Editorial Board   Guest Author

Mr. Labriola

Patrick Labriola

President, Transportation Safety Exchange

Patrick A. Labriola is President of Transportation Safety Exchange (TSX), an industry-pioneering, independent rating organization that inspects, monitors and reports the safety performance of motor carriers in the ground transportation industry. Mr. Labriola is an expert in strategic planning, business development and operational improvement. Prior to joining TSX, Mr. Labriola was the President of the Waterford Group, a consulting organization specializing in business planning and development, merger and acquisition strategies, and other services. Before Waterford Group, Mr. Labriola held roles as President and CEO of a food production company with $70 million in revenue and more than 230 employees; as President and CEO of a manufacturing company, which grew from $45 million to $78 million in revenue, dominating the market category under his leadership; as Senior Vice President and Chief Administrative Officer of a large, family-owned beverage distributor; as President and CEO of a pet supply superstore chain which grew rapidly from six to more than 30 locations in less than two years; and as Treasurer of a $900 million department store operation. Mr. Labriola holds a Bachelor of Science degree in management from the University of Dayton in Ohio, and is a member of the American Institute of Certified Public Accountants.

Mr. Labriola can be contacted at 703-691-4612 or plabriola@tsxcr.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.