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------=_NextPart_01CA9916.03C19930 Content-Location: file:///C:/14482234/PrixetRevenueManagament_fichiers/master05.xml Content-Transfer-Encoding: quoted-printable Content-Type: text/xml; charset="utf-8" ------=_NextPart_01CA9916.03C19930 Content-Location: file:///C:/14482234/PrixetRevenueManagament_fichiers/pres.xml Content-Transfer-Encoding: quoted-printable Content-Type: text/xml; charset="utf-8" ------=_NextPart_01CA9916.03C19930 Content-Location: file:///C:/14482234/PrixetRevenueManagament_fichiers/slide0002.htm Content-Transfer-Encoding: quoted-printable Content-Type: text/html; charset="us-ascii" Diapositive 1
nPRIX ET REVENUE = MANAGEMENT
= nJean-Claude Oulé
PRI= X ET REVENUE MANAGEMENT
Le pri= x est un sujet essentiel dans la vie des affaires1. Bien sûr ce sujet n’appartient pas qu’aux gestionnaires et le marketing apporte dans ce domaine des outils essentiels.&n= bsp; Mais l’approche économique de la fixation des prix es= t également fondamentale. Nous passerons ainsi  en revue l’ensemble des méthodes d’aide à= ; la décision de fixation des prix proposées par la gestion.

J̵= 7;ai associé aux prix les méthodes de gestion de la capacit&eacu= te; plus connues sous le nom de Revenue Management ou de Yield Management car, même s’il ne s’agit pas de méthodes de fixation = de prix à proprement parler, elles utilisent le prix comme levier pour optimiser la gestion de la capacité.

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file:///C:/14482234/PrixetRevenueManagament_fichiers/slide0004.htm Content-Transfer-Encoding: quoted-printable Content-Type: text/html; charset="us-ascii" Diapositive 1
Première partie
Le prix moyen annuel ou le REVPAR annuel :
Un objectif stratégique défini par les études de faisabilité (création) ou par le budget (exploitation)
     1 – Le ca= s de la restauration
     2 – Le ca= s de l’hôtellerie
Deuxième partie
Les techniques de gestion pour l’aide à la décis= ion opé= ;rationnelle en matière de prix en restauration
1– La mé= thode des coefficients multiplicateurs
2 – Les princip= es d’OMNES
3 – La mé= ;thode des coûts cibles
Troisième partie
Les techniques d’optimisation=   de la gestion de la capacité
Revenue Management (Yield Management)
Sommaire=
Ce th&= egrave;me sera traité en trois parties.
Dans la première partie nous montrerons que le prix est une déci= sion stratégique et que les études de faisabilité sont des outils d’aide à la décision stratégique en matière de prix.
Mais d= es décisions en matière de prix se prennent aussi au quotidien= , ce sont des décisions opérationnelles. Le cas de la restauration fera l’objet de la deuxième partie et le Revenue Management sera traité dans la troisième partie.
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Intro= duction : le schéma classique...
Part de marché
Contraintes internes
•Investissement
•Charges d’exploitation
•Objectif de profit
Chiffre d’affaires nécessaire
=3D
Prix nécessaire x Volum= e
Contraintes externes
•Clients =
•Concurrence<= /div>
Prix acce= ptable
PRIX
OFFRE
DEMANDE
MARCHÉ
De quel prix= s’agit= -il ?
Voici = pour commencer le schéma classique de fixation des prix par confrontation de l’offre et de la demande :
•Le prix s’établit en premier lieu en fonction de contraintes externes imposées par les clients, leur pouvoir d’achat, leur situation de consommation, la valeur qu’ils accordent à= nos produits et par la concurrence qui propose un prix en fonction de ses pro= pres contraintes internes et de sa stratégie.
•Le prix doit par ailleurs satisfaire aux contraintes internes= de l’entreprise pour assurer un retour sur investissement suffisant. Les méthodes permettant de déterminer le prix nécess= aire seront étudiées dans la première partie.

I= l en résulte que le prix est le résultat d’un équil= ibre entre prix acceptable par le client et prix nécessaire pour l’entreprise.

Ce sch= éma est toujours pertinent mais concrètement de quel prix s’agit-= il : du prix moyen annuel ? Du prix affiché ? Du prix consenti &agrav= e; un TO ? Je vais maintenant vous proposer un schéma qui montre comm= ent ces différents prix correspondent à des processus de prise = de décision différents mais qui doivent être cohérents entre eux.
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Introduction : Les diff&eacut= e;rentes<= b>   situations de fixation = des prix…
Confort <= /div>
Concurrence
Image
PRIX
AFFICHÉ
= Etat de l’offre et de la demande pour une date donnée<= /span>
oPRIX MOYEN
ANNUEL
oREVPAR ANNUEL
Investissement <= /span>
Financement
Objectif de résultat
= ò
Retour sur investissement
(ROI)
oEtudes de faisabilité financières
(dont seuil de rentabilité)
<= span style=3D'font-size:78%;color:#0066CC;mso-color-index:0'>oRègle du 1/1000ème<= span style=3D'font-family:Verdana;font-size:78%;color:#0066CC;mso-color-index:0; mso-special-format:lastCR;display:none'>
Revenue Management
PRIX MOYEN JOUR&#= 13;
Contrôle de cohérence :
Budgets et reporting mensuel
STRATÉGIE=
OPÉRATIONS
En h&o= circ;tellerie il existe tout d’abord un prix affiché qui est fonction de la catégorie de confort mais aussi de la concurrence et de l’im= age de l’enseigne. A vrai dire ce prix n’intéresse guère le gestionnaire et le financier.

L̵= 7;intervention du financier et du gestionnaire se situe tout d’abord au moment de = la création ou de la reprise lorsque l’étude de faisabilité aide à déterminer le niveau de prix m= oyen annuel nécessaire pour assurer un retour sur investissement (R= OI) suffisant. On est dans le domaine stratégique car les choix effectués à ce stade sont pour la plupart irréversib= les.

A l= 217;autre extrémité nous trouvons les décisions prises au quotidien en fonction de l’offre et de la demande pour une date donnée : Par exemple, quelle capacité réserver &agra= ve; la clientèle affaires, quel tarif proposer à un TO pour un groupe de 50 personnes Toutes ces décisions quotidiennes prises (d= ans certains cas avec l’aide d’un système de RM) conduisent à un  prix moyen j= our effectif.

Comment s’assurer de la cohérence entre les décisions quotidiennes et le niveau stratégique de prix moyen à attei= ndre ? C’est le rôle du contrôle de gestion qui, par les bud= gets et le reporting mensuel, va permettre de vérifier que les décisions quotidiennes sont cohérentes avec la straté= ;gie.

