Editorial Board   

Ms. Raleigh

Lori Raleigh

Executive Director, International Society of Hospitality Consultants

Lori E. Raleigh is currently serving as the Executive Director of the International Society of Hospitality Consultants. The International Society of Hospitality Consultants (ISHC) is a professional society with 175 members in 16 countries. Membership is by invitation only and members are all owners, principals, directors and/or officers in their firms and are leaders in the industry in their respective areas of expertise. There currently are over forty areas of expertise represented within ISHC. Ms. Raleigh is co-author and editor of "Hotel Investments:Issues & Perspectives", published by the Educational Institute of the American Hotel & Lodging Association. She is frequently a guest speaker at industry conferences and events and she has written numerous articles on hotel investments, asset management and evaluating brand and franchise affiliation programs. Lori currently serves on the board of directors of the American Hotel & Lodging Association, the New York University Preston Robert Tisch Center for Hospitality, Tourism and Sports Management Advisory Board, Florida Gulf Coast University's Resort & Hospitality Management Advisory Board, the New England Real Estate Journal Advisory Board, Real Estate Forum's Hotel Industry Advisory Board and Hotelexecutive.com's Finance Editorial Advisory Board. She is a member of IREFAC and is also a member and past president of the Hotel Asset Managers Association. Other memberships include the Urban Land Institute and the Association of Hospitality Financial Management Educators. Ms. Raleigh is a graduate of Emmanuel College and has a Master's degree in Business Administration from Boston College. And she is listed among Who's Who in American Colleges & Universities.

Ms. Raleigh can be contacted at 1-239-436-3915 or lraleighishc@aol.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.