Editorial Board   Guest Author

Mr. Sayyadi

Mostafa Sayyadi

Management Consultant, The Change Leader Consulting Inc

As an international management consultant with over 10 years of experience in industry, Mostafa Sayyadi works with senior business leaders, mangers, and staff to effectively develop knowledge and innovation in companies.

Mr. Sayyadi has led change management initiatives and the development of enterprise strategic management frameworks to strategically manage organizational knowledge. Working in various countries assists global and domestic leaders to minimize the business risks of working across cultures and with people from diverse cultural backgrounds, enhance their intercultural effectiveness, deliver innovation and business results.

Mr. Sayyadi's research experience also developed analytical skills, logical reasoning, the ability to reflect and to use carefully reasoned arguments to present and defend insights. He has extensive writing experience, which includes his publications in academic journals, conference proceedings and research reports on a range of topics.

Mr. Sayyadi is a Business Book Author and a Columnist for Consulting Magazine (New York, US), HR.com (Toronto, Canada), Home Business Magazine (California, US), Industrial Management Magazine (Middle East & Western Asia) and his work has been featured in these top-flight business publications.

In recognition of his work with Australian Institute of Management and Australian Human Resources Institute, Mr. Sayyadi has been awarded the titles, "Associate Fellow of the Australian Institute of Management" (AFAIM), "Certified Professional Manager" (CPMgr)" and "Certified Professional in Human Resources" (CAHRI)".

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

Mr. Sayyadi can be contacted at +61 411273956 or inquiry@thechangeleader.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.