Editorial Board   Guest Author

Ms. Harrison

Babs S. Harrison

Managing Director, Babs Harrison & Partners

Babs Harrison is managing director of Phoenix-based Babs Harrison and Partners, a boutique public relations/marketing consultancy for select luxury resorts, hotels, and spas.  Ms. Harrison has 25 years of experience in hospitality and has worked with leading brands in the US and internationally .

Ms. Harrison has worked extensively with resorts in India, Bali, Tanzania, Paris and also in Arizona. A particular focus has been wellness and spas (she wrote the Mii amo spa's Journey of Taste cookbook). She also strives to walk the wellness talk and recommends likewise to all working in the field.

Before pursuing public relations and marketing for hotels and resorts, Ms. Harrison covered food and travel for the Dallas Morning News and, earlier in her career, she was on staff at Dallas-Fort Worth Home & Garden Magazine. She also worked as director of communications at Enchantment Group in Arizona.

A hobby has long been reading top publications - Ms. Harrison recommends a minimum of a half hour daily - in the hunt for new ideas, new trends, and things to do and places to go. Her regular reading includes travel trades and also the New York Times as well as digital sites such as Well + Good. As she often insists to clients, it may be comfortable to live in a narrowly defined information bubble but that is not the road to prosperity. Think broadly and good things happen.

Don't think she ignores social media, either.  Ms. Harrison is active on Twitter (@BabsSH) - her account dates back to 2009 and she has posted over 32,000 Tweets. Nowadays she puts more energy into Instagram (@BabsSH) and Facebook and tells all her clients they need to be active on social too. It is 2019.

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

Ms. Harrison can be contacted at +1 602-334-5350 or babs.s.harrison@gmail.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.