Editorial Board   Guest Author

Mr. Mullen

Sean Mullen

Chief Sales & Marketing Officer , Noble House Hotels & Resorts

Sean Mullen, chief sales and marketing officer at Noble House Hotels & Resorts, offers a results-driven approach to marketing through 20 years of hospitality industry experience, ranging from sales and catering to marketing and management. His success in branding, positioning, consumer marketing, revenue growth and advertising effectiveness contribute to the growth and development of business and support corporate strategic initiatives. Appointed to the newly-created title of chief sales and marketing officer at Noble House in September 2011, Mr. Mullen oversees a nationwide sales team of more than 45 employees, working to provide targeted, strategic sales support and direction in all market segments. He also oversees strategic direction and implementation in sales, marketing, catering, conference services, reservations sales and national sales. Previously, Mr. Mullen acted as the Noble House Hotels & Resorts corporate director of sales and marketing from 2003 - 2007. Mr. Mullen began his career with Noble House in 2002 at LaPlaya Beach & Golf Resort in Naples, Fla., as the director of sales and marketing. In this role he developed strong marketing campaigns, repositioned the brand and completed a $54 million transformation. As a seasoned hotel industry executive, with experience in commercial luxury properties and international real estate, Mr. Mullen has incredible expertise in management takeovers, ownership changes, repositioning under performing assets, and expansion and development for high-profile companies such as Ritz-Carlton Hotels, Mandarin Oriental Hotel Group, Jack Nicklaus Golf Companies, Fairmont Hotels, Auberge Hotels and Capella Hotels. In addition, he is knowledgable in the opening of real estate developments, from hotels and resorts to clubs and golf courses. Mr. Mullen attended Lafayette College in Eason, Penn., and graduated with a bachelor of arts degree in economics/business with a minor in anthropology and sociology. He grew up in New Jersey and currently resides in Seattle, Wash., with his wife and four daughters. Mullen has won multiple industry and corporate awards including: • The Departures Magazine Luxury Marketing Achievement Award 2005 • HSMAI Adrian Awards - Gold, Silver and Bronze 2005 • Nominated as International Hotel and Restaurant Association and HOTELS “Young Hotelier & Restaurateur of the World Award” 1999

Mr. Mullen can be contacted at 425-827-8737 or smullen@noblehousehotels.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.