Editorial Board   Guest Author

Ms. Donnally

Trish Donnally

Public Relations Manager, Perkins Eastman

Trish Donnally is the Public Relations Manager for Perkins Eastman. She has built her career on writing about and promoting inspiring design. Previously, Ms. Donnally was Regional Public Relations Director for Gensler and Director of Public Relations for ForrestPerkins.

Earlier in her career, Ms. Donnally was Editor in Chief of Washington Spaces, a design magazine owned by The Washington Post that she helped launch in 2004 to celebrate the work of talented architects and interior designers. Ms. Donnally has co-authored three books on design. The first, The New Traditional with Darryl Carter, one of Architectural Digest's Top 100, Clarkson Potter / Publishers, 2008, is in its third printing. Elle Decor named her second book, The Collected Home, also co-authored with Darryl Carter, among the Best Design Books of Winter 2012. And she co-authored Ingenue to Icon with Howard V. Kurtz, D Giles Limited, London, 2015.

Prior to that, Ms. Donnally was Fashion Editor of the San Francisco Chronicle, where she interviewed Giorgio Armani, Ralph Lauren, and Karl Lagerfeld, among others, and was honored with more than two dozen national journalism awards. She covered the runway collections in Milan, Paris, and New York for 15 years. Ms. Donnally holds a Bachelor of Science in Conservation and Resource Management from the University of Maryland.

Please visit https://www.perkinseastman.com for more information.

Ms. Donnally can be contacted at 202-239-4588 or t.donnally@perkinseastman.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.