Editorial Board   Guest Author

Mr. Bramhall VI

Jason Bramhall VI

Senior Director, Procurement, The Gettys Group

Jason Bramhall VI is a practiced FF&E expert with a discerning eye for quality and detail. Bringing more than 15 years of supply chain experience to The Gettys Group, spanning interior, industrial and mechanical design fields, Mr. Bramhall's procurement experience dates back to before global sourcing was a commonly discussed practice. His knowledge base gathered in worldwide markets and the advantages and related challenges of working overseas brings tremendous value both to The Gettys Group and its clients.

With each procurement project award, Mr. Bramhall has relied on his skill set and managerial approach to ensure the project supply chain is seamless; maintaining succinct client communication in conjunction with negotiating comprehensive FF&E budgets, project management, delivery logistics and installation. Quality standards are treated as the priority throughout the process, ultimately enabling the successful delivery of each project to our deserving clientele.

To truly respect and realize the designer's intent while balancing the project drivers of cost, quality and timeline is a testament to The Getty's Group's understanding of the hospitality market and the expectations therein.  A successful balance of each provides for a successful implementation for all.

Mr. Bramhall  holds a Bachelor of Science in Business Administration (BSBA) degree from Auburn University in Operations & Supply Chain Management.

Mr. Bramhall VI can be contacted at 312-832-2450 or JBramhallVI@gettys.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.