Davidson Hotels & Resorts Assumes Management of The 575-Room Westin Indianapolis

USA, Atlanta, Georgia. September 04, 2019

Davidson Hotels & Resorts has been appointed to manage The Westin Indianapolis, the 575-room hotel in the heart of downtown Indianapolis. Immediately adjacent and connected via skywalk to the Indiana Convention Center, the 15-story property is steps from premier shopping, dining and entertainment hubs, including Lucas Oil Stadium.

"Indianapolis is such a diverse and vibrant city with strong demand from a world-class convention center, local corporations and premier sporting events, and The Westin Indianapolis is the best-located hotel in the downtown core," said Davidson Hotels & Resorts President Thom Geshay. "Our strong history of success in this market, combined with our deep understanding of the meetings and convention business, will enable us to capitalize on all that Indianapolis has to offer and improve the guest experience."

Under the management of Davidson Hotels & Resorts' project development team, The Westin Indianapolis will undergo a comprehensive renovation. Virtually every feature of the hotel will be upgraded, including all guest rooms, public spaces, and dining and social venues. The property will remain a Westin Hotels & Resorts-branded hotel.

The Westin Indianapolis currently houses 39,000 square feet of meeting and event space and provides access to an additional 750,000 square feet of space in the adjoining Indiana Convention Center. Onsite meeting specialists and audio-visual technicians are provided by the hotel along with a full-service business center and FedEx Office.

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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.