Editorial Board   Guest Author

Mr. Puczko

Laszlo Puczko

Director of Industry Intelligence, Resources for Leisure Assets

Laszlo Puczko is the Director of Industry Intelligence at RLA Resource for Leisure Assets. Mr. Puzcko has worked as a travel and tourism expert in the health, wellness, medical services and spa arena for over 20 years. Mr. Puczko founded The Tourism Observatory for Health, Wellness and Spa (2012), which serves as global intelligence for the health travel industry.

Mr. Puczko has participated in more than a hundred projects in various fields: research, planning, product development, experience mapping and design, impact assessment and marketing. Mr. Puczko was the lead for the first ever Health Tourism Study for the UN World Tourism Organisation & European Travel Commission (out in Q3 2015). He was a lead consultant on the "Medical Tourism and Wellness Tourism: Where do Spas Fit?" study for the Global Spa Summit.

Over the past years, Mr. Puczko has honed his expertise in product development, experience mapping and design, impact assessment and marketing. He graduated as an economist specialized in tourism in Budapest (Hungary) and following his interests in culture, arts and experiences, he also graduated from Art & Design Management of the Hungarian University of Applied Arts. Supporting his academic rigor in business and teaching

Mr. Puczko completed his PhD in 2000. Mr. Puczko has become a Certified Management Consultant (CMC) in 2003. Between 2006 and 2014 he was the president of the Association of Tourism Consultants (Hungary) and was manager at KPMG Travel, Leisure and Tourism (Europe and Middle-East EA) between 2001 and 2004. Mr. Puczko is an internationally known and acknowledged expert.

Mr. Puczko is a frequent presenter at international professional and academic conferences addressing such topics as performance benchmarks, competitive product development, the role of travel in well being and product conceptualization. Mr. Puczko is a trainer of marketing and product development at both location and destination levels. He is the (co-)author of numerous specialized books (e.g.: Health, Tourism and Hospitality: Spas, Wellness and Medical Travel or The Impacts of Tourism) and articles in professional journals.

Please visit http://www.resourcesforleisureassets.com for more information.

Mr. Puczko can be contacted at +1 43-1-7172-8445 or laszlo@resourcesforleisureassets.com

Coming up in October 2019...

Revenue Management: Focus On Profit

Revenue Management is still a relatively new profession within hotel operations and as such, it continues to evolve. One significant trend in this area is a shift away from using revenue as the foundation to generate key performance indicators (KPIs) and to instead place the emphasis on profit. Traditionally, revenue managers have relied on total revenue per available room (TrevPAR) and revenue per available room (RevPAR) as the basis of their KPIs. Now, some revenue managers are using gross operating profit per available room (GOPPAR) as their primary KPI. This puts profit at the center of revenue management strategy, and managers are increasingly searching for new ways to increase the profitability of their hotels. Return on Investment is the objective of any hotel investment, so it is only logical that profitability and ROI will be emphasized going forward. Another trend is an expanded focus on direct hotel bookings. Revenue managers know that one way to increase profitability is to steer guests away from online travel agencies (OTAs) and book directly with the hotel. This tactic also reinforces brand identity and loyalty, and encourages repeat business. In addition, it provides a valuable platform to market the hotel directly to the customer, and to upsell room upgrades or other services to them. Another trend for revenue managers involves automation in their software programs. Revenue management systems with automation are far more desirable than those without it. Automating data entry and logistics increases efficiency, allowing managers to spend more time on formulating strategy. As a bonus, an automated system helps with aggregating and interpreting data. The October issue of the Hotel Business Review will address these developments and document how some leading hotels are executing their revenue management strategies.