Editorial Board   Guest Author

Ms. Rubenstein

Arielle Rubenstein

Social Media Manager, Screen Pilot

Arielle Rubenstein is a dedicated specialist in social media marketing with a focus on paid media strategy, graphic design, and content development for hospitality and travel brands. She is an award-winning social strategist, most recently bringing home several Silver HSMAI Adrian Awards for brands including JW Marriott and Graduate Hotels.

Ms. Rubenstein manages the Social Media Marketing team at Screen Pilot which includes services such as paid advertising, reputation management, and organic social media efforts for Screen Pilot's clients ranging anywhere from boutique to luxury hotel and resort brands. For both domestic and international brands, social content strategy is Ms. Rubenstein's specialty. She is an avid traveler and lover of the outdoors.

Ms. Rubenstein joined the Screen Pilot team in 2016 and is a graduate of Colorado State University with a B.A. in History. Screen Pilot is a full-service digital marketing agency in Denver, Colorado. They develop custom, creative, and measurable marketing strategies for hospitality brands of all sizes, all around the world.

For more than a decade, Screen Pilot has helped hotel management teams drive direct bookings, reduce their dependence on OTAs, and exceed ownership's expectations.

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

Ms. Rubenstein can be contacted at +1 877-246-8747 or arubenstein@screenpilot.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.