Editorial Board   Guest Author

Mr. Cordell

Phil Cordell

Global Head of New Brand Development, Hilton Worldwide

Phil Cordell is the Global Head of New Brand Development for Hilton Worldwide. In this role, he uses his extensive industry knowledge and deep strengths as an innovator and pioneer to successfully launch new brands for the company.

Prior to taking on his new role, Mr. Cordell served as the Global Head for Focused Service and Hampton Brand Management for Hilton Worldwide, the internationally recognized preeminent hospitality company. The company develops, owns, manages or franchises more than 4,600 hotels globally. Its portfolio includes many of the world's best known and most highly regarded hotel brands. Mr. Cordell leads the focused service brand efforts, including Hilton Garden Inn, Hampton by Hilton, and the newest brand, Tru by Hilton.

Rising from general manager of a single Hampton hotel more than 30 years ago, Mr. Cordell is now responsible for all aspects of the brands including: strategy, global development, strategic brand positioning, product and service standards, marketing, public relations, brand culture, brand communications, hotel operations support, and franchise relations.

Mr. Cordell gained his franchising expertise early in his career when he helped to develop many of Hilton's franchise support systems including: the original quality assurance process, training programs, guest assistance functions and hotel field support. In his roles as Vice President of Franchise Operations and subsequently as Vice President of Hotel Performance Support, he worked across a number of Hilton's premier brands, including DoubleTree by Hilton, Embassy Suites, and Homewood Suites by Hilton. During his tenure with Hampton, he has seen the brand grow to more than 2,000 properties, becoming the largest hotel brand in the United States.

An expert in branding, franchise management and customer service, Mr. Cordell has been interviewed by The New York Times, USA Today, Entrepreneur Magazine, Harvard Business Review, Fox Business, and others; has received numerous awards and recognition for his leadership and for contributions to the hospitality industry; and is a frequent speaker and panelist on a wide variety of business and industry topics.

Please visit https://www.hilton.com/en/tempo/ for more information.

Linkedin Profile: https://www.linkedin.com/in/phil-cordell-aa741945

Mr. Cordell can be contacted at +1 703-883-5802 or phil.cordell@hilton.com

Coming up in October 2020...

Revenue Management: Maximizing Profit

Hotel Revenue Management continues to evolve at a blistering pace. Driven by technological innovation and new distribution channels, there are some dynamic opportunities for expansion in this fast-growing field. The technology is primarily designed to help revenue managers further refine their operations and pricing models to maximize hotel profit. For example, hotels can't be all things to all people, so a key strategy is to precisely identify their target audience. By employing geo-targeting techniques and analyzing behavior such as previous bookings, on-property purchases and online shopping practices, there is an increased capability to define guest demographics. By segmenting customers in more specific ways, hotels are able to create more personalized experiences which, in turn, allow managers to optimize their room rates. It is also an effective way to fulfill the unique needs and preferences of the individual. Another methodology is to consistently monitor the competition's pricing strategies. There are software tools that analyze a competitor's current rates, and then allow a hotel to make its own pricing adjustments. It is also a useful means to conduct forecasting models. Other technologies that are being integrated into a revenue manager's toolkit include Artificial Intelligence in the form of automated algorithms, and Voice Recognition (VR) for data inquiries, rate changes, and booking behavior. Predictive and analytic software programs are also being leveraged to provide more forward-looking data, instead of the usual reliance on historical performance. These metrics allow managers to be more proactive - rather than reactive - with their revenue strategy. The October issue of the Hotel Business Review will examine these developments and report on how some leading hotels are executing their revenue management strategies.