What are some of the challenges? 1. Information Overload: Gone are the times when a business manager had to scramble to get hands on data. Reality today is that data is often too easy to obtain and the difficulty is to see through the deluge of data, translating the data into information and information into measurable strategies. With the ever increasing amount of data available, a revenue manager can easily become overwhelmed and unfocused when looking at what to measure and - more importantly - what not to measure. 2. Analysis Paralysis: With huge amounts of information easily available - and with revenue managers being naturally inclined to love charts and tables - too many revenue managers attempt to understand, analyze and measure every bit of data available and, in the process, lose focus on the critical success factors for the business. Often "Analysis Paralysis" results with a revenue manager rattling off an overwhelming amount of data, tables and charts to a non-data driven and potentially tuned out audience. 3. Unclear or Conflicting Objectives: While many sophisticated hoteliers set clear objectives and critical success criteria, a surprisingly large number of businesses measure success based on criteria which are unclear, or, in the worst case, conflicting across different business lines. A typical example is the desire by a hotel to drive performance as measured in RevPAR or profitability; while at the same time setting corporate sales objectives, which are purely focused on volume and do not take into account profitability and displacement. Often a big (room night) volume account is considered a "good" account, even though it might ultimately not be the optimal business to support the overall goals of the hotel. Get the full story at HSMAI