Editorial Board   Guest Author

Mr. Kotrba

Bill Kotrba

VP of Industry Strategy, Leisure, Travel & Hospitality, JDA Software

Bill Kotrba is Vice President of Industry Strategy for the Leisure, Travel and Hospitality practice at JDA Software. In this role he has the opportunity to consult with hotel managers and executives frequently on the subject of pricing and revenue management best practices, systems and techniques. As leader of one of the top RM software providers in the Hospitality space he has constant exposure to industry best practices and the most technologically advanced approaches that are available. Mr. Kotrba is passionate about the hotel business and how it intersects with the art and science of revenue management. As a young person who had stayed in over 1,000 hotels before his 25th birthday, the industry and its commercial management became a subject of fascination. Mr. Kotrba went on to study pricing and revenue management at the Cornell University School of Hotel Administration while earning an MBA degree at Cornell. Mr. Kotrba's career in revenue management has spanned every facet of the discipline and he has “lived” on both the client side as a revenue manager and the vendor side in his current role. After earning his MBA, Mr. Kotrba joined Northwest Airlines where he held a variety of analytical and leadership roles in pricing and revenue management over ten years in the air passenger business. Long-term planning and revenue forecasting, point-of-sale optimization, tactical pricing and yield management, as well as broader marketing functions were added to his resume along the way. In 2007 he was recruited to lead revenue management and network planning for Northwest Cargo, with nearly $1 billion of revenue and 14 dedicated 747 freight aircraft under management. Following the acquisition of Northwest by Delta Air Lines, Mr. Kotrba held the same position for one year as head of revenue management at Delta Cargo. Mr. Kotrba has been an advocate within JDA Software and with hospitality clients for the transition away from traditional revenue management—using static fare classes and inventory controls—to Price Optimization whereby a revenue management system recommends optimal pricing for every stay-night. “In today's hotel environment with instant price transparency via the Internet,” he says, “understanding price elasticity and customer willingness-to-pay are the biggest untapped source of revenue upside and profit improvement for today's hotels.”

Mr. Kotrba can be contacted at 480-308-3000 or bill.kotrba@jda.com

Coming up in May 2019...

Eco-Friendly Practices: Corporate Social Responsibility

The hotel industry has undertaken a long-term effort to build more responsible and socially conscious businesses. What began with small efforts to reduce waste - such as paperless checkouts and refillable soap dispensers - has evolved into an international movement toward implementing sustainable development practices. In addition to establishing themselves as good corporate citizens, adopting eco-friendly practices is sound business for hotels. According to a recent report from Deloitte, 95% of business travelers believe the hotel industry should be undertaking “green” initiatives, and Millennials are twice as likely to support brands with strong management of environmental and social issues. Given these conclusions, hotels are continuing to innovate in the areas of environmental sustainability. For example, one leading hotel chain has designed special elevators that collect kinetic energy from the moving lift and in the process, they have reduced their energy consumption by 50%  over conventional elevators. Also, they installed an advanced air conditioning system which employs a magnetic mechanical system that makes them more energy efficient. Other hotels are installing Intelligent Building Systems which monitor and control temperatures in rooms, common areas and swimming pools, as well as ventilation and cold water systems. Some hotels are installing Electric Vehicle charging stations, planting rooftop gardens, implementing stringent recycling programs, and insisting on the use of biodegradable materials. Another trend is the creation of Green Teams within a hotel's operation that are tasked to implement earth-friendly practices and manage budgets for green projects. Some hotels have even gone so far as to curtail or eliminate room service, believing that keeping the kitchen open 24/7 isn't terribly sustainable. The May issue of the Hotel Business Review will document what some hotels are doing to integrate sustainable practices into their operations and how they are benefiting from them.