Editorial Board   Guest Author

Dr. Tinnish

Susan Tinnish

Advisory Group Chair, Vistage

Sue Tinnish, Ph.D., is a seasoned hospitality professional who has been writing for HotelExecutive since 2013. She has a diverse background in hospitality and business with specific skills in leadership, formulating strategy, managing change, building teams, and delivering on strategic and tactical projects.

Dr. Tinnish has been selected to serve as a Vistage leader (Chair). Since 1957, Vistage has been helping CEOs improve and grow their businesses. Fundamental to Vistage's success is the convening of non-competing peer advisory boards where business leaders can gain different perspectives and seek clarity to their pressing issues, decisions and challenges. Sue will be assembling a group in Chicago - which she hopes will include representation of the hotel sector.

Prior to her work coaching and working with CEOs though Vistage, Dr. Tinnish worked as a Strategist at Minding Your Business (MYB). MYB works to develop relevant, meaningful and sustainable approaches to strategic planning, branding, marketing / communications strategies, customer/member initiatives, plus helping organizations engage with their audiences through re-engineered meetings and events. Their primary customer base is hospitality organizations, associations, destination marketing organizations with a smattering of corporate clients.

Prior to that Dr. Tinnish served as the dean of the Kendall College School of Hospitality Management and the International School of Business. As Dean, she oversaw and managed all aspects of the Schools including faculty and curriculum selection, assessment and program direction. She served as a member of Kendall's academic leadership team. Initially joining Kendall as a faculty member, Dr. Tinnish taught courses on leadership, organizational behavior, sustainability, meeting management and human resource. She started working in the hospitality industry after leaving a successful career in financial services (corporate sales), concentrating on meetings and events. Dr. Tinnish served as President of the Meeting Professionals International (MPI) Chicago area chapter and was recognized by her peers with numerous awards including being inducted to the Chapter Hall of Fame.

A highly regarded thought leader in the hospitality industry, Dr. Tinnish is a frequent speaker at industry conferences and events. Beyond her contributions to the HotelExecutive, some of her recent publications include: Embedding Sustainability into a Hotel: One leader's view of the creation of a Corporate Social Responsibility (CSR) program, co-written with Dr. Kevin Lynch appearing in Sustainable Hotels: Exploring the Opportunities for Value Creation, Greenleaf Publishing, 2016. Also appearing in the same book is her chapter, A Strategic Decision Framework for Hotel Managers Embarking on a Sustainable Supply Chain Management Initiative. She also contributed two chapters (Designing the Meeting Experience and Strategic Meetings: Aligning with Organizational Priorities) to Professional Meeting Management: A Guide to Convention, Meetings and Events, 6th edition.

Dr. Tinnish earned her PhD from Benedictine University in Lisle, Illinois. She holds an M.B.A. with a concentration in finance and marketing from University of Chicago's Booth School and a B.S. in communication studies from Northwestern University.

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

Dr. Tinnish can be contacted at 847-404-7325 or Sue.Tinnish@vistagechair.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.