Editorial Board   

Mr. Hurn

Christopher G. Hurn

President & CEO, Mercantile Commercial Capital LLC

Christopher G. Hurn is the President and Chief Executive Officer of Mercantile Commercial Capital LLC and actively participates in, among other things, the business development, underwriting and marketing functions of MCC. The company was expressly created to focus exclusively on providing 90 percent loan-to-cost financing for small to mid-sized business owners to purchase or construct commercial real estate. With this type of lending, business owners can obtain the highest cash-on-cash return available with financing that is cash-flow and capital sensitive to their business. Previously, he worked as a senior management consultant, financier and executive with companies such as GE Capital, Heller Financial and NAI Realvest. Mr. Hurn currently serves on the Greater Orlando Regional Chamber of Commerce's Small Business Chamber Board of Directors and the Board of Directors for the Association for Corporate Growth's (ACG) Orlando Chapter. He is active in the Orlando Chapter of Financial Executives International (FEI), the National Association of Development Companies (NADCO), the Seminole/Lake Mary Chamber of Commerce, the Greater Orlando Regional Chamber of Commerce, Central Florida Commercial Real Estate Society (CFCRES), the National Federation of Independent Businesses (NFIB), and the Orlando Real Estate Forum (OREF), which he co-founded. Mr. Hurn attended the Georgetown University Law Center and earned a Master's Degree from the University of Pennsylvania's Fels Center (formerly at the Wharton School of Business). He earned two Magna Cum Laude Bachelor degrees (B.A. and B.S.) from Loyola University Chicago.

Mr. Hurn can be contacted at 407-786-5040 or churn@mercantilecc.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.