En = jaune sont représentés les paramètres agissant sur le nivea= u de prix, confort, concurrence, investissement, coûts, état de l’offre et de la demande, en orange les outils d’aide &agr= ave; la décision auquel vous serez formé et en bleu les différents prix pour lesquels des décisions doivent être prises
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image/gif R0lGODlh9gAVAHcAMSH+GlNvZnR3YXJlOiBNaWNyb3NvZnQgT2ZmaWNlACH5BAEAAAAALGEABAAh AAkAgAAAAP///wIlhG8RyLwNlYJxUiDldbnlD4ZhIpbmR54qioBby1bWi2n0/OJHAQA7 ------=_NextPart_01CA9916.03C19930 Content-Location: file:///C:/14482234/PrixetRevenueManagament_fichiers/slide0005_image012.gif Content-Transfer-Encoding: base64 Content-Type: image/gif R0lGODlhGgIDAHcAMSH+GlNvZnR3YXJlOiBNaWNyb3NvZnQgT2ZmaWNlACH5BAEAAAAALAIAAQAW AgIAgAAAAP+ZAAIfjI+py+0Po5y02ouz3rz7D4biSJbmiabqyrbuC8dlAQA7 ------=_NextPart_01CA9916.03C19930 Content-Location: file:///C:/14482234/PrixetRevenueManagament_fichiers/slide0006.htm Content-Transfer-Encoding: quoted-printable Content-Type: text/html; charset="us-ascii" Diapositive 1
<= b>Première partie
L= e prix moyen annuel ou le REVPAR annuel : Un <= span style=3D'font-family:Verdana;font-size:67%;color:red'>objectif stratégique
   &nbs= p;
Deuxième partie
La décision opérationnelle en matière de prix en restauration = ;
   &nbs= p;
Troisième partie
Revenue Management
Le prix moyen annuel ou le REVPAR<= b> annuel : Un objectif stratégique
oPRIX MOYEN
ANNUEL
oREVPAR ANNUEL
Investissement
Financement
Objectif de résultat
= ò
Retour sur investissement =
(ROI)
oEtudes de faisabilité financières
(dont seuil de rentabilité)
<= span style=3D'font-size:89%;color:#0066CC;mso-color-index:0'>oRègle du 1/1000ème<= span style=3D'font-family:Verdana;font-size:89%;color:#0066CC;mso-color-index:0; mso-special-format:lastCR;display:none'>
Cette première partie est consacrée à l’aspect stratégique de la décision de fixation des prix.=

La tec= hnique complète de l’étude de faisabilité est présentée dans le sujet ainsi que les tableaux Excel nécessaires pour réaliser un business plan financier . Il s’agit ici, à partir d’exemples simples, de passer en revue les  méthodes de gestion aidant à la décision stratégique de fixation= des prix. Je vous présenterai également la règle du 1/10= 00ème qui connaît une certain renouveau grâce à une é= tude réalisée aux Etats-Unis.
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<= b>Première partie
L= e prix moyen annuel ou le REVPAR annuel : Un objectif stratégique&#= 13;
   &nbs= p;
Deuxième partie
La décision opérationnel= le en matière de prix en <= span style=3D'position:absolute;top:42.5%;left:.93%;width:19.1%;height:3.0%'>restauration
   &nbs= p;
Troisième partie
Revenue Management
Le créateur a une idée du produi= t et cherche un emplacement
Du CA au RBE
CA
-Coû= ts d’exploitation
=3D RBE nécessaire<= /span>
Montant des investissements et des loyers &a= grave; respecter
Le créateur a trouvé un emplac= ement
Du RBE au CA
RBE nécessaire =
+Coûts d’exploitation
=3D CA nécessaire
Addition moyenne nécessaire pour un = volume donné
L’= ;étude de faisabilité : le cas de la restauration
Quand = on conseille un créateur d’entreprise en restauration, on se trouve confronté à deux situations :
•Première situation : Le restaurateur a une idée du produit soit par conviction soit parce qu’il s’appuie sur une étude de marché. Dans ce cas, le conseil va consister &agra= ve; l’aider à élaborer un compte de résultat prévisionnel de manière à déterminer le RBE potentiel de son concept. Cette information sera essentielle pour connaître les coûts d’occupation supportables et évaluer du point de vue financier les différents emplacemen= ts qu’il visitera.
•Deuxième situation, la plus fréquente : Le créateur a trouvé un emplacement. Nous sommes donc dans une problématique inverse : Le fait d’avoir l’emplacement = nous donne la connaissance des coûts d’occupation nécessair= es et le conseil va consister à déterminer le CA qu’il faudra atteindre pour couvrir ces coûts d’occupation. Pour un volume donné, cela conduit bien sûr à détermin= er l’objectif d’addition moyenne. Je vais illustrer cette deuxième situation par un exemple simple.
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<= b>Première partie
L= e prix moyen annuel ou le REVPAR annuel : Un = objectif stratégique
   &nbs= p;
Deuxième partie
La décision opérationnelle en matière de prix en restauration = ;
   &nbs= p;
Troisième partie
Revenue Management
Local de 100 couverts
Ouvert 300 jours
Indice fréquentation : 0,60=
Chiffre d’affaires nécessaire
675 000 €
Addition = : 19 € pour 36 000 couverts
Coûts d’exploitation=
 L’étude de faisabilité : le cas de la restauration
= Il faut que 50% du CA =3D 337 = 500 = € pour que la marge sur charges variable couvre les charges fixes. Le CA doit être de 337 500 / 50% =3D675 000 €
Coûts d’occupation
Prenon= s le cas d’un restaurateur qui souhaite créer un concept dans un local pouvant offrir 100 places assises, ouvert 300 jours par an, indice de fréquentation journalier prévu 0,60. Le nombre de couverts annuel prévisionnel s’établit à 100 x 300 x 2 services x 0,60 =3D 36 000.
•Le loyer, les dotations aux amortissement et les intér&ec= irc;ts d’emprunts représentent un total de coûts d’occupation de 137 500 €.
•Les hypothèses de coûts d’exploitation associées à la connaissance des coûts d’occupat= ion conduisent à la détermination des charges fixes et de la ma= rge sur charges variables prévisible.
•On en déduit un  CA nécessaire de 675 000 €, ce qui pour 36 000 couverts correspondant à l’hypothèse de fréquentation n= ous permet de dire que l’addition moyenne doit être de 19 € pour atteindre l’objectif de profitabilité

Cet ex= emple simple illustre comment l’étude de faisabilité financi&egrav= e;re aide à la prise de décision stratégique en matière de prix.
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 L’étude de faisabilité : le cas de l’hôtellerie
Etudes de faisabilité
Règle du 1/1000ème :
« Pour êt= re profitable, la recette
moyenne d’un hôtel doit être au
moins égale au 1/1000ème de
l’investissement par chambre
 hors terrain »
<= b>Première partie
L= e prix moyen annuel ou le REVPAR annuel : Un <= span style=3D'font-family:Verdana;font-size:67%;color:red'>objectif stratégique
   &nbs= p;
Deuxième partie
La décision opérationnel= le en matière de prix en restauration = ;
   &nbs= p;
Troisième partie
Revenue Management
Dans l= e secteur hôtelier comme en restauration l’étude de faisabilité permettra de vérifier la cohérence entre= le positionnement prix prévu et les coûts de structure ou bien = de déterminer les coûts de structure supportables compte tenu d= e la recette moyenne prévue.

