Editorial Board   

Mr. Benton

David Benton

Vice President and General Manager, The Rittenhouse Hotel

David G. Benton, recognized as one of the hospitality industry's most innovative and visionary leaders, serves as the vice president and general manager of The Rittenhouse Hotel and Condominium Residences, and serves as a board member of many prestigious organizations including the Philadelphia Convention & Visitors Bureau, the Greater Philadelphia Hotel Association, The Restaurant School, the Boy Scouts Cradle of Liberty Council and the Hero Scholarship Fund. He is presently vice president of the Philadelphia Art Alliance; and in the past has served on the International Visitors Council and the Arts & Business Council. Previously, Mr. Benton served as the general manager of Denver Place, a 335-suite hotel which included 193 luxury apartments, 2 1/2 million square feet of office space, and 100,000 square feet of retail space in downtown Denver, Colorado. Prior to his time in Colorado, Mr. Benton was the Corporate Director of Food & Beverage for Fiesta American Hotels located in Mexico City, Mexico. In 1989, Mr. Benton became the vice president and general manager of The Rittenhouse Hotel, a 98-room luxury boutique hotel overlooking Rittenhouse Square in Philadelphia. A member of Leading Small Hotels of the World, The Rittenhouse Hotel is recognized as one of the world^aEURTMs foremost luxury boutique hotels and has received numerous awards by top travel and hospitality organizations and publications. These awards include the prestigious AAA Five Diamond Award since 1991, and the American Academy of Hospitality Sciences Five Star Diamond Award. In addition, Esquire Magazine named the Hotel^aEURTMs renowned restaurant Lacroix at The Rittenhouse "Restaurant of the Year" in 2003, The Rittenhouse Hotel has been voted as one of the "best places to stay in the world" by Cond~A(c) Nast Traveler, Departures magazine named The Rittenhouse as the sixth best boutique hotel in North America and the Official Hotel Guide named The Rittenhouse the only Philadelphia hotel among its list of 101 Superior Deluxe Hotels worldwide in 2002. David Benton has been recognized as a highly focused innovative business leader with strong entrepreneurial, consumer visionary skills, particularly in corporate restructuring and rapidly changing business situations within the travel and hospitality industry. Born and raised in London, England, Mr. Benton is a graduate of the Cornell Hotel School of Administration in Ithaca, New York. He is married with two children.

Mr. Benton can be contacted at 215-790-2527 or dbenton@rittenhousehotel.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.