Editorial Board   

Mr. Hall

Stephen Hall

Founder, Brandworks Distribution LLC

Stephen S.J. Hall was a 1956 graduate of the school of Hotel Administration at Cornell University. He also holds an MBA with high honors from Michigan State University as well as a Masters Degree in Divinity from Harvard. After serving as a Marine Corps officer from 1956 to 1958 he spent most of his career in the hospitality industry starting as a field engineer with Sheraton Corporation. He was promoted to Director of Operations Support for ITT Sheraton leaving in 1971 to become Vice President for Administration of Harvard where he managed 10 departments with an annual budget of $95 million dollars spending an additional 300 million per annum for new construction. While at ITT Sheraton one of his duties was as the first Quality Assurance Director in the industry. In 1981 he formed a quality assurance consulting company and implemented the first quality assurance program in the American Hotel and Lodging Association. The company also put in programs in the Bahamas as well as several hotels in the US including the Greenbrier in White Sulphur Springs, WV. Mr. Hall has taught Quality Assurance at several universities including Cornell, the University of Nevada Las Vegas, New Hampshire, the Instut de Management Hoteiier in Cergy- Pontoise, France as well as Glion in Switzerland where he was also the Director of Studies. He has given seminars worldwide. He has also held positions as Pastor of the Congregational church in Cohasset Massachusetts and the Associate Pastor of the American Church in Paris, France. Mr. Hall has written and published four books: QUALITY ASSURANCE IN THE HOSPITALITY INDUSTRY - The American Society for Quality Control, READINGS IN ETHICS - Education Institute of AH&LA, JOURNEY TO EXCELLENCE - Dog Ear Press and PLUMB BOB - Dog Ear Press. While quality assurance is traditionally defined as conformance to standards will Mr. Hall has promoted the idea that conformance to standards alone is insufficient. Standards must be “right” standards thus introducing ethics and replaces quality assurance with the word excellence as the ultimate goal. Excellence is defined as “consistently doing right things.” Although several surveys, in recent years, indicated that managers have a strong interest in ethics and consider the practice of ethics to be beneficial to the bottom line, few hotels have a comprehensive program of ethics in place. The problem is analyzed in the book PLUMB BOB which also includes a new theory of which can be easily taught to employees

Mr. Hall can be contacted at Larry_Hall@SpringerMiller.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.