Parmi = les outils d’aide à la décision stratégique de fixation d= es prix, il faut ajouter une règle issue de la pratique selon laquell= e la recette moyenne chambre d’un hôtel doit être au moins égale au 1/1000ème de l’investissement par chambre hors terrain.
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L’= étude de faisabilité : le cas de l’hôtellerie
<= b>Première partie
L= e prix moyen annuel ou le REVPAR annuel : Un <= span style=3D'font-family:Verdana;font-size:67%;color:red'>objectif stratégique
   &nbs= p;
Deuxième partie
La décision opérationnel= le en matière de prix en restauration = ;
   &nbs= p;
Troisième partie
Revenue Management
Supposons que le coût de construction d’un hôtel 3 * de 120 chambres soit de
6 000 000 €
ðInvestissement par chambre :
6 000 000 /120 = =3D 50 000 €
ðRecette moyenne :
50 000 / 1 000 = =3D 50 €
Pour m= ontrer comment fonctionne la règle du 1/1000ème, prenons l’exemple d’un hôtel 3* dont le coût de construct= ion est de 6 000 000 € pour 120 chambres. L’investissement par chambre est donc de 6 000 000 / 120 =3D 50 000 €. On en dédu= it que la recette moyenne doit être de 50 000 € / 1 000 =3D 50 ̈́= 4;.
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La règle du 1/1000ème met en relation le chiffre d’affaires (CA) et l’investissement (I), ce qui  est une prise en considération pragmatique du ratio CA/I particulièrement important en hôtellerie comme vous le verrez en Finance.
L’= ;étude de faisabilité : le cas de l’hôtellerie
La r&e= grave;gle du 1/1000ème met en relation le chiffre d’affaires (CA) et l’investissement (I), ce qui  est une prise en considération pragmatique du ratio CA/I particulièrement important en hôtellerie.
Un &ea= cute;tude récente réalisée aux EU permet de vérifier que cette règle est toujours statistiquement pertinente mais qu’= en moyenne la relation entre la recette moyenne et la valeur de l’hôtel est de 1 pour 800.
Avec c= e point s’achève la sensibilisation aux méthodes d’aide à la décision stratégique en matière de prix. Nous abordons maintenant les outils d’aide à la décis= ion opérationnelle en commençant par la restauration.
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Première partie
Le prix moyen annuel ou = le REVPAR annuel : Un objectif stratégique
   &nbs= p;
<= i>Deuxième partie
La décision opérationnelle en matière = de prix en restauration
   &nbs= p;
Troisième partie
Revenue Management
La décision opé= rationnelle<= b> en matière de prix en restauration
Méthode des coefficients
multiplicateurs
Fiche
technique
Coût
matière
X
Coefficie= nt
=3D
Prix de
vente
Seul élément du coût de revient connu à l’avance et avec précision
La m&e= acute;thode la plus utilisée pour la fixation opérationnelle des prix en restauration est la méthode dite des coefficients multiplicateu= rs.
Elle c= onsiste à calculer le coût matière d’un plat à l’aide de sa fiche technique et à appliquer un coefficient multiplicateur permettant d’obtenir le prix de vente.
La pre= mière question que pose cette méthode est de savoir pourquoi on part du coût matière et non pas du coût complet pour établir le prix de vente. La réponse est simple et pragmati= que : parce que le coût matière est le seul élémen= t de coût connu avec précision et à l’avance. Aucune méthode ne permet en effet de déterminer le coût comp= let d’un plat de façon pertinente.
•La méthode des coefficients multiplicateurs pose de nombr= euses autres questions auxquelles nous allons répondre dans les diaposit= ives suivantes : Faut-il utiliser un coefficient unique ou plusieurs coefficie= nts ?
•Comment moduler les coefficients ?
•Comment s’assurer que le coefficient multiplicateur moyen = sera suffisant ? Etc.
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La méthode des coefficients multiplicateurs
Coefficient unique
Coefficients= 3;
modulés<= /b>
=
Règle n°1
Plus le coût matière d'une prestation est élevé et plus le coefficient multiplicateur pour cette prestation d= oit être faible.
Fau= t-il utiliser un coefficient unique ou plusieurs coefficients ?
Utilis= er un coefficient unique conduirait à des résultats aberrants tan= t du point de vue commercial que financier. Alors comment moduler les coeffici= ents ? Deux règles permettent e comprendre la logique de la modulation = des coefficients :
R&e= grave;gle n°1 : Plus le coût matière d'une prestation est élevé et plus le coefficient multiplicateur pour cette prestation doit être faible.
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=
Justification de la règle :
Que doit permettre de couvrir le coefficient ?
Le coefficient doit permettre de couvrir un ensemble de charges relativement fixes : personnel, f= rais généraux, coûts d’occupation
Soit un restaurant qui supporte 100 000 € de charges fixes par mois pour 20 000 plats servis. = Chaque plat vendu do= it permettre de financer 5 € de coûts fixes
La méthode des coefficients multiplicateurs
On jus= tifie la règle énoncée en se demandant ce que doit couvrir le coefficient multiplicateur.
Le coe= fficient doit permettre de couvrir un ensemble de charges relativement fixes comprises = dans les charges de personnel, les frais généraux et les co&ucir= c;ts d’occupation
Prenon= s un exemple : Si un restaurant supporte 100 000 € de charges fixes pour 20 000 pl= ats vendus, il faut que chaque plat permettre de couvrir 5 € de charges fixes, soit 100 000 / 20 000
Prenons l’exemple de 2 plats servis par ce restaurant :
•La crème caramel a un coût matière de 1 S= 64; auquel on ajoute les 5 € de charges fixes à couvrir. On obti= ent un prix de vente de 6 €
•La rouget grillé a un coût matière de 3 S= 64; auquel on ajoute les 5 € de charges fixes à couvrir. On obti= ent un prix de vente de 8 €
On con= state que le coefficient multiplicateur est plus élevé pour le plat dont= le coût matière est le plus faible.
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La méthode des coefficients multiplicateurs
Première partie
Le prix moyen annuel ou = le REVPAR annuel : Un objectif stratégique
   &nbs= p;
<= i>Deuxième partie
La décision opérationnelle en matière = de prix en restauration
   &nbs= p;
Troisième partie
Revenue Management
Règle n°2
Plus la charge de travail nécessai= re pour réaliser une prestation est élevée et plus le coefficient multiplicat= eur pour cette prestation doit être élevé
R&e= grave;gle n° 2 : Plus la charge de travail nécessaire pour réalis= er une prestation est élevée et plus le coefficient multiplica= teur pour cette prestation doit être élevé.

Cette = règle ne nécessite pas de démonstration particulière : il = est compréhensible que les plats nécessitant un temps de préparation plus élevé soient vendus plus chers pour couvrir les charges de personnel qu’ils ont occasionnés.
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La méthode des coefficients multiplicateurs
Première partie
Le prix moyen annuel ou = le REVPAR annuel : Un objectif stratégique
   &nbs= p;
<= i>Deuxième partie
La décision opérationnelle en matière = de prix en restauration
   &nbs= p;
Troisième partie
Revenue Management
Règle n°3 <= /span>
Il faut qu'en fin de compte l'exploitation dégage une marge brute suffisante en val= eur absolue pour couvrir toutes les charges autres que les coûts nourriture et boisson et laisser un résultat corr= ect
Contrôle régulier du coût matière
R&e= grave;gle n° 3 : Il faut qu'en fin de compte l'exploitation dégage une marge brute suffisante en valeur absolue pour couvrir toutes les char= ges autres que les coûts nourriture et boisson et laisser un résultat correct.

Comment s’assurer que dans une carte de 10 ou 20 plats ayant  chacun des coefficients multiplicateurs différents qu’au bout du compte, lorsque les clients auront fait leur choix, la marge brute sera suffisante pour couvr= ir toutes les autres charges ?

C&#= 8217;est encore le contrôle de gestion qui apporte une solution : seul le calcul régulier du ratio matières permet de vérifier= la règle n°3 et de valider ou pas les coûts matières= et coefficients multiplicateurs de chaque plat. En effet, cette vérification est difficile à faire de façon prévisionnelle comme je vais le montrer maintenant.

