Anders Johansson

📌 With 35+ years in the hotel industry, Demand Calendar emphasizes proactive problem-solving, focusing on total revenue management rather than just room revenue, and profit-driven decision-making. It offers an intuitive platform for hotels to analyze customer profitability, manage room bookings, restaurants, bars, spas, events, and activities. By anticipating future needs and incorporating feedback, Demand Calendar evolves into a dynamic business intelligence system, enabling hoteliers to adapt to market conditions and maintain a competitive edge. The platform minimizes manual effort, automates data collection, and provides actionable insights, aiming to drive sustainable revenue and profit growth for hotels.

📌 Meet the managers: John, a seasoned hotel commercial manager in his 50s, relies on decades of experience and gut instinct for decision-making. Sarah, in her 30s, represents a new generation of managers using data-driven strategies. John operates intuitively, foregoing extensive data analysis for quick, experience-based decisions. Sarah employs Business Intelligence tools like Demand Calendar to monitor performance and make informed decisions. While John's quick actions respond to market changes, they may overlook long-term trends and lack scalability. Sarah's data-backed approach minimizes risk and optimizes strategies but requires accurate data. John's hotel faces challenges adapting to industry shifts without data-driven tools. Sarah's hotel sees revenue growth and efficient strategy execution through data utilization. The contrast shows the evolving nature of hotel management, where integrating data with experience is key to long-term success.

💾 The Grand Royale Hotel's revenue manager Emily was overwhelmed with manual tasks, facing isolation, burnout, and declining performance. Meanwhile, Alex of The Elite Haven Hotel used automation tools to eliminate tedious tasks, spurring profits and earning bonuses. Emily, inspired by Alex, proposed automation to her GM, who initially rejected the idea. With support from colleagues and after a pilot's success, their hotel saw improved profits and employee morale, validating the shift to automation and strategic work over manual labor.

📞 A female revenue manager (RM) is tasked to analyze the hotel's revenue streams before Monday's meeting, as the hotel is behind projections. Her analysis involves manual work with spreadsheets, consolidating data from the Property Management System (PMS), Revenue Management System (RMS), Point-of-Sale (POS), and event management software. She struggles to form a complete picture and feels the pressure to devise a plan to increase profitability. To improve efficiency and decision-making, she proposes the adoption of a Business Intelligence (BI) tool to consolidate data, which gets the asset manager's support. Moving forward, the hotel aims to become a data-driven organization.