Editorial Board   Guest Author

Mr. Liebman

Bruce Liebman

Co-Managing Partner, Kaufman Dolowich & Voluck LLP

Bruce S. Liebman is co-managing partner in the Ft. Lauderdale and Boca Raton offices of Kaufman Dolowich & Voluck LLP, experienced in the representation of international and domestic hospitality companies and casinos in the area of liability, collections and gaming issues.

Mr. Liebman has over 20 reported cases on jurisdictional, venue selection and forum non conveniens issues from Federal Courts across the nation. He also has more than 20 years of experience practicing in the areas of labor and employment law, representing management in hundreds of matters before federal and state agencies and in federal and state court.

Mr. Liebman has worked with dozens of EPLI, E&O, and D&O carriers in the representation of their insureds and works closely with clients to help them navigate the myriad of laws and regulations that govern the workplace, while defending them when necessary before agencies and in court. His practice includes defending medical professionals, lawyers, accountants, and insurance agents in malpractice and E&O claims. 

Mr. Liebman can be contacted at 954-302-2397 or bliebman@kdvlaw.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.