Editorial Board   

Mr. Steensma

Mike Steensma

General Manager, Corrigan Logistics

Mike Steensma serves as general manager of Corrigan Logistics, a Michigan-based provider of transportation, warehousing and complete project management for businesses throughout the United States. In this role, Mr. Steensma is responsible for the overall daily performance of the Corrigan Logistics operations, including finances and personnel. He also oversees the company's full installation crews, as well as its 25 truck hauling fleet. With more than 20 years' experience in the moving storage business, Mr. Steensma started with the Corrigan Family of Companies in 1992 as a dispatcher for Corrigan Moving Systems, a full-service relocation company based in Farmington Hills, Mich. In 2010, Mr. Steensma became the general manager of Corrigan Logistics, utilizing his years of expertise and experience to educate his fellow team members throughout Corrigan's 12 branch locations on logistics operations. Mr. Steensma is a graduate of Grand Valley State University, where he earned his bachelor's degree in accounting with a minor in business management.

Mr. Steensma can be contacted at 877-670-7564 or MSteensma@corriganlogistics.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.