Editorial Board   Guest Author

Ms. d'Elsa

Laura d'Elsa

Regional Director USA / Canada, German Convention Bureau

Laura d'Elsa is the Regional Director USA/Canada for the German Convention Bureau (GCB). Based in New York City, she represents the GCB in the North American markets and promotes Germany as a leading meetings destination. Ms. d'Elsa serves as the main point of contact for U.S. and Canadian companies, associations and organizations interested in hosting events, meetings, and incentive programs in Germany. She also oversees all operations for the NYC office. Ms. d'Elsa is focused on educating clients and prospects on the benefits of hosting meetings in Germany, which include excellent value for money, a world class transportation system, exciting and historic cities, and many green venues and convention centers. A major theme she is responsible for driving in North America is Germany's expertise in key sectors such as automotive, pharmaceutical, biotechnology, finance and economics, logistics management, technology and more. In leveraging these expertise clusters the GCB and its German partners are able to create memorable and strategy-focused experiences that have made the country the #1 association meetings destination in Europe and #2 in the World. Ms. d'Elsa joined the GCB in 2011 from Sydney, Australia, where she worked for event agency DKC International. At that agency, which focuses on events in the government, non-profit, and association sectors, she was responsible for the public relations and marketing for all events, including strategy development and implementation, sponsorship management, collateral production, and media planning. Among other projects, Ms. d'Elsa managed and coordinated all media relations for the Australian lecture tour of Nobel Laureate in Economics Joseph Stiglitz, which was extensively covered in national and international media outlets. Ms. d'Elsa's previous professional experience spans all areas of integrated communications. She started her career at the Coca-Cola Company in Vienna, Austria, working first in the company's public affairs and communications department and then for the Coca-Cola UEFA Euro 2008 project team, where she managed the company's Austrian hospitality activities surrounding the 2008 European Soccer Championships. Ms. d'Elsa has also worked as a freelance editor and translator in the fashion and media industry and as a public relations consultant in the non-profit sector and now serves as a source on the meetings industry and business travel in Germany in leading MICE publications.

Ms. d'Elsa can be contacted at 212-661-4582 or gcbny@gcb.de

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.