Editorial Board   Guest Author

Ms. Natale

Amber Natale

President, Smarthinking Inc.

Amber Natale is the president of Smarthinking Inc. A creative in her own right and also an expert in logistics and operations, Ms. Natale leads the operational side of the business by brainstorming strategies, formulating how they will successfully work, and how to best execute them.

Ms. Natale brings a wealth of knowledge working in notable agencies across the globe such as Roberts Communications in Rochester, New York; Research International in London, England and CMP Media in New York City.

Later in her career, she transitioned from the agency side to the client side of business in executive management roles with the Benjamin Hotel and Chelsea Piers in New York City, as well as Doylestown Hospital outside Philadelphia.  Ms. Natale holds a Bachelor of Science in Marketing from State University of New York College at Oswego.

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.

Ms. Natale can be contacted at +1 786-373-6077 or amber@smarthinking.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.