Editorial Board   

Mr. Dyer

Andrew Dyer

Vice President of Global Supply, Egencia

Andrew Dyer is Vice President of Global Supply - Lodging at Egencia, where he is responsible for leading Egencia's supplier relations group and overseeing lodging, media, consulting and insurance. Mr. Dyer has been with Expedia, Inc. since 2006, previously serving as Senior Director, Legal where he was the primary legal counsel for Expedia Global Tour & Transport Group.

Prior to that, Mr. Dyer served as Director of Strategy & Business Development for Expedia's Lodging Partner Services group, where he helped lead the development and launch of the Expedia Traveler Preference program. Earlier in his career at Expedia, Mr. Dyer was Corporate Counsel, Expedia Legal & Corporate Affairs, where he supported Egencia and the Expedia Lodging Partner Services group.

Prior to joining Expedia in 2006, Mr. Dyer was an associate at Preston Gates & Ellis, LLP. He earned his Juris Doctor degree from The University of Michigan Law School, graduated from Whitman College with a Bachelor of Arts in History, and holds an MACD in Commercial Diplomacy from the Middlebury Institute of International Studies. Mr. Dyer is currently based in Seattle, Washington.

Please visit https://www.egencia.com/public/us/ for more information.

Mr. Dyer can be contacted at 866-816-3534 or adyer@expedia.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.