Editorial Board   Guest Author

Ms. Keller

Chaunsea Keller

Executive Vice President, EproDirect

Chaunsea Keller is Executive Vice President for EproDirect. She has over 17 years of experience in the hospitality sales and marketing field, with over ten years of those being with EproDirect. In her role with EproDirect, it allows her to see daily interaction between suppliers and planners; therefore, it is a good gauge on the meetings industry as a whole. She resides in College Station, TX with her husband and two children. Ms. Keller has been published nationally several times with a variety of hospitality and marketing publications. She has been a speaker for conferences focusing on the group and convention trends. She is a past board member of HSMAI interest group and a past board member of her local MPI chapter. EproDirect helps hotels and other meeting suppliers grow their group markets with an integrated digital marketing program.

Please visit www.eprodirect.com for more information.

Ms. Keller can be contacted at 405-233-1033 or chaunsea.keller@eprodirect.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.