The report focuses on the application of the revenue management activities in the business model of the Shangri-La Hotel operating in Sydney. The revenue management activities of the Shangri-La Hotel allow the management of the organisation to look into the various areas of improvement in the different techniques implemented in the workplace of the organisation. This section of the report focuses on some of the courses of actions for some of those techniques which allow the organisation to have increased sales and hence better financial performance (Ratcliffe, 2012).
The financial performance of the Shangri-La Hotel can be increased in the advertising strategies implemented in the business model of the organisation can be enhanced in terms of efficiency and effectiveness. The advertising strategy in the Shangri-La Hotel allows the services and products provided by the hotel to be communicated over to the existing and potential customers of the organisation in the corresponding market of operation (Ovchinnikov, 2012).
The financial performance of the Shangri-La Hotel can be increased through the increase in the effectiveness of the promotional activities of the hotel, which allows the customers to enjoy a number of promotional deals on the products and services sold by the organisation. The effectiveness of the promotional activities allows the Shangri-La Hotel to attract more customers to avail the services and products provided by the hotel, which in turn increases the financial performance (Petrick, 2012).
The inventory management activities of the Shangri-La Hotel should be enhanced in terms of the efficiency and usage of the financial resources to ensure the increase in the financial performance of the organisation. The inventory management activities included in the business model of the Shangri-La Hotel should focus on the optimum usage of the financial resources available to the organisation in the corresponding market of operation. This in turn allows the management of the Shangri-La Hotel to have a better model of financial resources utilisation, which in turn increases the financial performance of the organisation (Tong, 2013).