SEAMEA - Property Commercial Audit

• Site conducted

  Select

• For Audit Guidelines and Video Instructions go to: https://accor-my.sharepoint.com/:f:/p/claire_arnold/Eqe4kUKuz-xNnsCf6rfB67wBB-iUqcdyoIB8KRtxw45-7w?e=EVr920

• Conducted on

  Date

• Prepared by

• When was your last self-audit conducted?

  Date

• What was your last audit score?

• Has the General Manager of the Hotel or Resort sited the final audit responses?

  Yes

  No

• Who is the person answering the GUEST EXPERIENCE / LOYALTY / BRAND MANAGEMENT questions?

GUEST EXPERIENCE

• Is the hotel currently meeting or exceeding the YTD RPS target?

  Select No Meeting YTD RPS target Exceeding YTD RPS target by more than 0.5 (e.g. target is 85, hotel RPS is 85.6)

  • No
  • Meeting YTD RPS target
  • Exceeding YTD RPS target by more than 0.5 (e.g. target is 85, hotel RPS is 85.6)

• Is the current YTD Breakfast satisfaction score higher than the same point in time last year?

  Yes

  No

• Is the current YTD Accommodation satisfaction score higher than the same point in time last year?

  Yes

  No

• Is the current YTD Cleanliness (the reinforced cleanliness & hygiene measures) satisfaction score higher than the same point in time last year?

  Yes

  No

• Does the hotel track Meetings & Events guest satisfaction via the GSS Survey?

  Yes

  No

  Not Applicable

• Does the hotel track breakfast satisfaction scores using the GSS Survey?

  Yes

  No

• Does the hotel have a regular meeting to discuss RPS results, complaints and Guest Experience action plan with key HODs?

  Select No Yes, a meeting is held twice a month Yes, a meeting is held once a week

  • No
  • Yes, a meeting is held twice a month
  • Yes, a meeting is held once a week

• Does the hotel have a response rate of at least 90% for reviews scored 1 - 3 stars

  Yes

  No

• Upload a snapshot of response rate % on VOG using Photo option above

• Does the hotel post 1 sparkle on the Customer Experience Community every month?

  Yes

  No

• Does the hotel actively collect and enter into ACDC quality guest preferences?

  Select No Yes We collect more than 100 each month

  • No
  • Yes
  • We collect more than 100 each month

• Does the hotel use the ACDC Arrivals list to manage guest arrivals?

  Select No Yes, we use it on a weekly basis Yes, we use it on a daily basis

  • No
  • Yes, we use it on a weekly basis
  • Yes, we use it on a daily basis

• Does the hotel have a Guest Experience champion (could be the Guest Experience Manager or a Duty Manager for example)

  Yes

  No

• Does the hotel provide Heartist training to new employees within the first one month of employment?

  Yes

  No

BRAND & ALL SAFE

• Are full brand self-audits conducted at least once a monthly using LQA/Bareify ?

  Yes

  No

• Did the hotel score above 80% on your most recent brand self- audit on LQA/Bareify?

  Yes

  No

• Upload photo of brand audit score using Photo option above

• Are self-audits conducted weekly using LQA/Bareify?

  Select No Yes, self-audits are conducted on a weekly basis Yes, self-audits are conducted on a daily basis

  • No
  • Yes, self-audits are conducted on a weekly basis
  • Yes, self-audits are conducted on a daily basis

• Does the hotel have an Action Plan based on failed points from the monthly Brand Audit self-audits?

  Yes

  No

• Is the hotel HACCP Certified by Environmental Health Consultancy (EHC) ? (this is the food safety standard, please check with the Chef/F&B department)

  Yes

  No

• Is the Brand promise in place in Food & Beverage outlets? For example: Junction (Pullman), FoodExchange(Novotel)

  Yes

  No

• Is there a monthly marketing meeting in place with key departments to review and adjust strategies as needed?

  Yes

  No

• Is the hotel marketing plan for rooms and restaurant in place?

  Yes

  No

• Is the marketing budget and spend reviewed on a monthly basis to ensure it is aligned with the hotel overall marketing plan?

  Yes

  No

• How often is the plan reviewed and adjusted?

• What are the channels activated throughout the hotel to increase in-house capture ratio?

• What is the marketing budget percentage allocated for non-room campaigns?

• What is the marketing channel mix percentage between online and offline?

• Is the hotel participating in the regional marketing campaigns of ALL? (example : ALL HOLIDAY OFFER - SUMMER OFFER…etc)

  Yes

  No

• When was the last audit of all marketing collaterals across the hotel audited and reviewed?

  Date

• Do you have the access to the brand portal ?

  Yes

  No

• Are you reviewing your guidelines before doing any new assets / flyers / brochures…etc

  Yes

  No

• Who manages the creative/design work for the hotel?

• Are you contacting the Marketing Team in the regional office to approve your photographer & videographer

  Yes

  No

• Are you following the photography guidelines when you are organizing your photoshooting

  Yes

  No

• Are you hiring professional models / make-up artist / stylist when you are doing photoshooting

  Yes

  No

• During photoshootings, do you give the copyrights to sign, each time, to the photographer and models?

  Yes

  No

• Are you sending your pictures from photoshooting to Regional Marketing team for their review and approval ?

  Yes

  No

• Is the hotel content, photography, videos and social media content audited on a quarterly basis?

  Yes

  No

• Are you following the same Look & Feel of the feed of the global instagram page for your instagram hotel page ?

  Yes

  No

LOYALTY

• Does the hotel have an "ALL Star" loyalty champion?

  Yes

  No

• Who is the "ALL Star" loyalty Champion? Write their name in the box

• Did all the Heartists of the hotel go through training of the ALL Campus and the modules dedicated to their function?

  Yes

  No

• Are the F&B, FO, Sales & Reservations team following the monthly loyalty webinars?

  Yes

  No

• Are the back of the house support documents displayed and visible?

  Yes

  No

• Did the F&B, FO, Sales and Reservations teams do the Limitless Quest training on INES?

  Yes

  No

• Have all Heartists completed the Loyalty online modules on the ALL Campus?

  Select Less than 50% of Heartists have completed online Loyalty modules Less than 80% of Heartists have completed online Loyalty modules More than 80% of Heartists have completed the Loyalty modules

  • Less than 50% of Heartists have completed online Loyalty modules
  • Less than 80% of Heartists have completed online Loyalty modules
  • More than 80% of Heartists have completed the Loyalty modules

• Are the leaders sharing the information and training with the rest of the team?

  Yes

  No

• Does the new Heartist onboarding include loyalty training?

  Yes

  No

• Does the hotel deliver the Room Upgrade benefit (upon availability) to all eligible members?

  Yes

  No

• Does the hotel deliver the welcome amenities and personalize it according to the preference of the member in ACDC?

  Yes

  No

• Does the hotel deliver the complimentary breakfast on weekends for Diamond members?

  Yes

  No

• Does the hotel deliver the access to the lounge to Platinum members and above, if existing?

  Yes

  No

• Does the hotel proactively offer early check-in and late check-out to eligible members?

  Yes

  No

• Does the hotel have a dedicated and manned Priority Desk or member Check-in area?

  Yes

  No

• Does the hotel use the required Accor Live Limitless branded member experience Amenities Card (the card that is placed with the welcome amenity)?

  Yes

  No

• Does the hotel use the required Accor Live Limitless branded member experience Welcome Letter?

  Yes

  No

• https://accor-allcampus.com/login

• Does the GM, HM or Guest Experience Manager welcome all Platimum, Diamond and Limitless members?

  Select No GM, HM and Guest Experience Manager only welcomes Diamond and Limitless members Yes a manager welcomes Platinum, Diamond and Limitless members

  • No
  • GM, HM and Guest Experience Manager only welcomes Diamond and Limitless members
  • Yes a manager welcomes Platinum, Diamond and Limitless members

• Does the hotel deliver the Welcome Drink benefit to all eligible members?

  Yes

  No

• Upload photo of welcome drink delivery performance on VOG using Photo option above

• Does the hotel deliver the Room Upgrade benefit (upon availability) to all eligible members?

  Yes

  No

• Upload photo of room upgrade performance on VOG using Photo option above

• Are the self-enrolment collaterals in place in the hotel?

  Yes

  No

• Does the hotel always deliver the Accor Plus member recognition and benefits (dining and room discounts) ? (N/A for MEA)

  Yes

  No

  Not Applicable

• Are Reservations, F&B and Front Office Heartists aware of the Accor Plus program, benefits and partnership promotions? (N/A for MEA)

  Yes

  No

  Not Applicable

• Are the hotel's heartist actively recruiting Accor plus members? (N/A for MEA)

  Yes

  No

  Not Applicable

• Does the hotel actively review ALL and Accor Plus Members ACDC Profile prior to arrival and personalise the members experience? (N/A for MEA)

  Select No Only for Limitless and Diamond members Only for Platinum and above members For all members N/A

  • No
  • Only for Limitless and Diamond members
  • Only for Platinum and above members
  • For all members
  • N/A

• Using the Average Overall Satisfaction score (not Top Scores) in VOG are the hotel's Elite Members (Silver and above) satisfaction increasing vs same point in time Last year?

  Yes

  No

• Upload average Overall satisfaction score for Elite members for YTD this month vs last year using Photo option above

• Does the hotel monitor ALL - Accor Live Limitless Recruitment (T&C validated) on a daily basis?

  Yes

  No

• Does the hotel actively promote the self-enrolment QR code at least in the following touchpoints: F&B, Front Office, digital signage, rooms, meeting facilities?

  Yes

  No

• Upload photos of the self-enrolment QR code collaterals in each touchpoint using Photo option above

• Does the Sales team have an internal target set for ALL Meeting Planner recruitment (T&C validated) ?

  Yes

  No

• Does the Sales team have an action plan in place to achieve the recruitment target?

  Yes

  No

• Does the Food & Beverage have an internal target set for ALL - Accor Live Limitless recruitment (T&C validated)?

  Yes

  No

• Does the Food & Beverage team have an action plan in place to achieve the recruitment target?

  Yes

  No

• For hotels that are on manual solutions for applying Dining Benefit points, is there an SOP in place to ensure that dining offer points are manually credited on Hotelink on a daily basis?

  Yes

  No

  Not Applicable

• Does the hotel show month on month growth on enrolment?

  Yes

  No

  Not Applicable

• Have all Heartists completed the Loyalty online modules on the ALL Campus?

  Select Less than 50% of Heartists have completed online Loyalty modules Less than 80% of Heartists have completed online Loyalty modules More than 80% of Heartists have completed the Loyalty modules

  • Less than 50% of Heartists have completed online Loyalty modules
  • Less than 80% of Heartists have completed online Loyalty modules
  • More than 80% of Heartists have completed the Loyalty modules

• Is the Food and Beverage team trained on ALL - Accor Live Limitless Dining Offer benefits?

  Yes

  No

• Is the Food and Beverage team actively promoting ALL - Accor Live Limitless Dining offer?

  Yes

  No

• Does the hotel submit Food & Beverage offers for loading on the Accor Plus website?

  Select No Yes, we submit a new offer every quarter Yes, we submit a new offer every month

  • No
  • Yes, we submit a new offer every quarter
  • Yes, we submit a new offer every month

• Does the hotel show month on month growth on enrollment ?

  Yes

  No

• Does the hotel have a YTD retro-claim score of equal to or less than 0.35%?

  Yes

  No

• Does the reservation team actively invite Platinum and above members to use their Suite Night Upgrade?

  Yes

  No

  Not Applicable

• Does the hotel actively encourage members to burn their reward points during check in?

  Yes

  No

  Not Applicable

• Is the reconciliation process in place and executed every day?

  Yes

  No

• Is the Reservation team always offering the members' rate or any members' offer to any individual booking and push enrolment?

  Yes

  No

• Is the hotel correctly capturing the PMID and email address of every member in the PMS (newly enrolled members, existing members for eligible or not eligible stay)?

  Yes

  No

• Is the hotel promoting the dining offer to enrol OTA guest?

  Yes

  No

• Is the hotel mastering the redemption process for BWP, B4S and SNU?

  Yes

  No

• Does the FOM know what are the eligibility rules of the programme?

  Yes

  No

• Who is the person answering the SALES questions?

GENERAL

• Does the hotel have a Sales and Marketing Plan completed for the current year that identifies key focus segments, target markets, key accounts alongside an up to date SWOT analysis of comp set? <br><br>Sample Sales and Marketing Plan here: <br>https://accor.sharepoint.com/:p:/r/sites/SalesDepartment-SEAJSK/Sales/Sales%20Documents/Sales%20Support%20Desk/SALES%20TOOLS/Sales%20and%20Marketing%20Plan%20-%20Template.pptx?d=we0736fde5897460bbcc3154e56b11bc4&csf=1&web=1&e=9DQax4

  Yes

  No

• Have you reviewed the current annual calendar of GSO events and Tradeshows to plan and register for the events your hotel will be attending ?<br><br>https://accor.sharepoint.com/:f:/r/sites/SalesDepartment-SEAJSK/Sales/Sales%20Documents?csf=1&web=1&e=ncmomF

  Yes

  No

• Have all new sellers reviewed the sales playbook and the sales portal as part of their hotel orientation program? <br><br>The Sales Playbook is housed in the Sales Portal where you can find all the necessary documents and presentations on the HUB sales team, their key accounts, segments managed, introduction to sales programs and tools and many other helpful guides and templates. <br>https://accor.sharepoint.com/:f:/r/sites/SalesDepartment-SEAJSK/Sales/Sales%20Documents?csf=1&web=1&e=ncmomF

  Yes

  No

• Do you have an up to date branded sales presentation for your Customer meetings and presentations that is customized by Segment for: M&E Corporate transient Luxury consortia TMC Leisure B2B Airline Is the presentation loaded into your ANAIS homepage for global KAMs to access ? Link to Airline presentation template: https://accor.sharepoint.com/:p:/r/sites/SalesDepartment-SEAJSK/Sales/Sales%20Documents/Corporate/AIRLINE/XX%20Airlines%20Presentation%20Template.pptx?d=we4c145df4e6141729dff669c8ca8144c&csf=1&web=1&e=7X3UrC

  Select Yes we have up to date sales presentations for all segments and this is loaded in ANAIS Yes we have up to date sales presentations for all segments but it is NOT loaded in ANAIS No we do not have up to date sales presentations for all segments

  • Yes we have up to date sales presentations for all segments and this is loaded in ANAIS
  • Yes we have up to date sales presentations for all segments but it is NOT loaded in ANAIS
  • No we do not have up to date sales presentations for all segments

• Does the hotel have a solid and comprehensive Sales Account Plan for all the Hotels' key and strategic accounts that has been validated and approved by the sales leader?

  Yes

  No

  Not Applicable

• Has the hotel created an annual sales events calendar specific for the hotel covering sales blitzes, Hotel loyalty activations and other entertaining opportunities by month ?

  Yes

  No

  Not Applicable

• Have all new sales leaders ( DOS and above) attended a formal onboarding orientation program with the Hub Sales Team? <br><br>Click onto link to learn more about how to sign up for the Sales Leader Orientation Program<br>https://accor.sharepoint.com/:f:/r/sites/SalesDepartment-SEAJSK/Sales/Sales%20Documents/Sales%20Support%20Desk/SALES%20ORIENTATION?csf=1&web=1&e=Efzdge

  Yes

  No

  Not Applicable

SALES SYSTEMS

• Does the Hotel have sufficient ANAIS licenses as determined by your Commercial Director?<br><br>Please contact Naparat.MOOLTRA@accor.com to register new licenses

  Yes

  No

• Does the hotel use ANAIS/Salesforce.com to maintain an up to date B2B contact database?<br><br>A property database should clearly identify customers by segment in order to distribute information pertaining to Meetings and Events, Corporate Transient or Leisure Offers.

