Editorial Board   Guest Author

Ms. DeConti

Elizabeth DeConti

Shareholder, GrayRobinson, P.A.

Elizabeth DeConti is a Shareholder in the Tampa office of GrayRobinson, P.A. and is a member of the firm's Alcohol Beverage and Food Team. Prior to joining GrayRobinson, she was a partner with the Tampa office of Holland & Knight and a judicial clerk for the Honorable Antoinette L. Dupont, Chief Judge of the Connecticut Appellate Court. She earned her B.A. cum laude and with Distinction in Renaissance Studies from Yale University in 1993 and then received her J.D. cum laude in 1996 from the University of Miami School of Law, where she was a Harvey T. Reid Scholar. Awarded the highest rating assigned by Martindale-Hubbell Law Directory "AV", Ms. DeConti focuses her practice on litigation and compliance matters related to the rules, regulation and business practices that govern the marketing, sale, and consumption of malt beverages, wine, distilled spirits, and other regulated products in the alcohol and food industry. She is also a circuit court mediator certified by the Supreme Court of Florida. Ms. DeConti's trial experience includes commercial, franchise, intellectual property, and ADA cases litigated on behalf of major breweries, alcohol suppliers, wholesalers, retailers, and other members of the hospitality industry in state and federal courts and administrative agencies throughout the United States. In addition to her court experience, she represents many clients in alternative dispute resolution. She also advises clients on issues pertaining to trade regulation and marketing practices in the food and beverage industry, and concentrates on regulatory compliance, as well as advertising and promotional law. Ms. DeConti also drafts contracts related to advertising, distribution, importation, and related issues associated with the food and beverage industry. Ms. DeConti is a member of The Florida Bar and The Connecticut Bar, and is admitted to practice before the United States Supreme Court, the United States Court of Appeals for the Eleventh Circuit, as well as the U.S. District Courts for the Northern, Middle, and Southern Districts of Florida. Additionally, she is a member of the American Bar Association, the Federal Bar Association, and the Hillsborough County Bar Association. She is also a frequent lecturer to the alcohol beverage and hospitality industries.

Ms. DeConti can be contacted at 813-273-5000 or edeconti@gray-robinson.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.