Editorial Board   

Mr. Kiesner

Steve Kiesner

Director of National Accounts, Edison Electric Institute

Steve Kiesner is Director of the Edison Electric Institute's National Accounts Program. Based in Washington, D.C., EEI is the trade association of shareholder-owned energy companies. Its members produce approximately 79% of all of the electricity generated by electric utilities in the US. EEI's National Accounts provides multi-site companies with marketing information and intelligence. It also serves as a clearinghouse of information for the industry and provides forums for its members and multi-site national customers to engage one other-conduct business, discuss important issues, and share information. The National Accounts program also provides grass root lobbying initiatives with commercial customers. Steve has been with EEI's National Accounts since August, 1996. Before EEI, Steve was with the Potomac Electric Power Company (Pepco) for seven years where he served as customer representative for the federal government including the GSA, White House, Architect of the U.S. Capitol, National Parks Service, Smithsonian Institution, FBI, and several federal agencies others. He also was involved in implementing Pepco's Curtailable Load Program, an end-use management program for large commercial customers. Steve has a B.S. degrees in Economics and Business-Finance.

Mr. Kiesner can be contacted at 202-508-5000 or skiesner@eei.org

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.