Editorial Board   Guest Author

Mr. Braun

Robert E. Braun

Partner, Jeffer Mangels Butler & Mitchell, LLP

Robert Braun co-chairs JMBM's Privacy and Data Security Group and is a senior member of the Firm's Global Hospitality Group. Mr. Braun specializes in transactions with an emphasis on data security, privacy and information technology.

Mr. Braun's practice includes establishment and development of strategies to implement computer software, cloud computing, computer hardware, communications and e-commerce solutions, designing and implementing privacy and security programs and protocols, as well as remediating security breaches.

Mr. Braun has spent more than 20 years representing hotel owners and developers in their contracts, relationships and disputes with hotel managers, licensors, franchisors and brands, and has negotiated hundreds of hotel management and franchise agreements. His practice includes experience with virtually every significant hotel brand and manager. In addition, he is a frequent lecturer as an expert in technology, privacy and data security issues, and is one of only two attorneys in the 2015 listing of SuperLawyers to be recognized for expertise in Information Technology.

Mr. Braun is on the Advisory Board of the Information Systems Security Association, Los Angeles chapter, and a member of the International Association of Privacy Professionals.

Mr. Braun received his J.D. from the University of California Los Angeles, School of Law and his A.B. from the University of California, Berkeley, with highest honors.

Please visit http://www.jmbm.com for more information.

Mr. Braun can be contacted at 310-785-5331 or reb@jmbm.com

Coming up in October 2020...

Revenue Management: Maximizing Profit

Hotel Revenue Management continues to evolve at a blistering pace. Driven by technological innovation and new distribution channels, there are some dynamic opportunities for expansion in this fast-growing field. The technology is primarily designed to help revenue managers further refine their operations and pricing models to maximize hotel profit. For example, hotels can't be all things to all people, so a key strategy is to precisely identify their target audience. By employing geo-targeting techniques and analyzing behavior such as previous bookings, on-property purchases and online shopping practices, there is an increased capability to define guest demographics. By segmenting customers in more specific ways, hotels are able to create more personalized experiences which, in turn, allow managers to optimize their room rates. It is also an effective way to fulfill the unique needs and preferences of the individual. Another methodology is to consistently monitor the competition's pricing strategies. There are software tools that analyze a competitor's current rates, and then allow a hotel to make its own pricing adjustments. It is also a useful means to conduct forecasting models. Other technologies that are being integrated into a revenue manager's toolkit include Artificial Intelligence in the form of automated algorithms, and Voice Recognition (VR) for data inquiries, rate changes, and booking behavior. Predictive and analytic software programs are also being leveraged to provide more forward-looking data, instead of the usual reliance on historical performance. These metrics allow managers to be more proactive - rather than reactive - with their revenue strategy. The October issue of the Hotel Business Review will examine these developments and report on how some leading hotels are executing their revenue management strategies.