Editorial Board   

Mr. Kravetz

Dana Kravetz

Managing Partner, Michelman & Robinson, LLP

Dana A. Kravetz is the Firm Managing Partner of Michelman & Robinson, LLP (M&R), a national law firm headquartered in Los Angeles, with additional offices in Orange County (California), San Francisco, Chicago and New York City.

Also the leader of M&R's Hospitality Industry Group, Mr. Kravetz focuses his practice on the representation of hotel and restaurant management, specializing in a range of employment law matters - discrimination, wrongful termination, whistleblower and class action litigation, sexual harassment prevention, workforce reduction, hiring best practices and wage and hour issues, among them.

In addition, Mr. Kravetz advises and litigates on behalf of clients in connection with executive employment contract disputes; independent contractor and misclassification issues; and non-competition, separation and non-disclosure agreements. He handles workplace training, investigations, compliance and audits as well.

A hospitality industry authority, Mr. Kravetz is an active participant in the space. He sits on the Advisory Board for the Cornell Institute for Hospitality Labor and Employment Relations and the Planning Committee for the Americas Lodging Investment Summit Law Conference. In both roles, he collaborates to identify hot topics facing hoteliers and develop programming to educate them.

Mr. Kravetz is also involved in the American Hotel & Lodging Association, and he is a member of the Government & Legal Relations Committee of the California Hotel & Lodging Association. There is more. He frequently speaks at national and regional hospitality industry conferences and events (like ALIS Law and HR in Hospitality), and he regularly contributes articles to HotelExecutive.

Please visit http://www.mrllp.com/professionals-Dana-Kravetz.html for more information.

Mr. Kravetz can be contacted at +1 310-299-5500 or dkravetz@mrllp.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.