S&M Analysis.

Comset
Dr.Yoga Iswara, BBA.,BBM.,MM.,CHA
Expert lecturer
EXPERIENCES EDUCATION
Chief Executive Officer (CEO) Doctorate in Tourism Assessor HOTEL Competency
FreshWater Asia Hospitality Management Udayana University, Bali LSP Pariwisata Bali International
2020 2016
Corporate General Manager
Maca Group Post Graduate Magister of Management Lead HOTEL Auditor
(MM) LSU Pariwisata Bali Mandiri
Chairman Udayana University, Bali 2015
IHGMA DPD Bali 2015
Certified Hotel Administrator
Executive Committee Tertiary Education American Hotel & Lodging Educational Institute
PHRI Badung Chapter Double Degree of Bachelor (BUS) of ITTAC
Accounting & Bachelor (BUS) of 2015
Executive Committee Management
Bali Villas Association (BVA) Monash University of Melbourne,
Australia
Chief Executive Officer (CEO) 2002
Rumah Inspirasi

ACHIEVEMENTS
INDONESIA TRAVEL TOURISM AWARD 2019 BALI TOURISM AWARD 2019 BALI TOURISM AWARD 2018 INDONESIA TRAVEL TOURISM AWARD 2021/2022
INDONESIA TOP HOSPITALITY LEADER BALI TOP HOSPITALIY LEADER BALI TOP HOSPITALIY LEADER INDONESIA TOP HOSPITALITY LEADER
(Dr. Yoga Iswara, BBA., BBM., MM., CHA) (Dr. Yoga Iswara, BBA., BBM., MM., (Dr. Yoga Iswara, BBA., BBM., MM., (Dr. Yoga Iswara, BBA., BBM., MM., CHA)
CHA) CHA)
 Step 1
Step 5
Conducting a Marketing Audit
Monitoring and
Property Analysis
Evaluating
Competition Analysis
the Marketing Plan
Marketplace Analysis

Step 4 Step 2
Establishing Objectives & Action Plans Selecting Profitable
Sales/Internal Sales Target Markets
Sales Promotions Revenue Grid
Advertising Guest Profiles
Public Relations

Step 3
Positioning
the Property
Definition.
Competitive (comp) set is an identified group of hotels considered to be a
certain hotel’s competitors, based on:

1. Geographic location
2. Amenities (facilities)
3. Rates
4. Ratings
5. Brand affiliation
6. Internet search engines and online comparison shopping
Definition.
Every hotel competes against someone
Too often comp sets fall into 1 of 2 categories:
1) Convenient hotels located nearby, regardless of their actual ability to
compete. They make the numbers look good, which can be deceiving
2)Aspirational are hotels the hotel wants to believe it competes against, but
doesn’t
Defining your comp set helps to sell, market, price and position
STR
Global
STR is the source for premium global data benchmarking, analytics and
marketplace insights. The data provided is confidential, reliable, accurate and
actionable.
Aims: comprehensive solutions, analytics, and unrivalled marketplace insights are
built to fuel clients’ growth and help them make better business decisions.
Founded in 1985, STR’s presence has expanded to 16 countries, with a corporate
North American headquarters in Hendersonville, Tennessee, an international
headquarters in London, England and an Asia Pacific headquarters in Singapore.
Hotel Industry Categorization:
1. Geographic Categories
2. Non - Geographic
Categories
Geographic
Categories
The top four geographic categories used by the hotel industry are:
1) World
2) Continent - Americas, Europe, Mideast/Africa, Asia Pacific
3) Sub-Continent – 3 or 4 per continent
4) Country – over 200 with one or more hotel
• STR definitions roughly correspond to the UNWTO definitions.
Geographic
Categories
• Market - commonly thought of as a city, but also rural areas. No market
will ever cross country boundaries. A sample is provided.
• Submarket or Tract - a geographic subset of a Market, such as a CBD in
a city. Could be a small city in a rural Market
• There may be a large or small number of both.
• Both are important for a hotel GM (appear on STAR Report).
• Both are created based upon the number of hotels in an area and the
participation.
• Revisions are normally made at the end of the year.
Non-Geographic
Categories
• Star Ratings have disadvantages.
• Scale - seven categories, six for chain hotels ranging from
Luxury to Economy, and one for all Independent hotels. Chain
assigned Scale group based upon ADR of all hotels in world.
Consistent – all hotels in same Scale group.
• Class – similar, same names as Scale, no “Independent” group,
so only 6. Independent hotels are combined in groups with
chain hotels at similar ADR levels. Chain hotels are always in the
same Class as Scale. Samples are provided.
• Chains and hotels re-categorized at end of year and can change.
• Categories are important for a GM, displayed on STAR report
 Global Scale and Class Numbers
Scale Class

