Commonwealth Hotels Adds Courtyard by Marriott Columbus-Dublin to Management Portfolio

USA, Covington, Kentucky. August 22, 2019

Commonwealth Hotels added the Courtyard Columbus-Dublin to their portfolio, effective June 14, 2019. This brings the hotel management company's nationwide portfolio to 48 properties with over 5,500 rooms.

"We are thrilled to add another Courtyard to the portfolio while entering the Columbus market," said Brian Fry, President of Commonwealth Hotels. "The on-property associates have been incredibly receptive to their new management - we are looking forward to supporting them as they continue to deliver world class service with midwestern charm."

The property is located within five miles of the Muirfield Village Golf Club, a Jack Nicklaus-designed course that is the home of the Memorial Tournament, a yearly PGA event. It is also 17.5 miles from downtown Columbus, making it one of the most accessible locations in the Columbus market. The Columbus Zoo, Ohio Stadium, MAPFRE Stadium and various other golf courses all fall within 12-miles of the hotel.

Built to host medium-sized groups, the Courtyard Columbus-Dublin has 147-rooms and suites all designed for the modern-day traveler. The three meeting rooms include over 1,200 square feet of space, making it a prime property for weddings and other special events. A full fitness center, free Wi-Fi and indoor pool provide guests with every essential to ensure they have a positive experience.

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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.