Editorial Board   Guest Author

Mr. Greenwell

David Greenwell

Sales Director, Shortridge Laundry

David Greenwell is sales director of Shortridge Laundry and Linen Hire, supplying many high-end hotels - Rockliffe Hall, The Samling and Stobo Castle, for example - along with hundreds of smaller hotels and guests houses across Northern Britain.

Originally based near Keswick in Cumbria, North West Laundries was founded by Mr. Greenwell and Peter Hinckley in 1993. The company provided linen hire and laundry services to hotels and other local businesses throughout the Lakes. The rapid growth of the company meant a new, larger site was soon needed and the move to Lillyhall Industrial Estate was completed in 1996.

By 2005 North West Laundries supplied businesses throughout Cumbria and the Borders. The acquisition of Shortridge enabled them to move into Scotland. In 2008 a depot was opened in Thirsk allowing the company to cover more of the North East and North Yorkshire, with further expansion in that region facilitated by the new Darlington depot.

Investment in machinery has continued: in 2014, the company invested well over £1M in state-of-the-art laundry equipment, including washers, dryers, and ironers. Annual investment of over £750,000 in the best linen and towels from around the world helps to keep Shortridge's standards at the forefront of the industry.

Please visit https://www.shortridgelaundry.co.uk/ for more information.

Mr. Greenwell can be contacted at 01900 606696 or david.greenwell@shortridge.co.uk

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.