Periodico ByHours.com @ ITB

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ITB Berlin 50 Years of Excellence The World’s Leading Travel Trade Show 9-13 March 2016 ByHours Tribune The ultimate formula to increase the RevPAR has been found Sleeping at work can boosts productivity? A bet makes him lose his hotel “This micro- stays thing makes no sense” A young company from Barcelona managed to discover a new system to efficiently and quickly increase the RevPAR that is entirely complementary with the current strategies applied by hoteliers. An owner bets with his revenue manager that micro- stays do not make sense and loses his hotel. Richard Watson News update Breaking News Exclusive The key: “Micro-stay Management Program” Confessions Interview Weather The formula consists of the sale of micro stays in hotels, sold in packs of 3, 6 and 12 hours. The rooms can be sold throughout the day and you can choose between: resell- ing the rooms more than once in a day or selling vacant rooms that you would not have sold anyways. The option to sell the same room, with the same services and operations, allows hotels to keep working as usual. In addition “micro-stays” do not substi- tute any other channels nor would affect regular customers. On the contrary, this means opening your doors to a new type of customer: people tired from driving for hours, business travelers, the oppor- tunity to discover a nice hotel for a short time and really any other situation re- lated to waiting or resting. This is asset management applied to Hotel room. You can create and manage a new line of rev- enue whilst acquiring new customer that might become future prospects for your standard room night product. And this new formula has already enabled hundreds of hotels to increase their RevPAR, the key indicator in the industry. A strategy supported by technology giving total power to the hotel. The great success and acceptance by the hotel sector is related to the user-friend- ly administration of the tool meeting all the requirements that a Revenue Manager might need. The software al- lows complete flexibility in all decisions related to the sale of micro-stays: packs selection, check-in and check-out time available, pricing policy and much more. It is not just theory. It’s reality. Unlike many initiatives and business models designed from theory, the prod- uct of ByHours.com has already been adopted by thousands of people in major cities around the world. Potential users are countless. Waiting at the airports for international flight connections, last minute train delays, late flights depar- ture or early arrivals, business trip for executives in need of rest,… There are countless occasions for a costumers to buy a few hours in a hotel to rest or work. John Timeisall, Chief Commercial Offi- cer at The world is Ours, manages a team of international sales professionals trav- elling around the world constantly. Since John implemented his “Mi- cro-stay Management Program” for his employees, spirit is good and productiv- ity has increased significantly. “Travelling is exhausting but necessary in our business. So, all my employees are forced to rest a few hours before an im- portant meeting or in-between flight con- nections before meeting with the client. Take a nap and a shower, just relax, but get him to sign the deal!. Managing mi- cro-stays is directly related to employee’s productivity, that’s a fact. An employee who rested a few hours before his meeting is 5 times more likely to make a positive impression on his customers. This is cost saving for us!” Sir Alex Rotweil (former Hotel owner) tells us about how he lost his hotel fol- lowing an argument with his friend and Revenue Manager Jim Dolars. “Jim was my Revenue Manager until one day he came to me to present a new model that could increase our revenues. We were arguing about the traditional model of room night booking and the new trend of Pay-per-use. In his opinion, there was a global move from the modern society to pay for services that could adjust to the time of use.” The demand for short-term bookings or micro-stay powered by mobile tech- nology had begun and according to Jim we should embrace this new revolution that could generate complementary rev- enues, thus improving profitability. Our discussion reached a point of no return for me when one night, I made a bet with Jim that if by trying this model over a 2 months period we could, at least, generate the necessary income to cov- er the cost of our vacant rooms, I would hand over the ownership of my establish- ment to him and… I lost! 2 years later, Jim is the happy owner of Alex’s former hotel. “We maintain really good relation with Alex who visits us from time to time” Jim says. “By offering rooms in pack of hours, we managed to answer the needs of specific customers who would not have come to our place otherwise. In addition, the complementary income al- lowed us not only to cover cleaning costs but also to generate additional revenues without efforts. This was the winning bet of my life”. Self-confident, Richard Watson is back again with his now famous predictions that have been paralyzing the world: “This micro-stay concept makes no sense to me,” he says. Answering a few questions, Watson tries to justify the inevitable failure of this new business model. Keep up with him! JM – As a guru of the hospitality industry, what are the main disadvantages of this new model of micro stay? RW – Mainly, I do not believe in this kind of concept that tries to disrupt a well-oiled machine. It will cannibalize the sales of our current product, the room-night. Also, it makes no sense to lower our price for a customer staying only 3 hours in my room, when I could have sold him the price of a whole night, don’t you think? JM – I do understand. However, famous companies in the industry already work with this model and are now ensuring that traditional channel and micro-stay are not incompatible. On the contrary, it allows them to sell a room more than once a day and thus to increase their RevPar. Quite a discovery, don’t you think? WR – I think that is nonsense. It only in- volves headaches and extra housekeeping cost. If I have to clean the room each time a customer leaves, how many cleaners do I need? Unfeasible for small hotels! JM – Allow me a clarification here ... As a pioneer in this model, ByHours.com pro- vides precisely the flexibility that any hotel manager needs to optimize the available re- sources. On top of that, if you need more housekeeping, it most certainly means that you are lodging more customers and there- fore making more money. Anyway, what do you think about selling your empty rooms? Let’s be honest, the 100% room occupation is a myth. RW – It’s not that bad to have vacant rooms if someone comes late to my hotel. JM – Agreed Mr. Watson, but ... do you know the expression, “Better Now than Never”? RW – In my opinion, there are trends that will pass and never succeed like this new company named Airbnb . Another transito- ry trend you’ll see! JM – My only advice for you Mr. Watson and you should write it down: “If you stay behind, you’ll die” Berlin Doctor Parity: “This is the worst thing that could happen to us” Page 2 Hall 4.2 Stand 113 What are you waiting for? Visit www.byhours.com or get the App for free! Contact us: [email protected] You can find us at ITB Berlin Hall 4.2, Stand 113

