Editorial Board   Guest Author

Ms. Viadero

Vanessa Viadero

Director of Marketing, Turnberry Isle Miami

Vanessa Viadero is a hospitality marketing executive with more than 6 years of experience in digital marketing, communications and brand strategy. Her brand roster includes Fontainebleau, three AAA Four-Diamond Restaurants: Scarpetta, Hakkasan, Gotham Steak and sbe's portfolio of hotel and restaurant brands: SLS, The Raleigh, The Redbury, The Townhouse, Bazaar by Jose Andres, Fi'lia by Michael Schwartz, Katusya, Cleo, K Ramen, The Restaurant at the Raleigh and Hyde Beach Kitchen + Cocktails.

After starting her career in Public Relations, Ms. Viadero quickly found her niche in Hospitality Marketing.

Throughout her four-year tenure at Fontainebleau Miami Beach, Ms. Viadero held various leadership positions, guiding the overall marketing strategy and overseeing two new restaurant concept launches: Michael Mina 74 and StripSteak by Michael Mina. Her digital marketing initiatives, strategic implementation of the resort's custom website and CRM platform garnered significant attention awarding her the title of Team Member of the Year in 2013.

Most recently, Ms. Viadero served as the Regional Director of Marketing for sbe's Miami Region overseeing five hotels and seven restaurant brands with a focus on the strategy and execution of their marketing and public relations initiatives aimed at driving direct revenue and increasing brand awareness.

Ms. Viadero earned a Masters' Degree from Florida International University's Chaplin School of Hospitality Management and a Bachelor of Science in International Business and Marketing from Barry University. She currently serves on Barry University's Young Alumni Committee and is an active booster to the Women's Rowing Team.


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

Ms. Viadero can be contacted at 786-279-6533 or vviadero@turnberry.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.
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