  Yes

  No

  Not Applicable

• Do you have an active property CVENT Champion in charge of responding to RFPs?

  Yes

  No

  Not Applicable

• Is the Taxes, Fees, Payments tab up to date, and does it 100% match with the TARS rules for taxes?

  Yes

  No

  Not Applicable

• Has the hotel signed up to key TMC/Consortia Partner programs during the annual enrollment process in Oct/Nov ?

  Yes

  No

  Not Applicable

• Is the hotel implementing the Leisure Guidelines set by the Regional/GSO Leisure teams

  Yes

  No

  Not Applicable

• Is there a person appointed to load production of Corporate and Leisure Accounts into ANAIS at the conclusion of each month?<br><br>All tracking should be loaded by the 10th of each month for the month prior.<br>https://accor.sharepoint.com/:b:/r/sites/SalesDepartment-SEAJSK/Sales/Sales%20Documents/Sales%20Support%20Desk/SALES%20TOOLS/How%20To%20-%20Input%20your%20production%20manually%20in%20ANAIS%20-%20Hotels%20Users.pdf?csf=1&web=1&e=tlphs1

  Yes

  No

  Not Applicable

• Is the hotel meeting the minimum expected ANAIS actions per month? <br>More than 60 sales actions per user per month

  Yes

  No

  Not Applicable

• If your hotel is a Luxury Brand have you uploaded your Hotel selling assets into the LUX HUB ? <br><br>The Lux Hub is a portal that can be accessed by Luxury Travel agents to view, download and learn about your hotel and use resources you upload in their customer interactions to sell your hotel. <br><br>https://accor.sharepoint.com/:b:/r/sites/SalesDepartment-SEAJSK/Sales/Sales%20Documents/Leisure/LUXURY%20TRAVEL%20AGENTS/Luxe%20Consortia%20Playbook.pdf?csf=1&web=1&e=eQhih4

  Yes

  No

  Not Applicable

• For Luxury Brand hotels, has your hotel opted into STEP, Accor Luxury Travel Agents program? (mandatory for Raffles & Fairmont)

  Yes

  No

  Not Applicable

• For participating Luxury Brand hotels, is the hotel fully compliant with the STEP program and consistently offering the benefits to participating agents?

  Yes

  No

  Not Applicable

MEETING & EVENTS

• Is the hotel signed up to "CATCH" cross sell program in IMEAT ? Are SEA Hotels utilizing " LEAD CATCHER" process to send leads to other Accor Hotels?<br><br>Lead Catcher was designed to capture leads that cannot be accommodated at your hotel. Leads are to be sent to the Sales Support Desk SEAJSK.Meeting.Concierge@accor.com so it can be shared with other Accor Hotels who may have the opportunity to book the business. <br>Click on link to see the flyer and share among the sales team.<br>https://accor.sharepoint.com/:b:/r/sites/SalesDepartment-SEAJSK/Sales/Sales%20Documents/Sales%20Support%20Desk/Accor%20Catch%20All%20Leads%20-%20Flyer%20(Final).pdf?csf=1&web=1&e=lmqeld

  Yes

  No

  Not Applicable

• If you are an ALL CONNECT compliant Hotel hosting Hybrid Meetings do you have the necessary software ( Microsoft Teams Professional Version) and Hardware to host Hybrid meetings through a supplier that either rents or supplies the equipment?<br><br>Please refer to the ALL CONNECT toolkit for more information. If you are a new hotel please contact your country sales contact to get the process started on becoming an ALL CONNECT compliant hotel.

  Yes

  No

  Not Applicable

• Have you appointed a Meetings and Events Champion to catch group leads coming through Meeting Broker to your property? <br>The role of the M&E champion is to ensure all channels are frequently monitored to catch new incoming leads to meet the 24 hour turn around deadline.

  Yes

  No

  Not Applicable

• Does the Hotel have its own Version of the CHOICE IS YOURS Group Tactical Offer to distribute to drive tactical group business?<br><br>The Choice is Yours Templates to create 3 Group Tactical Offers to cover:<br>1) Social Catering <br>2) Weddings and <br>3) Corporate Meetings <br><br>The hotel should customize the Choice is Yours offer by setting the Master Rebate Discount level and 1 value add benefit and start distributing the offer to B2B and B2C social databases and proactively selling it when receiving group RFPs.<br>https://accor.sharepoint.com/:f:/r/sites/SalesDepartment-SEAJSK/Sales/Sales%20Documents/Corporate/MEETINGS%20%26%20EVENTS/CHOICE%20IS%20YOURS?csf=1&web=1&e=yC4era

  Yes

  No

  Not Applicable

• Does the hotel use the NEW 2 Page Express contract for Meetings and Events where customers are seeking greater contractual flexibility. (Launched February 2021)<br><br>https://accor.sharepoint.com/:f:/r/sites/SalesDepartment-SEAJSK/Sales/Sales%20Documents/Corporate/MEETINGS%20%26%20EVENTS/EXPRESS%20AGREEMENT?csf=1&web=1&e=81JpqD

  Yes

  No

  Not Applicable

• Is the hotel conducting weekly or biweekly M&E forecasting meetings to review the backlog of prospective and definite business and forecasting on business that is expected to be secured for the month and future?

  Yes

  No

  Not Applicable

• Is the M & E forecasting and business pace reporting set up with: Definite, Tentative, Prospect and Lost categories?

  Yes

  No

  Not Applicable

• Does the Hotel have a Meetings & Events Prospecting and new Business development plan to target new accounts and process to track results?<br><br>https://accor.sharepoint.com/:f:/r/sites/SalesDepartment-SEAJSK/Sales/Sales%20Documents/Corporate/MEETINGS%20%26%20EVENTS/MICE%20Toolkit?csf=1&web=1&e=jx9EXU

  Yes

  No

  Not Applicable

• Has Hotel considered a CVENT Diamond Listing ?

  Yes

  No

  Not Applicable

• Has the Hotel regularly reviewed its Connex response rate times and taken action to rectify slow responses ?

  Yes

  No

  Not Applicable

• Does the hotel track MICE conversion and is there a conversion target in

  Yes

  No

  Not Applicable

• If the Hotel is targeting weddings, does the hotel have a wedding Action Plan in place?<br><br>https://accor.sharepoint.com/:f:/r/sites/SalesDepartment-SEAJSK/Sales/Sales%20Documents/Corporate/MEETINGS%20%26%20EVENTS/WEDDINGS%20%26%20SOCIAL%20CATERING?csf=1&web=1&e=NuFaF4

  Yes

  No

  Not Applicable

• Has the hotel signed up to key TMC Partner Meetings and Events programs during the annual enrollment process in Oct/Nov ?

  Yes

  No

  Not Applicable

CONTRACTING

• Is the leisure contract mapping complete? <br><br>In some destinations, Tour Operators are sourcing their rates/contracts from local DMC in the country. It is important for the hotel sales team to map these TOs vs DMCs<br><br>https://accor-my.sharepoint.com/:p:/p/alivia_gracianti/EXgQUNkWlclHrvVgrYo-hx0Bdg_iIrKf29BXZv1g5pxUdQ?e=xIC1jK

  Yes

  No

  Not Applicable

• Are the correct contract templates with Accor approved Terms & Conditions being used for contracting B2B leisure partners? <br><br>https://accor-my.sharepoint.com/:f:/p/alivia_gracianti/ElhJwQVlpINEpNQu8i5TK1sBaWS73f5dFXmfDfN-oib-7w?e=drwuVc

  Yes

  No

  Not Applicable

• Are B2B and B2C commercial contracts properly filed and easily accessible?

  Yes

  No

  Not Applicable

• Are all locally negotiated business transient contracts loaded into CVENT within 5 days of confirming the contract?

  Yes

  No

  Not Applicable

• Have all new Leisure and Corporate sellers attended CVENT training to understand the tool we use to contract leisure and corporate customers? <br><br>https://accor-my.sharepoint.com/:f:/r/personal/naparat_mooltra_accor_com/Documents/Shared%20with%20Everyone?csf=1&web=1&e=ULJLhN

  Yes

  No

  Not Applicable

• Has the hotel reviewed the Leisure Tour Operator Brochures and Websites to ensure they comply with the B2B Visual Identity Guide? (Should be reviewed every quarter)<br><br>https://accor-my.sharepoint.com/:p:/p/alivia_gracianti/EauG8RpP2khAht3GksJmoN0BAVVtBEDDki-QxfCag0YWzg?e=P4UwSo

  Yes

  No

  Not Applicable

• Are the rates loaded and ready in CVENT in preparation for Leisure contracting ? (January - March) <br><br>https://accor-my.sharepoint.com/:f:/p/naparat_mooltra/EsCt5X5auQxCjnrfysGaKNcBkakxV2Vva8EqWoqq_SBmag?e=hUt625

  Yes

  No

  Not Applicable

• Are the rates loaded and ready in CVENT in preparation for Corporate contracting (May)?<br><br>https://accor-my.sharepoint.com/:f:/r/personal/naparat_mooltra_accor_com/Documents/Shared%20with%20Everyone/CVENT%20CORPORATE%20-%20SESSION%20B%20-%20HOW%20TO%20ENSURE%20AN%20EFFICIENT%20CONTRACTING%20PROCESS?csf=1&web=1&e=WKy7i7

  Yes

  No

  Not Applicable

• Does the hotel have a complete CVENT Profile; in particular the sections on Health, Safety, Security & Accessibility / HSSE ? <br>Incomplete profiles mean customers will not review your RFP<br><br>https://accor-my.sharepoint.com/:f:/r/personal/naparat_mooltra_accor_com/Documents/Shared%20with%20Everyone/CVENT%20CORPORATE%20-%20SESSION%20A%20-%20HOW%20TO%20CORRECTLY%20CONFIGURE%20MY%20PROPERTY%20PROFILE?csf=1&web=1&e=bEgSwF

  Yes

  No

  Not Applicable

• Are you participating in Accor Leisure Program : <br> Leisure on Line : for all hotels with a minimum of 80 rooms <br> STEP program: all Luxe hotels <br><br>Leisure on line: https://accor-my.sharepoint.com/:f:/p/alivia_gracianti/Emux3neAYq1Hlnc2HvL0vksBIYrQXpZ1TVCKZjau6PkwNA?e=5cX908<br>Step: https://accor-my.sharepoint.com/:f:/p/alivia_gracianti/EmUAp7kwe9xAv40uzcHlgzYBweRrRH7MuGDSMTZGyFKbAg?e=0M406H

  Yes

  No

  Not Applicable

• Are relevant contracted accounts directly assigned to individual sales team members and is account production tracked monthly or quarterly against targets?

  Select Yes and the production is tracked monthly Yes and the production is tracked quarterly No

  • Yes and the production is tracked monthly
  • Yes and the production is tracked quarterly
  • No

PERFORMANCE

• Has the hotel clearly identified underperforming corporate and leisure accounts to review and set an action plan to rectify the performance?

  Yes

  No

• Has the hotel identified and prioritized sources of business for series, charter and general leisure group activity? (applicable if the hotel is suited to the leisure market)

  Yes

  No

  Not Applicable

• Does the hotel have an annual promotional calendar – with actual and tentative (planned) offers – both for contracted business and transient?

  Yes

  No

• Does the hotel have prospecting goals for individual sales persons in addition to production targets?

  Yes

  No

• Does the hotel have an ROI tracking process in place for trade show attendance or international sales trips?

  Yes

  No

  Not Applicable

• Does the hotel currently have accounts with outstanding balances (AR) >60 days?

  Yes

  No

• Does the hotel have the top 15 leisure, corporate and M & E accounts in the main competitor hotels (at least 3) documented?

  Yes

  No

• Has an annual brochure analysis of key competitors been conducted?

  Yes

  No

  Not Applicable

• Does the hotel have a Champion to drive AHBO company sign ups and ALL Meeting Planner?

  Yes

  No

• Does the hotel have clear business cases prepared for the priority corporate & leisure accounts they wish to gain access to during the next RFP/negotiation process?<br><br>https://accor.sharepoint.com/:b:/r/sites/SalesDepartment-SEAJSK/Sales/Sales%20Documents/Corporate/BUSINESS%20TRANSIENT/Business%20Transient%20RFP%20Season%20Kick%20Off%202022%20.pdf?csf=1&web=1&e=xgsjeU

  Yes

  No

• Has the hotel allocated sufficient expenses for travel, entertainment, giveaways, sales collateral, brochure contribution and consortia memberships to support the sales operations?

  Yes

  No

• Does the reservations department have up to date and adequate equipment (IT set up including adequate screen size), phone and email configuration, headphones, paperless system with share drive for backup?

  Yes

  No

• Is the reservations department efficiently staffed with adequate training and clear leadership structure?

  Yes

  No

• Is there a formal minuted sales meeting to analyze results and develop future strategies?

  Select Yes we have a Sales Meeting every week Yes we have a Sales Meeting every month No

  • Yes we have a Sales Meeting every week
  • Yes we have a Sales Meeting every month
  • No

• Are the Reservation confirmations in line with Accor standards?

  Yes

  No

  Not Applicable

• Is the hotel reviewing AHBO production to identify new accounts or share growth opportunities?

  Yes

  No

  Not Applicable

• Is the hotel promoting AHBO self-enrolment for small to medium sized accounts?

  Yes

  No

  Not Applicable

• Does the Hotel have a Group Rate/Calendar table issued by Revenue Management to quote independently on Group business efficiently?

  Yes

  No

• Is Hotel complying with Accor's policy on third party commissions?

  Yes

  No

  Not Applicable

REPORTING

• Is there a formal minute sales meeting to analyze results and develop future strategies.

  Yes

  No

  Not Applicable

• Are sales trip reports correctly configured and filed with follow up actions?

  Yes

  No

  Not Applicable

• Is the monthly competitive performance result (as shown in EOM report) analyzed and are clear explanations and actions given?

  Yes

  No

• Is the sales team responsible for forecasting on the contracted segments and passing this information to the revenue team?

  Yes

  No

AIRCREW

• Does the Hotel have an appointed AirCrew Sales Lead who is familiar with the Aircrew section of the Sales Portal ?<br><br>https://accor.sharepoint.com/:f:/r/sites/SalesDepartment-SEAJSK/Sales/Sales%20Documents/Corporate/AIRLINE?csf=1&web=1&e=hjH1OX

  Yes

  No

  Not Applicable

• Has the Aircrew Lead prepared or updated the hotels key Aircrew Sales Assets?<br><br>These assets include the Aircrew presentation template and submission of annual air crew wish list which outlines the hotels rate and room allocation strategy which is shared with the GSO for the purpose of identifying hotels looking for air crew business.

  Yes

  No

  Not Applicable

• Has the hotel completed the Aircrew Wish List template identifying the volume and rate level at which it would ideally like to contract aircrew? <br><br>The solicitation is sent out in Q1 of each year. For new hotels, please contact Jessica.KHOO@accor.com

  Yes

  No

  Not Applicable

GOAL SETTING & KPIs

• Have the Team Segment goals been set at the beginning of the year and communicated to the team and individual sellers?

  Yes

  No

• Does the hotel have a monthly Dashboard to track and discuss the teams and individual sellers perfromance to goal at the monthly sales meeting ?

  Yes

  No

• Who is the person answering the REVENUE MANAGEMENT questions?

• Each question in this section of the audit is followed by the 'HOW' and 'WHY' notes to guide you on how to become compliant with each audit point.
  Please read the information carefully.