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La méthode des coefficients multiplicateurs
Moyenne des <= span style=3D'position:absolute;top:42.5%;left:71.72%;width:26.21%;height:5.75%= '>coefficients
Coefficient = ;
moyen ré= el
Pour s= implifier la démonstration, prenons le cas d’un restaurant qui propose 3 plats : les coûts matières sont respectivement de 2,5, 3 et = 3,5 euros et les coefficients choisis ont 4, 3,6 et 3,2. On peut calculer le coefficient moyen qui est de 3,6 mais, comme nous allons le voir, ce calc= ul n’est pas vraiment utile.
Suppos= ons maintenant qu’au bout d’un mois, on effectue le premier calcul de ratio matière pour vérifier que la marge brute, donc le coefficie= nt moyen réel seront suffisants pour couvrir les autres charges.  Ce calcul nous montre que le coefficient moyen réel est en fait de 3,68 car il dépend de= la répartition des ventes. C’est pourquoi il est indispensable d’effecteur régulièrement le calcul du ratio matières pour vérifier qu’il est conforme à nos objectifs.
Il = est donc très difficile de réaliser une prévision du coeffici= ent réel. C’est d’ailleurs un problème en cas de création ou de changement de carte. On vient de le voir, la seule solution consiste à faire une prévision de la répartition des ventes, ce qui est soumis à un aléa important.
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Les prin= cipes d’omnès
Première partie
Le prix moyen annuel ou = le REVPAR annuel : Un objectif stratégique
   &nbs= p;
<= i>Deuxième partie
La décision opérationnelle en matière = de prix en restauration
   &nbs= p;
Troisième partie
Revenue Management
Offre
P1
P2
… <= /span>
Pn
Cm1 x Cf1 =3D <= /div>
Cm2 x Cf2 =3D <= /div>
Cmn x Cfn =3D <= /div>
Cmn =3D Coût matière du plat n
Cfn =3D Coefficient multiplicateur du plat n
Pn =3D Prix du plat n
Offre cohérente ?
Etendue, dispersion ?
Principes d’Omnès :
<= /span>
Vérité absolue
&#= 13;
Pour t= erminer cette présentation des méthodes d’aide à la décision en matière de prix, je vais présenter succinctement les règles d’équilibre de la carte proposées par les principes d’omnès.
La m&e= acute;thode des coefficients multiplicateurs consiste à fixer les prix de vent= e en appliquant un coefficient au coût matière du plat.
Com= ment vérifier que le résultat ainsi obtenu conduit à une offre prix cohérente c’est-à-dire à une carte = dont l’étendue, l’équilibre et la dispersion seront compatibles avec l’image « prix » que le restaurant a choisie.
Les pr= incipes regroupés sous l’appellation « Principes d’omnès » peuvent aider à vérifier la cohérence de l’offre. Ces principes peuvent être utiles pour éviter certaines erreurs mais il ne s’agit en aucun cas= de vérités absolues. Certaines cartes fonctionnent très bien sans respecter scrupuleusement les principes d’omnès.

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Les prin= cipes d’omnès
=
1er principe
L’ouverture de la ga= mme de produits
« A l’intérieur d’une gamme de produits  = (entrées, poissons...), le rapport entre le prix le plus haut et= le prix le plus bas ne doit pas excé= der 2,5 ou 3 si la gamme est longue (plus = de 9 plats) »
1er= principe. L’ouverture de la gamme de produits : «&= nbsp;A l’intérieur d’une gamme de produits  (entrées, poissons...), le rapport entre le prix le plus haut et le prix le plus bas ne doit pas excéder 2,5 ou 3 si la gamme est longue (plus de 9 plats) »<= /i>

Il s&#= 8217;agit ainsi d’offrir un éventail de prix correspondant à la clientèle ciblée et elle seule. Si l’éventail = de prix est trop large, la clientèle aura du mal à situer le niveau de l’addition moyenne qui caractérise le restaurant.<= /font>
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Les prin= cipes d’omnès
=
2ème principe
Dispersion des prix=
= « A l’intérieur d’une même gamme, <= span style=3D'position:absolute;top:53.5%;left:7.86%;width:85.95%;height:6.5%'>= parmi trois tranches de prix - basse, moyenne, haute - la tra= nche médiane doit comprendre un nomb= re de références au moins égal au total des références proposées dans les tranches basse et haute »
2&e= grave;me principe. Dispersion des prix : « A l’intérieur d’une même gamme, parmi trois tranch= es de prix - basse, moyenne, haute - la tranche médiane doit comprend= re un nombre de références au moins égal au total des références proposées dans les tranches basse et haute »

En con= centrant l’offre sur la tranche médiane, ce principe, comme le précédent, a pour but de donner au client une image homogène des prix pratiqués par le restaurant.
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Les prin= cipes d’omnès
=
3ème principe
La mise en avant
«  La mise en avant de produits (plats du jour, suggestions... ) doit être centré= ;e sur des plats qui se situent dans la zone médiane de chacune des gammes »
3ème p= rincipe. La mise en avant&nb= sp; : « La mise en avant de produits (plats du jour, suggestions... ) doit être centrée sur des plats qui de situ= ent dans la zone médiane de chacune des gammes ».

Dans la ligné= ;e des principes précédents, il s’agit de ne pas déstabiliser le client avec un plat du jour par exemple dont le pr= ix ne serait pas cohérent avec ceux de la gamme qu’il concurren= ce.

Vous trouverez un e= xemple chiffré d’application dans le blog.

Il existe d’a= utres principes d’omnès mais il s’agit d’outils d’analyse des ventes et non pas d’aide à la décision en matière de prix.
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Première partie
Le prix moyen annuel ou le REVPAR annuel : Un objectif stratégique
   &nbs= p;
Deuxième partie
La décision opérationnelle en matiè= ;re de prix en restauration
   &nbs= p;
= Troisième partie
= Revenue Management (Yield)
Revenue Management
Sommaire
Nous a= bordons la troisième et dernière partie de ce dipaorama consacré= ;e au Revenue Management, appellation désormais préférée au Yield Management pour cette technique qui est certainement une des principales innovations de ces 10 dernièr= es années en matière d’aide à la décision.  Il s’= ;agit d’une méthode visant à gérer au mieux la capac= ité d’un hôtel, d’un avion, d’un paquebot… en utilisant le prix comme levier.
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Intro= duction au Revenue Management
Années 80
Dé= réglementation du transport aérien aux EU
PEOPLE EXPRESS propose des tarifs de 60% inférieurs à ceux des compagnies en <= /span>place
Alignement = ð Le CA s’effondre
Refus de la guerre des tarifs ð Les avions se vident
La tarification flexible, Robert G. CROSS
Les Editions d’Organisation, 1998
Le Rev= enue Management (RM) se développe  à la fin des années 80 à la suite de la déréglementation du transport aérien aux Etats-Unis.=

L̵= 7;une des conséquences de cette déréglementation a été l’apparition de compagnies qui, sur certaines destinations, proposaient des prix de 60% inférieurs à ceux= des opérateurs en place en limitant au maximum le service au client : = pas de réservation, pas de service à bord…

Les gr= andes compagnies ont cherché pendant plusieurs mois voire plusieurs années la réponse stratégique à ce déf= i et Delta Airlines a connu les premières pertes de son histoire. Lorsq= ue ces compagnies s’alignaient sur les tarifs les plus bas, leur CA baissait dramatiquement et lorsqu’elles refusaient d’entrer d= ans la guerre des prix, leurs avions se vidaient.

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Intro= duction au Revenue Management
Vendre des sièges au même tarif que les compagnies discount chaque fois qu’il n’était pas possible de les vendre à un tarif supérieur
Réponse =
stratégique<= /div>
Comment faire ?
En prévoyant le nombre de sièges à garder pour les clients prêts à payer plus cher en réservant au dernier moment (Affaires)
La r&e= acute;ponse stratégique a enfin été trouvée et peut se résumer ainsi : Les grandes compagnies ont trouvé le moyen = de vendre des sièges au même tarif que les compagnies discount chaque fois qu’il n’était pas possible de les  vendre à un tarif supérieur.

Commen= t ont-elles fait ? Elles ont construit en s’appuyant sur leur base de données un outil de prévision permettant de connaître= le nombre de sièges à protéger pour la clientèle affaires qui sera prête à payer le billet plus cher à condition de pouvoir le réserver au dernier moment. Le RM é= tait né.
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Intro= duction au Revenue Management
Client T
Nous sommes le 5 mai
Marié avec 2 enfants, cadre moyen, il prépare un voyage familial de 8 jours à PARIS pour le mois de juillet
•<= /span>Sensible au prix : ne pourra pas payer plus de 150 € l’A/R •Peut choisir dans une certaine mesure la date de départ et de retour = •<= /span>Ne modifiera pas les dates de son séjour •Acceptera de « prépayer » le billet
Il partira finalement le 6 juillet
Client sensible aux prix, peu sensible aux contraintes <= /b>
Tarif T =
<= /span>
150 €
Soumis à conditio= ns particulières
=
Chacun d’entre nous a une sensibilité différente au prix…
L̵= 7;exemple suivant doit permettre de comprendre le principe du RM.

