Editorial Board   

Mr. Pedersen

Glenn Pedersen

President, Encore Enterprises

Glenn Pedersen began his career as President of Pineapple Management Services in 1994. His responsibilities were to oversee hotel development, construction, design and management, including contract negotiations, guest and employee satisfaction, capital expenditure planning, budgeting and the day-to-day operations of all hotels. Mr. Pedersen has been involved in the hotel industry for over 34 years, starting out his career as a Front Office Manager of the Royal Sonesta Hotel in New Orleans, Louisiana in 1976. Mr. Pedersen began working for Marriott International in 1980 where he was assigned to the New Orleans Marriott full service hotel. After 4 years in the full service hotel Division he opened his first Marriott hotel in Columbus, Georgia, which produced $2.5 million dollars in annual sales in the first year. Mr. Pedersen was later promoted to the Marriott Corporation/Courtyard Division Regional Director of rooms in 1987, where, during the course of 14 months, oversaw the opening of 25 hotels. In November of 1987, Mr. Pedersen was promoted again to Regional Manager of the Courtyard/Fairfield Inn division in Georgia and Alabama, where he supervised the complete strategic and operational responsibility of 29 Courtyard and Fairfield Inns, representing over $75 million dollars in sales. At that time, Mr. Pedersen achieved the highest market share and yield goals in the Southeastern United States, and was one out of only four managers to qualify for Courtyard Division Achievement Forum recognition program in seven-out-of-seven years. Mr. Pedersen is certified in the SRI-Applicant Selector process.

Mr. Pedersen can be contacted at 214-259-7018 or gpedersen@encore.bz

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.