Editorial Board   Guest Author

Mr. Scholl

Todd D. Scholl

Director of Sales and Marketing, The Peabody Little Rock

In December, 2004, Todd D. Scholl was appointed director of sales and marketing for The Peabody Little Rock, an AAA Four-Diamond property within the portfolio of Peabody Hotels, and Preferred Hotels & Resorts. Sales and marketing are in his blood. At an early age, his parents, both of whom are professional sales executives, taught young Scholl the finer points of the art of selling, and closing the deal. He is a consummate hotel/hospitality sales manager, who draws on over twelve years of experience in the field. Before joining The Peabody Little Rock, Scholl was director of sales and marketing for the luxurious Canterbury Hotel - Indianapolis, a position he held for four years. At this Preferred Hotel & Resorts property, he was responsible for all aspects of sales, marketing, yield control, group sales, marketing and PR. He finished his first year $100-K over the previous year's final room revenue. Prior to that, he worked with the Indianapolis Convention & Visitors Bureau and with Marriott International. A native of Fort Madison, Iowa, Scholl studied at the University of Iowa and graduated in 1989 with a bachelor's degree in communication.

Mr. Scholl can be contacted at 501-399-8057 or Todd.Scholl@peabodylittlerock.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.