Nous a= vons tous en tant que consommateurs une sensibilité au prix différente q= ui dépend de notre rapport à l’argent, de nos revenus et= des circonstances de notre acte d’achat. Cela signifie d’ailleurs= qu’une même personne peut avoir une sensibilité différente au prix selon les circonstances dans lesquelles elle se trouve.

Prenons l’exemple du client T :…
Nous a= vons identifié un premier segment de clientèle, celui des clients sensibles aux prix et peu sensibles aux contraintes. Pour que ce client choisisse notre compagnie, il faut qu’il puisse voyager pour 150 €. Nous allons par conséquent créer un tarif T qui se= ra soumis à des conditions particulières.
L̵= 7;exemple emprunté au transport aérien peut aisément être transposé à l’hôtellerie.
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Intro= duction au  Revenue Management=
Client A
Nous sommes le 5 juillet
Cadre moyen, il vient d’appre= ndre qu’il doit se rendre demain à PARIS = pour rencontrer un client important
•<= /span>Sensible à la disponibilité d’un siè= ;ge sur le vol (Quel que soit son prix ?) •<= /span>Ne peut p= as choisir sa date de départ et de retour = ;•<= /span>Doit pouv= oir modifier sa réservation si le RDV se prolon= ge
Il trouvera une place dans le vol du 6 juillet… &agr= ave; côté de M. T
Client peu sensible = aux prix, sensible aux contraintes =
Tarif A
300 €
Modification possible<= /b>
=
Chacun d’entre nous a une sensibilité différente au prix…
Etudio= ns maintenant le cas du client A : …

Nous a= vons identifié une second segment de clientèle : il s’agit= des clients peu sensibles aux prix mais souhaitant trouver un siège au dernier moment sans contrainte ultérieure de modification. Nous al= lons créer un tarif A à 300 € qui ne sera soumis à aucune condition particulière.

On com= prend dès à présent que le chiffre d’affaires du vol dépendra du nombre de places que l’on aura réserv&eac= ute; au segment A et qui auront été effectivement vendues &agrav= e; ce segment. C’est le RM qui permet de décider de l’allocation de capacité à chaque segment.
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Intro= duction au Revenue Management
= Je suis  le Revenue Manager de l= a compagnie aérienne. L’appareil assurant le vol du 6 juillet peut embarquer 180 passagers= . Nous sommes le 5 mai. Mon stagiaire me questionne… <= /div>
Client T
150 €=
Client A
300 €=
Vol du 6 juillet
Mainte= nant que nous avons identifié nos deux segments de clientèle, supposons q= ue je sois  le Revenue Manager = de la compagnie aérienne. L’appareil assurant le vol du 6 juillet = peut embarquer 180 passagers. Nous sommes le 5 mai. Mon stagiaire me questionne…
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Intro= duction au Revenue Management
Stagiaire : Acceptez-vous la réservation du client T pour le 6 juillet ? RM : <= /span>Oui à condition qu’il y ait encore des places dans la classe T. Stagiaire : Comment déterminer le nombre de places dans la classe T ? RM : <= /span>La base de données des vols précédents permet de prévoir à l’aide d’un logiciel la demande en classe A pour ce vol. On en déduit la capacité allouée à la classe T.
Client T
150 €=
Client A
300 €=
Vol du 6 juillet
D&eacu= te;but du dialogue
Sta= giaire : Acceptez-vous la réservation du client T ?
RM&= nbsp;: Oui à condition qu’il y ait encore des places dans la classe T.<= /i>
Sta= giaire : Comment déterminez-vous le nombre de places dans la classe T
RM<= /b> : La base de données des vols précédents permet de prévoir à l’aide d’un logiciel la demande en cl= asse A pour ce vol. On en déduit la capacité allouée &agr= ave; la classe T.

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Intro= duction au Revenue Management
Stagiaire : Qui a fixé les tarifs de 150 € et 300 € ? RM : C’est notre service marketing en fonction <= /i>du marché c’est-à-dire des tarifs des concurrents, y compris ceux du TGV et en fonction d’autres critères comme l’image de notre compagnie, etc. Ce n’est pas ma spécialité vous savez ! Mais pour simplifier, je dirai que le prix est toujours fixé par le marché.<= /span>
Client T
150 €=
Client A
300 €=
Vol du 6 juillet
Suite = du dialogue
Sta= giaire : Qui a fixé les tarifs de 150 € et 300 € ?<= /font>
RM<= /b> : C’est notre service marketing en fonction du marché c’est-à-dire des tarifs des concurrents, y compris ceux du T= GV et en fonction d’autres critères comme l’image de notre compagnie, etc… Ce n’est pas ma spécialité vous savez ! Mais pour simplifier, je dirai que le prix est toujours fixé par le marché.
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Intro= duction au Revenue Management
Stagiaire : Vous n’intervenez jamais dans la fixation des prix ? RM : Si, en tant que technicien. Grâce à mes modèles de prévision, je peux indiquer au service tarification quel prix plancher proposer pour la classe T ou pour un groupe mais c’est eux qui décident.=
Client T
150 €=
Client A
300 €=
Vol du 6 juillet
Suite = du dialogue
Sta= giaire : Vous n’intervenez jamais dans la fixation des prix ?
RM<= /b> : Si, en tant que technicien. Grâce à mes modèles de prévision, je peux indiquer au service tarification quel prix plan= cher proposer pour la classe T ou pour un groupe mais c’est eux qui décident.
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Intro= duction au Revenue Management
Stagiaire = : Le client qui paie 150 € est-il quand même rentable pour vous ? RM : <= /span>Oui, à condition d’être certain de ne pas pouvoir vendre la place plus cher et c’est au RM de le dire grâce à ses modèles de prévision. Si tel est le cas, il vaut mieux vendre la place 150 € que pas du tout car une place non vendue est perdue. D’autre part, le passager supplémentaire qui monte dans l’avion ne coûte quasiment rien, juste le prix d’une collation…
Client T
150 €=
Client A
300 €=
Vol du 6 juillet
Suite = du dialogue
Sta= giaire : Le client qui paie 150 € est-il quand même rentable pour vous ?
RM<= /b> : Oui, à condition d’être certain de ne pas pouvoir vendre la place plus cher et c’est au RM de le dire grâce à ses modèles de prévision. Si tel est le cas, il vaut mieux vend= re la place 150 € que pas du tout car une place non vendue est perdue. D’autre part, le passager supplémentaire qui monte dans l’avion ne coûte quasiment rien, juste le prix d’une collation
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Intro= duction au Revenue Management
REVENUE
MANAGEMENT
TARIFS
Prix assorti de conditions&#= 13;
MARCHE
PRIX MOYEN
= Prévision de fréquentat= ion par classe tarifaire
ALLOCATION
DE CAPACITE<= span style=3D'font-family:Verdana;font-size:178%;color:#003B76;mso-color-index:= 2; mso-special-format:lastCR;display:none'>
Situon= s le rôle du RM tel qu’il vient d’être défini p= ar le RM de la compagnie aérienne.

Nous t= rouvons d’un côté un ensemble de tarifs fixés en foncti= on du marché caractérisé par la sensibilité des clients aux prix et aux contraintes mais aussi par l’état de l’offre et de la demande pour une date et/ou une destination données.

De son côté, l’entreprise met en place un système de prévision permettant d’optimiser la capacité allouée à chaque classe tarifaire.

