Editorial Board   Guest Author

Ms. Voss

Megan Voss

Vice President Human Resources & Associate Development, Aparium Hotel Group

As a believer in the philosophy that the true drivers behind a hotel's success are its associates, Megan Voss focuses on developing and cultivating teams that genuinely believe in the brand's vision and enhance the inspiring company culture that currently exists inside the walls of all Aparium Hotel Group properties. With like-minded associates who can provide genuine, intuitive service, Ms. Voss believes Aparium is poised to provide its guests unique, memorable experiences that keep them coming back. Since joining the company in spring 2014, Ms. Voss has led the charge in spearheading the promotion and implementation of Aparium's values among all employees, as well as enacting learning and development strategies to ensure sustainable employee success. A certified Senior Professional in Human Resources, Ms. Voss brings with her nearly two decades of experience in hospitality and retail, including heading up the global learning and development at renowned W Hotel properties and its Starwood brand. Going the distance is a literal expression for Ms. Voss, who is an avid runner and multiple marathon veteran.

Please visit www.aparium.com for more information.

Ms. Voss can be contacted at 312-275-1080 or info@aparium.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.