Editorial Board   Guest Author

Mr. Brewer III

William A. Brewer III

Managing Partner, Bickel & Brewer

William A. Brewer III is a founding partner of BREWER, Attorneys & Counselors, with offices in New York and Dallas. Under Mr. Brewer's direction, the firm has become renowned for its successful handling of major disputes in a number of industries, including the hospitality industry.

The firm has represented hotel franchisors, management companies, owners, developers, and investors in many of the highest-profile matters in the industry. Mr. Brewer is frequently published on a wide range of legal and business issues affecting the hospitality industry. He is a member of several leading industry associations, including the American Hotel & Motel Association and the Academy of Hospitality Industry Attorneys.

Beyond these associations, Mr. Brewer is active in a broad range of professional groups and philanthropic organizations. He serves as chairman of the Brewer Foundation and is a member of the boards of trustees of Albany Law School and Paul Quinn College.

A former trustee of New York University, Mr. Brewer was born and raised on Long Island, New York. He received his bachelor of arts degree, cum laude, from St. John's University in 1974, followed in 1977 by his Juris Doctor degree, cum laude, from Albany Law School of Union University. Thereafter, Mr. Brewer attended New York University School of Law, where he received a master of laws degree in trade regulation in 1978.

Please visit http://www.bickelbrewer.com for more information.

Mr. Brewer III can be contacted at +1 212-489-1400 or wbrewer@bickelbrewer.com

Coming up in October 2020...

Revenue Management: Maximizing Profit

Hotel Revenue Management continues to evolve at a blistering pace. Driven by technological innovation and new distribution channels, there are some dynamic opportunities for expansion in this fast-growing field. The technology is primarily designed to help revenue managers further refine their operations and pricing models to maximize hotel profit. For example, hotels can't be all things to all people, so a key strategy is to precisely identify their target audience. By employing geo-targeting techniques and analyzing behavior such as previous bookings, on-property purchases and online shopping practices, there is an increased capability to define guest demographics. By segmenting customers in more specific ways, hotels are able to create more personalized experiences which, in turn, allow managers to optimize their room rates. It is also an effective way to fulfill the unique needs and preferences of the individual. Another methodology is to consistently monitor the competition's pricing strategies. There are software tools that analyze a competitor's current rates, and then allow a hotel to make its own pricing adjustments. It is also a useful means to conduct forecasting models. Other technologies that are being integrated into a revenue manager's toolkit include Artificial Intelligence in the form of automated algorithms, and Voice Recognition (VR) for data inquiries, rate changes, and booking behavior. Predictive and analytic software programs are also being leveraged to provide more forward-looking data, instead of the usual reliance on historical performance. These metrics allow managers to be more proactive - rather than reactive - with their revenue strategy. The October issue of the Hotel Business Review will examine these developments and report on how some leading hotels are executing their revenue management strategies.