Cette = allocation de capacité est au cœur du RM qui pourra accessoirement interven= ir dans la fixation de certains prix.

Il r&e= acute;sultera de l’ensemble des mécanismes de tarification et d’allocation de capacité le prix moyen effectif de la chambre pour une date donnée  ou du siège pour un vol donné.
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Content-Location: file:///C:/14482234/PrixetRevenueManagament_fichiers/slide0031_image094.gif Content-Transfer-Encoding: base64 Content-Type: image/gif R0lGODlhGgIDAHcAMSH+GlNvZnR3YXJlOiBNaWNyb3NvZnQgT2ZmaWNlACH5BAEAAAAALAIAAQAW AgIAgAAAAP+ZAAIfjI+py+0Po5y02ouz3rz7D4biSJbmiabqyrbuC8dlAQA7 ------=_NextPart_01CA9916.03C19930 Content-Location: file:///C:/14482234/PrixetRevenueManagament_fichiers/slide0032.htm Content-Transfer-Encoding: quoted-printable Content-Type: text/html; charset="us-ascii" Diapositive 1
D&eac= ute;finition du Revenue Management
Le Revenue Management est un <= span style=3D'position:absolute;top:32.75%;left:11.61%;width:77.71%;height:6.5%= '>outil de prévisi= on permettant d’allouer la capacité optimale aux = différentes clas= ses tarifaires en fonction de la demande probable. =
L’objectif est de vendre au bon <= span style=3D'font-family:Verdana;font-size:156%'>prix, au bon client, au= bon moment
Il est= temps à la lumière de l’histoire du RM et de la premi&egrav= e;re mise en situation que je vous ai proposée de tenter une définition de cette méthode d’aide à la décision :
Le = Revenue Management est un outil de prévision permettant d’allouer la capacité optimale aux différentes classes tarifaires en fonction de la demande probable.
L&#= 8217;objectif est de vendre au bon prix, au bon client, au bon moment
------=_NextPart_01CA9916.03C19930 Content-Location: file:///C:/14482234/PrixetRevenueManagament_fichiers/slide0032_image095.gif Content-Transfer-Encoding: base64 Content-Type: image/gif R0lGODlhGgIDAHcAMSH+GlNvZnR3YXJlOiBNaWNyb3NvZnQgT2ZmaWNlACH5BAEAAAAALAIAAQAW AgIAgAAAAP+ZAAIfjI+py+0Po5y02ouz3rz7D4biSJbmiabqyrbuC8dlAQA7 ------=_NextPart_01CA9916.03C19930 Content-Location: file:///C:/14482234/PrixetRevenueManagament_fichiers/slide0020.htm Content-Transfer-Encoding: quoted-printable Content-Type: text/html; charset="us-ascii" Diapositive 1
Le RM= est efficace pour gérer des capacités fixes
Disposer d’une chambre ou d’un siège non loué <= /span>
Risque de gâchis
Le RM améliore la gestion de la capacit&eacut= e; des activités à capacit&eacu= te; fixe et production non stockable…= ;
Refuser une réservation à un client prêt à payer T1 alors qu’une réserva= tion a été acceptée pour un client qui paiera T2 avec T2 < T1
= Risque de déchet
Les en= treprises du secteur hôtelier et des transports connaissent des difficulté= ;s d’optimisation de leur gestion de capacité plus importantes = que dans l’industrie ou le commerce. En effet, l’investissement réalisé dans la création de cette capacité, construction de l’hôtel, acquisition d’ un avion est à l’origine de coûts de structure importants. La profitabilité de ces activités est donc en grande partie liée à l’efficacité de la gestion de leur capacité. Or cette capacité ne peut être ni augmentée ni diminuée en cas de fluctuation de la demande et lorsqu’une chambre ou un siège ne sont pas vendus le jour J,= ils sont définitivement perdus.

Les= risques liés à une gestion sous optimale de la capacité ont été identifiés. Le rôle du RM sera de diminuer fortement ces risques :
•Le premier est le risque de gâchis : il y a gâchis lorsqu’on dispose d’une chambre ou d’un siège non vendu. C’est le risque le plus évident parce qu’il se traduit par un taux d’occupation inférieur à 100%. Il fait regretter de n’avoir pas recherché une demande sensible= au prix en ouvrant à temps des classes tarifaires économiques.=
•Le second risque est le risque de déchet : il y a d&eacut= e;chet lorsqu’on refuse une réservation parce que l’hôt= el est complet à un client acceptant de payer T1 alors qu’une réservation a été acceptée pour un client qui paiera T2 avec T2<T1. Dans ce cas, on n’a pas su protéger= une capacité suffisante pour les clients prêts à payer T1= .
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Le RM= est efficace pour gérer des capacités fixes
Le RM améliore la gestion de la capacit&eacut= e; des activités à capacit&eacu= te; fixe et production non stockable…= ;
Refuser une chambre ou = un embarquement à un client ayant réservé <= /span>
= Risque de refus
(Overbooking)
Le der= nier risque que le RM aura pour rôle de limiter est le risque de refuser une chambre ou un embarquement à un client ayant réservé.  Nous verrons qu’il n’y a pas d’optimisation possible de la gestion de la capacité sans surbooking mais que le RM permet de le pratiquer sur des bases statistiques.
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= Le RM est efficace lorsque les coûts variables sont faibles
Le RM est d’autant plus efficace que le co&uci= rc;t variable d’une prestation supplémentaire est faible…
Hôtel 3 étoiles
Prix affiché = ;
100 €
Augmentation des coûts due à la vente = d’une chambre supplémentaire&#= 13;
10€
Produits d’accueil,
Blanchissage= 230;
Les ac= tivités à capacité fixe et production non stockable se caractérisent généralement par un coût variabl= e de la prestation supplémentaire faible, ce qui accroît l’efficacité du RM.

Prenons l’exemple d’un hôtel 3 * dont le prix affiché es= t de 100 € et recherchons quelle est l’augmentation  des coûts occasionné= ;e par la vente d’une chambre supplémentaire. On parle de coût variable de la chambre ou de coût marginal.
En h&o= circ;tellerie, pour un hôtel 3* dont le prix affiché serait de 100 €,= le coût variable est le l’ordre de 10 € et comprend les produits d’accueil, le blanchissage, le nettoyage et la consommation d’énergie.
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Content-Location: file:///C:/14482234/PrixetRevenueManagament_fichiers/slide0042_image102.gif Content-Transfer-Encoding: base64 Content-Type: image/gif R0lGODlhGgIEAHcAMSH+GlNvZnR3YXJlOiBNaWNyb3NvZnQgT2ZmaWNlACH5BAEAAAAALAIAAQAW AgIAgAAAAP+ZAAIfjI+py+0Po5y02ouz3rz7D4biSJbmiabqyrbuC8dlAQA7 ------=_NextPart_01CA9916.03C19930 Content-Location: file:///C:/14482234/PrixetRevenueManagament_fichiers/slide0043.htm Content-Transfer-Encoding: quoted-printable Content-Type: text/html; charset="us-ascii" Diapositive 1
Le RM est efficace lorsque les coûts variables sont <= span style=3D'font-size:64%'>faibles
Le RM est d’autant plus efficace que le co&uci= rc;t variable d’une prestation supplémentaire est faible…
Amplitude= des prix possibles<= /div>
TARIF MINIMUM
Coût variable
10 €&= #13;
TARIF MAXIMUM
Rack
100 €&= #13;
Tout chamb= re vendue à plus de 10 € augmente le résultat
Il r&e= acute;sulte de l’évaluation que nous venons de faire du coût variable= de la chambre que, du strict point de vue économique, toute chambre vendue plus de 10 € augmente le résultat de l’entrepri= se s’il y a un risque qu’elle ne soit pas vendue. En d’aut= res termes, mieux vaut vendre la chambre 11 € que ne pas la vendre du t= out.
On dis= pose par conséquent en hôtellerie comme dans les transports d’u= ne très large amplitude de tarifs possibles pour attirer des clients sensibles au prix en période de faible activité.
L̵= 7;utilisation des tarifs comme moyen d’optimiser la gestion de la capacité n’est cependant pas exempte de risques : Sans parler des risques de dégradation d’image, comment s’assurer par exemple qu’un client ne bénéficie pas d’un tarif auquel= il n’a pas droit ?Nous verrons que le RM prévoit la mise ne pla= ce de barrières tarifaires, dispositif essentiel du système.

