Editorial Board   Guest Author

Mr. Migdal

Nelson Migdal

Shareholder & Co-Chair Hospitality Practice, Greenberg Traurig LLP

Nelson F. Migdal, a shareholder and Co-Chair of the firm's Hospitality Practice, is based in the firm's Washington, D.C. office. Mr. Migdal focuses his practice on hotel acquisitions, operations, development and finance, large mixed-use projects, hotel management agreements, licensing agreements, commercial real estate acquisition and sale, and commercial leasing.

Mr. Migdal has prepared and reviewed management and franchise agreements, purchase and sale agreements, multiple building covenants, and other documents related to the acquisition, financing, development, leasing, management and disposition of hotels, resorts and other real and personal property.

Mr. Migdal is the Immediate Past President of the Academy of Hospitality Industry Attorneys, a Member of the International Society of Hospitality Consultants, a Member of the Board of Governors of the Boutique and lifestyle Lodging Association, a Member of the Law 360 2016 Hospitality editorial advisory board and a Member of the Adjunct Faculty of the Washington College of Law of American University where he teaches Hotel Law.

Mr. Migdal has been a speaker at The Lodging Conference, RealShare, Hotel Business, IMN, iGlobal, BLIS and other real estate and hospitality conferences and is also a contributor to the firm's Hospitality Law Check-In Blog. Mr. Migdal authored the textbook Hotel Law, Transactions, Management and Franchising, a practical guide to the issues that face lawyers and industry leaders working in the hospitality field. Routledge, the world's leading academic publisher in the Humanities and Social Sciences, published the book in May 2015. He is also the author of numerous articles on the subject of real estate and the hospitality industry.

Mr. Migdal can be contacted at 202-331-3180 or migdaln@gtlaw.com

Coming up in October 2019...

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.