Editorial Board   Guest Author

Mr. Glasser

Marc Glasser

Managing Director, RM LLC

Marc Glasser is the Managing Director of RM (Protection Risk Management) LLC. RM LLC provides security, business continuity, and emergency management services spanning the protection of life, operations, assets and stakeholder value. He directs risk management, security, and business continuity programs (including business impact and supply chain analysis) to mitigate vulnerabilities, including natural (e.g., floods, earthquakes, hurricanes), technical (e.g., utility service disruptions, hazardous materials incidents), and intentional (e.g., terrorism, theft, espionage). Mr. Glasser also directs security, crisis and emergency management training, exercises, and evaluations. His risk management program evaluations are comprehensive and assess organization-wide, single point of failure, and site-specific variables in terms of financial (e.g., cost-benefit, profit and loss implication), stakeholder, and operational feasibility. Mr. Glasser is a former US Department of State Special Agent and a graduate of the Federal Law Enforcement Training Center. He holds a U.S. Government Top Secret security clearance and has worked in over 90 countries. Mr. Glasser has presented at national and international conferences. He participates on multiple professional associations and academic boards. His publications include industry and academic peer-reviewed journal articles. He holds a Master of Science Degree in Crisis and Emergency Management from the University of Nevada, Las Vegas and a Bachelor of Science Degree in Law Enforcement and Police Science from Sam Houston State University. He is an Adjunct Professor at the University of Nevada, Las Vegas, University of Maryland University College, and Henley-Putnam University. Mr. Glasser's professional accreditations include: CORE (Certified Organizational Resilience Executive, The International Consortium for Organizational Resilience); CPP (Certified Protection Professional, ASIS International); CEM (Certified Emergency Manager, International Association of Emergency Managers); CMAS (Certified Master Anti-Terrorism Specialist, Anti-Terrorist Accreditation Board); and ABCHS Fellow (American Board for Certification in Homeland Security Fellow). Additionally, he is Homeland Security Exercise and Evaluation Program (HSEEP) and HSEEP Train-the-Trainer Certified by the U.S. Department of Homeland Security and FEMA Continuity of Operations (COOP) Planner's Train-the-Trainer Workshop Certified.

Mr. Glasser can be contacted at 702-809-3434 or mglasser@rmllc.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.