CRME study plan

Define the core revenue management levers (price, inventory, mix, channel) and explain in writing how each one moves RevPAR, using a hotel example you construct yourself

Distinguish strategic, tactical, and displacement-level pricing decisions and classify ten decision examples you write into those three tiers

Build a personal glossary of at least 25 domain-1 and domain-3 terms (rate parity, hurdle rate, rate fence, best available rate, displacement analysis, price elasticity) with a one-sentence definition and a worked example for each

Calculate price elasticity of demand from two self-made data points and state whether raising or cutting rate maximizes revenue in each case

Map the difference between rate fencing and discounting discipline, listing at least five fence types (advance purchase, length of stay, non-refundable, membership, channel-specific) and the leakage risk of each

Construct a 90-day demand forecast from a synthetic 3-year daily dataset you generate, applying day-of-week, seasonality, and event uplift factors separately so each effect is visible

Compute and interpret forecast accuracy metrics (MAPE, MAE, and forecast bias) on your own backtest and state which metric best suits high- and low-volume periods

Explain the difference between unconstrained, constrained, and displacement demand and describe how each is estimated from historical data

Identify at least six data sources a hotel revenue team uses (PMS, CRS, channel manager, web analytics, reputation, market intelligence) and note the specific decision each informs

Diagnose three common forecasting failure modes (event overfitting, segment aggregation error, booking-curve misalignment) and write a mitigation for each

Build a 30-day inventory control model covering allotments, overbooking tolerance, minimum-stay and closed-to-arrival restrictions, and show the revenue effect of each control versus an unrestricted baseline

Apply a hurdle-rate or displacement test to a group inquiry you construct, and justify accept or reject with the calculated net revenue impact

Design a rate fence structure for a single property with at least four tiers and verify that each fence is enforceable at the point of booking

Explain how length-of-stay and rate-fence controls interact during a compression period, and identify two ways the combination can destroy revenue if misapplied

Calculate overbooking levels from a self-built no-show and cancellation distribution and state the walk cost you would tolerate

Compare direct, OTA, GDS, wholesaler, and metasearch channels on net revenue after commission, acquisition cost, and cancellation behavior, using a cost-of-acquisition model you build

Explain rate parity obligations, most-favored-nation clauses, and the practical and legal limits on undercutting, and describe how to compete on value rather than price within parity constraints

Build a segment profitability analysis for at least five segments (transient retail, corporate negotiated, group, opaque, loyalty redemption) showing net revenue per available room after all variable costs

Identify which segments are profit-dilutive despite high room rate, and write the commercial argument for shifting or capping that mix

Evaluate a channel-mix shift scenario and quantify the net revenue effect of moving five points of share from OTA to direct

Define and compute RevPAR, TRevPAR, GOPPAR, ADR, occupancy, and ancillary revenue per available room from a self-built dataset, and state what each metric conceals

Build a KPI dashboard structure with at least twelve metrics grouped by revenue, channel, and profitability, and specify the decision each metric triggers

Explain comp-set benchmarking, index metrics (RevPAR index, penetration), and the limits of index interpretation when the comp set is poorly matched

Reconcile a budget-versus-actual variance into rate, volume, and mix components and explain which component drove the result

Distinguish leading from lagging indicators and select three leading indicators you would monitor weekly

Describe how a commercial strategy committee should be structured (revenue, sales, marketing, finance, operations) and specify the decision rights and meeting cadence for each function

Write a stakeholder alignment plan for a rate increase that sales opposes, including the data you would present and the compromise you would propose

Summarize the legal constraints on pricing and distribution (competition and antitrust limits on rate signaling and price fixing, consumer protection on displayed pricing, data privacy obligations, accessibility and disclosure rules) without asserting jurisdiction-specific detail you cannot verify

Identify at least four ethical pressure points in revenue management (opaque pricing, personalization fairness, cancellation policy design, overbooking and walking) and state a defensible principle for each

Draft the questions you would ask to test whether a proposed pricing tactic is both lawful and ethically defensible before launch

Re-derive from memory the core formulas and frameworks from the four heaviest domains and log every gap you find in a personal error list

Complete at least 120 self-written or independently sourced practice questions across domains 1 to 4 and record accuracy by domain

Re-teach your three weakest sub-topics in writing, as if explaining them to a colleague, and verify each explanation against your week 1 to 3 deliverables

Redo the elasticity, displacement, and overbooking calculations under timed conditions to confirm speed as well as accuracy

Resolve every item on your error list to a correct, sourced explanation or mark it for review

Complete at least 80 practice questions across domains 5 to 9 and record accuracy by domain

Sit two full-length timed mock exams under exam conditions and analyze every missed question by cause (knowledge gap, misread, calculation error)

Consolidate all eight weeks into a single one-page formula and framework sheet you can recall without notes

Rehearse the cross-domain links (forecast to inventory to price to channel to KPI) by tracing one scenario end to end in writing

Finalize exam-day logistics and confirm your weakest two domains have moved above your target accuracy threshold