Editorial Board   Guest Author

Mr. Portman

Jack Portman

Chairman & CEO, John Portman & Associates

Jack Portman serves as chairman and CEO for John Portman & Associates. John Portman & Associates is an internationally renowned architectural design firm with offices in Atlanta and Shanghai. The firm specializes in designing innovative, engaging and memorable spaces that serve the people who use them and benefit the community. Mr. Portman also serves as chairman and CEO of Portman's Chinese companies, Portman International & Portman Development. He maintains a current focus on all of the companies' activities worldwide.

Mr. Portman began his career as an architect for John Portman & Associates in Atlanta. He later expanded his responsibilities from the architecture and design field to a position of corporate leadership. Initially working with the domestic arm of the Portman companies' real estate development, he subsequently became involved in the companies' activities in the Middle East, particularly Egypt, Pakistan and Saudi Arabia. He moved to Hong Kong and later to Shanghai to pursue the companies' international endeavors in the design, development and management of all East Asian overseas projects. Mr. Portman was responsible for Portman's early entry into China, at which time Portman Holdings became one of the first western development companies to develop real estate in China.  He later established Portman offices in Warsaw, India and South Korea.

Mr. Portman, a licensed architect, holds a B.S. degree in architecture from the Georgia Institute of Technology and a Master's degree in architecture from the Graduate School of Design, Harvard University.

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

Mr. Portman can be contacted at 404-614-5555 or jack@portmanusa.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.