Dimension Stratégie / Prévision
1 - La « pratique du Yield Management » est l’un des supports stratégiques pour la gestion de notre hôtel.
2 - Nous sommes impliqués dans la mise en oeuvre du Yield Management.
3 - La « pratique du Yield Management » permet d’identifier les forces et faiblesses de notre offre pour chaque segment de clients.
4 - La « pratique du Yield Management » permet d’optimiser la segmentation de la demande.
5 - La « pratique du Yield Management » assure une gestion dynamique de la capacité disponible.
6 - Par le Yield Management on anticipe la demande pour chaque segment de clients
7 - La « pratique du Yield Management » permet une meilleure visibilité de la montée en charge des réservations.
8 - La « pratique du Yield Management » assure une analyse fine des risques liés aux comportements des clients.
9 - Le Yield Management est un processus avancé d’anticipation.
Dimension Personnel
1 - Dans notre hôtel, le personnel en charge du Yield Management est formé à ces techniques.
2 - Notre personnel en charge du Yield Management est réactif.
3 - Notre personnel en charge du Yield Management est doté de l’autonomie de décision.
4 - L’équipe en charge du Yield Management est en relation avec les autres fonctions au sein de notre hôtel.
Annexe C. : Mesure de la Pratique du Yield Management (Selmi et Giannelloni, 2007).
Veillez souligner la proposition qui reflète le mieux votre perception de la situation.
Exemple : si vous retenez la note 3(égale) pour une telle proposition vous marquez ainsi : Très inférieure (1), Inférieure (2), Egale (3), Supérieure (4), Très supérieure (5)
1 - Sur la base de l’année dernière, comment se caractérise le taux d’occupation de votre hôtel par rapport à votre (vos) concurrent(s) direct(s). :
Très inférieure (1), Inférieure (2), Egale (3), Supérieure (4), Très supérieure (5)
2- Sur la base de l’année dernière, comment se caractérise le REV PAR de votre hôtel par rapport à votre (vos) concurrent(s) direct(s). :
Très inférieure (1), Inférieure (2), Egale (3), Supérieure (4), Très supérieure (5)
3- Sur la base de l’année dernière, comment se caractérise la performance globale de votre hôtel par rapport à votre (vos) concurrent(s) direct(s). :
Très inférieure (1), Inférieure (2), Egale (3), Supérieure (4), Très supérieure (5)
Annexe D. : Mesure de la performance de l’hôtel
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