Fred Findlen Joins Hyatt Regency Chesapeake Bay as GM

. October 14, 2008

CAMBRIDGE, MD, September 22, 2006. Fred Findlen has joined the Hyatt Regency Chesapeake Bay Golf Resort, Spa and Marina, the premier four-star resort on the Chesapeake Bay, as general manager. With more than 20 years of hospitality and hotel management experience with Hyatt Corporation, Findlen will now manage the four-year old resort.

Findlen began his career as a Hyatt corporate management trainee in 1985 and has since worked at properties throughout the United States and Puerto Rico, most recently serving as general manager for the Hyatt Dorado Beach Resort and County Club in Dorado, Puerto Rico. He also held management positions at Hyatt Key West Resort and Marina, Hyatt Regency Cerromar Beach Resort and Casino in Puerto Rico, Hyatt Regency Grand Cypress in Orlando and Grand Hyatt Washington, D.C.

"I'm very pleased to join the Hyatt Regency Chesapeake Bay team. This resort has a great foundation, including a stunning layout right on the banks of the Choptank River," said Findlen. "Also renowned for its full-service amenities, excellent customer service and top-notch staff, our goal is to provide guests with individual attention catering to their needs."

Findlen earned a bachelor of science degree in hotel, restaurant and travel administration from the University of Massachusetts, Amherst.

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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.