One full financial year as general manager, five targets, all five beaten. Every figure on this page comes from the hotel's 2014 year-end review. Nothing has been added to them.
Profit, room revenue, guest loyalty, the brand's quality review and the team's own survey — each measured against its 2014 target.
The hotel was named The Best Hotel 2014 — Deliver Results by Carlson Rezidor Hotel Group.
Gross operating profit grew faster than room revenue — 13.5% against 7.7%. In the same year the guest Net Promoter Score rose 15.7 points, the Quality Performance Review score rose 6.0 points and the colleague survey rose 7.5 points.
Profit, guests, brand standard and team moved in the same direction in the same year. That is the pattern an owner wants, and the one most hotels miss. Cut hours and GOP rises for a quarter while guest scores slide. Chase occupancy with discounts and revenue rises while profit per room thins.
The revenue diagnostic reads the same lines for your hotel — revenue, profit, guest scores, brand standard and team — to find where one is being traded against another.
It reports the year-end figures only. How the year was run — the decisions, the meetings, the people — is a conversation rather than a web page. Ask about it on the free introductory call.
For the method behind the numbers, read How to increase GOP in a hotel: five levers an operator checks first.
Over thirty years in the tourism, travel and hotel industry, including general manager roles carrying the full P&L. Cornell General Managers Program. Based in Oakville, Ontario; working across Canada. The introductory call is free and there is no obligation.
Greenmountains Trade Ltd. · Oakville, Ontario · +1 (289) 300-8985