Editorial Board   Guest Author

Mr. Bobb

Steve Bobb

Executive Officer, Oregon Surveillance Network

Steve Bobb has been in Indian Gaming since 1995 his sixteen year career has been with the Security and Surveillance Departments. He has experience in starting up operations as well as very large additions and remodels. Over the years Mr. Bobb has capitalizes on many training opportunities which has prepared him to deal with the difficult challenges that face the gaming industry today. Mr. Bobb is also the current Executive Office of the Oregon Surveillance Network. This network of Security and Surveillance professionals is made up of approximately 650 subscribers around the world. Mr. Bobb has been Director of Surveillance for Spirit Mountain Casino in Grand Ronde, Oregon since 2004. He is a member of the Confederated Tribes of Grand Ronde, which owns and operates Spirit Mountain Gaming, Inc.; the state's largest casino with 1,800 slot machines, multiple table games, a 254-room lodge, four restaurants, an event center and nightclub. Mr. Bobb oversees a staff of 21 employees in a state-of-the-art 6,000-square foot surveillance center that he designed and supervises and has been a model facility for other casinos to emulate. In addition to his current position, Mr. Bobb is a highly-respected consultant and authority within the security industry and has spoken at regional seminars, conferences and luncheons; in addition to contributing several articles on casino and hotel surveillance techniques.

Mr. Bobb can be contacted at 503-879-3700 or steve.bobb@spiritmtn.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.