Editorial Board   Guest Author

Mr. Natale

Mark Natale

Chief Executive Officer, Smarthinking Inc.

Mark Natale is the chief executive officer of Smarthinking Inc. At the young age of six, he stumbled upon the band Kiss and their album 'Destroyer', then from that moment on, he's been all about brands.

Mr. Natale leads the creative side of the business, asking important brand questions like, "What do they stand for?", "How are they different?" and "What do they say about me?" This love of brands gave birth to Smarthinking, a factory for brilliant brands.

Formerly, Mr. Natale served as the executive vice president for American Leisure Corp. where he oversaw the operations of more than 60 residential, commercial and corporate fitness centers located in New York. His keen eye for detail and a unique view on branding have shaped him into the innovative thinker that he is today.

Mr. Natale holds a master's degree from Barry University.

Smarthinking Inc. is an integrated brand development agency with a distinct focus on real estate and hospitality. Founded in 2006, the agency was created to solve business challenges through the creation of compelling stories that businesses tell every day in a variety of mediums. For a brand to be a viable success, the agency believes the brand message has to be strategically incorporated into every aspect of the operation. In order to truly differentiate each client's product, Smarthinking follows the guiding principle of, THINK CRITICALLY, ACT CREATIVELY. This has molded the agency's reputation for delivering inventive and imaginative concepts.

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

Mr. Natale can be contacted at +1 786-373-6077 or mark@smarthinkinginc.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.