Editorial Board   Guest Author

Ms. Taylor

Megan (Sterritt) Taylor

Marketing & Public Relations Consultant, KWE Partners

Megan (Sterritt) Taylor has spent close to 15 years involved in all aspects of high-level marketing and public relations, ranging from strategic positioning, crisis communications and creative services to managing luxury hospitality and lifestyle accounts, social media marketing, events and promotions. As the Director of Public Relations at both boutique agencies and within hotels, she's directed a wide-range of programs in the lifestyle and hospitality sectors.

Throughout her career, clients have varied from high-end furniture company Adriana Hoyos and renowned yacht brand Ferretti to high profile resorts, including Boca Raton Resort & Club (Florida), El San Juan (Puerto Rico) and Four Seasons Hotel Miami, and collections like the AAA Five Diamond Grand Velas Resorts (Mexico) and Spain's OD Hotels.

Ms. Taylor has organized and executed social media initiatives, including a food bloggers camp and the first remote #TNI tweetups, featured in leading hospitality and public relations journals for their success in generating "buzz" and traffic to client websites as well as over $60,000 in direct sales.

She has received numerous distinctions in Travel + Leisure's Social Media in Travel and Tourism Industry Awards and HOTELS Magazine's Social Hotels Awards. Ms. Taylor graduated from the University of Miami's School of Communication with a double major in Public Relations and Psychology and a minor in Marketing.

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

Ms. Taylor can be contacted at +1 786-247-4812 or sterritt@kwepr.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.