Editorial Board   Guest Author

Mr. Hale

Scott Hale

Chief Experience Officer, Brand New Stay

Scott Hale is the founder and Chief Experience Officer of Brand New Stay®; a company specializing in redefining, reimagining and reinventing hospitality venues and the guest experience. Mr. Hale began his career in hospitality overseeing resorts in Kissimmee and Long Key, FL for the Company Operated Properties division of the largest camping brand in the business. Mr. Hale also served as the Director of Inns and Resorts for a prominent Northwest management company, overseeing exceptional properties in breathtaking locations. At Brand New Stay®, the passion is new. New projects, new ideas, new interpretations, new ways to enhance the guest experience and new ways to get things done. From unique outdoor lodgings to distinctive boutique hotels, Brand New Stay® creates authentic, effortless and inspiring experiences that are: local, socially responsible, eco-sensitive and historically mindful.

Currently, Mr. Hale and Brand New Stay® support an iconic waterfront Inn in Friday Harbor, WA. Mr. Hale also founded LEANTO® which helps adventurous guests enjoy unique Luxury Camping experiences in the Northwest. LEANTO® glamping on Orcas Island launched in 2015 and, in addition to receiving wonderful guest feedback, has received plenty of attention from the press. LEANTO® has been mentioned or featured in The Seattle Times, The Wall Street Journal, Sunset Magazine, and Yahoo! Travel.

Mr. Hale holds a Bachelor of Business Administration from the State University of New York and a Certificate in Strategic Hospitality Management from Cornell University. A tireless outdoor enthusiast, Mr. Hale enjoys glamping, hiking, biking, kayaking, fishing, camping, and, of course, exploring new places. 

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

Mr. Hale can be contacted at 877-589-3226 or hello@brandnewstay.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.