McKibbon Hospitality Adds Two Carolina Hampton Inn by Hilton Properties to Its Management Portfolio

USA, Tampa, Florida. January 30, 2019

McKibbon Hospitality, an award-winning leader in the hotel development and management industry, announced today that it has added two new properties to its management portfolio: the Hampton Inn Columbia Northeast Fort Jackson and the Hampton Inn & Suites Charlotte Arrowood Road. The new management contracts expand McKibbon Hospitality's presence in the Carolinas, bringing the number of hotels managed in North and South Carolina to 16.

“We look forward to managing these two hotels in the Columbia and Charlotte markets,” said Randy Hassen, president of McKibbon Hospitality's hotel management division. “Both properties are strategic opportunities, and we are pleased to expand our presence in the Carolinas and our Hilton portfolio through the new contracts.”

The Hampton Inn Columbia Northeast Fort Jackson boasts 110 guest rooms, meeting space for up to 75 people, an onsite business center, an outdoor pool, a fitness center and complimentary daily breakfast. It is near one of the main gates for the U.S. Army's Fort Jackson as well as a selection of nearby restaurants, shops at The Village at Sandhills, and Sesquicentennial State Park.

The Hampton Inn & Suites Arrowood Road is located near the Charlotte Douglas International Airport, various business parks and downtown Charlotte. The hotel offers 100 guest rooms and suites, flexible meeting space for up to 70 people, a swimming pool, fitness center, 24-hour business center and complimentary breakfast.

With the addition of the Hampton Inn Columbia Northeast Fort Jackson and the Hampton Inn & Suites Charlotte Arrowood Road, McKibbon Hospitality's portfolio now consists of more than 80 hotels across the nation.

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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.