Editorial Board   

Ms. Hehir

Kim Hehir

VP of Strategic Planning, The Leading Hotels of the World

Kimberly Moffitt Hehir has served as Vice President of Strategic Planning for The Leading Hotels of the World since 2003. Ms. Hehir is responsible for managing the Company's joint ventures and ancillary businesses and acting as a liaison between each department within Leading Hotels of the World to ensure that all goals are consistent with the Company's Strategic Plan. She is also responsible for sourcing and evaluating new business opportunities and implementing those which yield a substantial return on investment, deliver value to the shareholders, enhance member benefits, and will achieve the company's overall goal of becoming an all-inclusive provider of goods and services to the luxury marketplace. Prior to joining The Leading Hotels of the World, Ms. Hehir was a Senior Investment Analyst at Shaffer & Company, which owns and asset manages over $1 billion of luxury hotel properties, many of which are members of Leading Hotels of the World. Prior thereto, Ms. Hehir was the global Director of Marketing and Corporate Communications for Sonnenblick-Goldman Company, an international real estate investment banking firm averaging US$10 billion in annual transactions. Before joining Sonnenblick-Goldman, Ms. Hehir was the Director of Strategic Marketing for HVS International.

Ms. Hehir can be contacted at 212-515-5630 or khehir@lhw.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.