Editorial Board   Guest Author

Ms. Fleming

Alisha Fleming

Senior Account Manager, Gallagher Bassett

Alisha Fleming is a Senior Account Manager at Gallagher Bassett. She serves as a single point of contact for client-focused service model, with a specialty in hospitality claims. Ms. Fleming possesses a significant understanding of the hospitality space and the application of all coverage lines to her clients' claims exposure.

In her role as an Account Manager, Ms. Fleming compiles and presents sophisticated data to demonstrate where dollars are being spent, and makes suggestions for improvement to her hospitality programs. She leverages cutting edge technology to support client data needs as well as coordinates proactive claim reviews and discussions to move claims to conclusion. She communicates changes to clients and Gallagher's claim team to support shared objectives. She collaborates and provides custom reporting for client needs.

Prior to her current role, Ms. Fleming was a Claims Manager in one of Gallagher Bassett's National Liability units. In this role, she managed a staff of Resolution Managers, coordinated client meetings and presented on pertinent issues regarding claims handling. She ensured quality claims handling through regular review and auditing of claim files, electronic data compliance, and quality assurance measures.

Ms. Fleming has worked in the claims industry for 19 years with most of her time spent handling hospitality clients to include those with restaurant, hotel and retail claims exposure. She has her BS in Human Environmental Science from Oklahoma State University.

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

Ms. Fleming can be contacted at +1 866-352-0279 or alisha_fleming@gallagherbassett.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.