Transcript of Periodico ByHours.com @ ITB

Page 1: Periodico ByHours.com @ ITB

ITB Berlin50 Years of Excellence

The World’s Leading Travel Trade Show

9-1 3 M a r c h 2 01 6

ByHours Tribune

The ultimate formula to increase the RevPAR has been found

Sleeping at work can boosts productivity?

A bet makes himlose his hotel

“This micro-stays thing

makes no sense”

8º 2º

A young company from Barcelona managed to discover a new system to effi ciently and quickly increase the RevPAR that is entirely complementary with the current strategies applied by hoteliers.

An owner bets with his revenue manager that micro-stays do not make sense and loses his hotel. Richard Watson

News update

Breaking News Exclusive

The key: “Micro-stay Management Program”

Confessions Interview

Weather

The formula consists of the sale of micro stays in hotels, sold in packs of 3, 6 and 12 hours. The rooms can be sold throughout the day and you can choose between: resell-ing the rooms more than once in a day or selling vacant rooms that you would not have sold anyways. The option to sell the same room, with the same services and operations, allows hotels to keep working as usual. In addition “micro-stays” do not substi-tute any other channels nor would aff ect regular customers. On the contrary, this means opening your doors to a new type of customer: people tired from driving for hours, business travelers, the oppor-tunity to discover a nice hotel for a short time and really any other situation re-

lated to waiting or resting. This is asset management applied to Hotel room. You can create and manage a new line of rev-enue whilst acquiring new customer that might become future prospects for your standard room night product. And this new formula has already enabled hundreds of hotels to increase their RevPAR, the key indicator in the industry.

A strategy supported by technology giving total power to the hotel.The great success and acceptance by the hotel sector is related to the user-friend-ly administration of the tool meeting all the requirements that a Revenue Manager might need. The software al-lows complete fl exibility in all decisions

related to the sale of micro-stays: packs selection, check-in and check-out time available, pricing policy and much more.

It is not just theory. It’s reality.Unlike many initiatives and business models designed from theory, the prod-uct of ByHours.com has already been adopted by thousands of people in major cities around the world. Potential users are countless. Waiting at the airports for international fl ight connections, last minute train delays, late fl ights depar-ture or early arrivals, business trip for executives in need of rest,… There are countless occasions for a costumers to buy a few hours in a hotel to rest or work.

