Avant Garden: Exploring Possibilities for Improving Revenue Management


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Case Details:

Case Code : MKTG257
Case Length : 18 Pages
Period : 2009-2010
Pub Date : 2010
Teaching Note : Available
Organization : Avant Garden (Fictitious)
Industry : Hospitality
Countries : India

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Please note:

This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

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Introduction

"Eeshita, we'll be back with the calculations, but we are not sure whether using these metrics alone will help us improve our revenues," said Debanjan Kundu (Debanjan), Assistant General Manager (AGM) of Hotel Avant Garden, as he and his colleague Arunabha Das (Arunabha) left the office of Eeshita Desai (Eeshita), the newly appointed the General Manager (GM) of Hotel Avant Garden.

Their body language told her that they were not convinced about the new metrics-based revenue management practice that she intended to introduce. Eeshita had taken up this new assignment just two months earlier, in October 2009.

It hadn't taken her long to realize that the hotel did not have an effective revenue management strategy. She understood that any new management initiative would in probability meet with some resistance but was confident of winning the two AGMs over in the long run.

However, she also understood that not all their concerns regarding the new approach were misplaced. She had some concerns of her own and was trying to think of ways in which revenue management at the hotel could be improved further.

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