Editorial Board   Guest Author

Dr. Noone

Breffni Noone

Associate Professor, School of Hospitality, The Pennsylvania State University

Breffni M. Noone is an Associate Professor at the Pennsylvania State University School of Hospitality Management where she teaches courses in revenue management and service operations management.

Before joining the Pennsylvania State University, Dr. Noone held a visiting professor position in the School of Hotel Administration at Cornell University, and was on faculty at the Dublin Institute of Technology, Ireland.  She earned her doctorate from Cornell University.

Dr. Noone also holds an M.B.S. from Dublin City University, Ireland and a B.Sc. (Mgmt.) from Dublin University, Trinity College, Ireland.

Dr. Noone is the recipient of outstanding teaching, research, and advising awards. She was honored with the Penn State College of Health and Human Development Teaching Excellence Award in 2013 and 2016, the National Society of Leadership and Success Excellence in Teaching Award in 2012, and the Penn State College of Health and Human Development Alumni Award for Teaching Excellence in 2010.

In 2012, Dr. Noone received the Journal of Hospitality & Tourism Research Article of the Year Award, and was recognized with the Penn State Schreyer Honors College Excellence in Advising Award in 2014.

Dr. Noone's research interests include revenue management and pricing in the restaurant, hotel, and golf industries. Most recently, her research has focused on the influence of non-price information, including user-generated content and images, on consumer reaction to hotel prices. Her work has been published in journals such as Journal of Revenue and Pricing Management, Cornell Hospitality Quarterly, Journal of Service Management, International Journal of Hospitality Management, and Journal of Hospitality & Tourism Research. She has authored several book chapters, and national and international conference papers.

Dr. Noone currently serves on the HSMAI Revenue Management Advisory Board for the Americas, on the editorial boards of the Journal of Revenue and Pricing Management and the International Journal of Hospitality Management, and as an associate editor for the Journal of Hospitality and Tourism Research. She also serves as a revenue management consultant to hospitality enterprises and provides executive education programs in revenue management in the U.S. and Europe.

Please visit http://www.psu.edu for more information.

Dr. Noone can be contacted at +1 814-865-7128 or bmn2@psu.edu

Coming up in February 2020...

Social Media: Social Listening Tools

The reach and influence of social media is staggering. Nearly 3 billion people use social media daily, posting a range of messages, selfies, images, and everything in-between. According to HubSpot, almost 4 million posts are uploaded to the major social networks every single minute! That's an astounding amount of content and it is crucial for hotels to skillfully use social media in order to effectively compete. From establishing a suitable brand identity and voice to creating content across all the major networks (Facebook, Twitter, Instagram, Pinterest, etc.), the goal is to actively engage consumers and to eventually convert them to customers. Some hotels are initiating online contests as a way to attract new customers, while others are rewarding customers with discounts who subscribe to the their email lists or follow their social media pages. Another recent strategy is to employ social media listening tools that track what people are posting online about their businesses. These tools allow hotels to monitor - or listen to - what's being said about a brand across the entire social web, and this can prove to be very valuable, unfiltered information. Social listening permits hotels to be aware of people's opinions about their business, industry or competitors, and some of these tools even listen beyond social media platforms. They also monitor publicly available information on blogs, forums, news outlets and websites. Some listening tools are more focused on gathering and analyzing data, while others offer more engagement-oriented features, which allow hotels to interact with people right from the platform. Often the information that is gleaned from these listening tools ends up being the most authentic, unbiased insights a business can get. The February Hotel Business Review will document what some hotels are doing to successfully integrate social media strategies into their operations.