Editorial Board   Guest Author

Dr. McGuire

Kelly McGuire

Vice President, Advanced Analytics, Wyndham Destination Network

Dr. Kelly McGuire is Vice President, Advanced Analytics at Wyndham Destination Networks where she leads a team of scientists and developers that build custom analytical solutions for Wyndham's vacation rental business, as well as RCI's exchange market.

Dr. McGuire is an analytics evangelist, helping hospitality and gaming businesses realize the value from big data and advanced analytics initiatives, to build a culture of fact based decision making. Her first book, "Hotel Pricing in a Social World", was recently published by Wiley books. Prior to joining Wyndham, Dr. McGuire lead SAS's Services Industry Global Practice, a team of domain experts in hospitality, gaming, travel, transportation, communications, media, entertainment and the mid-market. Internally at SAS, she was responsible for setting the strategic direction for the practice and defining the industry portfolio and messaging for her industries.

Before taking on this role, she was the industry marketing manager for Hospitality and Gaming at SAS, responsible for the outbound messaging regarding SAS's Hospitality and Gaming capabilities. She also worked with the joint IDeaS and SAS product management team, gathering requirements for ancillary revenue management solutions such as function space, spa and food and beverage. Dr. McGuire was also responsible for defining requirements and creating the market strategy for SAS Revenue Management and Price Optimization Analytics, which is the analytics engine for IDeaS G3 RMS.

Dr. McGuire has a BS from Georgetown University and a MMH and PhD in Revenue Management from the Cornell School of Hotel Administration, where she studied with renowned revenue management researcher, Dr. Sherri Kimes. Her research has been published in the Cornell Hospitality Quarterly, Journal of Pricing and Revenue Management, Journal of Hospitality and Tourism Research and the Journal of Service Management. She is also a frequent contributor to industry publications, speaker at industry conferences and was co-author of the SAS/CHR blog "The Analytic Hospitality Executive". Her latest stream of research, with co-author Breffni Noone, Associate Professor, Penn State, deals with the influence of user generated content on consumer reaction to price during hotel room purchases.

Dr. McGuire can be contacted at 973-753-6411 or Kelly.McGuire@rci.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.