Editorial Board   Guest Author

Ms. Miller

Tammy S. Miller

President, Alternate Resources

Tammy Miller is a thirty year veteran of the Interior Design and Purchasing world. Ms. Miller founded Alternate Resources in 1991 to address a tremendous need in the Hospitality Industry and contract markets for high quality personalized end to end project management. Ms. Miller has built Alternate Resources with the concept that a good designer understands how to purchase, and a good purchasing agent clearly understands what the design intent is, while managing to budgets and deadlines. It is her expertise in both of these concentrations, which sets Alternate Resources apart. Ms. Miller helps create the vision of the owner, and then finds the means to achieve this vision, while exceeding the expectations of the guest, owner, management, and brand. By offering her skills to hotel owners and management firms, she fills a principal position on a project team which lends years of experience to any new build or renovation. Ms. Miller can help develop innovative and creative design, select and specify appropriate products, manage the procurement and financial process, communicate consistently with the project team and stay within budget requirements and deadlines.

First and foremost, Ms. Miller is a business professional and understands clearly the need to make good design and financial decisions for the projected life of the refurbishment or new build. Successful projects include brand hotels such as Starwood, Hilton, IHG, Marriott, Wyndham, Choice, Independent and Boutique Hotels and Casinos. Prior to founding Alternate Resources, Ms. Miller was Senior Vice President of Branch Design at Shearson American Express where she was responsible for branch design on a national level, establishing national standards and negotiating national contracts for all products used in the branch offices including FF&E and OS&E.

Ms. Miller holds a Bachelor of Science Degree in Marketing from the Robert H Smith School of Business at the University of Maryland, College Park. She is passionate about parenting, travel and photography.

Please visit http://www.alternateresources.com for more information.

Ms. Miller can be contacted at 914-713-1001 or tammy@alternateresources.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.