Editorial Board   

Ms. Bhattacharyya

Rani Bhattacharyya

Community Economics Extension Educator , University of Minnesota Extension- Center for Community Vitality

Rani Bhattacharyya serves as the Community Economics Educator in northwest Minnesota by supporting communities located in the counties of Beltrami, Clearwater, Kittson, Lake of the Woods, Mahnomen, Marshall, Norman, Pennington, Polk, Red Lake, and Roseau in the discovery and implementation of development opportunities. Through her work Ms. Bhattacharyya is also studying how company and community performance benchmarking can be integrated into long-term city, and community development planning processes. Ms. Bhattacharyya has facilitated local business-government partnerships and public consensus building activities concerning sustainable tourism planning and hospitality management in the U.S. and internationally. Past projects have included comparative studies in environmental certification programs for hotels and communities at Green Seal, Inc., a 25 county agri-tourism industry study for Western Illinois, marketing surveys for sustainable tourism destinations in Asia, and facilitation of sustainable destination development in the southern border region of Bulgaria. Ms. Bhattacharyya completed her MS graduate degree in the Peace Corps Fellows Program in Community Development at Western Illinois University, where her studies focused on the integration of sustainable tourism destination management and marketing with local economic development programs.

Ms. Bhattacharyya can be contacted at 218-275-3444 or rani.a.bhattacharyya@gmail.com

Coming up in October 2019...

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.