John Timeisall, Chief Commercial Offi -cer at The world is Ours, manages a team of international sales professionals trav-elling around the world constantly. Since John implemented his “Mi-cro-stay Management Program” for his employees, spirit is good and productiv-ity has increased signifi cantly. “Travelling is exhausting but necessary in our business. So, all my employees are forced to rest a few hours before an im-

portant meeting or in-between fl ight con-nections before meeting with the client. Take a nap and a shower, just relax, but get him to sign the deal!. Managing mi-cro-stays is directly related to employee’s productivity, that’s a fact. An employee who rested a few hours before his meeting is 5 times more likely to make a positive impression on his customers. This is cost saving for us!”

Sir Alex Rotweil (former Hotel owner) tells us about how he lost his hotel fol-lowing an argument with his friend and Revenue Manager Jim Dolars. “Jim was my Revenue Manager until one day he came to me to present a new model that could increase our revenues. We were arguing about the traditional model of room night booking and the new trend of Pay-per-use. In his opinion, there was a global move from the modern society to pay for services that could adjust to the time of use.” The demand for short-term bookings or micro-stay powered by mobile tech-nology had begun and according to Jim we should embrace this new revolution that could generate complementary rev-enues, thus improving profi tability. Our discussion reached a point of no return for me when one night, I made a bet with Jim that if by trying this model over a 2 months period we could, at least, generate the necessary income to cov-er the cost of our vacant rooms, I would hand over the ownership of my establish-ment to him and… I lost! 2 years later, Jim is the happy owner of Alex’s former hotel. “We maintain really good relation with Alex who visits us from time to time” Jim says. “By off ering rooms in pack of hours, we managed to answer the needs of specifi c customers who would not have come to our place otherwise. In addition, the complementary income al-lowed us not only to cover cleaning costs but also to generate additional revenues without eff orts. This was the winning bet of my life”.

Self-confi dent, Richard Watson is back again with his now famous predictions that have been paralyzing the world: “This micro-stay concept makes no sense to me,” he says. Answering a few questions, Watson tries to justify the inevitable failure of this new business model. Keep up with him!

JM – As a guru of the hospitality industry, what are the main disadvantages of this new model of micro stay?

RW – Mainly, I do not believe in this kind of concept that tries to disrupt a well-oiled machine. It will cannibalize the sales of our current product, the room-night. Also, it makes no sense to lower our price for a customer staying only 3 hours in my room, when I could have sold him the price of a whole night, don’t you think?

JM – I do understand. However, famous companies in the industry already work with this model and are now ensuring that traditional channel and micro-stay are not incompatible. On the contrary, it allows them to sell a room more than once a day and thus to increase their RevPar. Quite a discovery, don’t you think?

WR – I think that is nonsense. It only in-volves headaches and extra housekeeping cost. If I have to clean the room each time a customer leaves, how many cleaners do I need? Unfeasible for small hotels!

JM – Allow me a clari� cation here ... As a pioneer in this model, ByHours.com pro-vides precisely the � exibility that any hotel manager needs to optimize the available re-sources. On top of that, if you need more housekeeping, it most certainly means that you are lodging more customers and there-fore making more money. Anyway, what do you think about selling your empty rooms? Let’s be honest, the 100% room occupation is a myth.

RW – It’s not that bad to have vacant rooms if someone comes late to my hotel.

JM – Agreed Mr. Watson, but ... do you know the expression, “Better Now than Never”?

RW – In my opinion, there are trends that will pass and never succeed like this new company named Airbnb . Another transito-ry trend you’ll see!

JM – My only advice for you Mr. Watson and you should write it down: “If you stay behind, you’ll die”

Berlin

Doctor Parity:

“This is the worst thing that could happen to us”

Page 2

Hall 4.2Stand 113

What are you waiting for?

Visit www.byhours.com or get the App for free!