Category Properties ADR* Properties ADR*

Luxury 1,965 $266.21 7,040 $268.03
Upper Upscale 5,274 $161.30 14,790 $162.46
Upscale 11,168 $122.58 28,251 $123.13
Upper Midscale 16,237 $99.53 34,263 $100.76
Midscale 11,948 $76.02 33,446 $80.99
Economy 20,310 $56.21 54,308 $64.06
Independents 105,196 $126.91
Examples of Chains by
Scales
• Luxury – Intercontinental, Shangri La, JW Marriott, Sofitel, Fairmont, Ritz-Carlton,
Grand Hyatt, Four Season, Kempinski, Waldorf Astoria, Mandarin Oriental
• Upper Upscale – Hilton, Marriott, Sheraton, Westin, Radisson Blu, Renaissance,
Wyndham, Pullman, Omni, Hotel Nikko, Hyatt
• Upscale – Courtyard, Crowne Plaza, Doubletree, Mercure, Hilton Garden Inn, Residence
Inn, Novotel, NH, Riu, Scandic, , Radisson, Melia
• Upper Midscale - Holiday Inn Express, Holiday Inn, Hampton Inn, Comfort Inn, Best
Western Plus, Fairfield Inn, Country Inn & Suites, Golden Tulip, Barcelo
• Midscale – Best Western, Ibis, Quality, Ramada, La Quinta, Candlewood Suites,
Baymont, Sleep Inn, Campanile, Vienna, Ibis styles
• Economy – Super 8, Days Inn, Motel 6, Jin Jiang Inns, 7 Days Inns, Home Inn, Extended
Stay, GreenTree, Premier Inn, Econo Lodge
Once the comp set is defined, calculate the total combined
capacity of the competing hotels and the size of the portion that
each competing hotel controls
Fair share – each hotel will get a portion of the hotel market that
equals its capacity market share.
Every property wants to earn at least it’s fair share of the market
Revenue management examines room revenue as well as
occupancy
Occupancy percentage is one of the most common
performance measures in the lodging industry. It
expresses the proportion of rooms sold to total
rooms. The formula is:

For example, consider a 300-unit hotel that has sold 1,428

room nights in one week. Calculate that week Occ
Total room nights available = 300 × 7 = 2,100 room nights.
The weekly occupancy of the hotel is therefore:
1,428 ÷ 2,100 × 100 = 68%
Neither occupancy percentage nor revenue should be analyzed
on their own. Both need to be considered when we examine a
hotel’s performance
The average daily rate (ADR) expresses the average room
rate realized from the sale of rooms in a given period. It
should be calculated on a daily, weekly, and monthly
basis.
The formula is:

Tracking and benchmarking the ADR is important. A hotel makes an effort

to set rates that both provide the perception of value for the guest and
allow the hotel to realize its financial objectives.
The traditional expectation of ADR is that it will gradually increase from
year to year. However, circumstances may at times not as per expectations
RevPAR combines occupancy and average daily rate. And
can combine room nights and room revenue into a single
statistic
Before we continue to analyze we need to find the
market average.
Formula for market average:
Penetration index measures chosen indicators in relation to the market
averages of the same indicators.
An index > 100% exceeds market average.
< 100% means under performing
Penetration factors can be calculated for occupancy percentage, ADR,
and RevPAR
Exercise
Let’s analyze and rank them
OI = Occ Index
MPI = Market Penetration Index
RGI = Revenue Generation Index
ARI = Average Rate Index
Exercise
Let’s analyze and rank them
 Remember total
Fair Market
number of days in a
Share
month
 Next…
Middle Test
Thank
you.