Editorial Board   Guest Author

Mr. O'Donnell

James O'Donnell

Chief Operating Officer, Vail Resorts Hospitality

James O'Donnell joined RockResorts and Vail Resorts Hospitality in 2002 as Corporate Director of Finance, and became Regional Director of Operations in 2004. In 2006, he became Vice President of Strategic Development, where he was responsible for the acquisition of new management contracts and developments for RockResorts and Vail Resorts Hospitality. In this capacity, he was also responsible for the acquisition and growth of Vail Resorts' Mountain Division and other lines of business, including ski resorts and online media. Mr. O'Donnell was named Chief Financial Officer in August 2011 and Chief Operating Officer in 2012. Before joining RockResorts, Mr. O'Donnell was an assurance and business advisory services manager for Arthur Andersen LLP, in both the Miami and Denver offices. While at Andersen, he specialized in the hospitality and real estate industries. Mr. O'Donnell received his Bachelor and Master in Business Administration degrees from the University of Miami, in Miami, FL. He regularly speaks on industry expert panels at the American Lodging Investment Summit (ALIS), the NYU Lodging Conference and various other conferences

Mr. O'Donnell can be contacted at 303-404-1800 or jodonnell@vailresorts.com

Coming up in February 2020...

Social Media: Social Listening Tools

The reach and influence of social media is staggering. Nearly 3 billion people use social media daily, posting a range of messages, selfies, images, and everything in-between. According to HubSpot, almost 4 million posts are uploaded to the major social networks every single minute! That's an astounding amount of content and it is crucial for hotels to skillfully use social media in order to effectively compete. From establishing a suitable brand identity and voice to creating content across all the major networks (Facebook, Twitter, Instagram, Pinterest, etc.), the goal is to actively engage consumers and to eventually convert them to customers. Some hotels are initiating online contests as a way to attract new customers, while others are rewarding customers with discounts who subscribe to the their email lists or follow their social media pages. Another recent strategy is to employ social media listening tools that track what people are posting online about their businesses. These tools allow hotels to monitor - or listen to - what's being said about a brand across the entire social web, and this can prove to be very valuable, unfiltered information. Social listening permits hotels to be aware of people's opinions about their business, industry or competitors, and some of these tools even listen beyond social media platforms. They also monitor publicly available information on blogs, forums, news outlets and websites. Some listening tools are more focused on gathering and analyzing data, while others offer more engagement-oriented features, which allow hotels to interact with people right from the platform. Often the information that is gleaned from these listening tools ends up being the most authentic, unbiased insights a business can get. The February Hotel Business Review will document what some hotels are doing to successfully integrate social media strategies into their operations.