Editorial Board   

Ms. Fedele

Sara Fedele

Marketing Communications Manager , USI Università Della Svizzera Italiana

Sara Fedele is Marketing Communications Manager of the executive education programs in communication management at USI Università della Svizzera Italiana in Lugano. In 2011 Ms. Fedele has been PR & Communication Manager at the Global Alliance for PR and Communication Management, the umbrella organization of the national PR associations around the globe, which is headquartered in Lugano, Switzerland. As part of her cooperation with Professor Sandro Formica (Florida International University), Ms. Fedele has been coordinator of working groups during Strategic Think Tanks for Tourism Executives, following the Co-Alignment Principle Method by Olsen, West and Tse (2008). She has moderated Think Tank activities both in Switzerland and Italy. After completing her studies, Ms. Fedele worked as a research and project assistant at webatelier.net, a research laboratory of the Università della Svizzera italiana, focused on ICT and New Media for Tourism Communication. Here she was involved in different projects in the fields of Web Tourism Reputation, Web Communication and Destination Marketing, collaborating with the Republic of Malta and the Ticino Region Tourism Boards. Ms. Fedele graduated with a Master in Economics and Communication, (majoring in International Tourism) in 2010. Her thesis dealt with new tourism web marketing strategies through the application of Argumentation Theory in the Web 2.0 domain.

Ms. Fedele can be contacted at sara.fedele@usi.ch

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.