Calculation Scenario
You have just been appointed as a Revenue Manager at a hotel that has never practiced Revenue Management before. Anaylse and calculate the following monthly performance report then recommend your principles and practices for maximising revenue opportunities for this hotel by offering comments to mothly performance, comments to forecast, budget and last years variances. Refer to the Arial Hotel’s report below.
In your critique the followings must be included:
1. Complete the calculation work in the blank boxes (below)
2. Executive Summary on monthly performance such as room department, F&B department and GOP (Gross Operation Profit) and provide a short overview of highlights and challenges of the month.
3. Comments to Forecast variances on room, food and beverage and expenses
4. Comments to Budget variances on room, food and beverage and expenses
5. Comments to Last Year variances room, food and beverage and expenses

Structure of Critique
Critique writing means to evaluate: what are the strengths and weaknesses of an idea, response, framework, theory and performance? What are the useful elements; what are the problems? What are the competing perspectives? What could be better supported?

Please ensure your Critique:
• covers the 3 relevant learning outcomes
• total 1000 words
• submitted electronically in Word format, Arial font, 12 pt., 1.5 line spacing
Month To Date
Actual Forecast Budget Last Year ACT vs. FCST% ACT vs. BUD% ACT vs. LY%

Total Room Revenue 2,135,488 2,116,765 1,896,182 1,774,599 0.9% 12.6% 20.3%
Occupancy 91.00% 92.20% 82.70% 84.70%
ADR 210.97 206.35 205.95 188.19 2.2% 2.4% 12.1%
RevPar 191.89 190.2 170.38 159.46 0.5% 12.6% 20.3%
Rooms Payroll Expenses 388,962 398,383 367,370 379,346 2.4% -5.9% -2.5%
Rooms Total Expenses 659,240 677,632 610,939 596,671 2.7% -7.9% -10.5%
Dept. Profit 1,476,249 1,439,132 1,285,242 1,177,928 2.6% 14.9% 25.3%

F&B Revenue 379,029 373,727 372,051 278,258 1.4% 1.9% 36.2%
F&B Payroll Expenses 254,615 262,919 269,076 242,993 3.2% 5.4% -4.8%
F&B Total Expenses 385,600 393,297 398,632 342,195 2.0% 3.3% -12.7%
Dept. Profit -6,571 -19,570 -26,581 -63,937 -66.4% -75.3% -89.7%

Year To Date
Actual Budget Last Year ACT vs. BUD% ACT vs. LY%

2,135,488 1,896,182 1,774,599 12.6% 20.3%
91.00% 82.70% 84.70%
210.97 205.95 188.19 2.4% 12.1%
191.89 170.38 159.46 12.6% 20.3%
388,962 367,370 379,346 -5.9% -2.5%
659,240 610,939 596,671 -7.9% -10.5%
1,476,249 1,285,242 1,177,928 14.9% 25.3%

379,029 372,051 278,258 1.9% 36.2%
254,615 269,076 242,993 5.4% -4.8%
385,600 398,632 342,195 3.3% -12.7%
-6,571 -26,581 -63,937 -75.3% -89.7%

Act vs FCST % ; (Actual – forecast) / Forcast x 100percentage
Act vs Bud % ; (Actual – budget) / budget x 100percentage
Act vs LY % ; (Actual – Last year) / Last year x 100percentage

Calculation Scenario
You have just been appointed as a Revenue Manager at a hotel that has never practiced Revenue Management before. Anaylse and calculate the following monthly performance report then recommend your principles and practices for maximising revenue opportunities for this hotel by offering comments to mothly performance, comments to forecast, budget and last years variances. Refer to the Arial Hotel’s report below.
In your critique the followings must be included:
1. Complete the calculation work in the blank boxes (below)
2. Executive Summary on monthly performance such as room department, F&B department and GOP (Gross Operation Profit) and provide a short overview of highlights and challenges of the month.
3. Comments to Forecast variances on room, food and beverage and expenses
4. Comments to Budget variances on room, food and beverage and expenses
5. Comments to Last Year variances room, food and beverage and expenses

Structure of Critique
Critique writing means to evaluate: what are the strengths and weaknesses of an idea, response, framework, theory and performance? What are the useful elements; what are the problems? What are the competing perspectives? What could be better supported?

Please ensure your Critique:
• covers the 3 relevant learning outcomes
• total 1000 words
• submitted electronically in Word format, Arial font, 12 pt., 1.5 line spacing
Month To Date
Actual Forecast Budget Last Year ACT vs. FCST% ACT vs. BUD% ACT vs. LY%

Total Room Revenue 2,135,488 2,116,765 1,896,182 1,774,599 0.9% 12.6% 20.3%
Occupancy 91.00% 92.20% 82.70% 84.70%
ADR 210.97 206.35 205.95 188.19 2.2% 2.4% 12.1%
RevPar 191.89 190.2 170.38 159.46 0.5% 12.6% 20.3%
Rooms Payroll Expenses 388,962 398,383 367,370 379,346 2.4% -5.9% -2.5%
Rooms Total Expenses 659,240 677,632 610,939 596,671 2.7% -7.9% -10.5%
Dept. Profit 1,476,249 1,439,132 1,285,242 1,177,928 2.6% 14.9% 25.3%

F&B Revenue 379,029 373,727 372,051 278,258 1.4% 1.9% 36.2%
F&B Payroll Expenses 254,615 262,919 269,076 242,993 3.2% 5.4% -4.8%
F&B Total Expenses 385,600 393,297 398,632 342,195 2.0% 3.3% -12.7%
Dept. Profit -6,571 -19,570 -26,581 -63,937 -66.4% -75.3% -89.7%

Year To Date
Actual Budget Last Year ACT vs. BUD% ACT vs. LY%

2,135,488 1,896,182 1,774,599 12.6% 20.3%
91.00% 82.70% 84.70%
210.97 205.95 188.19 2.4% 12.1%
191.89 170.38 159.46 12.6% 20.3%
388,962 367,370 379,346 -5.9% -2.5%
659,240 610,939 596,671 -7.9% -10.5%
1,476,249 1,285,242 1,177,928 14.9% 25.3%

379,029 372,051 278,258 1.9% 36.2%
254,615 269,076 242,993 5.4% -4.8%
385,600 398,632 342,195 3.3% -12.7%
-6,571 -26,581 -63,937 -75.3% -89.7%

Act vs FCST % ; (Actual – forecast) / Forcast x 100percentage
Act vs Bud % ; (Actual – budget) / budget x 100percentage
Act vs LY % ; (Actual – Last year) / Last year x 100percentage