Editorial Board   

Mr. McAvoy

Jim McAvoy

Founder & President, JWMcAvoy & Company Ltd.

Jim McAvoy founded JWMcAvoy & Company Ltd. in 2004. He has spent over 20 years accumulating diverse business experiences in business development, marketing and selling roles within the healthcare/managed care, financial services, learning/consulting and online market research industries. Prior to forming the firm, Mr. McAvoy was a Director of Sales at Communispace Corporation, a Boston based, online market research company founded in 1999. Mr. McAvoy worked closely with the senior management team and reported directly to the President and CEO. He helped create and shape sales strategy within an emerging market and sold to senior decision makers at Fortune 100 companies. In 1993 he joined The Forum Corporation, a global leader in workplace learning. While working out of their Manhattan office, he created and marketed a business development process that generated “significant” revenue for the firm's Eastern Division for seven years. Before working at The Forum Corporation, Mr. McAvoy was a sales executive from 1987 to 1993 with Aetna's Employee Benefits Division, specializing in the field of group indemnity & managed care and the marketing of 401k plans. Mr. McAvoy holds a BA in Economics & History from The College of William & Mary. He also attained the Certified Employee Benefits Specialist (CEBS) designation which is a partnership of the International Foundation of Employee Benefit Plans and the Wharton School of the University of Pennsylvania.

Mr. McAvoy can be contacted at 610-374-2443 or jim@mcavoyleads.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.