Bed and Breakfast

B & B Promo Code Gift Cards & Stay

bedandbreakfast discount promotion code

Discount Bed and Breakfast Promo Code $20, $25 – $250 OFF

Bed and Breakfast promo code has been around for customers who want to purchase 2 things, the first thing is the promo code for Bed and Breakfast Gift Cards that can be purchased directly at BedandBreakfast.com. These promo code will help the customers who want to purchase Bed and Breakfast Gift Card with cheaper price as gift or for themselves and save huge. Customers can also find and use promo code for diamond collection, deals, Innkeepers, travelers, and more. Another way to use promo code at bed and breakfast for hotels and vacations booking all around the world or for popular destinations such as New York, Texas, Cap Cod, Virginia, and more. Bedandbreakfast.com usually release the new promo code during holiday and there usually be promo codes for gift cards rather than travel promo codes. There are happy holiday gift card sales at bedandbreakfast.com as well which customers can save up to $250 on their gift card purchase.

using bed and breakfast promo code

REVEAL COUPON FOR BEDANDBREAKFAST.COM

BED AND BREAKFAST PROMO CODES SAVE $25 - $250 OFF

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Saved $25
Dec 05, 2013 by Anonymous

I Did save on my B&B gift cards purchase (delivered by email)


Saved on my gift cards
Dec 01, 2013 by Anonymous

Purchase 3 gift cards, and the saving was $125!


saved $25 indeed
Nov 25, 2013 by Anonymous

The gift card value was $125 and it took $25 off!


Stepcoupons.com California Mountain View CA, 94043 USA 5.0 5.0 3 3 I Did save on my B&B gift cards purchase (delivered by email)
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The going rate pricing approach for bed and breakfast hotels hospitality business is at the opposite end of the spectrum to cost plus pricing as it emphasizes the market as opposed to the cost. In this case, selling prices are set in relation to the market and competitor position and costs are tailored accordingly. If going rate pricing is to be used we must be prepared to manage costs in order to ensure that a profit is achieved. This can sometimes be an easier task in manufacturing concerns because manufactured products usually contain relatively high levels of variable costs which offer considerable latitude for cost manipulation. On the other hand hotels and restaurants normally contain relatively low levels of variable costs which provide less opportunity for cost adjustment. Where going rate pricing is used rigidly there is a danger of the costs being treated on a piecemeal basis in order to artificially align them to a predetermined level. Care should be taken here, as this may undermine the quality and consistency of the products and services which in turn may lead to a drop in demand. Note: As the emphasis here is on the financial as opposed to marketing approaches to determining product and service prices, an example of going rate pricing is not included. These bed and breakfast pricing can have significant implications on pricing decisions. For instance, whilst deluxe hotels are more profit sensitive and at risk of demand variations, the higher fixed cost structure provides a wide range of price discretion. By comparison, budget hotels are less profit sensitive and demand dependent, but the lower fixed cost structure limits the range of price discretion.

Bed and Breakfast is calculated from the budgeted number of rooms sold (occupancy) and budgeted average room rate (ARR). Most hotels spend a great deal of time and effort in deciding these items, and will build up to a total from the projected market segmentation analysis, which may reflect the previous year’s trend as well as predictions for future business. Segmentation splits the total of rooms sold by day of the week and by type of business. A simple segment would be tours, conferences, full rate, split by weekend and weekday— a total of six categories. Some large hotels may have 15 or more types of business segments, and will calculate each day separately (that’s 105 categories per week). If you then divide these further into the different types of room available (singles, doubles, executive rooms, suites, etc) then it becomes apparent why many hotels now use complex revenue management and spreadsheet models to help them plan their room revenue budgets. Hotels are likely to respond to the results by considering price policy review in pricing strategy and competitive positioning. Customer profitability analysis can be seen to provide a starting point for pricing negotiations seeking a costing input from the accounting. From a marketing perspective, management may decide to focus marketing activities on the development of customer relationship strategies or guest loyalty programmes, which will promote new business from customer groups identified as profit contributors. Where customers are identified as loss makers, managers may focus on strategies to make business with those customers more profitable by manipulating the elements of the service package. Management may review the costs of the service package offered to guests to determine the costs which add value to the package offered and those that can be removed, thus reducing costs and increasing profit margins.

Budget hotels at bed and breakfast provide an economic – basic ‘no frills’ – level of facilities, which is reflected in the cost structure. Notice the large area of variable costs. The more formula driven and/or relatively modest the level of facilities (along with less demanding guest expectations) permits a greater of proportion variable costs – more casual and part-time employees with non-specific skills and/or less experience – and subsequently fewer permanent employees, reducing fixed costs. Least-cost locations, economic build specifications and functional furniture, fittings and equipment – avoiding amenity creep – result in a relatively low investment cost per room, attracting lower fixed costs, such as maintenance, rental, property taxes, insurances, depreciation and loan interest charges. Deluxe hotels provide a higher quality of facilities with an emphasis on personal service, which is reflected in the cost structure. Notice the large area of fixed costs.   High guest expectations and more refined products and services constrain the flexibility of engaging casual, untrained and/or inexperienced employees, reducing the proportion of variable costs.   The prominent locations, high-specification buildings and stylish furnishings, plus the need for more permanent, highly skilled, highly paid, employee and management teams to satisfy the quality of service and environment demanded, attracts an increasingly higher proportion of fixed costs.

 

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