Editorial Board   Guest Author

Ms. Phillips

Luna Phillips

Shareholder, Gunster LLP

Luna Phillips is a Florida Bar board certified Gunster shareholder who practices in the area of environmental, administrative and governmental law. She leads the firm's Environmental practice.

Prior to joining the firm, Ms. Phillips was a senior attorney for the South Florida Water Management District and the Florida Department of Environmental Protection.

Ms. Phillips practices exclusively in the area of water and natural resources law before state and federal agencies. Her practice includes assisting large scale developers, agricultural entities, public and private companies, as well as individuals in a wide range of water related issues. Her experience ranges from water quality regulations such as TMDLs, to environmental resource permitting, to water use permitting, to sovereign state land and listed species approvals.

In addition, Ms. Phillips actively works on Everglades related restoration issues in south Florida involving complex restoration agreements with governmental entities and water quality and supply regulations. She provides more than two decades of experience in administrative law and litigation before the Division of Administrative Hearings (DOAH), as well as in rulemaking, public records and Sunshine law.

Ms. Phillips can be contacted at 954-712-1478 or lphillips@gunster.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.