Editorial Board   Guest Author

Mr. Lannan

Robert Lannan

Principal, Lannan Legal PLLC

Robert W. Lannan is the Principal of Lannan Legal PLLC.  Mr. Lannan has practiced law for 22 years, 12 of them in the hospitality industry.  He represents owners and operators of hotels, restaurants, private clubs and other hospitality businesses in a variety of transactions, including sales, financings, joint venture agreements, management agreements, franchise agreements, and general commercial transactions matters related to operations of hospitality businesses.  Before beginning his private practice, Mr. Lannan was a Vice President and Senior Counsel at Hilton Worldwide, Inc., where he led a group of attorneys responsible for advising the company on operation of all of its owned and managed hotels worldwide.

Earlier, he was a Vice President and Senior Counsel at Marriott International, Inc., where he represented that company in transactions involving hotels in the United States as well as the United Kingdom, the Middle East and Africa.  Mr. Lannan is a Founding Co-Chair of the Hotel & Lodging Legal Summit, an annual continuing legal education conference at Georgetown University Law Center.  He also serves on the faculty of Georgetown University's Global Hospitality Leadership graduate program.  He has served as the Chair of the American Bar Association Hotels, Resorts and Tourism Committee.  Before joining the hospitality industry, Mr. Lannan practiced in two international law firms and as a Captain in the U.S. Army Judge Advocate General's Corps.

He received his J.D. from Georgetown University Law Center and his B.A., magna cum laude, from Georgetown University.  He also holds an LL.M., with highest honors, from The George Washington University.

 

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

Mr. Lannan can be contacted at 202-223-8901 or robert.lannan@lannanlegal.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.