Editorial Board   Guest Author

Ms. Persaud

Nerissa Persaud

Managing Director & Co-Owner, Thrive Hospitality

As Co-Owner of Thrive Hospitality, Nerissa Persaud prides herself on having a keen eye for detail, overseeing the overall development of recruitment negotiations and developing consultancies worldwide. Ms. Persaud has had a successful venture working formerly within Starwood Hotels and Resorts and most recently with the Four Seasons properties in 2008. As a graduate in the field of Travel, Tourism and Hospitality and Business Management, Ms. Persaud dwelled in multiple industries before realizing her passion for the hospitality industry. She has worked and traveled from South America, the Caribbean, Asia, Middle East, and the remote Island destination of the Maldives. Ms. Persaud's high levels in personal service and ethics has earned her the respect of hospitality executives globally both seeking a difference in their next career path as well in the investment of great talent to hospitality establishments within the luxury segment globally. To date she has worked on projects with some of the finest names in the hospitality industry including, the Ritz Carlton, Sofitel, Nikki Beach Hotels, Six Senses, Brewster Hospitality and Sun Resorts to name a few. Ms. Persaud's core belief in forming an entity offering high quality hospitality recruitment services was not just to tap into the up-market industry of hotels, resorts, cruise liners and independent leisure properties but as the investment in the future face of a company, the future smiles of guests and leaderships to a team.

Ms. Persaud can be contacted at 587-361-4528 or nerissa.persaud@thrivehospitality.com

Coming up in October 2020...

Revenue Management: Maximizing Profit

Hotel Revenue Management continues to evolve at a blistering pace. Driven by technological innovation and new distribution channels, there are some dynamic opportunities for expansion in this fast-growing field. The technology is primarily designed to help revenue managers further refine their operations and pricing models to maximize hotel profit. For example, hotels can't be all things to all people, so a key strategy is to precisely identify their target audience. By employing geo-targeting techniques and analyzing behavior such as previous bookings, on-property purchases and online shopping practices, there is an increased capability to define guest demographics. By segmenting customers in more specific ways, hotels are able to create more personalized experiences which, in turn, allow managers to optimize their room rates. It is also an effective way to fulfill the unique needs and preferences of the individual. Another methodology is to consistently monitor the competition's pricing strategies. There are software tools that analyze a competitor's current rates, and then allow a hotel to make its own pricing adjustments. It is also a useful means to conduct forecasting models. Other technologies that are being integrated into a revenue manager's toolkit include Artificial Intelligence in the form of automated algorithms, and Voice Recognition (VR) for data inquiries, rate changes, and booking behavior. Predictive and analytic software programs are also being leveraged to provide more forward-looking data, instead of the usual reliance on historical performance. These metrics allow managers to be more proactive - rather than reactive - with their revenue strategy. The October issue of the Hotel Business Review will examine these developments and report on how some leading hotels are executing their revenue management strategies.