Editorial Board   

Ms. Harralson

Joanna Harralson

Vice President Operations, The Insight Group International

During her 10 years with The Insight Group, Joanna Harralson, Vice President Operations, has visited more than 500 hotel and resort properties, internationally, as a group trainer/evaluator, director of field operations, client liaison to management companies and provider of intensive training to the company's newly hired investigative agents. Ms. Harralson uses her extensive knowledge and insights, plus her expertise in the area of evaluating employee cash handling integrity (gained by working closely with all aspects of The Insight Group) to help drive the company's stated goal of being the premiere hospitality spotting agency in the industry. Prior to joining The Insight Group, Ms. Harralson rose through the ranks and received hands-on training, as an employee in hotels, as front desk clerk, server, bartender, concierge, auditor and sales and marketing specialist.

Ms. Harralson can be contacted at (562) 694-3250 or jharralson@theinsightgroup.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.