Editorial Board   Guest Author

Mr. Greger

Ken Greger

Partner, Ward Howell International

Based in Portland, OR, Ken Greger is a Partner  with Ward Howell International.  With a broad focus that includes hotels & resorts, restaurants, casinos and integrated resorts, cruise lines and travel technology, Mr. Greger focuses on finding the right leadership to help clients achieve strategic outcomes.  Clients range from tech startups, hotels and resorts, to major brands and Fortune 500 organizations.  Mr. Greger has spoken multiple times at The Lodging Conference, ALIS, The Global Spa & Wellness Summit and to numerous other audiences. A frequent author, Mr. Greger's articles have appeared in The Cornell H. R. A. Quarterly, Hotel & Motel Management, Hotel News Now and other leading industry news media, including Huffington Post.  

Mr. Greger is on the ALIS Planning Committee and is also on the Board of the HSMAI Foundation.  A Certified Public Accountant, Mr. Greger began his career with Deloitte & Touche and from there entered the world of executive search and consulting. He later joined KPMG's global search practice in Los Angeles, where he was also a member of the firm's Entertainment Industry Practice Group. After six years with KPMG, Mr. Greger was recruited to lead executive search in the Western Region for Laventhol & Horwath, a position he left after four years to launch Greger/Peterson Associates, Inc., a highly regarded executive search firm specializing in Hospitality & Leisure. More than 20 years later, the firm merged with a boutique executive search and advisory firm also focused on hospitality.

 In December 2018, Mr. Greger joined Ward Howell International as a Partner with this growing global firm that currently has 27 offices throughout the world.

 

Please visit http://www.wardhowell-usa.com for more information.

Mr. Greger can be contacted at 503-655-4100 or ken.greger@wardhowell-usa.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.