Editorial Board   

Mr. Gilbert

Jonathan Gilbert

Chair, Gunster, Law Leisure & Resorts Group

Jonathan Gilbert is a shareholder at Gunster, Attorneys at Law, where he chairs the Leisure & Resorts Group, the firm's internationally recognized hospitality practice. Based in the firm's West Palm Beach, Fla. office, he has 15 years of experience counseling clients on a broad range of corporate, hospitality and real estate issues. Gilbert concentrates his legal practice in hotel, resort and private club acquisitions and dispositions, finance, management and operation, as well as time shares and vacation clubs, condo-hotels, club membership programs, and master-planned community, resort and mixed-use project amenity strategies. In 2009, he was selected as a member of the Legal Elite by Florida Trend magazine. He received his Bachelor of Arts from Duke University, cum laude, and his Juris Doctor from the University of Florida. Gilbert is a member of the American Bar Association and the Palm Beach County Bar Association. He is a member of the Recreational Development Council (Blue Flight) of the Urban Land Institute and the Forum Club of the Palm Beaches. Established in 1925, Gunster is a full-service Florida law firm with eight offices around the state, providing counsel to leading businesses and individuals. Our statewide presence and culture reflect the firm's status as Florida's lawyers for business. Gunster services clients from it offices in Fort Lauderdale, Jacksonville, Miami, Palm Beach, Stuart, Tallahassee, Vero Beach and its headquarters in West Palm Beach with 140 attorneys and 200 committed support staff.

Mr. Gilbert can be contacted at 561-650-0573 or jgilbert@gunster.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.