Meliá Hotels International contracted with Duetto in August 2017 with the first property going live on the platform in January 2018.
At the time of signing, Thomas Adler, Vice President of Global Revenue Strategy for Meliá Hotels International, said: “Meliá’s Revenue Strategy includes next-generation pricing and distribution tactics, the digitization of its loyalty program and a movement toward personalizing the guest experience from booking to post-stay, leading to optimizing the customer experience and to offering the best personalized value proposals for specific audiences.
"A modern Revenue Strategy is one important piece of our broader change initiatives, and we felt Open Pricing would not only help us achieve that but also position Meliá to lead the hotel industry into the future as we pursue goals like personalization and embracing data in everything we do.”
Today, the company runs revenue for nearly 200 hotels through the Duetto Revenue Strategy Platform.
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Meliá Hotels International runs a full hospitality stack with multiple brands, including
- Gran Meliá Hotels & Resorts
- ME by Meliá
- Paradisus by Meliá
- Innside by Meliá
- Sol by Meliá
- Meliá Hotels & Resorts
- The Meliá Collection
The entire portfolio is on the full suite of Duetto products: GameChanger for pricing, ScoreBoard for intelligent reporting, and BlockBuster for contracted-business optimization.
Here, Daniel Santiago González, RMS Operations Coordinator, Meliá Hotels International, provides insight into the revenue set-up at the company and top tips for deploying a revenue management system (RMS) at an enterprise level.
How has rolling out an enterprise-level revenue management system helped Meliá Hotels International with its commercial strategy?
Our portfolio includes urban hotels but also holiday hotels. We have managed to dynamize our tour operators’ segment by implementing dynamic prices for tour operators, especially in holiday hotels, with a revenue management team managing the demand in an agile way.
We have quite a few centralized tools including Duetto, which we have used since 2018. We have created a model that is a mix between corporate teams and revenue managers in destination, which gives the possibility of having a strategy with corporate guidance as well as a local revenue management team based on property.
This gives us a general and specific vision of the destination, and we can adapt the corporate strategy (local power with the corporate strategic guidance).
Can you share some best practices for chains willing to deploy a revenue management system at the enterprise revenue level?
As for any project, define a task force team, plan all the steps and then roll it out.
Part of the planning stage involves harmonizing as much as possible the various codes and configuration standards across the portfolio to ease rollout and usage.
At a corporate level, define corporate rules for the RMS. The hotel group pricing strategy doesn’t need to change.
What is the revenue department organization chart?
We have a mix of corporate teams, including a dedicated department for RMS deployment and hotel-based clusters.
This approach allows us to keep a destination-level overview.
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