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Le RM est efficace lorsque les prestations sont réservées &agra= ve; = l’avance
Le RM est d’autant plus efficace que les <= /span>prestations sont réservées à l’avance…
Le RM = est d’autant plus efficace que les prestations sont réserv&eacut= e;es à l’avance : l’optimisation du chiffre d’affaires d’une journée commence plusieurs mois à l’avanc= e, une année entière pour l’aérien, en acceptant = ou refusant la demande qui se présente. On schématise les deux politiques possibles de la façon suivante : une première politique consiste à accepter toutes les réservations au fu= r et à mesure qu’elles se présentent. Prenons le cas d’une compagnie aérienne : La politique « premier arrivé, premier servi » conduit à accepter, comme vous le voyez, un client payant T5 (600 €)  et à refuse= r un client payant T4 (800 €).
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Le RM est efficace lorsque les prestations sont réservées &agra= ve; <= span style=3D'font-size:55%'>l’avance
Le RM est d’autant plus efficace que les <= /span>prestations sont réservées à l’avance…
Accept&ea= cute;es
Refus&eac= ute;es
Prix plancher
Lorsqu= e la demande est contrôlée grâce aux prévisions du système de RM, les réservations inférieures à= un prix plancher sont refusées.
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Content-Location: file:///C:/14482234/PrixetRevenueManagament_fichiers/slide0044_image115.gif Content-Transfer-Encoding: base64 Content-Type: image/gif R0lGODlhGgIEAHcAMSH+GlNvZnR3YXJlOiBNaWNyb3NvZnQgT2ZmaWNlACH5BAEAAAAALAIAAQAW AgIAgAAAAP+ZAAIfjI+py+0Po5y02ouz3rz7D4biSJbmiabqyrbuC8dlAQA7 ------=_NextPart_01CA9916.03C19930 Content-Location: file:///C:/14482234/PrixetRevenueManagament_fichiers/slide0045.htm Content-Transfer-Encoding: quoted-printable Content-Type: text/html; charset="us-ascii" Diapositive 1
Le RM est efficace lorsque les prestations sont réservées &agra= ve; <= span style=3D'font-size:55%'>l’avance
Le RM est d’autant plus efficace que les <= /span>prestations sont réservées à l’avance…
Pource= ntage de réservations enregistrées n jours avant l’arrivée
Le con= trôle de la demande est d’autant plus nécessaire que  les comportements de réservation de la clientèle « tourisme » et de = la clientèle « affaires » sont différents : les touristes réservent tôt, ce qui présente le risque de leur allouer une capacité trop importante au détriment de la clientèle affaires.

Vous p= ouvez constater sur le graphique qui représente le % de réservati= ons enregistrées n jours avant l’arrivée que les réservations de la clientèle touriste peuvent commencer 6 m= ois avant la date d’arrivée alors que celles de la clientè= ;le affaires sont enregistrées surtout dans les 15 jours précédant l’arrivée.
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------=_NextPart_01CA9916.03C19930 Content-Location: file:///C:/14482234/PrixetRevenueManagament_fichiers/slide0039.htm Content-Transfer-Encoding: quoted-printable Content-Type: text/html; charset="us-ascii" Diapositive 1
Les composantes physiques d’un système de RM
Property Management System (Réservations, facturations)
Historiqu= es
Ventes <= /span>
Réservati= ons
Évè= ;nements
Annulations =
No shows
Réservati= ons
actuelles
Base de
données
Allocation de capacité
Recommandations
Modèles
d’optimisation
Prévision de la demande
Prévision des annulations et no shows
Modèles de
prévision
Tout s= ystème de RM repose sur la constitution d’une base de données. Elle= est alimentée par les informations contenues dans les fichiers des PMS (logiciels de réservation et de facturation). Cette base de données  comprend l’historique des ventes, des réservations et des évènements qui ont pu influencer la fréquentation de l’hôtel. Elle comprend par ailleurs l’état des réservations actuelles.
Les do= nnées statistiques sont traitées par des modèles de prévis= ion pour obtenir la prévision de demande  et de no shows pour une date données. Lorsqu’on utilise un logiciel de RM, ces modè= ;les ne sont pas visibles par l’utilisateur. Lorsque les données statistiques sont analysées avec EXCEL, on utilise pour réaliser les prévisions des méthodes statistiques  simples comme la moyenne  des chambres vendues à un segment donné sur la période observée.
Enfin,= le logiciel ou le RM procède à l’allocation de la capacité= aux différents tarifs et produit un certain nombre de recommandations visant à optimiser le revenu de la journée étudiée.

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file:///C:/14482234/PrixetRevenueManagament_fichiers/slide0039_image120.gif Content-Transfer-Encoding: base64 Content-Type: image/gif R0lGODlhGgIEAHcAMSH+GlNvZnR3YXJlOiBNaWNyb3NvZnQgT2ZmaWNlACH5BAEAAAAALAIAAQAW AgIAgAAAAP+ZAAIfjI+py+0Po5y02ouz3rz7D4biSJbmiabqyrbuC8dlAQA7 ------=_NextPart_01CA9916.03C19930 Content-Location: file:///C:/14482234/PrixetRevenueManagament_fichiers/slide0048.htm Content-Transfer-Encoding: quoted-printable Content-Type: text/html; charset="us-ascii" Diapositive 1
Les ou= tils du Revenue Management
Etape 1 : Identifier la capacité et l’indicateur de performance associé
n
nREVPAR
nNombre de
nchambres
nHôtel
nCA / Nombre de sièges / N= ombre de miles parcourus
nUn avion se caractéris= e par une capacité en sièges mais = il ne « produit » que lorsqu’il vole.
nAvion
nRevenue per available seat per hour
n(REVPASH)
nUn restaurant offre un ce= rtain nombre de places pendant= une durée d’ouverture donnée
nRestaurant
La pre= mière étape consiste à identifier la capacité de productio= n de l’entreprise et à à mette en place un indicateur de performance reflétant la gestion de cette capacité.<= br>
L̵= 7;identification de la capacité est relativement simple dans le cas d’un hôtel. Il s’agit du nombre de chambres dans la mesure o&ugrav= e; le tarif n’est pas lié à la durée d’utilisation. Imaginons cependant qu’un hôtel d’aéroport facture les chambres à l’heure. Dans= ce cas, la capacité n’est plus le nombre de chambres mais le no= mbre d’heures louables.
Le REV= PAR (Revenue Per Available Room =3D chiffre d’affaires / nombre de chambres disponibles), indicateur de gestion de la capacité, s’est généralisé dans l’hôtellerie. Son 4
Dans l= e cas d’un avion, la capacité, contrairement aux apparences n’est pas égale au nombre de sièges car un avion ne produit du revenu que lorsqu’il vole. L’indicateur de gestion= de la capacité inclut par conséquent le nombres de miles parcourus.
Comme = pour un avion, un restaurant se caractérise par un nombre de places mais aussi par une durée d’utilisation. C’est pourquoi l’indica= teur de gestion de la capacité doit tenir compte du nombre d’heur= es d’ouverture.
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Les out= ils du Revenue Management
Etape 2 : Segmenter la clientèle, établir la grille et les barrières tarifai= res (fences)
Segmenter la clientèle en foncti= on de la sensibilité aux prix et aux contr= aintes
Etablir la grille tarifaire :&= #13;
Tarif =3D Prix + Conditions
Mettre en= place une veille tarifaire :
•Recherche des tarifs de la « p= lace »
•Recours à un prestatair= e de servic= es
Prévoir les barrières tarifaire= s
*Tarif soumis à conditions
• « Tarif valable à certaines dates »
•« Séjour incluant un week end »
L̵= 7;étape 2 consiste à segmenter la clientèle et à étab= lir la grille et les barrières tarifaires, «fences» en anglais.
Le RM = a introduit une différence fondamentale entre le prix et le tarif : un tarif e= st un prix assorti de conditions qui vont permettre d’assurer l’étanchéité des segments.

