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BRAZIL SALES REVIEW – 1st Quarter 2009

BRAZIL SALES REVIEW – 1st Quarter 2009. SALES FOCUS. Introduction. Leader in Hospitality in Latin America Accor = 166 Hotels / Brazil market = 10k Hotels. Known as Corporate Hotel in Brazil and LATAM Only 3 hotels well positioned as leisure (Foz, Spa do Vinho, Guaruja)

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BRAZIL SALES REVIEW – 1st Quarter 2009

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  1. BRAZIL SALES REVIEW – 1st Quarter 2009 SALES FOCUS

  2. Introduction • Leader in Hospitality in Latin America • Accor = 166 Hotels / Brazil market = 10k Hotels • Known as Corporate Hotel in Brazil and LATAM • Only 3 hotels well positioned as leisure (Foz, Spa do Vinho, Guaruja) • Tour Operators volume decrease in last 4 years • Since 2006, several changes in Sales Structure • Central Sales reduced 25% / high turn over in Hotel Sales • Hotel Sales reporting to Operations until 2008 • Since 2007, Sales & RM working together • First Hotel chain to work with dynamic pricing and not to work with Agencies Special Rates (AGV) • Rates grading and CO levels built by RM + Sales

  3. Market Overview – HOTEL BUSINESS TMC’s: Only in Brazil they are formally organized. Competition still practices Travel Agencies Rates (AGV). Quite few are developing SBT. • Payment / Remuneration • Comission: 10% • Form of payment: Invoicing for most countries : • Credit Card 50% / Invoicing 45% / Cash 5% (Midscale Brazil) Travel Managers Well organized in Brazil (NBTA basis) and Argentina. Pushing for 2 years contract and flat rates. DMC’s Due to dollar devaluation, started to sell to Corporate. Flat Rates in dollar hard to negotiate. Quite few are online. Tour Operators Dominate small hotel chains pushing prices down. Pushing on flat rates OLTA Biggest are HOTELDO and E-HTL. Online connection projects still in development.

  4. MAIN COMPETITIVE SET BRAZIL

  5. Sales presence of other players Sales & Presence : Accor vs. main competitorsBrazil - 2008, Based on available data - Sales (Corporate) Sales (Hotel Sales) Hotels Best 25 Sales People 100 Sales People 65 15 Sales People 100 Sales People 144 (87mid) 5 Sales People 36 Sales People 16 10 People 4 People 4 5 People 50 People 25 Worse 10 People 8 Sales People 8 GSAs 4

  6. IMAGE Opinions collected during sales calls

  7. SALES ISSUES • Market volume • Reduction of RN in big Corporate Accounts • Migration to cheaper hotels / Ibis and independent competitors • Reduction of International Corporate Travel (Air France – 40%!) • Loading delays for new rates • Tracking • CUBES FR x COGNOS BR • Need to define perimeter • Misinformation impacts Performance analysis & • Missing KPI’s unification • RR with governmental taxes (Operations) without taxes (Sales) • Total Revenue (including F&B, rooms) x RR only • Image • Lack of consistent presence in media and trade publications • Sales Portfolio & contracting • Coverage perception • Left segments without sales attendance (leisure, government etc) • 23% Hotel refusal in RFPs for 2009

  8. LATAM SALES ORGANIZATION

  9. TEAMS RELATIONSHIP AND ACTION

  10. SALES FOCUS • Midscale / Upscale • Ibis does not provide reporting - impossible to track volume • Sofitel • Alignment with Sofitel Hotel Sales teams for: • RFP / MICE sales / Intraregional Sales / Outbound Sales • Areas • New Sales Area Managers to speed decisions processes and alignment with regional RM and Operations • Tools • ASA to allow shared management / performance management • New BI tools to allow Hotel Sales to work in KAM model

  11. CORPORATE PROGRAMS 1st Q 09

  12. 2009 status – Booking Channel Top TMCs 1st Q

  13. PERFORMANCE vs COMPETITION

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