Even before the pandemic forced shutdowns, working only from home and Zoom-only interactions, the day-to-day of revenue managers was a bit hard for leaders to track. Many revenue managers work at the property, but their area, regional or corporate leaders work elsewhere. The analytical nature of revenue management’s job can be intimidating for some, and at a minimum, difficult for stakeholders to interpret, and they spend a lot of time alone at computers crunching numbers – out of easy view. This naturally can leave leaders wondering whether revenue managers are able to stay focused on actually managing revenue. Unfortunately, right now, they aren’t – and they have probably never been fully able to.
At the end of 2020, the Hospitality Sales and Marketing Association International (HSMAI) and ZS surveyed 145 U.S. property revenue managers across hospitality and gaming to find out how they spend time across the various activities associated with their roles. Our survey respondents reported spending less than half their time on revenue generating activities (49%). The higher the title, the less time our respondents were able to spend on revenue generation. Analysts spent 62% of their time, managers 52% and directors only 48% of their time. While it is true that administrative and leadership tasks do take up more time as one advances in their career, the reality is that the more experienced the revenue professional is, the less time they are able to dedicate to the core activity that the organization pays them to do!