[MUSIC] Demand management doesn't replace sales and marketing activities per se. However, it brings together the entire commercial organization of a hotel to start working together from a longer term perspective. In the day to day activity, we tend to kind of allow these silos to build up, where reservations, revenue, finance, distribution, sales, digital, we all go through the motions, we all believe we're working from the same plan. But we work from very different perspectives. Reservations and revenue focus on the stay date. The digital and online marketing teams focus more about the conversion date. So, I believe that demand management is this, in the short term, great opportunity for an entire organization to be focused on one singular activity, making profit, with a long term eye on the valuation of the asset. This is really simple and it's the KISS principle of Keep It Simple Stupid. You want to have very effective data broken down into logical buckets so that you can easily track and measure your customers' behavior, booking activity, and a post-stay activity. So this focus on simple segmentation. Don't allow your operational systems to dictate to you how you're going to manage your business. Rework your data. Rethink your segmentation. Think back to what your business mix is and come up with a very kind of clear strategy as how you're going to attract and talk to these mixes and segments of customers so they convert in a very logical way. It all ties together, it all comes back and it means in particular getting those key departments of marketing and revenue and sales to work together to have a logical plan from generating the demand through to converting the demand. There is and frankly, it really comes back to points that I've talked about in the module. About focus on the organizational structure. There is no one particular structure that is right for every hotel, but it's important that it's designed in a way so that all of these different commercial departments are able to work in harmony. In short, mid, and long term planning. But it also comes back to, kind of, logical standards and processes. I think, again, in terms of that, kind of, keeping the data smaller and smarter, it's about thinking logically about how good is the quality of data that I have to make my decisions upon? Do I do the basics of things like reservations management? Do I clean out all of those tentative and potential to be cancelled reservations? Do I have my data structured well? Can I follow my business easily? These all come back to the same points of having those great structures and standards in place. Training, training, training, and more training. Giving the whole organization that sort of understanding of what it is that you're trying to achieve. How many hotels have Afghanistan as their number one nationality when they run their reports? Why is that? Because Afghanistan is the first country on the list in the hotel's property management system, and the front-desk agents who check the guests in, don't care about selecting the right country. So we have these amusing, but strange, anomalies, and that, for me, is a great example of where, if we get the data right first time, we're taking a big step towards getting a successful culture of Demand Management.