Editorial Board   

Mr. Dahm

Richard Dahm

Senior Risk Consultant, National Hospitality Division, Wells Fargo Insurance Services

Richard Dahm, Jr. is senior risk consultant for the National Hospitality Division of Wells Fargo Insurance Services in Clearwater, Florida. As a hospitality specialist, his expertise includes property, restaurant/hotel facilities, and risk management. He holds a BA in management from Eckerd College and an MBA from DeVry University. He is a native Floridian and a member of the Florida Restaurant and Lodging Association. Mr. Dahm's knowledge, experience, and determination have proven unequalled in Florida's hospitality industry. His high energy level, resourcefulness, and high caliber risk management experience, coupled with his professional staff of claims, safety, and marketing professionals enables him to provide hospitality executives with the type of consultation that reduces insurance risks and premiums. The Clearwater, Florida office (formerly Acordia Insurance) has served the insurance needs of Florida businesses for over 100 years and now adds the 150 years of experience and global reach of their new parent, Wells Fargo Company. Wells Fargo Insurance Services, is a Wells Fargo Company headquartered in Chicago, Ill. They provide insurance brokerage, administrative services, as well as a wide range of financial and consulting services to thousands of clients from over 150 local offices across the nation. Today, their 4,500 associates place more than 8.5 billion in risk premium making Wells Fargo Insurance Services the fifth largest insurance brokerage firm in the world and the largest bank-affiliated insurance brokerage firm in the U.S.

Mr. Dahm can be contacted at 800-282-3343 Ext: 5436 or Richard.Dahm@wellsfargo.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.