Editorial Board   

Mr. White

Derek White

President, Interactive & Media Networks, LodgeNet Interactive Corporation

As President, Interactive & Media Networks, of LodgeNet Interactive Corporation (NASD: LNET), Derek White is responsible for all of LodgeNet's guest merchandising and marketing as well as revenues generated both from in-room entertainment sales and third-party sponsorships. The role expands Mr. White's responsibilities beyond his former role as President of The Hotel Networks (THN), which LodgeNet acquired in 2008. Mr. White joined the company in February 2008 after serving as Executive Vice President of Alloy, Inc., one of the country's largest providers of targeted media and marketing services. Mr. White brings a track record of more than two decades building high performance teams and businesses. While at Alloy, Mr. White oversaw corporate development and general management of the company's out-of-home, sampling and promotions business units. He originally served as the architect and managing executive responsible for Alloy's $200 million media and marketing division employing more than 700 people, overseeing multiple companies and business groups including AMP Agency (named the 2004 Promotion Agency of the Year by PROMO Magazine). Prior to joining Alloy, Mr. White was the President of 360 Youth Corporation (later acquired by Alloy), and served as Executive Vice President of MarketSource Corporation, where he founded and led the development of its Internet and interactive business. He also held roles as President of Graphic Connexions, Inc., a creative agency, and Director for Computerware, Inc.

Mr. White can be contacted at 215-504-5552 or dwhite@lodgenet.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.