Editorial Board   Guest Author

Mr. Nadel

Scott Nadel

Chief Operating Officer, DMC Hotels/Dhillon Management

Scott Nadel has served as Chief Operating Officer of DMC Hotels/Dhillon Management. He has functioned as Director since 2007. Mr. Nadel is a 20 year hotel industry veteran with in-depth experience with branded hotel affiliations, independent resorts, as well as, Food & Beverage Operations. As a second generation hotelier, Mr. Nadel combines old world values with progressive business strategies. As COO of the company, Mr. Nadel was responsible for the oversight of twenty branded hotel operations, the company's strategic objectives, asset capitalization and partnership relations. During his tenure as COO, he has implemented vision for development strategies, policies and procedures. Mr. Nadel has maximized the corporation's revenues, and administered the implementation of marketing plans, sales strategies, budget and forecasts at the corporate, regional and business levels. Key responsibilities included achievement of revenue and profitability goals, staff development and quality assurance of overall product and service quality. Mr. Nadel has a progressive career spanning more than 20 years with several other hotel groups. He has opened hotels as Regional Director of Operations with LaQuinta Inn & Suites. He also served as General Manager in several brands such as Hampton Inns, Park Inn & Suites by Carlson, Villa Royale, Country Inn & Suites, Residence Inn by Marriott and the Sun Ridge Resort.

Mr. Nadel can be contacted at 601-299-3722 or nadelscott@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.