REVENUE MANAGEMENT (RM SCORING)

• QUESTION 1<br>My competitive environment is well-defined and assessed on a regular basis.<br><br>Answer YES if the following three criteria are met:<br>1) You have identified your competitors depending on different situations<br>2) You have built your competitive set<br>3) You have defined your positioning versus your competitors

  Yes

  No

  Not Applicable

• WHY: You need to assess which factors influence your RM strategy by running careful and in-depth market analysis that will help your hotel maximize revenue under current conditions. Beforehand, we recommend that you are well aware of your market environment (industry trends, local economy, feeder markets, etc.).
  
  HOW: To validate that your positioning versus competitors is well-defined, you should check if the hotel has used the Rate Value Matrix. Data from your Rate Shopper provider or OTA extranets can be helpful.
  You can also review 'Chapter 2 - Understand my market' of 'FOUNDATIONS OF RM & PRICING' at accorhotels-businesscampus.com.

2 DESIGN MY STRATEGY

• QUESTION 2 <br>As per Global & Regional standards, each and every Rate Level is properly assigned to the correct RML and RevCode in order to define a business mix strategy.<br><br>Answer YES if the following three criteria are met:<br>1) All rate levels are assigned to the right RML on DataWeb<br>2) All rate levels are assigned to the right RML and RevCode on PMS<br>3) The level of priority of the RML/Forecast Group grid (e.g., A, I) is respected and in accordance with RMS recommendations

  Yes

  No

  Not Applicable

• WHY: RML/Forecast Group management is crucial for the optimization process: RML/Forecast Groups have to be prioritized according to their level of contribution and the brand/hotel strategy, and the RML/Forecast Group opening/closing status for the next 13 months must be in line with the Demand Forecast and the current booking situation (updated daily).
  
  HOW: Perform a spot check in the TARS Database with the RM: Select your hotel, click on the planning management icon, select 'Planning by RM Levels,' then click on each RML/Forecast Group in order to visualize which rate levels are attached to them. Check the RevCodes with RML codes in RMS.
  Perform a spot check on PMS Rate Code Configuration screens to assess the current mapping.
  Check that there is no TZ/PZ/CZ except for Day Use. Check that there is no negative revenue. Check that the regulations of revenues are made in the correct segmentation.
  Check that no rooms are blocked without revenue attached except for house use or complimentary rooms.

• QUESTION 3<br> Hotel Public Reference Rates are entered in TARS with Price points functions for the next 405 days, and in any extranet (for channels not connected to TARS). EazyRMS Price points should be loaded in both DataWeb and EzRMS & for IDeaS FLOOR and Celing rates by season to be loaded for continuous pricing, promotional offers are priced and planned according to variations in demand. Public offers are well-defined in TARS so the hotel can be sold.<br><br>Answer YES if a minimum of two of the following criteria are met:<br>1) The 'public' rates are set correctly: price point features are in TARS for the next 405 days<br>2) Rack (RAC) is priced as 'No limit' so, in case the price point day type is missing there is still a price within the next 13 months (if 'No limit' is not used, check that there is a price point for each of the next 405 dates)<br>3) We cannot find more than three errors in pricing coherence: RA1 should be priced higher than RA3, which should be higher than RA4.

  Yes

  No

  Not Applicable

• WHY: Avoid rate parity issues between the Hotel PMS, TARS, and connected Channels and External Distributors. Avoid diluting rates on dates when demand anticipation is to fill. Make sure that the hotel can be booked 405 days in advance on Accor channels. If the hotel is not priced for next year, no booking can be made.
  
  HOW: Compare the price list validated in the RMS or Excel RM solution with the data in TARS. Please note that in case of price parity issues, the RM is accountable to solve it by reaching out to TARS Connectivity.

• QUESTION 4<br>A limited number of rates is displayed to customers depending on how long they book in advance and for how many nights. My hotel only displays RO and BB rates, and flex/non-flex on the standard page, while packaged offers are displayed on the packages tab.<br><br>For Resorts HB, FB or All-inclusive can be distributed to align with competitors selling strategy. <br><br>Answer YES if the following two criteria are met:<br>1) A maximum of 4 standard rates with an open choice between Flex and Non-Flex, and RO and BB.<br>2) No packages (more than room and breakfast) are displayed on the standard page

  Yes

  No

  Not Applicable

• WHY: A limited number of rates with clear customer targets and value drivers, differentiated restricting conditions, and understandable rate names must be displayed.
  A good sales conversion rate should be achieved. If issues have been identified, the RM is accountable for solving the case.
  
  HOW: On all.accor.com, check a random date on a standard rates page for a hotel, count the number of rates available per room type, and check if there is no offer other than RO and/or BB available per room type.

• QUESTION 5<br>The opportunity of selling add-ons online (all.accor.com and brands.com) during the booking process through the 'Options' page is being leveraged.<br><br>Answer YES if one of the shopping cart items is priced and available online on the 'Options' page during the booking process.

  Yes

  No

  Not Applicable

• WHY: To generate additional revenue and increase the Total Net RevPAR.
  To offer exclusive services to differentiate from OTAs and drive revenue on direct channels (web, app, call centers, hotels).
  To ensure a smooth and personalized booking experience.
  
  HOW: On all.accor.com, check a random date for a random hotel, go part way through the booking process, and check if extra offers appear on the 'Options' page.

• QUESTION 6<br>The right length of stay and lead time to cover all market needs are properly set.<br><br>Answer YES if the following two criteria are met:<br>1) The hotel has run proper analysis to validate the current pricing by market segment as well as monitoring the pricing behavior of the competitive set<br>2) Your pricing architecture has the relevant rate restrictions adapted to your market

  Yes

  No

  Not Applicable

• WHY: Having adapted rate restrictions by market will reduce the need for local offers and ensure better optimization.
  
  HOW: Include Pricing Architecture rate integrity analysis (monthly or quarterly): production per rate code, length of stay, lead time, flex vs. non-flex, BB vs Room Only, and direct and indirect. The relevant reporting tools are TARS distribution channels with Report Hotels, EzRMS production reports, and IDeaS reporting, if they're available. If you do not have the relevant tools to run these analyses, contact your regional RM who will make it for you.

• QUESTION 7<br>A strategic document (group displacement analysis) is available in the reservations and/or sales department for small group decisions (less than 30 rooms). This document is a sales chart edited by the Revenue Manager giving bid prices for the coming months.<br><br>Answer YES if a sales chart exists for small groups (less than 30 rooms) by date for the next six months in the reservation and/or sales department.<br>Hotels are expected to use the Group Quotation module for small groups in EzRms.

  Yes

  No

  Not Applicable

• WHY: It's important to give price information regarding small groups to the sales and/or reservation department so they can consult it directly without having to contact the RM every time. It saves time for all the concerned departments and to be highly reactive to group demands.
  
  HOW: Check that small groups (less than 30 rooms) have been correctly quoted.
  Check that the sales chart exists and if it has been given to the reservations and/or sales department.
  Review the Business Group Optimization handbook on AccorLive (RMOmniChannel/Pages/RMPerformance/RM_Levers_Optimization).

• QUESTION 8<br>An upselling strategy is being implemented in your hotel to optimize your room type inventory (providing you have premium room types available in your hotel).<br><br>Answer YES if the following three criteria are met:<br>1) Pre-arrival offers are available thanks to your Upsell Alternatives DataWeb screen settings, and your Shopping Cart/package on fly (FRS) items are available and priced<br>2) You have provided pricing guidelines on each room type to enable your front-line team to upsell when the customer checks in. So, when you ask your receptionist what their speech is when the client checks in, they talk about upselling.<br>3) The incremental revenue generated by the upsell program is tracked in a dedicated table.

  Yes

  No

  Not Applicable

• WHY: An important part of revenue management is the generation of incremental business. Meaning business and revenue that come above and beyond the existing demand thanks to marketing or other timely strategies like upselling.
  It is all about making the most of the demand you have. You can accomplish this through upselling.
  
  HOW: Upselling strategies are submitted by the RM and pushed to the teams.
  Interview a receptionist to check their commercial speech during check-in, or go through a mock reservation to see if people propose another room type just before closing the deal.
  Share tangible results on this action during your revenue meetings.
  Review 'Chapter 8 - Generating Incremental Business' of 'FOUNDATIONS OF RM & PRICING' on accorhotels-businesscampus.com.

• QUESTION 9<br>For hotels with two outlets or more and generating more than the threshold* in F&B revenue (without banqueting), Restaurant Revenue Management (RRM) strategies and methods are being rolled out in the hotel (threshold* = >1M EUR / year for MEA hotels, >500K EUR / year for SEA hotels) <br><br>Answer YES if a minimum of two of the following criteria are met by the RM or F&B manager:<br>1) A monthly analysis of F&B performances (table occupancy, seat occupancy, RevPASH, revenue per cover) is presented<br>2) An updated action plan based on the Strategic Action Plan dashboard is presented<br>3) A Server Coaching Program was conducted in the past 6 months<br>If the RRM program is not rolled out while F&B revenue is above the threshold, answer NO to this audit point

  Yes

  No

  Not Applicable

• WHY: To make sure of the optimization of your F&B revenue by implementing the proper strategies.
  
  HOW: The RM and/or the F&B manager can present last month's performance comments according to Intouch Data or Avero reports.
  They are able to present an updated Strategic Action Plan dashboard.
  They can share the results of the last Server Coaching Program.

• QUESTION 10<br>During low occupancy periods, the RM works with the Sales/Marketing/Distribution departments to check the contribution of each offer/package/campaign in order to adjust the strategy. They have to make proposals in terms of timing, segmentation, and pricing for the existing offers and for new ad hoc promotions and marketing opportunities (local, national, and international).<br><br>Answer YES if a minimum of two of the following criteria are met:<br>1) The RM is always highlighting distressed periods during each Revenue Meeting<br>2) For any offer/package/campaign, the RM has provided the GM with several analyses: the objective set before the offer started, production tracking in room nights, revenue and average rate, cost occurred for running the offer, ROI calculation, action plan in response <br>3) The RM outlines what the minimum number of incremental business is for a promotion so that no contribution is lost, compared to the current situation.

  Yes

  No

  Not Applicable

• WHY: To increase the total revenue as much as possible by looking actively at selling opportunities during low demand periods. To drive the revenue WHEN the hotel needs it. To ensure that offers/packages/campaigns are done in a proper way that corresponds with the forecast identified by the RM at the right pricing setup. Also, to make sure that offers/packages/campaigns are easily justified for their expenses, and that ROI is measured and delivers a positive impact to your hotel(s).
  
  HOW: Check whether high and low occupancy dates have been highlighted and shared with the hotel by email, phone, or during an RM meeting.
  Review the 'What-if Scenario' module on AccorLive (RMOmniChannel/Pages/RMPerformance/RM_Levers_Optimization).
  Review 'Chapter 6 - Pricing' of 'FOUNDATIONS OF RM & PRICING' on accorhotels-businesscampus.com.

• QUESTION 11<br>The net contribution business mix is actively monitored by the Revenue Manager by considering the total net RevPAR approach.<br><br>Answer YES if the following three criteria are met:<br>1) Net contribution by segment is defined<br>2) The business mix pattern is defined<br>3) Market segments by contribution are ranked

  Yes

  No

  Not Applicable

• WHY: A major step for optimizing your revenue is to divide your market into groups and to target each specific group individually.
  
  HOW: You can design your own net contribution matrix by segment or day.
  For IDeaS: Create strategic offsets for low contributive rate codes with the Restriction Configuration (higher offsets on constrained days: check the outcome and refine).
  Review 'Chapter 3 - Segmentation' or 'FOUNDATIONS OF RM & PRICING' on accorhotels-businesscampus.com.

• QUESTION 12<br>Global promotions and brand offer solicitations are valued, assessed, and proceeded with accordingly by the hotel.<br><br>Answer YES if a minimum of two of the following criteria are met:<br>1) Participation in one of the global promotions (Private sales, 3=2, Super Sales, flash sales)<br>2) Participation in one of the brand offers<br>3) Participation in one of the regional promotions

  Yes

  No

  Not Applicable

• WHY: All offers that have a specific booking and/or staying period will allow you to optimize your downtrend period. Before launching a local discounted offer or a hotel package, the hotel RM should always check if a global or brand offer satisfies the same need.
  
  HOW: Check with your Regional RM leader if your hotel is part of each collection form sent out by global teams. As a reminder, hotels choosing to participate in a promotion must commit to allocate a minimum of 10% of their rooms per night for the duration of the offer, otherwise it is deceptive in its marketing practices. If the offers are not appropriate for your hotel, make sure you are able to sustain your decision with thorough analyses.

• QUESTION 13<br>Promotions and support for all actions generating additional revenue through the loyalty program ALL - Accor Live Limitless are engaged.<br><br>Answer YES if a minimum of three of the following criteria are met:<br>1) You know the recruitment level for my hotel<br>2) You know the revenue contribution of the loyalty program for my hotel<br>3) You know your ALL - Accor Live Limitless stay day pattern<br>4) You check that front office staff are well aware of, and promote, the current offers, enabling guests to earn and/or burn points

  Yes

  No

  Not Applicable

• WHY: ALL - Accor Live Limitless is a key advantage to driving bookings through our channels and generating repeat business.
  
  HOW: Ask your General Manager to access your hotel's Loyalty dashboard, which is embedded with all the relevant KPIs.

• QUESTION 14<br>Along with the Sales Manager or the GM, the RM periodically checks the contribution of each contract (business and leisure) - taking into account the constrained and unconstrained periods - and revises the contract or organizes a contract review with the client accordingly.<br>For FIT companies, check the materialization rate between their contract and actual production.<br><br>Answer YES if the following three criteria are met:<br>1) The RM is able to show the last month's (or a maximum of two months) statistics in terms of contracted companies' production (top five, top 10, or top 20, depending the hotel needs, for RN and Rev in Excel or RMS; show actual ADR vs. contracted price)<br>2) The RM is able to state which corporate/leisure contracts are not totally suitable for the hotel, based on the special contracted production report. (Example: For a report on the percentage of production of each contract by constrained dates and non-constrained dates, the RM should be able to show a Day of Week analysis for the negotiated segments.)<br>3) The RM is meeting every month with Sales (and their GM) to share these analyses (decisions have to be backed up by minutes or emails from the past three months). This can also be done on a quarterly basis to evaluate a wider period for contracted segments.

  Yes

  No

  Not Applicable

• WHY: To allow the hotel to optimize its corporate/leisure production through the contracting of corporate/leisure businesses that the hotel really needs. The hotel can then make sure that the contractual obligations are being met so that a good relationship can be maintained with those much-needed corporate/leisure clients.
  
  HOW: Analysis should be done by the Sales team or RM (depending on the level of service), which should be reviewed during revenue meetings. Analyses should cover: contract analysis, day of week analysis, or constrained vs. unconstrained analysis, and the actual net contribution of each contract. As a best practice, FIT bookings should be loaded through TARS directly, which then enables us to track and analyze.
  Review 'Chapter 9 - Data-driven RM Culture' of 'FOUNDATIONS OF RM & PRICING' on accorhotels-businesscampus.com.

3 MONITOR MY STRATEGY

• QUESTION 15<br>All PMS Golden Rules are followed properly in the hotel. Correct accounting procedures are being followed. Manual posting in PMS is forbidden. The night auditor is correcting mistakes before closing the night audit.<br><br>Answer YES if the following criterion is met:<br>By looking at the past 15 days' worth of production by segment in the PMS, you cannot find any negative figures in revenue or room nights which are not justified (e.g., guest complaint).

  Yes

  No

  Not Applicable

• WHY: To avoid cash discrepancies at the front desk (and therefore avoid revenue loss) caused by wrong rate codes or corrupted data due to manual posting in PMS (regulation).
  
  HOW: Check that the segment report is correct and do not include negative figures in room nights or revenue. For remote RMs without access to PMS, they have to liaise with on-site accounting teams.

