Editorial Board   Guest Author

Ms. Brock

Colby Brock

General Manager, The Radisson Hotel New Rochelle

Colby Brock obtained a Bachelor of Arts Degree with a double major in Psychology and English from the University of Hartford. She interned for the Radisson Hotel New Rochelle while attending college and began working there full-time in 1999 as restaurant manager. In 2008, while continuing to manage the City Lounge at the Radisson, Ms. Brock pursued a degree in Interior Design form Parsons School of Design in Manhattan. She then joined as a designer for Mojo Stumer Associates, an architectural design firm. One of the projects she worked on was the re-design of the Radisson's lobby. In 2011, Ms. Brock returned to the Radisson as the Food and Beverage Director, Interior Designer/Project Manager, with responsibility for overseeing the $2 million renovation program to re-position the hotel as a stylish, contemporary, Manhattan boutique hotel. The scope of the project included upgrades of all 129 guest rooms, the lobby, elevators, hospitality suites and the re-branding of its restaurant which opened on May 15, 2012 as NoMa Social. Everything about the new dining destination reflects Ms. Brock's design sensibility and understanding of the vital role that F&B plays in enhancing the hotel experience of today's sophisticated traveler. To help make NoMa Social feel like a second home for visitors, a 'library decor' was created, one that is eclectic, with warm purple and gray colors, yet chic at the same time. The space includes numerous comfortable couches and low cocktail tables that can accommodate a variety of group sizes, as well as more traditional seating. The Mediterranean menu, created by acclaimed executive chef Bill Rosenberg, offers tapas and other small plates that can be shared in surroundings that promote a relaxing and interactive dining experience. Ms. Brock's contributions to the Radisson Hotel New Rochelle's improvements were instrumental in the hotel winning a “Renovation Excellence Award” from the Radisson's parent company, Carlson, one of the world's largest hospitality and travel groups. Ms. Brock is also responsible for the hotel's floor management, staff training, corporate and social function contracts, menu and promotional creations as well as the hotel's public relations, marketing, promotion and advertising program. For the past 16 years, she has been a strong supporter of the Leukemia and Lymphoma Society's Westchester/Hudson Valley Chapter where she is currently serving as a member of the Board of Trustees. She is married to Mario Gualano.

Ms. Brock can be contacted at 914-576-3700 or colby.brock@radisson.com

Coming up in February 2020...

Social Media: Social Listening Tools

The reach and influence of social media is staggering. Nearly 3 billion people use social media daily, posting a range of messages, selfies, images, and everything in-between. According to HubSpot, almost 4 million posts are uploaded to the major social networks every single minute! That's an astounding amount of content and it is crucial for hotels to skillfully use social media in order to effectively compete. From establishing a suitable brand identity and voice to creating content across all the major networks (Facebook, Twitter, Instagram, Pinterest, etc.), the goal is to actively engage consumers and to eventually convert them to customers. Some hotels are initiating online contests as a way to attract new customers, while others are rewarding customers with discounts who subscribe to the their email lists or follow their social media pages. Another recent strategy is to employ social media listening tools that track what people are posting online about their businesses. These tools allow hotels to monitor - or listen to - what's being said about a brand across the entire social web, and this can prove to be very valuable, unfiltered information. Social listening permits hotels to be aware of people's opinions about their business, industry or competitors, and some of these tools even listen beyond social media platforms. They also monitor publicly available information on blogs, forums, news outlets and websites. Some listening tools are more focused on gathering and analyzing data, while others offer more engagement-oriented features, which allow hotels to interact with people right from the platform. Often the information that is gleaned from these listening tools ends up being the most authentic, unbiased insights a business can get. The February Hotel Business Review will document what some hotels are doing to successfully integrate social media strategies into their operations.