Editorial Board   Guest Author

Ms. Hamilton

Kaaren Hamilton

VP, Global Sales, RLH Corporation

Kaaren Hamilton, CMP, CMM is Vice President of Global Sales for RLH Corporation (Red Lion Hotels), in this role for the last 2 years, Ms. Hamilton leads the entire sales organization for all segments of the business. She works closely with revenue management, marketing, and operations, ensuring RLHC reach its ambitious growth goals.

Previous Ms. Hamilton was the Vice President, Global Sales for Carlson Rezidor Hotels from 2007 through 2018. In this position, she led the North American based global sales organization.

A career hotelier, Ms. Hamilton had a long hotel property career prior to moving to the corporate organization. An active member of MPI she is serving a 3-year term on the International Board of Directors. As well, she is the Chair of HSMAI's Sales Advisory Board.

A frequent participant in industry forums, panels, and committees. Ms. Hamilton began her career with Trusthouse Forte hotels in London, England completing a 2-year training course in some of the city's most luxurious hotels. She is a Bachelor of Science graduate of the school of Management Studies, University of Surrey in Guildford, England.

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

Ms. Hamilton can be contacted at +1 908-448-7804 or kaaren.hamilton@rlhco.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.