2015			2014
	Rms	Rate	Rev	Rms	Rate	Rev
Retail	14,413	894.80	12,896,723	14,090	888.12	12,513,626
TMC/ Consortia	7,530	831.31	6,259,727	5,638	807.66	4,553,604
Corporate	10,194	454.67	4,634,866	10,140	544.29	5,519,151
Pkg	3,150	826.13	2,602,319	3,420	684.80	2,342,001
Fit/ Wholesale	7,734	452.15	3,496,891	6,292	441.93	2,780,649
Disc	7,525	553.57	4,165,599	7,636	565.06	4,314,790
OTA	5,766	453.11	2,612,633	5,603	411.46	0
Ttl Trans	56,312	651.17	36,668,759	52,819	649.94	34,329,229
Gr Corp	9,093	446.61	4,061,033	8,341	441.02	3,678,584
Gr Assn	161	373.18	60,081	394	518.67	204,356
Gr Gov	0	0.00	0	8	309.00	2,472
SMERF	228	530.82	121,028	226	770.90	174,223
Ttl Group	9,482	447.39	4,242,141	8,969	452.63	4,059,635
Total Rooms	65,794	$ 621.80	$ 40,910,900.50	61,788	$ 621.30	$ 38,388,864.00

The Attached report shows the performance of Hotel XYZ for 2014 and 2015. Hotel XYZ is a luxury resort with a mix of 85% Transient and 15% Group.

After looking at this report, please answer the following questions:

• What was the Total YOY( year over year) growth? Was the growth driven by Room nights? ADR? both?
• Which segment drove this growth or decline? Transient or group?
• Which sub-segment within Transient and Group drove the growth or decline? Please explain both.
• Hotel XYZ overall strategy for next year is to grow rate without significantly increasing room nights. Based on the performance of 2015 and 2014, how will you shift your segmentation in order to achieve this?