• QUESTION 16<br>All bookings are entered in RESA Web (AND the PMS) on the day they are received with all the relevant and required details, and is there no backlog.<br><br>Answer YES if the following four criteria are met:<br>1) There are no reservations waiting to be logged in, except for group reservations received after 4 pm on the previous day. (Checking for no back log: If the review is made on a Monday, wait until 12 pm to check so that weekend bookings are entered, even if reception should have already done it).<br>It is not OK if bookings that were received the previous day (or before) are still waiting to be integrated in TARS or in the PMS, or have not been dealt with in the hotel's email inbox.<br><br>2) Check the 'new booking analysis' since the previous day (or since the previous week if the previous day was a Sunday) by market segment in the RMS to identify if there is a 'new' group with an individual market segment (more than 8 rooms). If yes, this is not correct and should be changed to a group segment (i.e. OQ, OT, or OS tracking).<br><br>3) Check the arrival list for any date that is between 7 and 28 days in the future. There should be payment details and the guarantee status should be 'guaranteed' for every booking with a prepaid offer (such as RA3, even though you do not get the payment before arrival, such as with Expedia or HRS).<br><br>4) Check an arrival list for any date that is between 7 and 28 days in the future. There should be a company number or company name for any contracted segment in the booking on the PMS.

  Yes

  No

  Not Applicable

• WHY: All bookings need to be in the system for the portfolio to be up to date so we know where we stand for future dates and can make correct decisions.
  It is crucial that these bookings are entered directly with the correct details as they are integrated in the RMS every night. This ensures quality of the market mix analysis, good management of the group files, and anticipates materialization of bookings.
  For constrained dates, check the non-guaranteed reservation to minimize them.
  It's very important to enter block reservations for group series and crews at the same point in time (whenever the period) to have the N/N-1 analysis equivalent from one year to another.
  
  HOW: Spot check the 'in-tray' (or in any place where reservations could be left aside waiting to be logged, such as an email inbox or TARS Interface Screen).
  Do a spot check with the RM to see if new groups entered have the correct segment.
  Ask the RM for a report that shows the portfolio by status for the next two months to check if we still have allotments (options/tentative) for next week, unguaranteed groups for next week, etc.

• QUESTION 17<br>Groups with a cut-off date/option date recorded for today have been activated, chased, and completed.<br><br>Answer YES if the following two criteria are met:<br>1) Group lists with today's cut-off date can be shown with manually written comments to chase clients (this should be done before 12 pm). It is OK if the file is stored in a computer, if we see that it is done every day and if there is a column to add comments.<br><br>2) All option groups (called tentative) present in the PMS have a valid release date (the release date must be in the future; there must be no 'empty' option date). Check three tentative groups with check-in dates in the next one, three, and six months.

  Yes

  No

  Not Applicable

• WHY: The cut-off dates are reminders for the hotel to call the group contact: either the group booking is confirmed, canceled, or the cut-off date is postponed. This procedure allows the hotel to release inventory for other bookings, or fill its portfolio with a confirmed group. Otherwise, if we are closed for sale in TARS, we are closed for sale on GDS and the internet because the group has caused the hotel to be fully booked. This means that the hotel will end up denying business. If we release this block too late, we might not recover all the bookings we may have lost due to this mistake.
  
  HOW: Perform a spot check with the reservation agent in charge of taking care of the group list. Make sure there are no groups in options without a release date and active follow-up. There should be no groups with a 'tentative' status in the system without a sent contract. No definite groups should exist in the system without a signed contract or first payment. Rooming lists should be entered 14 days before arrival when received.
  Review the Business Group Optimization handbook on AccorLive (RMOmniChannel/Pages/RMPerformance/RM_Levers_Optimization).

• QUESTION 18<br>Portfolio analysis versus N-1 will be taking place every week for the next 12 months.<br><br>Answer YES if a minimum of two of the following criteria are met:<br>1) The RM can display live in the RMS the proper analysis N/N-1 to view globally if we are ahead or behind in volume for the next six months (without RMS the RM shows this analysis in their own way)<br>2) The RM can show the same analysis without the tentative group <br>3) The RM explains if we are today higher or lower versus last year by macro segment for the cumulative month and therefore if we will reach our budget.<br><br>If the RMS has not been installed more than a year ago, this analysis is not possible. In this case, please score N/A as it is non-applicable.

  Yes

  No

  Not Applicable

• WHY: It is important to be able to explain how the hotel is filling for the next few weeks and compare this situation with the same time last year so we can anticipate demand with a final point of occupancy.
  Hotels with large convention space should focus on conference holdings and pick-up.
  The period analyzed by the RM and the frequency of the RM meetings are defined by the level of service the hotel has purchased.
  
  HOW: Ask the GM and RM to show and explain next month's situation. Be aware that the period analyzed by the RM and the frequency of the RM meetings are defined by the level of service the hotel has purchased.

• QUESTION 19<br>The previous day's pick-up by Forecast Group/Bucket and by booking status has been analyzed.<br><br>Answer YES if the following two criteria are met:<br>1) The RM can show in the RMS which future dates have the highest pick-up (new bookings) for the next 12 months by RML/Forecast Group/Bucket or Macro segment, or which future dates have the highest cancellations compared to the previous day's situation. (Show the right screen in RMS. If no RMS, the RM should show their way of doing so.)<br>2) The RM can show that all the pick-up corresponds either to groups quoted or individuals bookings taken for dates where the planning is opened in TARS. (It is OK if there is a pick-up of bookings which were supposed to be denied only if the RM can show it and has talked to the Reservation Manager about it.)

  Yes

  No

  Not Applicable

• WHY: Only by taking care of daily pick-up by RML/Bucket or Macro segment can the RM be knowledgeable of dates with a lot of activity: new bookings or new cancellations, or change of status for a group. According to your market environment, concentrate on the next three weeks for individual pick-up and the next 12 months for group activity.
  
  HOW: The RM shows and explains the pickup of the hotel.
  The RM makes links between ongoing strategy and the recommendations that have been adapted.
  New bookings that are entered are in line with the strategy in place: no forced reservations unless the RM is asked about them.
  Cancellations are also followed, especially for restricted rates or short-term groups. The RM creates alerts about these.

• QUESTION 20<br>The Demand Forecast for the next 405 days should be validated by the RM. This is available and used daily to implement recommendations in TARS. For hotels with RMS, make sure the Demand Forecast is accurate according to event management and the booking process as it is the source of all optimization. <br>For non system-equipped hotels, you have a tracking document (usually in Excel) where you keep track of the planning and pricing loaded in DataWeb.<br><br>Answer YES if the following two criteria are met:<br>1) The hotel can show that there is a Demand Forecast for the next 10 months (minimum), sorted by date and type of client (RML/Forecast Group). If the hotel is equipped with an RMS 'with Forecast,' the referenced forecast must be in the RMS and the user can show that they are using only this forecast to optimize (individuals, groups, etc.).<br>2) Select the three dates in the next six months where demand from the top RML/Forecast Group is highest and check the relevance of the forecast. The deviation between what we think should be the forecast during the check and the system forecast should not exceed 30% to the RM's forecast.

  Yes

  No

  Not Applicable

• WHY: The action of closing and opening the RML/Forecast Groups at the right time in TARS leads to revenue optimization; group quotations and event date management require long term anticipation. TARS is planned for 405 days, however exact monitoring of the forecast is done for the upcoming three months (except for events that can be defined earlier).
  
  HOW: Ask the RM to show their Demand Forecast either in their RMS or in Excel (only if the hotel is not equipped with an RMS), sorted by date and by RML/Forecast Group. Check the monthly OR and see if it makes sense. Ask the RM to explain the situation for a particular date for which we entered a group in the PMS yesterday or recently.
  If you experience difficulties influencing your forecast on the RMS, contact your RMS's support team.
  Review 'Chapter 4 - Forecasting demand' of 'FOUNDATIONS OF RM & PRICING' on accorhotels-businesscampus.com.

• QUESTION 21<br>Demand Forecast accuracy is monitored monthly and actions are taken to improve it.<br><br>Answer YES if the following two criteria are met:<br>1) The Forecast Accuracy Ratio (FAR) is shown by month and explained by the RM (with RM procedure book ratio definition) for last month and the three months before.<br>2) Forecast Performance Ratio (FPR) analyses are shown and evolution of the ratios for the past 3 months is analyzed and explained by the RM (with RM procedure book ratio definition).<br><br>If the hotel has no RMS, it is OK if the RM can show that they create their own file to store the forecast at five different milestones and calculate the two ratios monthly.

  Yes

  No

  Not Applicable

• WHY: This allows the Revenue Manager to assess the quality of their Demand Forecast and to analyze the pick-up trends, thus building a more accurate Demand Forecast with RMS suppliers or the GM.
  
  HOW: Check the relevance between the first forecast of the given month and the actual situation either through your RMs or by creating your own log of forecast accuracy. For RMS equipped hotels, you can request the Forecast Accuracy Measurement (FAM) report from your Regional RM.

• QUESTION 22<br>Competitors' pricing strategies are analyzed in detail every week.<br><br>Answer YES if the following two criteria are met:<br>1) The RM can show a Price Shopper document no more than two weeks old and clearly explain the hotel's situation compared to competitors. (This report should be received weekly.)<br>2) The RM is providing the hotel management with a special report on competitors' rates with alerts or analysis drawn from odd situations, which is communicated to the GM (via email), or is providing comments on revenue minutes that are no more than two weeks old.

  Yes

  No

  Not Applicable

• WHY: This allows the hotel to adapt/build its pricing strategy, taking into account the competition and changes in the market. Be careful not to enter a price war!
  
  HOW: Check the statistics provided by the RM, then challenge them by asking them to either show you the rate shopper extractions or explain a situation of your choosing. The RM should show that competitors' prices are being monitored and have an impact on pricing strategy.

• QUESTION 23<br>Channel management (web direct, web indirect, calls and emails, GDS and partners) is actively monitored by the hotel management.<br><br>Answer YES if a minimum of two of the following criteria are met:<br>1) The hotel can show what the channel ratio objectives are for the YTD.<br>2) The hotel can show channel production for the previous month versus room nights and revenue for the same month in the previous year. The RM is able to explain the variation.<br>3) The hotel can show the variation of production in terms of room nights between last month and the same month for the previous year, on both constrained and non-constrained dates.<br>The RM can explain these variations and show that if there was a growth it comes mainly from non-constrained dates.

  Yes

  No

  Not Applicable

• WHY: Channel Mix strategy is becoming the new way of distributing our rooms and optimizing the Net RevPAR by taking into account segments, channels, and international flows.
  
  HOW: Review 'Chapter 7 - Optimizing my Channels' of 'FOUNDATIONS OF RM & PRICING' on accorhotels-businesscampus.com.
  
  For Hotels using EzRMS, managing direct and indirect business is done through a secondary line of recommendations, if required, factoring in an average commission (value and/or percentage or room rate), and therefore possibly leading to different recommendations, within the same bucket.
  For hotels using IDeaS, channel management practices must be in place. Using the Net Contributor Tool results, the true cost of each channel should be reflected against each rate code in IDeaS (Restriction configuration setup).

• QUESTION 24<br>Overbooking strategies are in place and built on data, solid operating practices, and evaluation of risk vs reward.<br><br>Answer YES if the following two criteria are met:<br>1) The RM has measured the risk on the given date and has set the maximum number of rooms that can be overbooked.<br>2) The RM can show a Sell Out Efficiency document, which indicates how many times the hotel was over 95% sold out. This indicates if the business is managed correctly in high-demand periods (through management of overbooking, no-shows, guaranteed reservations, etc.).

  Yes

  No

  Not Applicable

• WHY: When well-used, overbooking on constrained dates is essential to help the hotel to achieve an OR of 100%, optimizing its revenue.
  Indeed, the last few rooms sold have a very high contribution level as they are sold at a high price when the fixed costs of the hotel have already been totally absorbed.
  
  HOW:Review 'Chapter 10 - Overbooking' of 'FOUNDATIONS OF RM & PRICING' on accorhotels-businesscampus.com.
  
  For hotels using IDeaS and OPERA, the overbooking levels per room type are set and pushed automatically by IDeaS to the PMS. For hotels using IDeaS and FOLS, the overbooking levels per room type are set by IDeaS but not pushed to the PMS, and can therefore be used as a recommendation.
  - The RM is to ensure the hotel is following IDeaS overbooking levels.
  - The RM is to analyze IDeaS overbooking decisions regularly and update the Room Configuration and the Cost of Walk if necessary. The overbooking management module and Cost of Walk Overrides can be used on an ad-hoc basis.

• QUESTION 25<br>Sales restriction techniques are used by the RM to optimize RevPAR.<br><br>Answer YES if the RM is using sales restriction methods in TARS/ORS on a good basis with clear explanations on their objectives (why) for high demand periods mixed with constrained/non constrained days (ask for Ideally, the decision for sales restrictions is calculated by the RMS and pushed to TARS/ORS automatically.

  Yes

  No

  Not Applicable

• WHY: Booking controls are the key to successful hotel Revenue Management. Also called restrictions, the booking controls will help achieve a full occupancy, for as long as possible over the year and into the future.
  This allows room revenue to be optimized by selecting reservations well in advance and keeping in mind the big picture: increase overall revenue for the period and not only on peak days.
  
  HOW: Interview the RM and ask them to show you dates that are managed according to length of stay (min, max, close to arrival, etc.). Look at a week with some constrained and non-constrained days and see if any restrictive conditions have been placed (e.g., min length of stay). For hotels using IDeaS, the sales restrictions are set and pushed automatically by IDeaS to TARS/ORS. The RM is to analyze the decisions and take action if necessary. Review 'Chapter 5 - Booking Controls & Restrictions' of 'FOUNDATIONS OF RM & PRICING' on accorhotels-businesscampus.com.

• QUESTION 26<br>When deciding whether or not to accept a group, all the necessary checks are performed to assess the situation. Total revenue, bid price and potential F&B contribution are looked at. Displacement cost calculations are run.<br><br>Answer YES if a minimum of two of the following criteria are met:<br>1) All the bookings entered since yesterday (or recently) have a quotation attached, except for the 'group online' or if there is a process in place with the sales teams (in this case, show that the 'sales chart' or planning is up to date).<br>2) For a group booking taken yesterday (or recently), the price took into account the displacement of higher-paying clientele (take a high demand date where you are sure there is a displacement).<br>3) The RM knows the minimum price (bid price) we should accept for bedrooms that are planned to be empty (variable cost).<br>4) If the hotel is equipped with a Group Quotation Module, the RM checks if it is being used by the team.

  Yes

  No

  Not Applicable

• WHY: Only the 'right' groups are booked into the hotel. Total net revenue is optimized thanks to an analysis of group net contributions. If we accept a group at a rate that is too low and then refuse RA1, we lose money. However, if we quote a price that is too high for a group on a non-constrained date, we could miss the sale and we would also lose revenue.
  This is valid for punctual groups, series, and contracts.
  
  HOW: Review the Business Group Optimization handbook on AccorLive (RMOmniChannel/Pages/RMPerformance/RM_Levers_Optimization).
  
  For hotels using IDeaS, group evaluations are recorded and archived. It is then easy to check if you and/or your sales team have applied the correct pricing according to the system calculation.
  For hotels using EzRMS, the group quotation module can help you make the right decision.
  
  Review 'Chapter 12 - Intro to Total RM' on 'FOUNDATIONS OF RM & PRICING' on accorhotels-businesscampus.com.

• QUESTION 27<br>Planning and pricing decisions are managed using RMS recommendations to monitor forecast using the RMS interface.<br><br>Please score as N/A (not applicable) if you do not have this system.<br><br>Answer YES if the following two criteria are met:<br>1) The recommendations are followed on a daily basis.<br>2) There is a reasonable number of overridden dates (dates when you influence the system if you know something about anticipated considerations such as wash, occupancy, and pricing, that the RMS does not know).