La mis= e en place d’une veille tarifaire permet de connaître les prix du marché : on peut par exemple appeler directement les concurrents p= our une demande de réservation fictive ou recourir aux services d̵= 7;un prestataire qui « traque » la tarifs proposés par les hôtels sur les GDS.
Un des= principaux risques du RM est qu’un client bénéficie d’un t= arif auquel il n’a pas droit. C’est le rôle des barriè= ;res tarifaires d’assurer l’étanchéité de segments. Ces barrières tarifaires sont principalement constituées par les conditions associées au tarif : par exe= mple en réservant le tarif à certaines dates ou en exigeant qu’un week end soit inclus dans le séjour, on exclut les hom= mes d’affaires  qui ne peu= vent accepter ces conditions.
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Les out= ils du Revenue Management
Etape 3 : Prévoir la deman= de à partir des historiques de vente
Observation et analyse <= span style=3D'mso-hansi-font-family:Arial;font-size:89%;color:#0066CC;mso-color= -index: 0'>statistique sur tous les mardis des derniers mois ou années en éliminant les dates atypiques : jour férié…
= ò
Modèle de journée du mardi 22 juin=
Hôtel de 240 <= span style=3D'position:absolute;top:29.5%;left:59.92%;width:24.34%;height:4.0%'= >c= hambres
Overbooking : 3
L̵= 7;étape 3 consiste à prévoir la demande à partir des histori= ques de vente. Avec cette étape, nous sommes au cœur de la partie technique du RM : il s’agit, à partir des historiques de ven= te de prévoir la fréquentation des différents segments = de clientèle pour une date donnée. Nous allons nous intéresser au mardi 22 juin pour un hôtel de 240 chambres : = le modèle de journée a été établi à partir de l’observation et de l’analyse de tous les mardis des derniers mois ou années en éliminant les dates atypiques du= es aux vacances, aux jours fériés, aux évènement= s, etc… Les statistiques d’annulations de no shows autorisent un overbooking de 3.

Observ= ons le tableau : nous trouvons tout d’abord les traditionnels segments affaires et loisirs et pour simplifier 4 tarifs seulement, 150, 120, 100, et 80 ̈́= 4;.
Nous t= rouvons ensuite le modèle de journée : on attend 232 clients se répartissant en 115 A1, 77 A2, 35 L1 et 5 L2.
La col= onne suivante indique l’état actuel des réservations pour chaque segment : 28 réservations enregistrées pour A1, 52 pour A2,= 48 pour L1 et 3 pour L2. Vous pourriez être étonné par l= es 48 réservations acceptées pour L1 alors que le modèl= e de journée prévoit 35. Il est en fait normal d’avoir accepté cette demande supplémentaire puisque la capacit&eac= ute; de l’hôtel n’était pas saturée, 232 pour = une capacité de 243 et que le segment L2 n’était pas saturé non plus. On peut toujours récupérer la capacité du tarif inférieur mais il ne faut jamais empiéter sur la capacité allouée au tarif supérieur.
La dif= férence entre le modèle et les réservations actuelles donne la dema= nde à venir, c’est-à-dire les réservations que l’on attend entre aujourd’hui et le 22 juin. Pour A1 on atten= d 87 réservations futures soit 115 prévues moins les 28 déjà enregistrées.
La col= onne suivante indique la demande non contrainte, c’est-à-dire toute la dem= ande que l’on peut attendre pour une date donnée. Dans l’aérien, cette demande peut représenter 2 ou 3 fois = la capacité de l’avion. C’est une information essentielle pour le RM qui va pouvoir choisir la demande qui maximisera le revenu de l’hôtel. On constate que le potentiel de demande est de 245, supérieur à la capacité de 243. Il faut donc refuser= une partie de la demande
Le con= trôle de la demande se fait en ouvrant ou fermant les tarifs : ici, en fermant le tarif L2, on n’acceptera que 3 clients, ceux qui ont déj&agr= ave; réservé, ce qui contraint la demande à 243, niveau maximum. Le tarif L1 est également fermé pour protég= er la capacité allouée aux tarifs A1 et A2. Selon l’évolution des réservations, il est possible que le tarif L1 soit de nouveau ouvert si la montée en charge des réservations de A1 et A2 ne se fait pas au rythme prévu
Vous a= vez sous les yeux l’un des deux outils essentiels du RM qui analyse chaque jour toutes les dates futures comme nous venons de le faire pour le 22 juin. Il dispose d’un second outil représenté par les courbes = de montée en charge des réservations (Booking Curve en anglais) que nous étudierons dans l’étape suivante et qui lui permet de savoir si les réservations arrivent au rythme pré= vu.
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Les out= ils du Revenue Management
Etape 4 : Observer les comportements de réservations et construire les booking = <= span style=3D'font-size:41%;text-shadow:none;color:#003B76;mso-color-index:2'><= b>curve
22 juin
18 juin
L̵= 7;étape 4 de la mise en place d’un système de RM consiste à réaliser pour chaque segment de clientèle une « booki= ng curve » (BC) représentant la montée en charge normale= des réservations. Voici la BC standard du segment A1 pour la journée du lundi
En abs= cisse se trouvent les jours avant la date étudiée. Par exemple, la d= ate étudiée étant le 22 juin (jour J), J-4 correspond au= 18 juin
Si nou= s sommes le 18 juin, nous devrions avoir enregistré 20 réservations pour le segment A1. Nous allons voir maintenant comment sont utilisées les= BC.
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Les out= ils du Revenue Management
Etape 4 : Observer les comportements de réservations et construire les booking = <= span style=3D'font-size:41%;text-shadow:none;color:#003B76;mso-color-index:2'><= b>curve
Réservations réelles
Courbe standard
L̵= 7;utilisation des BC consiste à comparer la montée en charge standard des réservations et la montée en charge réelle. Etudions= la date du 5 juillet pour le segment A1 et supposons que nous sommes le 1er juillet. Nous constatons que les réservations réelles sont = en retard par rapport à la courbe standard : cela va conduire le RM à modifier le modèle de journée du 5 juillet et certainement à ouvrir de nouveau certains tarifs.
Si une= telle situation se révèle assez tôt, on cherchera à relancer les réservations grâce aux commerciaux et à = la communication.
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Les out= ils du Revenue Management
Etape 4 : Observer les comportements de réservations et construire les booking = <= span style=3D'font-size:41%;text-shadow:none;color:#003B76;mso-color-index:2'><= b>curve
Voici = la situation inverse de la précédente. Les réservations réelles de A1 sont en avance sur les prévisions. Cela condu= ira certainement à fermer plus tôt que prévu certains tar= ifs.
Avec le modèle de journée et les BC, vous connaissez désorma= is les deux outils majeurs qui vont permettre au RM de piloter la demande et d’optimiser le revenu de l’hôtel en vendant les chambre= s au bon client, au bon prix et au bon moment.
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