Editorial Board   Guest Author

Mr. Johns

Paul Johns

Chief Marketing Officer , Conversocial

Paul Johns is a recognized industry executive with proven experience in brand storytelling, product marketing, analyst and investor relations. As CMO of Conversocial, Mr. Johns oversees the company's global marketing, branding and public relations activities as the company continues to capitalize on the growing market demand for social-based customer service in the call center. Mr. Johns joined Conversocial in 2014 from Thomson Reuters, where he held multiple senior level marketing roles, including global head of marketing & communication of Financial & Risk, and CMO of the Governance, Risk and Compliance division. Previously Mr. Johns was CMO of Complinet, which was acquired by Thomson Reuters in 2010. Earlier in his career, he served as a CMO for a series of young technology startups, bringing them public by defining company strategy, developing advocacy and growing each business through product development, channel marketing, partnerships and acquisitions. These companies include Orchestria (now CA Technologies), Axiom Systems, GenesysLabs and Broadbase Software (now Kana).

Mr. Johns can be contacted at paul.johns@conversocial.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.