Editorial Board   Guest Author

Ms. Oliver

Inger Oliver

Director of Revenue Management, McKibbon Hospitality

Inger Oliver works as Director of Revenue Management and oversees McKibbon Hospitality’s in-house revenue management team, which is responsible for strategizing competitive rates and maximizing profit for more than 80 hotels across the McKibbon portfolio.

Ms. Oliver has been with McKibbon since 2003 and has seen tremendous success in implementing new tactics that drive profit for McKibbon hotels. Headquartered in Tampa, Florida, and Gainesville, Georgia, McKibbon Hospitality creates memorable hospitality experiences that inspire brand and property loyalty. The company is an award-winning leader in hotel development and management, building, renovating and managing hotels for Marriott, Hilton, Hyatt and other iconic hospitality brands. From hand-picking urban sites and imagining the just-for-you details of a guest experience, to overseeing operations and bringing a brand to life, and everything in between, McKibbon shapes inclusive hospitality development.

Prior to her role with McKibbon, Ms. Oliver worked for Marriott International for 17 years. During her time with Marriott, she worked in several roles including Cluster Director of Revenue Management, Director of Reservations Sales, and Reservation Supervisor. Ms. Oliver has won several awards from Marriott including Sales Intensity Award for Exceeding Market Share/RevPar Index (1997); Manager of the Year Award (1997); and Partnership Award with Area Reservation Office (1996).

Ms. Oliver can be contacted at 813-241-2399 or inger.oliver@mckibbon.com

Coming up in April 2018...

Guest Service: Empowering People

Excellent customer service is vitally important in all businesses but it is especially important for hotels where customer service is the lifeblood of the business. Outstanding customer service is essential in creating new customers, retaining existing customers, and cultivating referrals for future customers. Employees who meet and exceed guest expectations are critical to a hotel's success, and it begins with the hiring process. It is imperative for HR personnel to screen for and hire people who inherently possess customer-friendly traits - empathy, warmth and conscientiousness - which allow them to serve guests naturally and authentically. Trait-based hiring means considering more than just a candidate's technical skills and background; it means looking for and selecting employees who naturally desire to take care of people, who derive satisfaction and pleasure from fulfilling guests' needs, and who don't consider customer service to be a chore. Without the presence of these specific traits and attributes, it is difficult for an employee to provide genuine hospitality. Once that kind of employee has been hired, it is necessary to empower them. Some forward-thinking hotels empower their employees to proactively fix customer problems without having to wait for management approval. This employee empowerment—the permission to be creative, and even having the authority to spend money on a customer's behalf - is a resourceful way to resolve guest problems quickly and efficiently. When management places their faith in an employee's good judgment, it inspires a sense of trust and provides a sense of higher purpose beyond a simple paycheck. The April issue of the Hotel Business Review will document what some leading hotels are doing to cultivate and manage guest satisfaction in their operations.