  Yes

  No

  Not Applicable

• WHY: It is important to have the right interaction with your RMS to ensure a correct demand forecast. If the recommendations are not followed, revenue opportunities are lost!
  These losses cannot be recovered as bookings have already been taken at the wrong rate.
  
  HOW: Go to EzRMS > Upload of controls > TARS > Previous Uploads. In IDeaS G3, go to Information Manager and use the Alerts tab to ensure the system works optimally. In Smart Pricing, you can make changes directly on the 'Planning' screen.

4 REVENUE INTEGRITY

• QUESTION 28<br>Fraudulent/ Fake reservations and visas are identified as soon as possible.<br><br>Answer YES if the following two criteria are met:<br>1) The income/ revenue actually received is in line with the income theoretically receivable<br>2) The product sold at a given time has been sold, invoiced/charged/billed, collected at the right price and with the right price/sales conditions

  Yes

  No

  Not Applicable

• WHY: Revenue Integrity ensures the income gains at constant business volume; it is time savings by optimizing existing processes and ensure a better quality of the information -> Better forecast ->Better decisions
  
  HOW: The hotel could implement a maximum stay (7 or more according to the market) on public direct and indirect TK. The RM/Reservation Manager checks the new bookings daily and alerts the reservation department if a booking appears fraudulent.

• QUESTION 29<br>Non-cancellable reservations are all cashed/ banked within 48 hours maximum after a booking is made.<br><br>Answer YES if the following three criteria are met:<br>1) A report is pulled out on daily basis to charge non-cancellable bookings<br>2) OTA pay at hotel non-cancellable bookings are charged with 48 hours<br>3) Cancelled booking with VCC payment model are pointed out and charged accordingly

  Yes

  No

  Not Applicable

• WHY: By not applying carefully the review of your non-cancellable booking, you take the risk to oversight cancelled booking made between the date of booking and day of arrival and therefore potentially not debited the cancellation charge + reservations with invalid CC are kept in the system when they should be cancelled.
  
  HOW: 1) Draw a list of all non-cancellable bookings and eventually have been cancelled to get an idea of the revenue loss. Then, as far as possible, charge the revenue that have been forgotten.
  2) Booking.com : New reservations must be debited within 48 hours after the booking is proceed
  If the CC is not valid, the reservation has to be declared in the extranet. This process is is key to avoid fraudulent bookings or bookings with invalid credit cards.
  Non guaranteed reservations report being extracted daily to verify that non guaranteed Booking.com reservations already declared the day before in the extranet are canceled in the PMS after 24 hours.
  3) Expedia : The report of the day's cancellations must be extracted daily to identify the reservations to be debited
  The VCC can only be debited between the customer's check in and check out even if the booking has been cancelled.

• QUESTION 30<br>The RM periodically verifies that Revenue Integrity procedures are in place <br><br>Answer YES if the RM has spread out a Revenue Integrity culture among the Reservation & Front Office teams

  Yes

  No

  Not Applicable

• WHY:It is crucial that RM checks their procedures regularly if they want to optimize their revenue as much as possible. If not done correctly, money will be left on the table. The ultimate objective is to generate the maximum revenue in the shortest time possible by prioritizing quick wins (fraudulent reservations + output and cancellation of No-Flex)
  
  HOW: Possibility to establish a regular procedure per week or per month to check that there are not any non-cancellable bookings with invalid CC / non-cancellable bookings are correctly debited. Need to keep a written record of these controls and to quantify the amount that could not be invoiced correctly.

5 INVOLVE MY HOTEL STAKEHOLDERS

• QUESTION 31<br>Front-line staff (front desk agents, reservations agents, and sales managers) are trained to understand the foundations of Revenue Management.<br><br>Answer YES if one, randomly selected agent with a minimum of six months' service has signed in and watched at least the 12 FOUNDATIONS OF RM & PRICING videos available on the AccorHotels Business Campus platform.

  Yes

  No

  Not Applicable

• WHY: It is crucial that front-line teams understand the role they play in the optimization process. They will then be in a better position, and more willing, to optimize the hotel revenue through their respective actions and develop an RM culture.
  
  HOW: Ask your one, randomly selected agent how many modules they have completed.
  Review 'Chapter 9 - Data-driven RM Culture' on 'FOUNDATIONS OF RM & PRICING' on accorhotels-businesscampus.com.

• QUESTION 32<br>The General Manager or Revenue Manager have completed the three-day 'RM & Pricing Performance' training session.<br><br>Answer YES if either the General Manager or the Revenue Manager has been trained.

  Yes

  No

  Not Applicable

• WHY: This professional training is primarily for Revenue Managers, General Managers, and anyone who is directly involved in the Revenue Management, Pricing, and Distribution strategy of the hotel (HODs, Assistant GMs, etc.). During the three days of this in-class training, they are trained and guided through the definition, setting, and monitoring of a Revenue Management strategy through a concrete business case.
  
  HOW: Contact your Regional Revenue Manager to get the next available dates to attend this training. Review 'Chapter 9 - Data-driven RM Culture' of 'FOUNDATIONS OF RM & PRICING' on accorhotels-businesscampus.com.

• QUESTION 33<br>Operational departments (Front Desk, Restaurant, Housekeeping, etc.) are provided with a Room Demand Forecast.<br><br>Answer YES if an accurate and comprehensive Demand Forecast is produced on time every week (or every two weeks) and is delivered to every department that needs it.

  Yes

  No

  Not Applicable

• WHY: Hotel departments can plan staffing, deliveries, etc. according to the hotel occupancy. This allows departments to reduce costs and increase efficiency and revenue throughout the hotel.
  
  HOW: The demand forecast support document (Excel, email, RMS print screen, or any format convenient for your hotel) is shared with the operational departments.
  Review 'Chapter 9 - Data-driven RM Culture' of 'FOUNDATIONS OF RM & PRICING' on accorhotels-businesscampus.com.

• QUESTION 34<br>The weekly revenue meeting (RevMax) is prepared with care by the RM with an agenda, the minutes (if relevant), and the preparation of yield analyses with accurate data and comprehensive information.<br><br>Answer YES if the following two criteria are met:<br>1A) Hotels with a dedicated Revenue Manager: A weekly revenue meeting or call is organized with all the necessary managers present. For the past four weeks the GM, RM, and the Reservations, Sales, and Conference/MICE departments must have attended a minimum of three meetings.<br>OR<br>1B) Multi-hotel Revenue Managers: A Revenue Meeting or call is organized every two weeks with all the necessary managers present. For the past four weeks the GM, RM, and the Reservations, Sales, and Conference/MICE departments must have attended a minimum of one meeting.<br>2) Clear strategic decisions and actions are made during the meeting, written down in the minutes (if needed), and applied accordingly.

  Yes

  No

  Not Applicable

• WHY: During this meeting, decisions should be made that will directly affect the revenue optimization process. This is why it has to be well-prepared and in the presence of the GM.
  The RevMax mission is to emphasize:
  - Total hotel performance, not just rooms
  - Profit, not just revenue but profitable revenue
  - Culture: no matter how good your strategy is, if we don't have the culture to support it, it won't be successful
  
  HOW: The GM and all revenue-generating departments leaders should attend the meeting and review the minutes.
  Review 'Chapter 11 - Revenue Management Key Performance Indicators' of 'FOUNDATIONS OF RM & PRICING' on accorhotels-businesscampus.com.

6 ASSESS MY STRATEGY

• QUESTION 35<br>Competitors' market share performances are analyzed and commented on in detail.<br><br>Answer YES if the following three criteria are met:<br>1) The RM can show the most recently updated (maximum two months old) market share data, including competitors, and indexes (ARI, MPI, and RGI) versus last year.<br>2) The RM can explain each of the three ratios and their evolutions.<br>3) The RM and GM define strategic recommendations to reach their objectives.

  Yes

  No

  Not Applicable

• WHY: This allows the hotel to measure not only its own results but its performance versus the competition (+10% RevPAR is not necessarily good if the competition does +15%).
  
  HOW: The RM can extract relevant data from the system or ask the Regional RM office to provide it.

• QUESTION 36<br>The Total Revenue Management approach has been mastered by the RM.<br><br>Answer YES if the following two criteria are met and your hotel has several facilities (restaurants, functional spaces, spa treatments, parking spaces, etc.):<br>1) The RM is able to quickly show the share and the evolution of the profit center mix over the past three years.<br>2) At least two reports including Total Revenue are sent to the GM on a regular basis.

  Yes

  No

  Not Applicable

• WHY: Revenue Management is crucial not only for rooms but also to optimize revenue for every other service offered at the hotel, such as restaurants, spas, or functional spaces.
  
  HOW: Review 'Chapter 12 - Intro to Total RM' of FOUNDATIONS OF RM & PRICING on accorhotels-businesscampus.com.

7 RMS EzRms

• QUESTION 37<br>Are my default price points set correctly for the next 405 days?<br><br>Please score as N/A (not applicable) if you do not have this system.<br><br>Answer YES if the following two criteria are met:<br>1) there is a default price point defined for each of the next 405 days and it's not always the same default PP for the coming 13 months (it follows seasonality and/or events and/or DOW).<br>2) the price point defined by day are on par with DataWeb price point calendar

  Yes

  No

  Not Applicable

• WHY: Default price points are essential parameters in the EzRMS configuration as the system will base its calculations on it to recommend the best price point.
  
  HOW: In EzRMS > Special Event > Day Marker Default.
  In EzRMS > Rate Grid compared to DataWeb > Price Point Definition and Price Point Calendar

• QUESTION 38<br>Are my past and future events well-defined?<br><br>Please score as N/A (not applicable) if you do not have this system.<br><br>Answer YES if there are no events in the past two years and in the next 405 days that were:<br>1) Defined as events but did not/will not impact the hotel business, and<br>2) Not defined as events, but did have/will have an impact on the hotel business.<br>The same events should have the same impact definition and assignment so that regular events can be recognized in separate years.

  Yes

  No

  Not Applicable

• WHY: EzRMS needs to know when booking behavior is different because of an event happening, otherwise the system will forecast inaccurately.
  
  HOW: In EzRMS > Graphs > Forecast, look at physical RevPAR by event type and exclude bad data. Drill down and apply other filters to get more details on specific periods.

• QUESTION 39<br>Are my past and future seasons well-defined?<br><br>Please score as N/A (not applicable) if you do not have this system.<br><br>Answer YES if the following three criteria are met:<br>1) For the past three years, RevPAR low season is less than RevPAR medium, which is also less than RevPAR high season.<br>2) For the past two years, the seasons have been separated well.<br>3) For the next year, the sequence of seasons matches that of previous years.

  Yes

  No

  Not Applicable

• WHY: Season definition is crucial because the models are built according to the seasons. If your seasons are badly defined you will not get an accurate forecast.
  
  HOW: In EzRMS:
  1) Go to Graph > Forecasts > Physical RevPAR
  2) Like (1), but check 6 months at a time
  3) Go to Special events > Season management

• QUESTION 40<br>Does the bucket priority order seem logical? <br><br>Please score as N/A (not applicable) if you do not have this system.<br><br>Answer YES if the defined priority order seems consistent according to the Room RevPOR (or all RevPOR).

  Yes

  No

  Not Applicable

• WHY: All planning recommendations are based on this priority order.
  
  HOW: In EzRMS, compare the dashboard/historical business analysis with the bucket configuration setup. The priority order should match. This has to be reviewed as part of the EzRMS yearly review (with a consultant).

• QUESTION 41<br>Does the RM upload to TARS on a regular basis?<br><br>Please score as N/A (not applicable) if you do not have this system.<br><br>Answer YES if the EzRMS recommendations have been uploaded to TARS at least every other day (12-15 times per month).

  Yes

  No

  Not Applicable

• WHY: The recommendations from EzRMS need to be sent to TARS to have an impact on the reservation systems and to realize the calculated forecast.
  
  HOW: In EzRMS > Upload of controls > Tars > Previous Uploads

• QUESTION 42<br>Is there enough business in each bucket/room category combination?<br><br>Please score as N/A (not applicable) if you do not have this system.<br><br>Answer YES if the following two criteria are met:<br>1) there are at least 10 room nights in each bucket/room category combination in the past 12 months.<br>2) the room type mapping on EzRMS is on par with the room type definition on DataWeb and PMS

  Yes

  No

  Not Applicable

• WHY: It's very important to have enough business in each bucket/room category combination to get an accurate forecast.
  
  HOW: Use the following formula: (capacity × yearly occupancy rate) ÷ (number of buckets × number of room categories). This has to be reviewed as part of the EzRMS yearly review (with a consultant).
  In EzRMS > Configuration > review Room Categories and Room Types

8 RMS IDeaS G3

• QUESTION 43:<br>Are all Alerts, Exceptions and Notifications investigated and managed 100%? <br><br>Please score as N/A (not applicable) if you do not have this system.

  Yes

  No

  Not Applicable

• WHY: System will not work optimally unless all alerts are resolved
  
  HOW: Monitor > Information Manager

• QUESTION 44: <br>Check if any Out of Order overrides are in place and obtain details on reasoning of that. <br><br>Please score as N/A (not applicable) if you do not have this system.

  Yes

  No

  Not Applicable

• WHY: Use "Out of Order Overrides" to tell G3 RMS to ignore the out of order information from your Reservations system and to provide the correct information
  
  HOW: Manage > Out of Order Overrides

• QUESTION 45: <br>Are all market segments assigned? <br><br>Please score as N/A (not applicable) if you do not have this system.

  Yes

  No

  Not Applicable

• WHY: Compare versus Accor Market Segments Grid or FRS Market Segments and review if any market segments are unassigned.
  
  HOW: Configure > Forecasts > Market Segments

• QUESTION 46: <br><br>Are only Equal to BAR segments and rate codes assigned to the Forecast Group "Unequal EB"? <br><br>Please score as N/A (not applicable) if you do not have this system.

  Yes

  No

  Not Applicable

• WHY: No fenced or packaged rate codes should be assigned to this Forecast Group
  
  HOW: Configure > Forecasts > Market Segments

• QUESTION 47: <br>Do unqualified BB and HB rates have "packaged" among attributes? <br><br>Please score as N/A (not applicable) if you do not have this system.

  Yes

  No

  Not Applicable

• WHY: All unqualified non-flex rates should have "fenced" among attributes.
  
  HOW: Configure > Forecasts > Market Segments

• QUESTION 48: <br>Is Complimentary segment properly assigned? <br><br>Please score as N/A (not applicable) if you do not have this system.

  Yes

  No

  Not Applicable

• WHY: Apply attribute Qualified Non-block > Non-linked > Yieldable > Forecast Type: None and tick the box "Complimentary"
  
  HOW: Configure > Forecasts > Market Segments

• QUESTION 49: <br>Is Airline Crew segment properly assigned? <br><br>Please score as N/A (not applicable) if you do not have this system.

  Yes

  No

  Not Applicable

• WHY: Airline Crew use the Forecast type "None". Use "Wash" only if you expect washes from each crew arrival.
  
  HOW: Configure > Forecasts > Market Segments

• QUESTION 50: <br>Are corporate rate codes correctly set on Yieldable or Semi Yieldable? <br><br>Please score as N/A (not applicable) if you do not have this system.

  Yes

  No

  Not Applicable

• WHY: apply attribute "Yieldable" when majority of production linked to NLRA companies and "Semi-Yieldable" when majority of production linked to LRA companies. Use the LRAVA sales condition report from TARS.
  
  HOW: Configure > Forecasts > Market Segments

• QUESTION 51: <br>Are all Forecast Groups committed? <br><br>Please score as N/A (not applicable) if you do not have this system.

