Editorial Board   Guest Author

Ms. Rice

Doll Rice

Vice President of Revenue Optimization, Prism Hotels & Resorts

Doll Rice is the Vice President of Revenue Optimization for Prism Hotels & Resorts, an award-winning full-service hotel management, investment and advisory services company. Her professional responsibilities with the organization include assisting and supporting Prism's diverse portfolio of hotel properties in all areas of revenue management.

Over the course of more than two decades of wide-ranging hospitality industry experience, Ms. Rice has served in a wide in a variety of different operations positions. A 1997 job as a reservations manager at the Hilton SW Hotel in Houston, Texas, would alter the trajectory of her career. The position ultimately had a transformative impact on her perspective, realigning her professional goals and helping her realize that revenue management was her true passion. Prior to her return to Prism in 2012, Ms. Rice served as the Director of Market Strategy in Austin, Texas, for Marriott International from 2008 to 2012.

Before that, she served as a Regional Director of Revenue Management with Prism Hotels & Resorts. While the majority of her professional experience has been with Marriott hotel brands, she has also provided revenue management services and expertise for a wide range of prestigious national and international hotel brands, including Hilton, IHG, Wyndham, Radisson, Choice, and Independent Hotels & Resorts.

Ms. Rice is a graduate of The University of Texas in Austin, Texas, where she earned a degree in journalism and public relations with a minor in business. A lifelong Longhorn, she currently resides in Austin, Texas where she enjoys the outdoors and spending time with her daughter.


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

Ms. Rice can be contacted at +1 214-987-9300 or doll.rice@prismhotels.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.