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Philosophy

HRM is an important innovation in hotel management. Through innovative corporate systems, in all their departments, they take care of charming hotels, guaranteed for professionalism, quality of services, pleasant dislocation and tranquility.

San Pietro, Piazza Navona, Piazza di Spagna, the Pantheon, our hotels are an oasis of peace, tranquility and charm in the cultural tourist center of the ETERNAL CITY. They are palaces, ancient villas, ancient monasteries, high-level structures, elegant and quiet urban hotels: all examples of that heritage of history, culture and tradition not contaminated by the flattening of globalization and increasingly sought after and appreciated by an elite audience but also informal, young and dynamic.

Our Group offers quality, charm, tranquility, but above all "the hospitality typical of the tradition and culture of our country": that is a friendly, familiar, warm but discreet, polite and professional hospitality, which expresses those values ​​matured and sedimented in the millenarian history of our culture. An increasingly appreciated and refined Hospitality, which manifests itself in the quality, variety and typicality, in the charm of our hotels and in the beauty, history and uniqueness of our city.

In short, a way to be enchanted, pampered, spoiled and enchanted.

General Management

The hotel industry, in the tourism sector, is undoubtedly the one offering the most varied range of professionals and always requires new specializations to ensure high levels of quality to be competitive in the hospitality market. Our company consists of professionals who deal with the various sectors that make up the engine of our facilities:

Front-Office: the receptionist takes care of the first contact with the customer, both on the phone and upon arrival at the hotel, applying the procedures related to the booking, check-in and check-out; the customer also assists during the stay, recording the consumption and verifying that the quality of the service is always in line with the assigned standards.
This sector assumes a strategic role within the hospitality system, in addition to a natural predisposition to contact with the public and customer care, must possess the technical skills necessary to oversee all stages of hospitality management with competence and professionalism.

Administration: the skills of those who work in the administrative sector of a hotel are related to accounting procedures and therefore provide for control of payments, management of suppliers, relations with banks. To cover this role, it is advisable to know the tourist and hotel sector from an economic and financial point of view, with particular regard to the aspects of budgeting and analysis of costs and revenues.

Food & Beverage: is the department that takes care of all the catering services both of those related to the hotel restaurant, and occasional events.
Coordinates activities in the field of catering services and in particular: organizes staff work; select suppliers; decides the standards of flow rates and beverages; draw up the menu of the day; prepares the budget for the catering service.
Whoever plays the role of F & B Manager must have technical-specialist skills combined with a good organizational and directive capacity that is completed with a specific passion for this type of work.

Marketing: it is the sector that takes care of the strategic and operational marketing aspects of the hotel business. The Marketing Manager takes care of the commercialization of the hotel so he must always look for new tools to improve the image of the hotel. His work is essential to optimize the sale of all the services offered by the accommodation.
The marketing manager must have an excellent knowledge of the market of the hotel industry and of the customers who use the services.
To this must be combined an in-depth knowledge of the media, information technology and in particular must use every tool offered by the Internet to promote the activities of the hotel it represents.

Product Marketing

We can not talk about Revenue Management without developing Product Marketing. it is necessary to understand which products are most suitable for the targets of the various segments: the types of rooms for sale and the products marketed by the hotel that could be too many or too few. The history and the analysis of the market will give us feedback on this. Understanding the habits and needs of our typical client will allow us to develop targeted campaigns and promotions, but above all to know when and how to position them throughout the year, thanks to the study of our "inseparable friend".

Knowing our customer well and his "habits", we could search and select operators specialized in specific markets and for specific targets, thus developing the market that interests us.

Creative and alternative distribution is an important lever to exploit, there are different channels than normal online and offline, all very important sales tools, which if properly calibrated can give us what we need, when we need it. Also a careful eye on Social Media Marketing activity will be important.

Obviously we can not forget a fundamental part of the activities of a hotel, the one dedicated to the Corporate client. Our customer of Middle Week, who must be cuddled, loyal and even seconded, but that unfortunately we let slip with ease. Counter-settlement activities or telephone follow-up are a fundamental part of helping to develop the best hotel Revenue. The analysis of the Top Accounts, understand which rate in the convention is more correct and for whom. Without ever ever asking for a minimum of guaranteed nights or the countersigned convention. Trying to avoid that our rate exposed in the Middle Week falls below the Corporate rate, to avoid unpleasant surprises such as corporate bookings from Booking.com. What a tragedy...

An integral part of a good Revenue Management activity is the Training of Front Office staff as well as Managerial. Reception operators form the department responsible for the development of "direct sales" that can make the "economic" happiness of the hotel bringing it to the fore, with high levels of Brand Reputation and above all with the development of a strong disintermediation, the real one that arrives by phone and e-mail. All thanks to a high standard of "Quality of reception.

Revenue Management

Revenue Management, or revenue management, is the system that aims to maximize revenue. And since the Turnover is the product of Occupation and Price, one acts on the price to have the highest possible employment with the highest possible price .. To understand what Revenue Management is, you first need to understand what it is not: it's not just changing rates based on competitors, it's not just checking portals, it's definitely not going down prices (normally getting up), it's not closely linked to the tariff policy (which is only one of the many levers to develop the hotel's Revenue), it is not only to close the portals or reopen them on the basis of temporary employment needs without any set strategy.

All these activities taken singly are certainly NOT Revenue, but the set of these and many other variables, connected together as if they were a huge puzzle, give results, I can assure you, incredible.

Revenue means "earnings". So the Revenue Management is the set of all the levers necessary to optimize the profits of a company.

The main objective is to make the best use of the characteristics of a structure, as well as the territory in which it is located, to create an ad hoc product, cut to size. It aims to influence demand by combining the basic elements of RM with each other: we talk about price, marketing and distribution. One of the elements of fundamental importance for correct management in a Revenue key is the knowledge of its market, to be analyzed before venturing into the dynamic management of tariffs. Otherwise you would risk "playing down" without getting any effect.

There are certainly different schools of thought, but all carefully avoid "jumps / jumps" between one fare to another.

We start with the creation of the Bottom Rate, based on the hotel costs, we analyze the history of previous years to identify areas for improvement and to create the starting rate every day of the year, paying attention to all event dates (leisure and business), we proceed to an analysis of competitors (we talk about benchmarking), a study on positioning and also a SWOT analysis (strengths, weaknesses, opportunities and threats) that is always useful for our purpose. Knowing its market, as already underlined, is essential to predict the different needs of potential customers, so doing the dynamic pricing also becomes direct to satisfy different market segments and the right target audience.

Hospitality Rome Management

Email:booking@hrmroma.it
Web:http://www.hrmroma.it

Hospitality Rome Management s.r.l.

Via G. Gesmundo, 6
00195 Rome RM

P.I. e C.F. 11960451000

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