  Yes

  No

  Not Applicable

• WHY: Review Forecast Groups and ensure they are committed
  
  HOW: Configure > Forecasts > Market Segments > Forecast Groups

• QUESTION 52: <br>Is Room type mapping set up correctly and do room types codes match with the ones used in the PMS? <br><br>Please score as N/A (not applicable) if you do not have this system.

  Yes

  No

  Not Applicable

• WHY: It is suggested the lowest priced Room Class with the largest inventory is selected as Master Class. IDeaS will display in most tables only one price and this is typically associated to the Master Class
  
  HOW: Configure > Inventory > Rooms Configuration

• QUESTION 53: <br>Is the Cost of Walk Value relevant and correct? <br><br>Please score as N/A (not applicable) if you do not have this system.

  Yes

  No

  Not Applicable

• WHY: G3 RMS does not recalculate these values after initial system implementation. Assuming overbooking remains in line with property needs, no action is required. Should be reviewed if this value can assist with any concerns regarding overbooking.
  
  HOW: Configure > Inventory > Rooms Configuration

• QUESTION 54: <br>Are overbooking and upgrade paths properly set up? <br><br>Please score as N/A (not applicable) if you do not have this system.

  Yes

  No

  Not Applicable

• WHY: Ensure that upgrade path is configured the way that maximizes revenue from the less demanded inventory, however allowing no operational issues to the property.
  
  HOW: Configure > Inventory > Rooms Configuration

• QUESTION 55: Do start and end dates of all BAR rates cover the full forecast window? Please score as N/A (not applicable) if you do not have this system.

  Yes

  No

  Not Applicable

• WHY: validity period must cover at least the full forecast window
  
  HOW: Configure > Rate Plan > Rate Header

• QUESTION 56: Does the Rate plan strategy match the Planning in TARS/ORS and PMS? Check whether "User override only" box is not used. <br><br>Please score as N/A (not applicable) if you do not have this system.

  Yes

  No

  Not Applicable

• WHY: "User override only" box can be used in very exceptional cases only. Regional approval is required.
  
  HOW: Configure > Rate Plan > Rate plan strategy

• QUESTION 57: <br>Does IDeaS restrict rate levels in the correct order based on their price? <br><br>Please score as N/A (not applicable) if you do not have this system.

  Yes

  No

  Not Applicable

• WHY: Cross-check the Restriction report with the Restrictions configuration report for any unhealthy setup. If identified, please review restrictions configuration.
  
  HOW: Monitor > Reports > Restriction

• QUESTION 58: <br>Has the default channel been properly set up? <br><br>Please score as N/A (not applicable) if you do not have this system.

  Yes

  No

  Not Applicable

• WHY: The default channel used should be the one providing most accurate rate shopping results for the subject as well as for the competitor hotels
  
  HOW: Configure > External Data > Rate Shopping > Channel Settings

• QUESTION 59: <br>Does IDeaS shop rates for all room type/competitors? <br><br>Please score as N/A (not applicable) if you do not have this system.

  Yes

  No

  Not Applicable

• WHY: Review OTA insight configuration
  
  HOW: Configure > External Data > Rate Shopping > Channel Settings

• QUESTION 60: <br>Are competitors in IDeaS matching with those in OTA Insight? <br><br>Please score as N/A (not applicable) if you do not have this system.

  Yes

  No

  Not Applicable

• WHY: To update if conditions change in relation to the market position of rest of the unselected hotels
  
  HOW: Configure > External Data > Rate Shopping > Competitor Settings

• QUESTION 61: <br>Are there enough competitors for each type of constraints? <br><br>Please score as N/A (not applicable) if you do not have this system.

  Yes

  No

  Not Applicable

• WHY: Check that market constraints are setup in correlation with the pricing overrides/overall hotel strategy. Make sure that at least 4 competitors are ticked in case of a "Midrange" setup.
  
  HOW: Configure > External Data > Rate Shopping > Competitor Settings/Constraints

• QUESTION 62: <br>Is the "Per Room Servicing Costs" information correct? <br><br>Please score as N/A (not applicable) if you do not have this system.

  Yes

  No

  Not Applicable

• WHY: G3 RMS uses this cost as an input for calculating the Gross Profit and Displaced Profit values for guest rooms.
  
  HOW: Configure > Decisions > Group Pricing Configuration > General Configuration

• QUESTION 63: <br>Is the "Conference & Banquet" setup correct? <br><br>Please score as N/A (not applicable) if you do not have this system.

  Yes

  No

  Not Applicable

• WHY: Conference and Banquet revenue streams are additional sources of income from groups such as meeting room rental, audio/visual equipment rental or banquet food and beverage.
  
  HOW: Configure > Decisions > Group Pricing Configuration > Conference&Banquet

• QUESTION 64: <br>Is a range of rates for each Base Room Type setup in Ceiling/Floor Group? <br><br>Please score as N/A (not applicable) if you do not have this system.

  Yes

  No

  Not Applicable

• WHY: The values set up will give G3 RMS the range for its group rate recommendation and should reflect the property's pricing strategy.
  
  HOW: Configure > Decisions > Group Pricing Configuration > Ceiling/Floor-Group

• QUESTION 65: Is the Group Pricing 'What if' functionality used prior all group quotations including room accommodation? <br><br>Please score as N/A (not applicable) if you do not have this system.

  Yes

  No

  Not Applicable

• WHY: Displacement analysis are fundamental Revenue Management checks to optimize group revenues and profit.
  
  HOW: Manage > Group Pricing

• QUESTION 66: <br>Do Events exceed 20% of the days in a year (70-75 days)? <br><br>Please score as N/A (not applicable) if you do not have this system.

  Yes

  No

  Not Applicable

• WHY: Special events should be loaded as main event dates if the following is significantly impacted: transient pace, transient ADR or transient mix.
  
  HOW: Monitor > Reports > Special Events

• QUESTION 67: Are repeated events named the same and for the same duration? <br><br>Please score as N/A (not applicable) if you do not have this system.

  Yes

  No

  Not Applicable

• WHY: Recurring events must be entered in the same way
  
  HOW: Monitor > Reports > Special Events

• QUESTION 68: <br>Are forecast and demand overrides kept to a minimum? <br><br>Please score as N/A (not applicable) if you do not have this system.

  Yes

  No

  Not Applicable

• WHY: Place an override only when you know something that IDeaS doesn't know. Always try to open a case with IDeaS and investigate on the reason why the forecast not matching your expectations before you place an override.
  
  HOW: Monitor > Input Override (405 days review)

• Who is the person answering the DISTRIBUTION questions?

DISTRIBUTION

• Do the TARS Room type Inventory & PMS Inventory match?

  Yes

  No

• Opera Hotels: Is the Rate strategy up to date?

  Yes

  No

  Not Applicable

• Is MBREAK Priced against RAC in Dataweb until "NO LIMIT" and is MBREAK priced in the PMS?

  Yes

  No

• Is MBREAK priced against RLGENE in DATA web until "NO LIMIT" for public Bed & Breakfast rates ?

  Yes

  No

• Is MBUFF Priced against RLGENE for corporate pricing (internal breakdown value)?

  Yes

  No

• Is the Maximum Occupancy set up correctly for each room type in Dataweb?

  Yes

  No

• Is Single/Double/Triple Pricing loaded under Standard & Exception Pricing menu in Dataweb for DAF & LOCAL rate levels?

  Yes

  No

• Have shopping cart products been reviewed in the last 8 weeks to optimise add ons for guests booking on All.accor.com?

  Yes

  No

• Are the most recent restaurant Menus uploaded to your all.accor.com website (via Hotel Description) and/or hotel microsite

  Yes

  No

• On what date were the most recent menus uploaded?

  Date

• Are all Local Company Contracts available to be booked in RESA Web?

  Yes

  No

• Are the staff able to differentiate between eligible and non-eligible revenue / stay details for Accor Loyalty Points?

  Yes

  No

• Is the HOM Code / Country Code obtained and recorded for all In-House Guests?

  Yes

  No

• Does the hotel have a Resaweb Revenue contribution percentage equal to or higher than 75% YTD? (Not applicable for FRS and Movenpick brands)

  Yes

  No

  Not Applicable

• Is the hotel aware of all sales conditions loaded at the Hotel Level in DATA web? These will apply to any offer for which no specific sales condition has been loaded.

  Yes

  No

• Do the taxes loaded in TARS match to those loaded in Lanyon (CVENT)?

  Yes

  No

• Are all Rate Levels in Dataweb assigned to the correct RM Level?

  Yes

  No

• Is the hotel priced and bookable for the next 405 days?

  Yes

  No

• Do you have the correct allotments setup for DAF (Accor Plus Free Nights) and DSO (Red Hot Rooms) if applicable.

  Yes

  No

  Not Applicable

• Have you reviewed all TARS users and deactivated any user that should no longer get access to your hotel information by switching their profile to HCLOSE

  Yes

  No

• Do all Front Office and Reservations Heartists have their own TARS login? To be used for ACDC and Resaweb.

  Yes

  No

• Is your Distribution Health Score increasing since last month?

  Yes

  No

• Are test reservations conducted to identify the source of violations?

  Yes

  No

• Are the Account Managers informed and are they acting on violations?

  Yes

  No

• Is your children policy aligned between direct and indirect channels?

  Yes

  No

• Does your team understand the hotel distribution and the connectivity?

  Yes

  No

• Are you able to find out / identify the booking channel, rate level, TARS key for each booking?

  Yes

  No

• Are you keeping track of distribution costs?

  Yes

  No

• Do you know how to raise the ticket for dedicated support?

  Yes

  No

• Do you understand TARS applications?

  Yes

  No

• Do you know who is your contact person for relevant distribution issues?

  Yes

  No

• Do you understand the ORS and TARS distribution mapping?

  Yes

  No

• Do you know how to check the PMS/TARS interface performance and the issues?

  Yes

  No

• Do you understand the PMS and TARS connectivity / interface setup?

  Yes

  No

• Do you have access to the PMS OXI feature?

  Yes

  No

• Do you use Report Hotel application?

  Yes

  No

• Do you ensure all hotel TARS users have linked their Hotel Link user accounts?

  Yes

  No

• Do you and your team knows how to use ResaWeb?

  Yes

  No

• Do you always use ResaWeb for direct bookings (walk-in, corporate, etc.)?

  Yes

  No

• Do you have rate shopping tool?

  Yes

  No

• Do you have access to the hotel distribution platform?

  Yes

  No

• Do you use the hotel distribution platform?

  Yes

  No

• Do you receive enough information on the hotel distribution?

  Yes

  No

• Have you completed your upsell setup option in TARS?

  Yes

  No

• Have you priced all your meal plan packages to RLGENE rate (only for the hotels with FLAG combine pricing option)?

  Yes

  No

  Not Applicable

• Have you align all beddings for your room types?

  Yes

  No

• Have you defined your room classes on MyHOD?

  Yes

  No

• Have you align the maximum room type occupancy across the distribution channels (i.e. B.com and TARS room type occupancy)?

  Yes

  No

• Have you loaded all BOD's?

  Yes

  No

• Is your hotel contact list up to date and have you revised the same in the last 6 months (general contact details / revenue contact details) ?

  Yes

  No

RESOURCE

• Who is the person answering the Connected Customers / OTA questions?

• Does the hotel have a dedicated person within the team who manage all Connected Customers topics? (OTAs, CTOs…)

  Yes

  No

CONNECTED CUSTOMERS PERFORMANCE (WEB INDIRECT)

• Is the hotel using all analytics, data & insights available in the different OTA extranets to gain market knowledge and boost performance vs compset?

  Yes

  No

• Is the hotel up-to-date with commission payment (either via Fastcom or directly to the OTAs, i.e. Booking.com)?

  Yes

  No

• Does the hotel have regular meetings / calls with their local market manager to review performance and build relationships? (monthly or quarterly depending on destination and OTA share within total revenue)

  Yes

  No

• Is the hotel connected to any distributors via extranet or channel manager?

  Yes

  No

Content

• Have you reviewed your hotel page on each OTA platform from a booker/future guest point of view by checking your photos (i.e. is your hotel exterior picture displayed correctly) as well as the details of each room type (i.e. room size, bed type, facilities) in the last 8 weeks?

  Yes

  No

• Does the hotel reach a high content score on all channels as per guidelines?

  Yes

  No

• Is your content score above 90% on all key OTAs (including but not limited to Booking.com, Expedia, Agoda…)?

  Yes

  No

Rate & Availability

• Is the hotel aware of Accor Best Price Guarantee?

  Yes

  No

• Are the rates & availability on distributor websites consistent with your TARS planning, occupancy & RM strategy?]

  Yes

  No

• Are all offers correctly loaded and distributed on Connected Customers as per the Accor Rate Architecture?

  Yes

  No

• Is the rate competitiveness issue score below 5%?

  Yes

  No

• Does the hotel ensure rate competitiveness is maintained across all channels as per distribution golden rules?

  Yes

  No

• Do you use Fornova to monitor your Connected Customers?

  Yes

  No

• Is your Fornova DHS (Distribution Health Score) above 85%?

  Yes

  No

• Is the hotel subscribe to the test booking functionality on Fornova?

  Yes

  No

Visibility & Ranking

• Has the hotel opted-in to be distributed on all relevant Connected Customers? (monthly deployment process available to deploy hotel on a new distributor if needed)

  Yes

  No

• Does your hotel have a clearly defined strategy to boost visibility on Booking.com (i.e Preferred, Visibility Booster)

  Yes

  No

• Does your hotel have a clearly defined strategy to boost visibility on Expedia Group (i.e TravelAds, Accelerator)

  Yes

  No

• Does your hotel have a clearly defined strategy to boost visibility on Agoda (i.e Sponsored Listing, AGP, AGX)

  Yes

  No

• Does the hotel use the dedicate package path / CTO promotional rate plan to create specific offer via TARS as per local needs & strategy? (if applicable)

  Yes

  No

• Has the hotel activated any extranet promotions in the OTA extranet?

  Yes

  No

• Is your hotel on Booking.com Genius program

  Yes

  No

• Does the hotel use value add promotion on OTA? Is it in parity with ALL.com?

  Yes

  No

• Is your hotel an Economy hotel?

  Yes

  No

DIGITAL RESOURCE

• Who is the person answering the DIGITAL questions?

• Do you have a dedicated Digital Resource (in house or cluster) ?

  Yes

  No

• Is your Digital Resource in house as part of the team?

  Yes

  No

DIGITAL PERFORMANCE (WEB DIRECT)

• Is your web direct growth in line with or exceeding your 2023 objective?

  Yes

  No

DIGITAL CONTENT (ALL.COM and BRAND.COM)

• What is your Content Score? (MEA hotels only) - Value from 0 -100

• Are all applicable products and descriptions completed in 'Hotel Description'?

  Select Incomplete products and minimal descriptions available Complete products and descriptions for most applicable fields Complete products and descriptions for all applicable fields Detailed descriptions are SEO optimised and professionally copyrighted

  • Incomplete products and minimal descriptions available
  • Complete products and descriptions for most applicable fields
  • Complete products and descriptions for all applicable fields
  • Detailed descriptions are SEO optimised and professionally copyrighted

• Are all products and descriptions are regularly reviewed and updated in 'Hotel Description'?

  Select No regular review Reviewed and updated if hotel has a new outlet or renovation Reviewed annually, with relevant updates implemented Reviewed quarterly, with relevant updates implemented

  • No regular review
  • Reviewed and updated if hotel has a new outlet or renovation
  • Reviewed annually, with relevant updates implemented
  • Reviewed quarterly, with relevant updates implemented

• Are images are loaded and well distributed on all.com / brand.com?

  Select Incomplete. Most sections are missing photos. Photos available for main available sections Photos available for most available sections 6 photos available for each available section

  • Incomplete. Most sections are missing photos.
  • Photos available for main available sections
  • Photos available for most available sections
  • 6 photos available for each available section

• Are relevant & engaging images are utilised on all.com / brand.com?

