The Allison Inn & Spa Appoints Director of Sales, Nichole Cooper

USA, Newberg, Oregon. March 27, 2019

Nichole Cooper has joined the award-winning Allison Inn & Spa as Director of Sales. In this role, Cooper will lead all sales and catering team efforts and oversee corporate meetings, social events and wedding initiatives for the Willamette Valley's first and only luxury destination resort which celebrates its 10th anniversary this year.

Nichole returns to The Allison after previously serving as Group Sales & Catering Manager. She brings with her a wealth of experience in the Oregon hospitality space, having worked with various hotels and resorts including Sunriver Resort as well as Marriott and Hilton properties for over 13 years.

"The team is delighted that Nichole has rejoined the Allison family," said Pierre Zreik, Managing Director of The Allison Inn & Spa. "It's an exciting time of growth in the valley and we are confident that Nichole's experience and creativity will help drive continued success for The Allison."

Nichole is an active member of Meeting Professionals International (MPI), serving the local meetings community in numerous board positions. She enjoys experiencing new sights, sounds and tastes of the Pacific Northwest and outdoor activities with her family.

To book a stay at The Allison Inn & Spa, please call (503) 554-2525 or toll free (877) 294-2525.


/ SLIDES

About Laura Davidson Public Relations

About The Allison Inn & Spa

Media Contact:

Kelly Hatfield
Account Supervisor
Laura Davidson Public Relations
T: 925-408-6007
E: khatfield@ldpr.com
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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.