The Hotel Group Completes Renovation of Crowne Plaza Kansas City Downtown

USA, Seattle, Washington. August 29, 2019

The Hotel Group (THG), a leading national hotel management and investment company, announced today the completion of the Crowne Plaza Kansas City Downtown's transformational renovation.

With newly redesigned public spaces and guestrooms, featuring the innovative WorkLife model, the Crowne Plaza Kansas City Downtown thoughtfully and intentionally provides the best possible guest experience. Geared towards business and pleasure travelers, the hotel effortlessly provides a space perfectly fitting each guest's needs. In addition to a refreshed Grab and Go Market, the hotel unveiled a brand-new dining concept, The Rail Bar & Bites, inspired by the historic local rail industry.

"THG is pleased to unveil our newly transformed Crowne Plaza Kansas City Downtown," stated Douglas Dreher, President and CEO The Hotel Group. "The hotel infuses the perfect blend of Kansas City's downtown ambiance into a modern guest stay through the newly created WorkLife guestrooms, new on-site restaurant, The Rail Bar + Bites, and refreshed lobby coffee shop, Full Steam. We appreciate our long-standing partnership with IHG and look forward to welcoming the community and our guests to our newly enhanced hotel."

The 385-room full-service property features over 14,000 square feet of versatile meeting space, including ten meeting rooms and function spaces ideal for business gatherings, social events, or weddings. The Crowne Plaza's premier location is seated in the heart of Downtown Kansas City, steps away from world-class dining, music, sporting events, and entertainment.

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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.