Editorial Board   Guest Author

Mr. Sharifi

Shahin Sharifi

Lecturer, Macquarie University

Shahin Sharifi is a lecturer at Department of Marketing, Macquarie University. Mr. Shahin holds a PhD in Marketing from Monash Business School in Melbourne, Australia. His research interests are focused in the areas of consumer behavior, judgment and decision making, services marketing, and experimental psychology.

Mr. Shahin has also focused extensively on how emotion influences action and intention, as well has how brand awareness and discounting affect perceptions before, during, and after purchase. His research is frequently focused on the future of marketing, and how the internet and related developments, such as online reviews affect businesses and the perceptions of them.

Mr. Shahin's work has been published in journals, including Journal of Business Research, Computers in Human Behavior, and Journal of Hospitality Marketing and Management among others. He is an ad-hoc reviewer for a number of leading marketing journals, and regularly speaks on issues facing the marketing industry. He has taught marketing courses in Iran and Australia, including marketing management and marketing research methods.

Mr. Shahin holds a Masters of Business Administration (MBA) from the University of Tehran, and has collaborated with research published in Iran, Australia, and the Republic of Korea. Shahin lives in Sydney, Australia.

Please visit http://www.mq.edu.au for more information.

Mr. Sharifi can be contacted at +61 298509173 or Shahin.sharifi@mq.edu.au

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.