Editorial Board   Guest Author

Mr. Stark

Peter Stark

Principal, Peter Barron Stark Companies

Peter Barron Stark is a management consultant, speaker and author. Over the past twenty-five years, his consulting firm, Peter Barron Stark Companies, specializes in helping leaders build organizations where employees love to come to work, and customers love to do business. Clients such as the NFL, NBA, Aetna, the Phoenix Suns, Lowe's, Sempra Energy, Kaiser Permanente, the Boston Red Sox, SONY Electronics, Qualcomm, WD-40 Company, Stone Brewing Company, Wells Fargo, Farmers Insurance, and over 200 other leading organizations have called upon Mr. Stark to help transform their cultures and maximize the effectiveness of their leaders. His speaking repertoire includes an impressive lineup of programs in the areas of employee engagement, leadership, leading change, customer service, and negotiation skills. His firm is also a leader in employee opinion surveys and 360° Leadership Development Assessments. Mr. Stark is one of only a handful of speakers to hold the prestigious dual designation of Accredited Speaker from Toastmaster's International and the Certified Speaking Professional from the National Speaker's Association. He has been published worldwide in over 300 articles, has written 11 books on the topics of leadership, management and negotiation and created The Manager's Toolkit, a subscription-based website to help turn managers into leaders. Mr. Stark's expertise has been featured by American Executive, Investor's Business Daily, The New York Times, CNN, Bloomberg, Inc.com, U.S. News & World Report and USA Today. Each week, Mr. Stark writes a leadership blog providing solutions to over 10,000 leaders who aspire to be great.

Mr. Stark can be contacted at 858-451-3601 or peter@peterstark.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.