Contact us: [email protected]

You can fi nd us at ITB BerlinHall 4.2, Stand 113

Page 2: Periodico ByHours.com @ ITB

ITB Berlin50 Years of Excellence

The World’s Leading Travel Trade Show

9-1 3 M a r c h 2 01 6

Parity Party

Six months after his arrest, the Berlin Court has sentenced Dr. Parity and 10 others suspects of trying to boycott the bookings of more than 200 users across the country. The prosecution requested 10 years of imprisonment for the Danish doctor, who openly expressed opposition to the micro-stays and his intention to stop it all. Evidences showed that the same Dr. Parity tried unsuccessfully to cancel more than a hundred bookings made through the leading portal of the mi-cro-stays sector. During the course of the trial the doc-tor insisted in justifying his acts. “This is the worst thing that could happen to us,” he lamented in assuming that book-ings of 3.6 or 12 hours are not the same as one night. ‘What will we do now? - He exclaimed.

“This is the worst thing that could happen to us”, he lamented in assuming that bookings of 3, 6 or 12 hours are not the same as a full night”. The “Esperanza case” started in 2012 with the appearance of the company ByHours.com. The project launch has caused a revolution in the sector; intro-ducing for the first time terms like ‘pay-per-use’ in the Travel sector. The good reception of the concept by users and hoteliers has led to the ap-pearance of other companies trying to replicate the model, demonstrating that micro-stays have become the perfect companion for any hotel’s chain, allow-

ing them to expand their offer, without affecting to commercialization through traditional channels sales. The other side of the coin, the more conservative individuals are now break-ing down one by one. Most of the accused claimed to have been deceived by the speech of Dr Parity, unable to accept the emergence of this new selling channel. Meanwhile, the President of the Hos-pitality sector made it clear that there are differences between the traditional over-night booking and the pay per use model. “It is time to manage and monetize our rooms through different products in order to commercialize them in a more flexible way”. Today, online com-panies like ByHours.com allow the ho-telier to play freely with prices, offering complementary incomes” - concluded the president.

Dr. Parity, convicted of attempted boycott

Hoteliers and users express their peace of mind after the release of the hearing. The trial of Dr. Parity intensifies the struggle of prices in the Travel sector. The episode that has shaken the pricing policy of the hotel market, the now famous “Esperanza case”, has come to an end.

Classified. Anderson has managed to pay 150 rooms to Theones F.C fans to fill the stands in the away matches.

Anderson: “150 hotel rooms are nothing if what is at stake is the leadership of our football league”

- T h i s w e e k - Byhours.com

SPORTS — Theones Football Club Who’s behind…?

More information

‘The support of the fans is vital for our team. We need to fill all stadiums with Theones fans shouting our anthem. Now we cannot fail’ –explained Anderson. The polemic is here. Some financial partners do not see with a good eye the idea of a football club spending money to accommodate 300 people for away games. Anderson assures that the eco-nomic impact of this action is minimal for the club because they are booking hotel rooms only for a few hours, paying

just a fraction of the total rate. ‘We have to understand that fans are a key factor to maintain our leadership position. The team is very motivated and goes out to win every match. We are selling more ticketsthan ever!’ It is not the first time that a president chooses to reward its fans dedication. Is it necessary to reward the fans to fill sta-diums? Do they really have such a strong impact on the team’s performances?

Synergy is the fundamental driving the team of ByHours.com. In 2011, Christian Rodriguez (CEO &  founder), a business orientated and analytical minded entrepreneur focus-ing on disruptive models joined with Guillermo Gaspart (Co-founder), hos-pitality expert and plainly aware of the necessity for his industry to evolve and to adapt to emerging trends.  “United we stand!” Joining efforts, they created the concept of Pay-per-use applied to the hospitality market pow-ered by time flexibility for customers and Hotel’s owners. Based on  their respective  experience and complementary views, the founders invented the winning formula that today allows you to increase your RevPar and to acquire new customers.

• Return to normality for users and hoteliers that continue to enjoy pay per use.

• The finance minister will send out an official statement.

• Health service will offer free coverage to the most conservative segment of the Travel industry.

• Bookings of 3, 6 or 12 hours are not a hotel night.The stars of the week