Editorial Board   Guest Author

Mr. Gaulke

Christopher Gaulke

Lecturer Food & Beverage Management, Cornell University

Christopher Gaulke is a lecturer in the School of Hotel Administration at Cornell University where he teaches courses in restaurant management, supply chain management, and product development. Pursuant to this Mr. Gaulke undertook Ph.D. studies at Purdue University where he focused on foodservice operations and spent time conducting research on topics such as local food supply chains, regional food hubs, and food safety in farmers' markets. Mr. Gaulke has more than 15 years of practical experience working in a variety of different foodservice operations including: quick-service, casual and upscale restaurants as well as retail and institutional foodservice. He is certified as a Chef de Cuisine by the American Culinary Federation, and has held several top managerial positions including: general manager, executive chef, and foodservice manager.

Please visit www.cornell.edu for more information.

Mr. Gaulke can be contacted at 607-254-5235 or ccg79@cornell.edu

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.