Editorial Board   

Ms. Dietrich

Gini Dietrich

Founder & CEO, Arment Dietrich Inc.

Gini Dietrich is the Founder and Chief Executive Officer of Arment Dietrich, Inc. Arment Dietrich, Inc. is a Chicago-based, integrated marketing communications firm. She is the author of the book, “Spin Sucks”, and co-author of the book, “Marketing in the Round”. She is also co-host of Inside PR, and founder of Spin Sucks Pro. Ms. Dietrich's blog, Spin Sucks, is the number one PR blog in the world. Actively engaged in social media and blogging since 2006, Ms. Dietrich has advised many clients on how to incorporate digital media into a larger, and more integrated, marketing program. She can be found on Spin Sucks, Twitter, LinkedIn, Facebook, Pinterest, Google+, and Instagram. Ms. Dietrich is also a highly sought-after speaker on the topics of social media, integrated marketing communications, public relations, and business growth via the web. Her expertise includes reputation management, crisis communications, social media, lead generation, content marketing, community development and engagement, and public relations. Ms. Dietrich and her firm have won countless awards from PRSA, IABC, and PR News among others Her work in the digital space created the opportunity for her to be named one of the top PR professionals in the world for three years running. Ms. Dietrich is a graduate of Creighton University in Omaha, Nebraska, where she was the sole recipient of the Peter Kiewit four-year academic scholarship. She is a past president of PRSA Chicago. Ms. Dietrich has served on the board of Counselor's Academy, and also serves on the board of three other organizations.

Ms. Dietrich can be contacted at 312-787-7249 or gini.dietrich@armentdietrich.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.