Editorial Board   

Ms. Rose

Clara Rose

President & Creative Director, Creative Alliance

Clara Rose was formally educated as a pre-med student. She soon discovered however that communications suited her personality better, offering an outlet for her writing and creative side. After college Ms. Rose worked in a variety of positions ranging from web design and advertising to management and public relations. She also started freelancing for various publications and small firms, while offering employee seminars and trainings on a variety of subjects.

Ms. Rose is a professional speaker and writer who specializes in effective communication in the work place and ADA sensitivity issues; a role that allows her to engage in the creative activities she enjoys while making a difference in the world around her. It is Ms. Rose's vision to facilitate effective communication through employee education as well as strategic marketing content. Additionally she desires to be instrumental in the endeavor to grant full access for people with different abilities, to enjoy every aspect of life.

To that end, Ms. Rose offers ADA sensitivity workshops and keynote speaking. Ms. Rose also produces content for ADAFriendly.org and is editor of The FARROW Report, editor of The FARROW Connection, an Expert Author for EzineArticles.com, a contributor for the Yahoo Contributors Network, founder and producer of Good News Coffee Club, a guest blogger for several online publications and a contributing editor of the ADA Compliance board for the Hotel Business Review.

Ms. Rose can be contacted at 941-284-8640 or Clara@ClaraRose.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.