Editorial Board   

Ms. Hou

Judy Hou

Directeur General/CEO , Glion Institute of Higher Education Worldwide

Judy Hou was named Directeur General/CEO of Glion Institute of Higher Education Worldwide by the board of directors in November 2013. Prior to that, Ms. Hou served as the CEO of Les Roches Jin Jiang International Hotel Management College, Shanghai where she was responsible for positioning the school as a valuable resource centre for the hospitality community. Both Glion Institution of Higher Education and Les Roches Hotel Management School are part of the Laureate International Universities network. Before joining Laureate, Ms. Hou was the Director of Human Capital at Hotel ICON and Adjunct Professor for the School of Hotel & Tourism Management at the Hong Kong Polytechnic University. During her tenure at the Hong Kong PolyU, Ms. Hou successfully developed the first fully integrated commercial and teaching/research hotel owned by the university. A passionate advocator of education, life-long learning and personal development, Ms. Hou has over 20 year's hospitality and education experience and has worked for leading international hotel brands such as Mandarin Oriental, Park Hyatt and Swiss Hotels. Ms. Hou also taught at the Ecole hoteliere de Lausanne as an Assistant Professor/Researcher. Ms. Hou is deeply committed to high quality hospitality education and positive student outcomes. Ms. Hou earned her Bachelor of Arts in Comparative Literature from Columbia University, her master's in Hospitality Administration from Ecole Hotelière de Lausanne, and she is working towards her Doctor of Business Administration from Walden University. She is on the editorial board of HotelExecutive.com and has authored several articles for the Hotel Business Review, and Hotel Management Asia, including “The Future of Hotel Marketing: Social Media,” “Understanding & Profiting from Emotional Factors Behind Hotel Brand Loyalty,” “Managing Gen Y: The Characteristic of Gen Y in the Hospitality Industry,” and “The Role of the General Manager in the 21st Century.”

Ms. Hou can be contacted at judy.hou@laureate.net

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.