Editorial Board   

Ms. Brown

Nancy Brown

PhD Emergency Management, Joint Centre for Disaster Research

Nancy Brown, PhD brings the practical experience of more than 10 years working with a number of multi-national hotel organizations to her academic speciality, disaster resilience within the hotel sector. Dr. Brown has experience working with hotels in the USA and the Caribbean.

Over the last three years Dr. Brown has worked full time developing the Disaster Resilience Framework for Hotels (DRFH) which describes factors of resilience that hotels can leverage to build resilience. This interdisciplinary study combines the relatively new disaster science field with hospitality industry studies and organizational resilience studies. Hotels in New Zealand participated in providing data for testing the DRFH.

Dr. Brown's work has been published in a number of academic journals, including the International Journal of Disaster Risk Reduction and the Journal of Hospitality and Tourism Management. Her long-term objects include continued development of pragmatic ways for hotel management to build disaster resilience that also enhance the hotel's profitability and long-term customer-service goals.

Originally from Southern California, Dr. Brown earned a Master of Science degree at California State University, Long Beach in Emergency Services Administration and graduated Summa Cum Laude. Dr. Brown leveraged this education to develop best practices and training programs while working as the Emergency Preparedness Coordinator for The Hotels at the Disneyland Resort® in Anaheim, California.

In pursuit of excellence and empirical knowledge, she recently completed her PhD in Emergency Management at Massey University, Wellington, New Zealand.

Please visit https://www.researchgate.net/profile/Nancy_Brown11 for more information.

Ms. Brown can be contacted at +1 9498745508 or nancyalcalabrown@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.