KASA Hotel Collections Appoints Kai Jockel Area Manager, Mexico

Mexico, Tulum. May 14, 2019

KASA Hotel Collection announces the appointment of Kai Jockel as Area Manager of KASA Hotel Collection in Mexico. KASA Hotel Collection currently operates one hotel located in Aldea Zama, Hotel KASA Parota Tulum. A second KASA hotel, the Hotel KASA Riviera Maya will open in June 2019, followed by a third in September 2019. Two more hotels are planned for 2020. Hotel KASA Parota Tulum and Hotel KASA Riviera Maya are both members of Small Luxury Hotels of the World (SLH).

A veteran of the hospitality industry with more than 30 years of experience, Kai will have responsibility for overall operation of the five hotels including the planning and preparation for the four yet to open. Kai's new position with KASA Hotel Collection marks his return to Mexico after 18 years, adding to his more than 10 years in hospitality in Latin America. He notes, "I'm excited to be part of a new hotel group. There are so many interesting and innovative things that we can offer guests in this wonderful part of Mexico."

Kai's vast hospitality background spans the globe, from Croatia to Colombia, and Costa Rica to China. His fluency in German, English and Spanish served him well during such major projects as the opening of the Hotel Dubrovnik Palace, the implementation of a new restaurant concept at the Intercontinental Costa Rica, and in effecting a turnaround in profitability for the Mövenpick Resort Al Nawras restaurants. He has managed both boutique and larger hotels, with properties of 100 rooms or less, and more than 800 rooms. He has worked with hotel chains in Asia, Latin America, the Middle East and Europe including Marriott, Sheraton, Hilton and Starwood. Kai is an expert in property pre-openings, re-openings and positioning, taking responsibility for everything from the initial stages of planning to successful operation and growth.

Kai caught the hospitality "bug" as a teenager which led to his becoming an Executive Chef and later enrolling in Hotel Management School. He received degrees granted by the German government in both areas. Since 2014, he has served as an instructor for eCornell, teaching courses focused on Food Service, Marketing and Revenue Management for Cornell University working with the online university for hotel management.

Media Contact:

Subscribe to our newsletter
for more Hotel Newswire articles

Related News

Choose a Social Network!

The social network you are looking for is not available.

Close
Coming up in October 2020...

Revenue Management: Maximizing Profit

Hotel Revenue Management continues to evolve at a blistering pace. Driven by technological innovation and new distribution channels, there are some dynamic opportunities for expansion in this fast-growing field. The technology is primarily designed to help revenue managers further refine their operations and pricing models to maximize hotel profit. For example, hotels can't be all things to all people, so a key strategy is to precisely identify their target audience. By employing geo-targeting techniques and analyzing behavior such as previous bookings, on-property purchases and online shopping practices, there is an increased capability to define guest demographics. By segmenting customers in more specific ways, hotels are able to create more personalized experiences which, in turn, allow managers to optimize their room rates. It is also an effective way to fulfill the unique needs and preferences of the individual. Another methodology is to consistently monitor the competition's pricing strategies. There are software tools that analyze a competitor's current rates, and then allow a hotel to make its own pricing adjustments. It is also a useful means to conduct forecasting models. Other technologies that are being integrated into a revenue manager's toolkit include Artificial Intelligence in the form of automated algorithms, and Voice Recognition (VR) for data inquiries, rate changes, and booking behavior. Predictive and analytic software programs are also being leveraged to provide more forward-looking data, instead of the usual reliance on historical performance. These metrics allow managers to be more proactive - rather than reactive - with their revenue strategy. The October issue of the Hotel Business Review will examine these developments and report on how some leading hotels are executing their revenue management strategies.