Editorial Board   

Mr. Burchard

Shaun Burchard

President, Meridian Hospitality Group, Inc.

Shaun Burchard, a hotel professional since 1986 and a Certified Hotel Administrator, is President and Operating Partner of Meridian Hospitality Group, Inc., a hotel performance company delivering superior hotel results since its formation in 2004. Mr. Burchard and his partners at MHG have built the company from a single distressed hotel to operating more than 26 hotels across the country including brands with Hilton, Marriott, IHG, Choice, and Best Western. Meridian Hospitality Group is successful as a result of its entrepreneurial approach and a relentless commitment to outperforming the competition at every opportunity. Meridian Hospitality Group is built on the principles of smart hard work, objective measurement of meaningful metrics and developing ownership in the outcome at all levels. Originally from New York and now based in the Midwest, Mr. Burchard has spent the last 20+ years building success across the full spectrum of hotels from select service through luxury brands throughout the United States. Mr. Burchard's career, before forming Meridian Hospitality Group, consisted of a balance of positions dedicated to both Operations and Sales & Marketing, allowing him to bring a unique focus and level of expertise to MHG's investment partners and managed properties. Strong beliefs in direct effective communication and transparency in day-to-day decision-making are key drivers in the successful growth of Meridian Hospitality Group.

Mr. Burchard can be contacted at 618-531-5177 or sburchard@shaunburchard.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.