Editorial Board   Guest Author

Ms. Terry

Susan Terry

Vice President, Culinary Operations, Hyatt Hotels & Resorts

As vice president of culinary operations for Hyatt Hotels & Resorts, Susan Terry is responsible for strategic development of food and beverage concepts for full service and specialty restaurants in North America. She is also responsible for the development of catering event materials and menus. Most recently, Ms. Terry served as director of culinary operations for Hyatt Hotels & Resorts, responsible for national programming, training, goals, procurement, food and beverage standards and franchise support. Prior to that, Ms. Terry was the senior executive chef at Grand Hyatt Washington in Washington D.C. In that role, she oversaw all food and beverage operations for the 900-room hotel, including five food and beverage outlets, 24-hour in-room dining and the hotel's Kosher kitchen. Ms. Terry began her career at Hyatt in 1990 at the former Hyatt Regency Suites on Michigan Avenue in Chicago as an executive sous chef. She then went on to hold executive chef positions at Hyatt Regency Harborside in Boston and the former Park Hyatt Los Angeles. She was awarded Hyatt's most prestigious honor, the Donald N. Pritzker Award of Excellence for Operations, in 2003.

Ms. Terry can be contacted at 312-780-5709 or susan.terry@hyatt.com

Coming up in October 2020...

Revenue Management: Maximizing Profit

Hotel Revenue Management continues to evolve at a blistering pace. Driven by technological innovation and new distribution channels, there are some dynamic opportunities for expansion in this fast-growing field. The technology is primarily designed to help revenue managers further refine their operations and pricing models to maximize hotel profit. For example, hotels can't be all things to all people, so a key strategy is to precisely identify their target audience. By employing geo-targeting techniques and analyzing behavior such as previous bookings, on-property purchases and online shopping practices, there is an increased capability to define guest demographics. By segmenting customers in more specific ways, hotels are able to create more personalized experiences which, in turn, allow managers to optimize their room rates. It is also an effective way to fulfill the unique needs and preferences of the individual. Another methodology is to consistently monitor the competition's pricing strategies. There are software tools that analyze a competitor's current rates, and then allow a hotel to make its own pricing adjustments. It is also a useful means to conduct forecasting models. Other technologies that are being integrated into a revenue manager's toolkit include Artificial Intelligence in the form of automated algorithms, and Voice Recognition (VR) for data inquiries, rate changes, and booking behavior. Predictive and analytic software programs are also being leveraged to provide more forward-looking data, instead of the usual reliance on historical performance. These metrics allow managers to be more proactive - rather than reactive - with their revenue strategy. The October issue of the Hotel Business Review will examine these developments and report on how some leading hotels are executing their revenue management strategies.