, it’s crucial to clearly communicate these objectives to all relevant parties.
Resort managers often have time and capacity restraints when it comes to implementing complicated new systems and processes, despite the promise of increased efficiency or revenue. This can extend the duration of the rollout process, while potentially building a negative perception of the new tool among existing users and resort staff.
Given the staffing constraints that many hospitality organisations currently face, it is in all resorts’ best interests to leverage the skills and expertise of their technology partners to facilitate the most effective rollout possible. While resort managers benefit from the adoption of new tools, it is not necessary for them to be involved in the installation or set up of any new tech. Resort leaders need to ensure they trust their technology partner to manage a rollout without disrupting ongoing business. If business leaders can trust that any new system will work seamlessly without diverting attention from a staff member’s current tasks, these tools will be more likely used successfully over the long-term.
Revenue management is a marathon, not a sprint. Resorts will see the greatest return from any investment in an RMS over time. The longer a property has a system in place, working in conjunction with an effective team, the greater the return a resort will experience.
Resort owners, managers and technology partners should always remember that what is being implemented will ultimately improve the business, therefore they should seek to engage with one another collaboratively. This ensures that any deployment of revenue management technology is as seamless, efficient, and effective as possible for the long-term benefit of the organisation.
For more information on how your resort can maximise the chances of revenue management technology adoption success, please visit: www.ideas.com
