Editorial Board   Guest Author

Ms. Hallock

Karla Hallock

Spa Manager, Spa of the Rockies at Glenwood Hot Springs

A licensed esthetician, nail technician and makeup artist, Karla Hallock is a 20-year health and beauty industry professional. At the Spa of the Rockies, a resort and spa where helping people feel better is the company's mission statement, Ms. Hallock puts her extensive experience to work every day, making customer service a top priority. As spa manager, Ms. Hallock oversees the company's long-range goals, as well as all aspects of day-to-day operations including managing a full staff of employees that include estheticians, nail technicians and massage therapists. Her previous experience as a salon owner gives her an in-depth understanding of the various issues that concern employees and the importance of cultivating a repeat client-base in a crowded marketplace. Additionally, Ms. Hallock is responsible for the spa's large inventory of organic and bio-dynamic products that are for sale in the spa boutique and used in treatments including Eminence, Zents, Kneipp, SpaRituals, True Cosmetics, Mineral Essentials and more. Along with managing inventory, Ms. Hallock coordinates continuing education programs that instruct staff about the various products the spa offers and helps to encourage robust sales beginning at the treatment table. During Ms. Hallock 's three year tenure, Spa of the Rockies has been the recipient of several awards including most recently SpaFinder's 2012 Readers' Choice Award for best mineral springs spa.

Ms. Hallock can be contacted at 970-947-3331 or khallock@hotspringspool.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.