Editorial Board   Guest Author

Mr. Kwok

Linchi Kwok

Assistant Professor of Hospitality Management, Syracuse University

Linchi Kwok is an Assistant Professor of Hospitality Management at Syracuse University (SU) in Syracuse, New York, where he developed and teaches several hospitality and management courses, such as Managing Service Organizations in Social Media, Hospitality Human Resource Management, Hotel and Resort Operations, and Leadership and Career Management. In 2011, Mr. Kwok was named a Kauffman Professor in Entrepreneurship and Innovation at SU to support the university's initiatives in teaching and research excellence in entrepreneurship and innovation. Mr. Kwok's research interests include social media and its business applications, employee recruitment and selection, organizational behaviors, and hospitality management. His publications have appeared in the International Journal of Hospitality Management, Event Management, and Journal of Human Resources in Hospitality & Tourism. In 2010, Mr. Kwok received grant funding to support his research on social media, including the Harrah Hospitality Research Center Grant Award Program 2010 from the University of Nevada, Las Vegas. Since 2008, Mr. Kwok has presented 20+ authored/co-authored papers in a variety of peer-reviewed conferences in hospitality, information studies, and managerial psychology. He is on the editorial board HOSTEUR™, an official publication of the I-CHRIE (International Council on Hotel, Restaurant, and Institutional Education), and serves as an ad hoc reviewer for over five hospitality/social science journals and conferences. Mr. Kwok holds a Ph.D. degree in Hospitality Administration and a Master of Science degree in Restaurant, Hotel, and Institutional Management from Texas Tech University. Mr. Kwok's professional portfolio also includes several years of managerial and hands-on experience in the hospitality industry in the U.S. and mainland China. In addition to his work as a professor and researcher, Mr. Kwok is a thought leader in the hospitality field, contributing to several professional blogs about hospitality trends and social media strategies. Mr. Kwok's perspectives on social media have been quoted in The New York Times and Voyager's World. Mr. Kwok is also an active member of the community and have conducted invited presentations on dinner etiquette and research methods.

Mr. Kwok can be contacted at 315-443-2162 or lkwok@syr.edu

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.