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 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.