Editorial Board   Guest Author

Mr. Spurr

Jay Spurr

Market Director of Sales & Marketing, JW Marriott Austin

JW Marriott Austin welcomed Jay Spurr back to Austin as the Market Director of Sales and Marketing in spring 2017. Mr. Spurr has nearly 30 years of hospitality experience and is responsible for leading the JW Marriott Austin sales and marketing team with expanded responsibilities supporting the new Austin Marriott Downtown, set to begin construction later this year. The return to Austin is a homecoming for Mr. Spurr, who previously served as the Director of Sales and Marketing for JW Marriott Austin from 2011-2015. The very first associate hired at the JW Marriott Austin in 2011, Mr. Spurr quickly made an impact as he built and led his preopening sales team to secure over a half million group rooms prior to the hotel's opening in February of 2015. Under his leadership, the hotel was named one of the world's top 9 new business hotels by Forbes magazine and received the Marriott International Full Service Hotel Opening of the Year Award in 2015. Mr. Spurr previously held the position of Director of Sales and Marketing for the San Francisco Marriott Marquis. During his time in San Francisco, Mr. Spurr successfully led his team to achieve their targeted sales goals and two-year crossover goals for the first time in five years. A graduate of the University of South Caroline-Columbia's Hotel, Motel, and Restaurant Management program, Mr. Spurr has also served as the Director of Sales and Marketing for Chicago Marriott Downtown Magnificent Mile, Area Director of Sales for Baltimore Marriott Waterfront Baltimore Marriott Inner Harbor, and Senior Account Executive for JW Marriott Desert Ridge Resort & Spa in Phoenix, Arizona.

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

Mr. Spurr can be contacted at 512-608-4460 or jay.spurr@jwmarriottaustin.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.