  Select Most images are out of date or not relevant Some images are out of date or not relevant All images are up to date and of high quality All images are of high quality, and highlight a USP of the product/service

  • Most images are out of date or not relevant
  • Some images are out of date or not relevant
  • All images are up to date and of high quality
  • All images are of high quality, and highlight a USP of the product/service

• Are all images aligned with the brand guideline and validated by your local marketing team?

  Select Most images are out of date or not relevant Some images are out of date or not relevant All images are up to date and of high quality All images are of high quality, and highlight a USP of the product/service

  • Most images are out of date or not relevant
  • Some images are out of date or not relevant
  • All images are up to date and of high quality
  • All images are of high quality, and highlight a USP of the product/service

• Do you have a dedicated hotel minisite / microsite? (provided by D-Edge)

  Yes

  No

• Is your minisite linked to Accor Booking Engine?

  Yes

  No

• Are images loaded and well optimised on property minisite(s)?

  Select Incomplete. Most sections are missing photos. Photos available for main available sections Photos available for most available sections 6 photos available for each available section

  • Incomplete. Most sections are missing photos.
  • Photos available for main available sections
  • Photos available for most available sections
  • 6 photos available for each available section

• What is the quality of content on property minisite?

  Select No Minisite (Not Applicable) Copy does not meet brand tone of voice, and is not professionally copyrighted Quality of copy is inconsistent, with some not aligning with brand tone of voice All copy is professionally copyrighted, and all meets brand tone of voice

  • No Minisite (Not Applicable)
  • Copy does not meet brand tone of voice, and is not professionally copyrighted
  • Quality of copy is inconsistent, with some not aligning with brand tone of voice
  • All copy is professionally copyrighted, and all meets brand tone of voice

• How frequently is content updated on property minisite?

  Select No Minisite (Not Applicable) No regular review Reviewed annually with relevant updates made Reviewed quarterly with relevant updates made

  • No Minisite (Not Applicable)
  • No regular review
  • Reviewed annually with relevant updates made
  • Reviewed quarterly with relevant updates made

• Do you offer at least 2 top languages on your property minisite?

  Yes

  No

• Is property minisite is search-optimised? Defined keyword strategy, tracking of keywords, content creation & optimisation, outreach strategy.

  Select No Minisite (Not Applicable) Has minisite but not search-optimised Meets basic SEO requirements with no follow-through Meets all SEO requirements, and managed by approved agency or Digital cluster

  • No Minisite (Not Applicable)
  • Has minisite but not search-optimised
  • Meets basic SEO requirements with no follow-through
  • Meets all SEO requirements, and managed by approved agency or Digital cluster

• Is minisite performance monitored with a formalised report? KPIs include; Traffic, conversions, revenue, bookings, covers.

  Select No Report Not regularly updated Regularly updated & discussed with property leadership team Regularly updated plus sees a % increase in KPIs

  • No Report
  • Not regularly updated
  • Regularly updated & discussed with property leadership team
  • Regularly updated plus sees a % increase in KPIs

• Is your minisite following the brand guidelines?

  Yes

  No

DIGITAL ANIMATION / E MERCHANDISING

• Are all property and regional offers loaded & regularly updated on property minisite ?

  Select No Minisite (Not Applicable) Some offers are loaded All offers are loaded All offers are loaded and regularly updated, plus optimised for SEO

  • No Minisite (Not Applicable)
  • Some offers are loaded
  • All offers are loaded
  • All offers are loaded and regularly updated, plus optimised for SEO

• Are all property offers loaded and linked to relevant booking engine (accor.com for room offers, Table Plus for Dining)

  Select No Minisite (Not Applicable) Offers are loaded but are not linked to online booking engine Some offers are linked correctly to online booking engine All offers are loaded and linked correctly for online booking engine

  • No Minisite (Not Applicable)
  • Offers are loaded but are not linked to online booking engine
  • Some offers are linked correctly to online booking engine
  • All offers are loaded and linked correctly for online booking engine

• Does your property participate in global (ALL & Brand) & Regional tactical campaigns?

  Never Participates

  Once or Twice Per Year

  Most Campaigns

  Always participates

• Are all regional campaigns well animated on property digital channels?

  Select Does not animate Yes, offer page loaded on website Yes, on property website & social media channels Yes, on website & social media, with dedicated animation budget

  • Does not animate
  • Yes, offer page loaded on website
  • Yes, on property website & social media channels
  • Yes, on website & social media, with dedicated animation budget

• Does the hotel have a subscription to TABA. *where recommended by regional team (Business Advantage progam)

  Select Does not have TABA subscription Evergreen offer is loaded Tactical offers are loaded & updated regularly Offers are loaded, plus ROI is measured

  • Does not have TABA subscription
  • Evergreen offer is loaded
  • Tactical offers are loaded & updated regularly
  • Offers are loaded, plus ROI is measured

• Is the hotel signed up to YEXT and using it actively

  Yes

  No

• Does the Hotel have a GMB listing in place? (GoogleMyBusiness)

  Yes

  No

• Does the Hotel have a GMB listing for their restaurants in place? (GoogleMyBusiness)

  Yes

  No

• Does the Hotel have a GMB listing for their spa in place? (if relevant)

  Yes

  No

  Not Applicable

SOCIAL MEDIA

• Does property's social media content align to brand guidelines, using relevant brand playbooks and/or guidelines?

  Select Never Occasionally Always Always, plus amplifies brand content on property social channels

  • Never
  • Occasionally
  • Always
  • Always, plus amplifies brand content on property social channels

• Does property have an up-to-date content calendar for all hotel-managed social accounts?

  Select Content calendar does not exist Content calendar exists but is not up to date Content calendar is up to date Calendar is up to date, and regularly reviewed with key stakeholders

  • Content calendar does not exist
  • Content calendar exists but is not up to date
  • Content calendar is up to date
  • Calendar is up to date, and regularly reviewed with key stakeholders

• Is there a defined budget to systematically boost content and/or run targeted ads?

  Select No budget allocated Budget allocated on an ad-hoc basis Budget allocated each month, assigned for specific content Budget allocated to boost / run ads for all content

  • No budget allocated
  • Budget allocated on an ad-hoc basis
  • Budget allocated each month, assigned for specific content
  • Budget allocated to boost / run ads for all content

• Does property have an active influencer engagement strategy to reach different segments of customers?

  Select No influencer marketing Strategy Selected influencers on a reactive basis Selected influencers on a proactive basis Clearly defined plan, deliverables are clear and agreed upon, content is amplified

  • No influencer marketing Strategy
  • Selected influencers on a reactive basis
  • Selected influencers on a proactive basis
  • Clearly defined plan, deliverables are clear and agreed upon, content is amplified

• Does property actively utilise Local Measure (or other approved tool) to support social media content & community management?

  Select Does not subscribe or subscribes but not using Basic usage (repost, post, track content) Regular usage, plus community management, crisis management. Regular usage, plus proactive outreach (identify influencers, sparkle moments)

  • Does not subscribe or subscribes but not using
  • Basic usage (repost, post, track content)
  • Regular usage, plus community management, crisis management.
  • Regular usage, plus proactive outreach (identify influencers, sparkle moments)

• What type of social media accounts do you have in place at property level, i.e. Facebook, Instagram, Twitter, Youtube, TikTok… (please list all)

• Is the hotel using an agency to manage content and / or community management?

  Yes

  No

• Does the property actively utilise any tool (i.e. Traackr, HypeAuditor…) to support its influencers strategy?

  Yes

  No

• Is social media performance is monitored with a formalised report? KPIs include; Engagement, reach, revenue, followers, CPA, top performing content.

  Select No Report Not regularly updated Regularly updated & discussed with property leadership team Regularly updated plus sees a % increase in KPIs

  • No Report
  • Not regularly updated
  • Regularly updated & discussed with property leadership team
  • Regularly updated plus sees a % increase in KPIs

CUSTOMER RELATIONSHIP MARKETING

• Does property have a defined email communication schedule?

  Select No property level Email Marketing strategy (Not Applicable) Irregular communications (<1 per month) Regular communications (>3 per month) Regular communication covering a holistic overview of all key hotel activities

  • No property level Email Marketing strategy (Not Applicable)
  • Irregular communications (<1 per month)
  • Regular communications (>3 per month)
  • Regular communication covering a holistic overview of all key hotel activities

• Does property's database have sufficient data for segmentation?

  Select No property level Email Marketing strategy (Not Applicable) Database is not segmented Database has basic segmentation Database has detailed segmentation

  • No property level Email Marketing strategy (Not Applicable)
  • Database is not segmented
  • Database has basic segmentation
  • Database has detailed segmentation

• Are offers are featured and communicated through emailing communications?

  Select No property level Email Marketing strategy (Not Applicable) Offers are inconsistently communicated Some offers are communicated All offers communicated to relevant segments

  • No property level Email Marketing strategy (Not Applicable)
  • Offers are inconsistently communicated
  • Some offers are communicated
  • All offers communicated to relevant segments

• Is content and written communication professionally copyrighted?

  Select No property level Email Marketing strategy (Not Applicable) Content is created in-house, with no internal approval. Content is created in-house, with a defined approval process Content is created by professional copywriters.

  • No property level Email Marketing strategy (Not Applicable)
  • Content is created in-house, with no internal approval.
  • Content is created in-house, with a defined approval process
  • Content is created by professional copywriters.

• Is the property email communication brand compliant?

  Yes

  No

• Is the property email communication GDPR compliant?

  Yes

  No

• Is Emailing performance monitored with a formalised report? KPIs include; Open rate, click rate, reactivity rate, unsubscription rate, conversion rate, revenue, covers.

  Select No Report Not regularly updated Regularly updated & discussed with property leadership team Regularly updated plus sees a % increase in KPIs

  • No Report
  • Not regularly updated
  • Regularly updated & discussed with property leadership team
  • Regularly updated plus sees a % increase in KPIs

DIGITAL ADVERTISING & ACQUISITION

• Hotel is opted in to Paid Search model (hotel budget if applicable)

  Select Not Opted in Opted in Opted in and regularly analyses performance reports Opted in, plus additional budget allocated for generic KW campaigns

  • Not Opted in
  • Opted in
  • Opted in and regularly analyses performance reports
  • Opted in, plus additional budget allocated for generic KW campaigns

• Hotel is opted in to metasearch program

  Select Not Opted in Opted in Opted in and regularly analyses visibility and rate parity Opted in, plus additional budget allocated for Metasearch Premium

  • Not Opted in
  • Opted in
  • Opted in and regularly analyses visibility and rate parity
  • Opted in, plus additional budget allocated for Metasearch Premium

• Hotel is using metasearch premium to boost its visiblity on metasearch

  Yes

  No

• Hotel runs display marketing campaigns to drive visibility, awareness and conversions. *where recommended by regional team.

  Select Does not run any campaigns Runs campaigns on an ad-hoc basis Runs campaigns most of the year Runs year-long 'always on' campaigns

  • Does not run any campaigns
  • Runs campaigns on an ad-hoc basis
  • Runs campaigns most of the year
  • Runs year-long 'always on' campaigns

FOOD & BEVERAGE

• Is there a Content strategy and social media editorial plan in place for F&B? (right mix of inspirational and promotional)

  Select No Yes and it is updated quarterly Yes and it is updated monthly Not Applicable

  • No
  • Yes and it is updated quarterly
  • Yes and it is updated monthly
  • Not Applicable

• Does the hotel have the Restaurant &/or Bar online booking process set up and activated on Resdiary (Table Plus) platform?

  Yes

  No

  Not Applicable

• Is the F&B section on the hotel Micro-site updated to improve organic search?

  Select No Yes, it is updated when we have changes to our outlets Yes, it is updated quartely Yes, it is updated monthly Not Applicable

  • No
  • Yes, it is updated when we have changes to our outlets
  • Yes, it is updated quartely
  • Yes, it is updated monthly
  • Not Applicable

• Are images are loaded and well distributed on all.com as well as ALL Restaurants & Bars platform ? (if applicable)

  Yes

  No

  Not Applicable

• Do you have dedicated F&B offers in place for ALL / Accor Plus members? (if applicable)

  Yes

  No

  Not Applicable

• Are you F&B offers loaded and displayed on the relevant online channels?

  Yes

  No

LOYALTY

• Property has campaigns to drive acquisition of new Loyalty members.

  Select No Property campaigns to drive enrollment Property drives member acquisition on all hotel-managed digital channels Property is actively collecting member acquisition leads (ALL, Meeting Planner) Property is driving and actively tracking all member acquisition activities

  • No Property campaigns to drive enrollment
  • Property drives member acquisition on all hotel-managed digital channels
  • Property is actively collecting member acquisition leads (ALL, Meeting Planner)
  • Property is driving and actively tracking all member acquisition activities

• Property animates campaigns to drive member engagement, and encourage upselling opportunities.

  Select Does not promote any campaigns Promotes some regional, ASPAC & Central campaigns Promotes all regional, ASPAC & Central campaigns Allocates extra funding to boost campaigns

  • Does not promote any campaigns
  • Promotes some regional, ASPAC & Central campaigns
  • Promotes all regional, ASPAC & Central campaigns
  • Allocates extra funding to boost campaigns

• Has property leveraged all possible offer communication opportunities with Accor Plus?(if applicable)

  Yes

  No

  Not Applicable

LEARNING & DEVELOPMENT

• Completion of all e-learning modules on Digital Distribution Performance platform

  Select Not Completed 1-2 hotel colleagues has completed 3-4 hotel colleagues have completed 5+ hotel colleagues have completed

  • Not Completed
  • 1-2 hotel colleagues has completed
  • 3-4 hotel colleagues have completed
  • 5+ hotel colleagues have completed

• Participation Digital Distribution Performance Campus.

  Select Not Completed 1 hotel colleagues has attended 2 hotel colleagues have attended 3+ hotel colleagues have attended

  • Not Completed
  • 1 hotel colleagues has attended
  • 2 hotel colleagues have attended
  • 3+ hotel colleagues have attended

• Digital Colleagues have an active PLDP

  Select No PLDP Has PLDP, but not actively managed Has PLDP and has completed some development actions Has PLDP and has completed all development actions

  • No PLDP
  • Has PLDP, but not actively managed
  • Has PLDP and has completed some development actions
  • Has PLDP and has completed all development actions

• Digital colleagues managing digital channels has a Google Analytics certification.

  Not Completed

  GA for Beginners

  Advanced Google Analytics

  GA for Power Users

• Digital colleagues managing social media channels have completed Facebook / META Blueprint Certification

  Select Not Completed Associate Course 100-101 Associate Courses 100-101 + 600-101 PLUS Professional Courses 200-101 + 300-101

  • Not Completed
  • Associate Course 100-101
  • Associate Courses 100-101 + 600-101
  • PLUS Professional Courses 200-101 + 300-101

• Who is the person answering the DIGITAL questions?

FOOD & BEVERAGE

• Is there a Content strategy and social media editorial plan in place for F&B? (right mix of inspirational and promotional)

  Select No Yes and it is updated quarterly Yes and it is updated monthly Not Applicable

  • No
  • Yes and it is updated quarterly
  • Yes and it is updated monthly
  • Not Applicable

• Does the hotel have the Restaurant &/or Bar online booking process set up and activated on Resdiary (Table Plus) platform?

  Yes

  No

  Not Applicable

• Is the F&B section on the hotel Micro-site updated to improve organic search?

  Select No Yes, it is updated when we have changes to our outlets Yes, it is updated quartely Yes, it is updated monthly Not Applicable

  • No
  • Yes, it is updated when we have changes to our outlets
  • Yes, it is updated quartely
  • Yes, it is updated monthly
  • Not Applicable

DIGITAL CONTENT

• Are all applicable products and descriptions completed in 'Hotel Description'?

