Editorial Board   Guest Author

Ms. Tukan

Randa Tukan

Senior Vice Principal & Director of Interiors, HOK

Randa Tukan, leading the Hospitality, Retail and Residential Commercial Interiors practice at HOK Toronto, brings more than 25 years of experience in interior architecture and design, both in Canada and around the world.  Her expertise extends far beyond the world of interiors, encompassing architecture, urban planning, landscape, economics, branding and graphics. Her design vision is a fully integrated one, ensuring that the expectations of the client and the market are met and enhanced. As a director of interiors, she uses design to advance clients' branding and market positioning.

 

Ms. Tukan's client list includes many of the world's best-known hotel brands: InterContinental, Marriott, Delta, Renaissance, Shangri-La, Hyatt, and Hilton. Her projects have won numerous design awards and accolades. In 2016, the HOK Toronto interiors team, which she overseas, spearheaded the award-winning proposal, the Driftscape, which received the Radical Innovation Award. The coveted, annual award is juried by global hospitality industry influencers, leaders as well as operators and developers and selected by an audience of designers, architects and hoteliers.

Ms. Tukan holds a Master of Liberal Arts degree in Fine Arts and a Post-Graduate Certificate of Special Studies in Management and Administration, both from Harvard University, and a Bachelor of Fine Arts in Interior Design from the Maryland Institute College of Art.

She is a member of the advisory board for Humber College interior design program, a site visitor for the Council of Interior Design Accreditation (CIDA), and has taught at the Ontario College of Art. Ms. Tukan is fluent in English, French and Arabic.

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

Ms. Tukan can be contacted at 416-342-7201 or randa.tukan@hok.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.