Editorial Board   Guest Author

Mr. Sloan

Kell Sloan

General Manager, Fairfield Inn & Suites Moncton NB

At an early age, Kell Sloan was told he wanted to become a concert pianist but with a tin ear, a rebellious streak and a Beach Boys album, Mr. Sloan soon fell in with the wrong crowd and took up professional surfing. At age six, permanently grounded and with no money to buy a surf board, Mr. Sloan sold chocolate bars door to door and found that by developing a compelling unique value proposition and dividing his home town into segments, he was able to focus on neighbourhoods were people were most likely to buy his chocolate bars. And buy they did.

Hiring other kids to sell for him, teaching them the fundamentals of chocolate bar sales, and coaching them to success, Mr. Sloan soon found himself once again grounded but with a surf board and a love of entrepreneurship, marketing and revenue management.

With over 25 + years of hospitality leadership in casinos, restaurants and hotels, if you took an MRI scan of that beautiful brain of his, it would show a large area devoted to thinking of nothing else but strategic planning, demand generation and profit optimization.

Mr. Sloan is currently the General Manager of the Fairfield Inn & Suites, Moncton, New Brunswick and leads an exceptional team of bilingual customer-orientated professionals dedicated to ensuring that every stay is exceptional. Fairfield Inn & Suites is part of the Marriott group of hotels and resorts.

 

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

Mr. Sloan can be contacted at +1 306.209.0981 or kell@kellsloan.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.