Editorial Board   Guest Author

Mr. Suglia

Jesse Suglia

Director of Sales & Marketing, Sheraton New York Times Square Hotel

Jesse Suglia is Director of Sales & Marketing at the Sheraton New York Times Square, Sheraton's flagship hotel. An experienced leader with more than 15 years working in the domestic and international group, business travel and leisure hotel travel segments, Mr. Suglia has held hotel sales positions in major cities including New York, Boston, Chicago and San Francisco. Prior to joining Starwood Hotels & Resorts, Mr. Suglia worked for Omni Hotels & Resorts, Kempinski Hotels and The Global Hotel Alliance and where he was Director, Travel Industry & International Sales and leading the New York Global Sales Center. Mr. Suglia's prior roles with Omni Hotels & Resorts included Area Director of Sales & Marketing, Senior Director, Global Sales and Director, Global Business Travel Sales. Mr. Suglia earned a B.A. in Hotel Management from the Isenberg School of Management at the University of Massachusetts at Amherst and completed the Institute of Business Travel Management, Global Leadership Program at The Wharton School, University of Pennsylvania.

Mr. Suglia can be contacted at 212-841-6577 or jesse.suglia@sheraton.com

Coming up in October 2020...

Revenue Management: Maximizing Profit

Hotel Revenue Management continues to evolve at a blistering pace. Driven by technological innovation and new distribution channels, there are some dynamic opportunities for expansion in this fast-growing field. The technology is primarily designed to help revenue managers further refine their operations and pricing models to maximize hotel profit. For example, hotels can't be all things to all people, so a key strategy is to precisely identify their target audience. By employing geo-targeting techniques and analyzing behavior such as previous bookings, on-property purchases and online shopping practices, there is an increased capability to define guest demographics. By segmenting customers in more specific ways, hotels are able to create more personalized experiences which, in turn, allow managers to optimize their room rates. It is also an effective way to fulfill the unique needs and preferences of the individual. Another methodology is to consistently monitor the competition's pricing strategies. There are software tools that analyze a competitor's current rates, and then allow a hotel to make its own pricing adjustments. It is also a useful means to conduct forecasting models. Other technologies that are being integrated into a revenue manager's toolkit include Artificial Intelligence in the form of automated algorithms, and Voice Recognition (VR) for data inquiries, rate changes, and booking behavior. Predictive and analytic software programs are also being leveraged to provide more forward-looking data, instead of the usual reliance on historical performance. These metrics allow managers to be more proactive - rather than reactive - with their revenue strategy. The October issue of the Hotel Business Review will examine these developments and report on how some leading hotels are executing their revenue management strategies.