Editorial Board   

Mr. Batters

Kevin Batters

Vice President Food & Beverage, Stanford Hotels Corporation

Serving as vice president of food and beverage for Stanford Hotels Corp., a San Francisco-based company specializing in the management, ownership and development of full-service hotels, Kevin Batters collaborates with hotel staff at Stanford's 13 properties to find new ideas and unique ways to offer food and beverage. His responsibilities are to develop and improve catering and banquet functions, increase consistency and quality, as well as provide promote the Stanford standard of excellent service. A 40-year veteran of the hotel industry, Batters is a graduate of the Hotel School at Westminster College in London, England. He began his career with Hilton International as part of the trainee/management program working at the Hilton Park Lane, London, Hilton Orly and the Paris Hilton before moving to Bermuda and working for Trust House Forte in various positions at the Belmont Hotel. Kevin joined Stanford Hotels as Vice President Food and Beverage in July 2006.

Mr. Batters can be contacted at 415-398-3333 or kbatters@stanfordhotels.com

Coming up in October 2020...

Revenue Management: Maximizing Profit

Hotel Revenue Management continues to evolve at a blistering pace. Driven by technological innovation and new distribution channels, there are some dynamic opportunities for expansion in this fast-growing field. The technology is primarily designed to help revenue managers further refine their operations and pricing models to maximize hotel profit. For example, hotels can't be all things to all people, so a key strategy is to precisely identify their target audience. By employing geo-targeting techniques and analyzing behavior such as previous bookings, on-property purchases and online shopping practices, there is an increased capability to define guest demographics. By segmenting customers in more specific ways, hotels are able to create more personalized experiences which, in turn, allow managers to optimize their room rates. It is also an effective way to fulfill the unique needs and preferences of the individual. Another methodology is to consistently monitor the competition's pricing strategies. There are software tools that analyze a competitor's current rates, and then allow a hotel to make its own pricing adjustments. It is also a useful means to conduct forecasting models. Other technologies that are being integrated into a revenue manager's toolkit include Artificial Intelligence in the form of automated algorithms, and Voice Recognition (VR) for data inquiries, rate changes, and booking behavior. Predictive and analytic software programs are also being leveraged to provide more forward-looking data, instead of the usual reliance on historical performance. These metrics allow managers to be more proactive - rather than reactive - with their revenue strategy. The October issue of the Hotel Business Review will examine these developments and report on how some leading hotels are executing their revenue management strategies.