Editorial Board   

Mr. Aurand

Douglas Aurand

President, Douglas Aurand & Associates

Douglas Aurand has had his own multimedia business for 10 years. He produces virtual tours in the two largest markets for Full 360x360 Interactive Images; real estate and hospitality. As digital and virtual tour photographer, Mr. Aurand has photographed thousands of homes for sale and created almost as many real estate virtual tours, posting them to websites such as Realtor.com and ColdwellBanker.com, among others. Drawing on his own experience as a Realtor, he provides added-value tools to his real estate customers that sell the homes they're marketing faster and help them generate more customers, both home buyers and home sellers. A running theme is "Not to keep their Virtual Tour a Secret." In the last five years Mr. Aurand has begun tapping his experience in property level hotel management to expand into the hospitality & tourism market. He shows his hotel customers how to get more value out of their web sites with multimedia like virtual tours and streaming video. His website, VirtualAlbuquerque.com, is not just a multimedia tour of his home town, but also a demonstration tool showing different ways to use Virtual Tours and its a showcase for unique products like his virtual golf course tours and virtual ski area tours. Mr. Aurand has produced virtual tours for Sheraton, Hilton, Marriott, Radisson, Wyndham, Residence Inn and several independent hotels along with various B&Bs.

Mr. Aurand can be contacted at (505) 857-2265 or DAurandAssoc@aol.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.