  Select Incomplete products and minimal descriptions available Complete products and descriptions for most applicable fields Complete products and descriptions for all applicable fields Detailed descriptions are SEO optimised and professionally copyrighted

  • Incomplete products and minimal descriptions available
  • Complete products and descriptions for most applicable fields
  • Complete products and descriptions for all applicable fields
  • Detailed descriptions are SEO optimised and professionally copyrighted

• Are all products and descriptions are regularly reviewed and updated in 'Hotel Description'?

  Select No regular review Reviewed and updated if hotel has a new outlet or renovation Reviewed annually, with relevant updates implemented Reviewed quarterly, with relevant updates implemented

  • No regular review
  • Reviewed and updated if hotel has a new outlet or renovation
  • Reviewed annually, with relevant updates implemented
  • Reviewed quarterly, with relevant updates implemented

• Are images are loaded and well distributed on all.accor.com?

  Select Incomplete. Most sections are missing photos. Photos available for main available sections Photos available for most available sections 6 photos available for each available section

  • Incomplete. Most sections are missing photos.
  • Photos available for main available sections
  • Photos available for most available sections
  • 6 photos available for each available section

• Are relevant & engaging images are utilised on all.accor.com?

  Select Most images are out of date or not relevant Some images are out of date or not relevant All images are up to date and of high quality All images are of high quality, and highlight a USP of the product/service

  • Most images are out of date or not relevant
  • Some images are out of date or not relevant
  • All images are up to date and of high quality
  • All images are of high quality, and highlight a USP of the product/service

• Is official property video loaded on all.accor.com & Hotel Fact Sheet?

  Select No video(s) Has video(s) uploaded on selected platforms Has video(s) uploaded on all platforms and produced by approved vendor Video's are updated on all platforms and are up-to date

  • No video(s)
  • Has video(s) uploaded on selected platforms
  • Has video(s) uploaded on all platforms and produced by approved vendor
  • Video's are updated on all platforms and are up-to date

• Are images loaded and well optimised on property minisite(s)?

  Select Photos available for some sections, with key pages missing photos Photos available for most sections Photos available and well distributed for all sections

  • Photos available for some sections, with key pages missing photos
  • Photos available for most sections
  • Photos available and well distributed for all sections

• What is the quality of content on property minisite?

  Select Copy does not meet brand tone of voice, and is not professionally copyrighted Quality of copy is inconsistent, with some not aligning with brand tone of voice All copy is professionally copyrighted, and all meets brand tone of voice

  • Copy does not meet brand tone of voice, and is not professionally copyrighted
  • Quality of copy is inconsistent, with some not aligning with brand tone of voice
  • All copy is professionally copyrighted, and all meets brand tone of voice

• How frequently is content updated on property minisite?

  Select No regular review Reviewed annually with relevant updates made Reviewed quarterly with relevant updates made

  • No regular review
  • Reviewed annually with relevant updates made
  • Reviewed quarterly with relevant updates made

• Is property minisite is search-optimised? Defined keyword strategy, tracking of keywords, content creation & optimisation, outreach strategy.

  Select Has minisite but not search-optimised Meets basic SEO requirements with no follow-through Meets all SEO requirements, and managed by approved agency or Digital cluster

  • Has minisite but not search-optimised
  • Meets basic SEO requirements with no follow-through
  • Meets all SEO requirements, and managed by approved agency or Digital cluster

• Are all property and regional offers loaded & regularly updated on property minisite ?

  Select Some offers are loaded All offers are loaded All offers are loaded and regularly updated, plus optimised for SEO

  • Some offers are loaded
  • All offers are loaded
  • All offers are loaded and regularly updated, plus optimised for SEO

• Are all property offers loaded and linked to relevant booking engine (accor.com for room offers, Table Plus for Dining)

  Select Offers are loaded but are not linked to online booking engine Some offers are linked correctly to online booking engine All offers are loaded and linked correctly for online booking engine

  • Offers are loaded but are not linked to online booking engine
  • Some offers are linked correctly to online booking engine
  • All offers are loaded and linked correctly for online booking engine

• Does your property participate in global (ALL & Brand) & Regional tactical campaigns?

  Never Participates

  Once or Twice Per Year

  Most Campaigns

  Always participates

• Are all regional campaigns well animated on property digital channels?

  Select Does not animate Yes, offer page loaded on website Yes, on property website & social media channels Yes, on website & social media, with dedicated animation budget

  • Does not animate
  • Yes, offer page loaded on website
  • Yes, on property website & social media channels
  • Yes, on website & social media, with dedicated animation budget

• Does property's social media content align to brand guidelines, using relevant brand playbooks and/or guidelines?

  Select Never Occasionally Always Always, plus amplifies brand content on property social channels

  • Never
  • Occasionally
  • Always
  • Always, plus amplifies brand content on property social channels

• Does property have an up-to-date content calendar for all hotel-managed social accounts?

  Select Content calendar does not exist Content calendar exists but is not up to date Content calendar is up to date Calendar is up to date, and regularly reviewed with key stakeholders

  • Content calendar does not exist
  • Content calendar exists but is not up to date
  • Content calendar is up to date
  • Calendar is up to date, and regularly reviewed with key stakeholders

• Is there a defined budget to systematically boost content and/or run targeted ads?

  Select No budget allocated Budget allocated on an ad-hoc basis Budget allocated each month, assigned for specific content Budget allocated to boost / run ads for all content

  • No budget allocated
  • Budget allocated on an ad-hoc basis
  • Budget allocated each month, assigned for specific content
  • Budget allocated to boost / run ads for all content

• Does property have an active influencer engagement strategy to reach different segments of customers?

  Select No influencer marketing Strategy Selected influencers on a reactive basis Selected influencers on a proactive basis Clearly defined plan, deliverables are clear and agreed upon, content is amplified

  • No influencer marketing Strategy
  • Selected influencers on a reactive basis
  • Selected influencers on a proactive basis
  • Clearly defined plan, deliverables are clear and agreed upon, content is amplified

• Does property actively utilise Local Measure to support social media content & community management?

  Select Does not subscribe or subscribes but not using Basic usage (repost, post, track content) Regular usage, plus community management, crisis management. Regular usage, plus proactive outreach (identify influencers, sparkle moments)

  • Does not subscribe or subscribes but not using
  • Basic usage (repost, post, track content)
  • Regular usage, plus community management, crisis management.
  • Regular usage, plus proactive outreach (identify influencers, sparkle moments)

CUSTOMER RELATIONSHIP MARKETING

• Does property have a defined email communication schedule?

  Select No property level Email Marketing strategy (Not Applicable) Irregular communications (<1 per month) Regular communications (>3 per month) Regular communication covering a holistic overview of all key hotel activities

  • No property level Email Marketing strategy (Not Applicable)
  • Irregular communications (<1 per month)
  • Regular communications (>3 per month)
  • Regular communication covering a holistic overview of all key hotel activities

• Does property's database have sufficient data for segmentation?

  Select No property level Email Marketing strategy (Not Applicable) Database is not segmented Database has basic segmentation Database has detailed segmentation

  • No property level Email Marketing strategy (Not Applicable)
  • Database is not segmented
  • Database has basic segmentation
  • Database has detailed segmentation

• Are offers are featured and communicated through emailing communications?

  Select No property level Email Marketing strategy (Not Applicable) Offers are inconsistently communicated Some offers are communicated All offers communicated to relevant segments

  • No property level Email Marketing strategy (Not Applicable)
  • Offers are inconsistently communicated
  • Some offers are communicated
  • All offers communicated to relevant segments

• Is content and written communication professionally copyrighted?

  Select No property level Email Marketing strategy (Not Applicable) Content is created in-house, with no internal approval. Content is created in-house, with a defined approval process Content is created by professional copywriters.

  • No property level Email Marketing strategy (Not Applicable)
  • Content is created in-house, with no internal approval.
  • Content is created in-house, with a defined approval process
  • Content is created by professional copywriters.

DIGITAL ADVERTISING & ACQUISITION

• Hotel is opted in to Paid Search model

  Select Not Opted in Opted in Opted in and regularly analyses performance reports Opted in, plus additional budget allocated for generic KW campaigns

  • Not Opted in
  • Opted in
  • Opted in and regularly analyses performance reports
  • Opted in, plus additional budget allocated for generic KW campaigns

• Hotel is opted in to metasearch program

  Select Not Opted in Opted in Opted in and regularly analyses visibility and rate parity Opted in, plus additional budget allocated for Metasearch Premium

  • Not Opted in
  • Opted in
  • Opted in and regularly analyses visibility and rate parity
  • Opted in, plus additional budget allocated for Metasearch Premium

• Hotel runs display marketing campaigns to drive visibility, awareness and conversions. *where recommended by regional team.

  Select Does not run any campaigns Runs campaigns on an ad-hoc basis Runs campaigns most of the year Runs year-long 'always on' campaigns

  • Does not run any campaigns
  • Runs campaigns on an ad-hoc basis
  • Runs campaigns most of the year
  • Runs year-long 'always on' campaigns

• Hotel has a subscription to TABA. *where recommended by regional team.

  Select Does not have TABA subscription Evergreen offer is loaded Tactical offers are loaded & updated regularly Offers are loaded, plus ROI is measured

  • Does not have TABA subscription
  • Evergreen offer is loaded
  • Tactical offers are loaded & updated regularly
  • Offers are loaded, plus ROI is measured

LOYALTY

• Property has campaigns to drive acquisition of new Loyalty members.

  Select No Property campaigns to drive enrollment Property drives member acquisition on all hotel-managed digital channels Property is actively collecting member acquisition leads (ALL, Meeting Planner) Property is driving and actively tracking all member acquisition activities

  • No Property campaigns to drive enrollment
  • Property drives member acquisition on all hotel-managed digital channels
  • Property is actively collecting member acquisition leads (ALL, Meeting Planner)
  • Property is driving and actively tracking all member acquisition activities

• Property animates campaigns to drive member engagement, and encourage upselling opportunities.

  Select Does not promote any campaigns Promotes some regional, ASPAC & Central campaigns Promotes all regional, ASPAC & Central campaigns Allocates extra funding to boost campaigns

  • Does not promote any campaigns
  • Promotes some regional, ASPAC & Central campaigns
  • Promotes all regional, ASPAC & Central campaigns
  • Allocates extra funding to boost campaigns

• Has property leveraged all possible offer communication opportunities with Accor Plus?

  Select No active offers Has offer(s) featured Offers featured and regularly reviewed for relevancy Year-long offer calendar planned and executed

  • No active offers
  • Has offer(s) featured
  • Offers featured and regularly reviewed for relevancy
  • Year-long offer calendar planned and executed

PERFORMANCE TRACKING

• Is Emailing performance monitored with a formalised report? KPIs include; Open rate, click rate, reactivity rate, unsubscription rate, conversion rate, revenue, covers.

  Select No Report Not regularly updated Regularly updated & discussed with property leadership team Regularly updated plus sees a % increase in KPIs

  • No Report
  • Not regularly updated
  • Regularly updated & discussed with property leadership team
  • Regularly updated plus sees a % increase in KPIs

• Is minisite performance monitored with a formalised report? KPIs include; Traffic, conversions, revenue, bookings, covers.

  Select No Report Not regularly updated Regularly updated & discussed with property leadership team Regularly updated plus sees a % increase in KPIs

  • No Report
  • Not regularly updated
  • Regularly updated & discussed with property leadership team
  • Regularly updated plus sees a % increase in KPIs

• Is social media performance is monitored with a formalised report? KPIs include; Engagement, reach, revenue, followers, CPA, top performing content.

  Select No Report Not regularly updated Regularly updated & discussed with property leadership team Regularly updated plus sees a % increase in KPIs

  • No Report
  • Not regularly updated
  • Regularly updated & discussed with property leadership team
  • Regularly updated plus sees a % increase in KPIs

LEARNING & DEVELOPMENT

• Completion of all e-learning modules on Digital Distribution Performance platform

  Select Not Completed 1-2 hotel colleagues has completed 3-4 hotel colleagues have completed 5+ hotel colleagues have completed

  • Not Completed
  • 1-2 hotel colleagues has completed
  • 3-4 hotel colleagues have completed
  • 5+ hotel colleagues have completed

• Participation Digital Distribution Performance Campus.

  Select Not Completed 1 hotel colleagues has attended 2 hotel colleagues have attended 3+ hotel colleagues have attended

  • Not Completed
  • 1 hotel colleagues has attended
  • 2 hotel colleagues have attended
  • 3+ hotel colleagues have attended

• Digital Colleagues have an active PLDP

  Select No PLDP Has PLDP, but not actively managed Has PLDP and has completed some development actions Has PLDP and has completed all development actions

  • No PLDP
  • Has PLDP, but not actively managed
  • Has PLDP and has completed some development actions
  • Has PLDP and has completed all development actions

• Digital colleagues managing digital channels has a Google Analytics certification.

  Not Completed

  GA for Beginners

  Advanced Google Analytics

  GA for Power Users

• Digital colleagues managing social media channels have completed Facebook Blueprint Certification

  Select Not Completed Associate Course 100-101 Associate Courses 100-101 + 600-101 PLUS Professional Courses 200-101 + 300-101

  • Not Completed
  • Associate Course 100-101
  • Associate Courses 100-101 + 600-101
  • PLUS Professional Courses 200-101 + 300-101

• Who is the person answering the COMMUNICATIONS & CSR questions?

COMMUNICATIONS

• Does the hotel have a Crisis procedure via ALERT available (printed and kept in an accessible location) and senior Heartist are trained in its use?

  Yes

  No

• Is the Accor crisis escalation process understood by all senior team members?

  Yes

  No

• Does the hotel have an active media database?

  Yes

  No

• Does the hotel use a media monitoring service (CISION)? If yes, write the details in the 'notes' section.

  Yes

  No

• Does the hotel use an influencer analysis service (Hypeauditor)? If yes, write the detail in the 'notes' section.

  Yes

  No

• Does the hotel have at least 3x press releases distributed in the past year, updating media on the hotel's latest tactical offers?

  Yes

  No

• Has the Hotel conducted at least 1x media event in the past year (such as a media dinner or press conference)? If yes write the detail in the 'notes' section

  Yes

  No

• Has the Hotel hosted at least x 5 influencers local/international (staycation, meal, hotel stay)? If yes, write the detail in the 'notes' section.

  Yes

  No

• Has the hotel hosted at least x 5 media local/international (staycation, meal, hotel stay)? If yes write the details in the 'notes' section.

  Yes

  No

• Has the hotel hosted at least 3x journalists/influencers in the past year to generate exposure in print/digital media? If yes write the detail in the 'notes' section

  Yes

  No

• Does the hotel have a press kit available for traveling journalists, with photos, brochures and key USP's of the hotel included?

  Yes

  No

• Has the Hotel MarCom manager been introduced to the corporate communications team and understands their support function?

  Yes

  No

• Does the Hotel submit awards report on a quarterly basis via the link sent by the corporate communications team?

  Yes

  No

• Are submissions made each month for the regional e-communique, with at least 1 feature in the past year?

  Yes

  No

CSR

• Are the Planet 21 objectives displayed and visible to guests and Heartists?

  Yes

  No

• Does the hotel use a food waste management programme (e.g. Winnow)

  Yes

  No

• Have all plastic straws been replaced by sustainable straws?

  Yes

  No

• Have in-room single use plastic amenities (shower gel, shampoo etc) been replaced with dispensers?

  Select Yes in every room Yes in more than 50% of rooms Yes in 10 - 50% of rooms No, we have not started this process yet

  • Yes in every room
  • Yes in more than 50% of rooms
  • Yes in 10 - 50% of rooms
  • No, we have not started this process yet