Editorial Board   Guest Author

Mr. Neal

Bob Neal

Principal, Cooper Carry

As a principal in Cooper Carry's Hospitality Studio, Bob Neal has directed the design of hospitality-related projects in the United States, Caribbean, Africa and the Middle East.

Mr. Neal is particularly focused on the design of upper upscale and luxury properties and specializes in conference and convention hotels, boutique properties and resorts. He has practiced architecture for 39 years, specializing in hotel design since joining Cooper Carry in 1988. His work has been recognized by the American Institute of Architects (AIA), the Urban Land Institute (ULI) and the National Register of Historic Places as well as various other national and local associations for design excellence and urban responsibility.

In additional to the development of Columbia Place in Washington, D.C., Mr. Neal is responsible for leading recent projects including the 1,175-key Washington, D.C. Marriott Marquis Hotel & Convention Center; the 600-key Hilton Cleveland Downtown in Cleveland, Ohio; the 217-key Kimpton Tryon Park Hotel in Charlotte, North Carolina; the 325-key Hotel at Avalon and Alpharetta Conference Center in Alpharetta, Georgia; the forthcoming 800-key Kansas City Loews Hotel designed for maximum connectivity to the new Kansas City Convention Center; and the historic renovation of the 88-year-old, art-deco style El Paso Plaza Hotel into a 131-room, upscale boutique travel destination in El Paso, Texas.

Mr. Neal received his Bachelor of Architecture from Virginia Polytechnic Institute and State University and worked as a designer at Harry Weese & Associations and Clark Tribble Harris and Li prior to joining Cooper Carry. He is licensed in 21 states, Puerto Rico, US Virgin Islands and is certified by the National Council of Architectural Registration.

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

Mr. Neal can be contacted at +1 404-240-9532 or bobneal@coopercarry.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.