Editorial Board   Guest Author

Mr. Hartz

Jay Hartz

President, Next Generation Revenue Per Available Room

When you take a hotel that no one could turn a profit on and make the red ink disappear, most hoteliers would agree you have a recipe for success.

Jay Hartz, CHA, purchased the distressed Hotel Pattee in Perry, Iowa in 2013. With a long history of dealing with and succeeding in insolvency situations, Mr. Hartz believed he had what it took to turn the iconic property around. In 12 short months, the hotel was in the black, and in early 2018, he sold the thriving property in order to take his turnaround strategy on the road.

Today, Mr. Hartz is the President of Next Generation Revenue Per Available Room, which is a consulting and training firm focusing on helping hotels reach their full revenue potential. His NextGenRevPar Professional Sales Training Program has been designed after 30 years of hotel industry expertise with many of the major international brands including Marriott, IHG, Hilton Choice and Wyndham. The model focuses on an eight-week training program followed by ongoing weekly support, because he firmly believes repetition is what drives successful results. The NextGenRevPar program incorporates three key factors: 1) Owning a “hotel specific” sales model; 2) Decreasing sales turnover; and 3) Maximizing revenue potential.

Mr. Hartz is passionate about helping salespeople develop their skill set and his proprietary “Hartz Hotel Selling Institute” is unparalleled in our industry as it provides an innovative approach to lead generation, prospecting, and shifting business from competitors.

Mr. Hartz graduated from the University of Missouri - Saint Louis with a Bachelor of Business Administration (B.B.A.) Business Administration and Management General.


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

Mr. Hartz can be contacted at 515-802-8280 or jay@nextgenrevpar.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.