Editorial Board   

Mr. Holthouser

Jim Holthouser

Senior Vice President Brand Management, Embassy Suites Hotels

As the global head of brand management for Embassy Suites Hotels, Jim Holthouser leads marketing, sales, revenue management, research and development and franchise owner relations efforts for the $1.8B annual revenues brand. He was named to the position in February 2006. Mr. Holthouser also serves as global head of full service brands (Hilton, Doubletree and Embassy Suites) for Hilton Worldwide, an additional responsibility he picked up in March 2009, following the restructuring of the company and its relocation to new corporate headquarters in the DC metro area. With 20 years of experience in the lodging, restaurant and gaming industries, Mr. Holthouser has held a series of senior management positions within Hilton Worldwide. His career with the company began in 1979 as the director of market research for Promus, where he created a number of cutting-edge industry and consumer measurement systems for both domestic and international marketing. Over the years, Mr. Holthouser has assumed increasingly important roles in the branding, franchising and marketing arenas. Before his assignment at Embassy Suites, Mr. Holthouser served as senior vice president, brand management, for Homewood Suites by Hilton. While at the helm of the Homewood Suites brand, Mr. Holthouser launched an aggressive development program to increase overall distribution. This program grew the extended stay brand from 80 hotels to 170 hotels, with another 110 in the development pipeline. Today, the Homewood Suites brand numbers some 400+ hotels open and in the pipeline. Under Mr. Holthouser's leadership, the Homewood Suites brand also became the first extended stay hotel chain to offer its guests complimentary, high-speed Internet access. Under Mr. Holthouser's leadership over the last three and a half years, the Embassy Suites brand has won numerous awards for product and service quality. His primary focus is to grow the brand aggressively, with the goal of having 400 hotels open or in the pipeline within the next five years. Currently the brand has 207 hotels open with almost 50 in the development pipeline. To support this goal, Mr. Holthouser oversaw the development of a new, more cost efficient prototype and introduced a one-room suite product into the brand's program. As Global Head of Full Service Brands for Hilton Worldwide, Mr. Holthouser also works closely with the Hilton Hotels and Doubletree brands to make sure the full service portfolio is strategically and tactically coordinated. Mr. Holthouser received his MA in economics / political science from the University of Louisville and his international MBA from the American Graduate School of International Management. He is fluent in German and has a strong working knowledge of French.

Mr. Holthouser can be contacted at 703-883-1000 or jim.holthouser@hilton.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.