Editorial Board   

Ms. Dochen

Dee Dee Dochen

Founder & Owner, DDD Marketing Communications

Working since 1980 to help businesses and organizations manage their messages, Dee Dee Dochen founded DDD Marketing Communications in 1994 on an established record of professional service, personal attention, creativity and collaboration. Ms. Dochen's marketing communications career has its roots in the hospitality industry. As Director of Convention Sales for the Austin (Texas) Convention & Visitors Bureau in the mid-80s, she fine-tuned the notion of combining creative ideas and a team of "specialists" - hotels, attractions, restaurants, musicians - to help manage the message of, in that case, a city. In 1988, she moved to Washington, D.C., and served as a Director of Public Relations and Marketing Programs for Marriott International, Inc. It was here that she gained deep experience in integrated communications, affiliate marketing with Fortune 500 companies, crisis communications, and in creating and executing marketing communication solutions for a nationwide network of hotels. In late 1994, Ms. Dochen relocated to Houston and opened her business with Marriott International, Inc. as a client. She has since expanded both her client reach and her network of affiliated professionals, surrounding herself with associates and partners who share a commitment to excellence and enthusiasm for results. Ms. Dochen is an active community leader, involved with organizations that support the arts, children with special needs, human and civil rights, and education.

Ms. Dochen can be contacted at 713-432-7575 or ddd@dddmc.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.