Editorial Board   Guest Author

Mr. Salisbury

Ralph Salisbury

Senior Vice President, Impact Enterprises, Inc.

Supporting and participating in socially conscious endeavors is an important part of Mr. Salisbury's personal and professional life. He believes a stronger sense of balance in life can be achieved through some participation in activities that focus on 'giving-back'.

"Success should be shared, not divided or apportioned as some fear, just shared through a contribution of time, and funds if possible. Time can be the most personally rewarding of contributions due to a physical connection, however, watching a financial contribution make a difference in someone, some family, and some group's life can be equally rewarding."

Mr. Salisbury's professional successes has enabled him to be an active supporter in several areas of giving-back, and now as Senior Vice President of Impact Enterprises, Inc., has established a corporate responsibility program for the company that includes a 'staff-championed-causes' initiative that allows Impact's staff to be active participants in meaningful 'giving-back'.

A degree in business from Syracuse University lead Mr. Salisbury to Wall Street, then onto his own business, and finally to Impact Enterprises, Inc. His professional experiences include credit oriented real estate investment for state and municipal pension funds, wind energy development, communications, and marketing and advertising.

Volunteer activities have included the Yellow Ribbon Fund at Walter Reed Army Hospital in Washington, DC, Children's Medical Center in Dallas, TX, Nelson-Tebedo Research Clinic in Dallas, TX, Veterans Village of San Diego, and VA Medical Centers in Portland, OR and Bend, OR.

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

Mr. Salisbury can be contacted at +1 845-988-1900 or rsalisbury@impactenterprises.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.