Editorial Board   Guest Author

Ms. McClure

Dawn McClure

Senior Sourcing Manager, Experient

Dawn McClure has over eighteen years' experience in the hotel, conference, and tradeshow industry. She joined the Experient Strategic Sourcing team in 2015 partnering on site selection and contract negations for numerous association clients. Her vast portfolio of accounts represents an array of business needs from in house programs to mini-wides and city-wide programs both domestic and international.

Prior to joining Experient, Ms. McClure worked with site selection, venue contracting, and ground transportation sourcing domestically and internationally for one of the world's leading medical technology companies. Her experience in this role coupled with six years of hotel operations experience and seven years as a Sales Manager for a large independent hotel company gives her a keen ability to understand her planners meeting and event needs and the inner workings of the hotel industry. This experience helps her champion mutually beneficial partnerships for both parties while maximizing savings and mitigating risks for her programs.

Ms. McClure holds a Bachelor of Arts in Organizational Communication and a Master of Business Administration from Rollins College in Winter Park, FL where her studies focused on Strategy, Quantitative Business Analysis, Economics, and Global Business.

Ms. McClure has earned her Foundations Level Certification in Experience Design from the Maritz Institute Community of Designers concentrating on the practice of designing products, processes, services, and events with focus on the quality of the user experience. She also participates as a Global Destinations Expert in the Strategic Sourcing Team's Global Education initiative.

Please visit http://www.experient-inc.com for more information.

Ms. McClure can be contacted at +1 407-614-8436 or dawn.mcclure@experient-inc.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.