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 April 2019...

Guest Service: A Culture of YES

In a recent global consumers report, 97% of the participants said that customer service is a major factor in their loyalty to a brand, and 76% said they view customer service as the true test of how much a company values them. And since there is no industry more reliant on customer satisfaction than the hotel industry, managers must be unrelenting in their determination to hire, train and empower the very best people, and to create a culture of exceptional customer service within their organization. Of course, this begins with hiring the right people. There are people who are naturally service-oriented; people who are warm, empathetic, enthusiastic, pleasant, thoughtful and optimistic; people who take pride in their ability to solve problems for the hotel guests they are serving. Then, those same employees must be empowered to solve problems using their own judgment, without having to track down a manager to do it. This is how seamless problem solving and conflict resolution are achieved in guest service. This willingness to empower employees is part of creating a Culture of Yes within an organization.  The goal is to create an environment in which everyone is striving to say “Yes”, rather than figuring out ways to say, “No”. It is essential that this attitude be instilled in all frontline, customer-facing, employees. Finally, in order to ensure that the hotel can generate a consistent level of performance across a wide variety of situations, management must also put in place well-defined systems and standards, and then educate their employees about them. Every employee must be aware of and responsible for every standard that applies in their department. The April issue of the Hotel Business Review will document what some leading hotels are doing to cultivate and manage guest satisfaction in their operations.