Editorial Board   Guest Author

Ms. Vaughan

Dianna Vaughan

Global Head & Senior Vice President, All Suites Brands by Hilton

Dianna Vaughan is the global head and senior vice president of the All Suites brands, Hilton's newest brand category encompassing Embassy Suites by Hilton, Homewood Suites by Hilton and Home2 Suites by Hilton.

In her role, Ms. Vaughan is responsible for the strategic direction, performance and growth of the more than 800 properties that comprise the All Suites brands' footprint, which represent one of the largest portfolios of all-suites inventory in the world.

Most recently, Ms. Vaughan served as the global head and senior vice president of DoubleTree by Hilton. Additionally, she led the launch and brand strategy behind Hilton's two full-service collection brands: the award-winning Curio Collection by Hilton and newly-launched Tapestry Collection by Hilton.

A 20-year hospitality veteran, Ms. Vaughan has held several leadership positions with the company. At the hotel level, she served within many departments including food and beverage, finance, sales & marketing and general manager. Taking her on-property experience to the corporate level, she took on brand leadership positions, overseeing revenue management, Brand Performance Support, and marketing for the Hilton Hotels & Resorts, DoubleTree by Hilton and Embassy Suites by Hilton brands.

Ms. Vaughan has also served in multi-brand leadership roles as vice president of marketing for Hilton's portfolio of brands as well as creating the global Hilton Honors marketing promotions team, which develops and executes creative brand promotions to drive revenue. She has also worked with Hilton's CEO and CHRO to lead global culture initiatives, including the Diversity & Inclusion and Team Member Resource groups.


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

Ms. Vaughan can be contacted at +1 901-374-6427 or dianna.vaughan@hilton.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.