Editorial Board   

Mr. Lobo

Nigel Lobo

Vice President of Resort Operations, Grand Pacific Resorts

Nigel Lobo has the overall leadership of Resort Operations at Grand Pacific Resorts, including Inventory Management, Owner Services and HOA Support, as well as Resort Maintenance, Design and Purchasing and new Business Development. Mr. Lobo is responsible for building and retaining a strong management team to maintain Grand Pacific Standards of Excellence across all resorts. Mr. Lobo is a hospitality veteran and has held various senior executive positions in the hotel and resort management field. His prior responsibilities have included operational oversight managing owned assets and third party management as well as franchise operations for various hotel brands including the Intercontinental Hotels Group, Marriott, and Hilton Brands in Asia, Europe and the United States. Mr. Lobo received a Masters Degree in Hotel Administration from the Rochester Institute of Technology (RIT), NY and an undergraduate degree in Economics from the University of Bombay. He also completed e-Cornell's Leadership and Strategic Management Program from Cornell University.

Mr. Lobo can be contacted at 760-431-8500 or nlobo@gpresorts.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.