Editorial Board   Guest Author

Dr. Olson

Lynne A. Olson

RD&E Corporate Scientist, Global Sustainability, ECOLAB

Lynne Olson is a Corporate Scientist for Global Sustainability at Ecolab Inc., the global leader in water, hygiene and energy technologies and services that protect people and vital resources.

In her current role, Dr. Olson helps drive top-line growth for Ecolab and its customers by embedding sustainability thought leadership into innovation management, product offerings, and sector-level standardization of sustainable growth benchmarks.

Dr. Olson has more than 30 years of experience in product development, and program management, which has resulted in many individual and group patents. She was part of the first Ecolab team trained as Lean Six Sigma (LSS) Black Belts, and led several significant process improvement projects. After LSS work, she was part of the founding group that defined and deployed the current Ecolab Corporate Sustainability team.

Dr. Olson is active in industry groups focused on developing product stewardship guidance. In this context, she provides subject matter expertise to sustainability standard review and development, evolving market initiatives including the Chemical Life Cycle Collaborative (CLiCC) in Santa Barbara, and she is currently on the board of directors of the Sustainable Procurement Leadership Council (SPLC).

Ecolab is a trusted partner at more than one million customer locations. With 2015 sales of $13.5 billion and 47,000 associates, Ecolab delivers comprehensive solutions and on-site service to promote safe food, maintain clean environments, optimize water and energy use and improve operational efficiencies for customers in the food, healthcare, energy, hospitality and industrial markets in more than 170 countries around the world.

Dr. Olson received her Ph.D. in Textile Science from the University of Wisconsin at Madison.

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

Dr. Olson can be contacted at 651-795-5737 or lynne.olson@ecolab.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.