Alexander Skibbe Appointed General Manager of the Steigenberger Hotel Bremen

Germany, Berlin. August 12, 2019

Berlin-born Alexander Skibbe will assume overall charge at the Steigenberger Hotel Bremen with effect from 1 July 2019. Mr. Skibbe is currently Director of Operations at the Steigenberger Hotel Hamburg and has already been responsible for the Steigenberger Hotels in Deidesheim and Munich in his capacity as an interim manager within Steigenberger Hotels AG.

"The Steigenberger Hotel Bremen will be receiving an extremely experienced hotel manager in the person of Alexander Skibbe," said Deutsche Hospitality's CEO Thomas Willms. "Mr. Skibbe has performed very valuable work in the past, and we are delighted that he is now to take up the reins as General Manager in Bremen."

Alexander Skibbe has previously worked for various prestigious international hotel chains in London, Munich, Moscow and Baku. His employers have included Sheraton, Kempinski und die InterContinental Group.

Mr. Skibbe joined the Deutsche Hospitality corporate family at the end of 2016, and his leading role since then has been as Director of Operations at the Steigenberger Hotel Hamburg.

Marc Wachal, the outgoing General Manager of the Steigenberger Hotel Bremen, is leaving the company for family reasons. "We would like to thank Mr. Wachel and wish him all the best for the future," added Thomas Willms.

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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.