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Hotel Revival Welcomes Corinne Hart as Director of Sales and Marketing


Baltimore, MD – Hotel Revival, a Joie de Vivre hotel located in the heart of Baltimore’s historic Mount Vernon neighborhood, is pleased to announce the hiring of hotel industry veteran Corinne Hart as director of sales and marketing.   

As director of sales and marketing, Hart oversees the overall revenue and yield strategies to directly impact the performance of group, transient and catering activity. Her strategies relating to direct sales, marketing and maximizing profitability contribute to the outstanding quality of services for guests. She also provides leadership to the sales and catering team to achieve goals and objectives that are accountable to the hotel’s success.   

“We look forward to seeing what new initiatives and ideas Corinne will bring to the table,” said Beth Brainard. “She’s a natural leader and incredibly creative. We’re thrilled to have her on the team.” 

With more than 18 years of experience in hospitality management, Hart brings a wealth of knowledge to Hotel Revival. Most recently, she was a group sales manager at the Four Seasons Hotel Baltimore, promoting and generating awareness of the hotel, developing accounts, conducting tours and coordinating all sales-related activity. Hart has held senior-level sales positions at Hyatt Regency Inner Harbor and Sonesta Hotels and Resorts in Baltimore. She was also the director of national accounts at Loews Hotels. Hart has built lasting relationships in the industry and will continue to make new connections to support the marketing and sales goals of the hotel. 

Hart is a member of the Hospitality Sales and Marketing Association International (HSMAI) as a Certified Hospitality Sales Executive (CHSE). She was a past chairwoman for the Baltimore County Chamber of Commerce, and she is ex-officio of the Maryland Chamber of Commerce.  

Hart received an advanced marketing and communications associate degree from St. George College in Sydney, Australia.   

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Peer to peer profiling: Is it still possible?


As an ex revenue manager from a sales and marketing background, I was considered to be a weird mix early in my career. It was always thought of as strange to mix sales with controls and people always referred to the move from sales to revenue as “going to the dark side”, even the revenue managers.

My obsession with benchmarking and beating the market, driving market penetration and compulsively monitoring competitor strategies came from my ‘salesy’, need to win instinct; meanwhile my strategic attention to detail side, the focus on the market bit, was pure revenue management. You couldn’t possibly have both skill sets? At least that’s what I was told countless times in my early career. Pushing to be a general manager in my day with my background? Not a hope – only if you know F&B, but that’s a different story.

Don’t worry, this isn’t going to be a ‘smash the glass ceiling’ style article, but it is an opportunity to reflect on the radical shift in our industry, and the changing personal values we now require, to thrive.

My generation of middle management in hotels was the one that saw the shift from occupancy and average rate into REVPAR (revenue per available room), and then we had TREVPAR (total revenue per available room); a godsend when you revenue manage a leisure club and golf course, never mind F&B. Latterly, when I did become a GM, my attention was focussed on GOPPAR (gross operating profit per available room), then departmental profit metrics, payroll %, overheads and expenses.

The detail was phenomenal. From the daily stats in the marketplace to the monthly performance comparisons, HOTSTATS was king. Plus the optimal measure of success? Market penetration and whose fair share you had stolen.

Benchmarking then was almost entirely like-for-like and it was the only real measure of peer to peer success, usually measured against like-minded operators up the road, or even next door. You were competing for exactly the same pound over and over again, and although we all had our ‘USPs’ and marketing metrics, frankly, there was little to split between us.

Occasionally, we looked internally too, using employee satisfaction surveys, and even more progressive (10 years ago), we looked at net promoter scores and guest satisfaction indexes.

All of us group or corporate city GM’s were focussed on these measures of success, meanwhile the world was changing from analogue to digital. Yes we were current enough to use booking.com to check what rates our competitors were selling and we mastered the dark art of distribution (albeit in those days manually); what we forgot about were the times we had misled the public, only marketed our best rooms and only promoted the good about our properties and our services. How much we had over-inflated ourselves back then.

The rude awakening came with the user-generated feedback sites; TripAdvisor and the like. They made life so much more complicated, and we hated them. We finally had to face up to our deficiencies; no you can’t sell those un-refurbished rooms at the same rate as the ones that were done last year; yes you can’t gloss over the shortcomings in the dining experience, leisure club or event facilities.

Were the sites abused? Absolutely in my view. For the first time ever, we had customers threatening us with bad feedback, some justifiably but many not so much; we had competitors creating fake bad reviews; and we still had head office expectations to manage, the wage percentages to deliver and the same GOPPAR to achieve.

Life just became much harder. Did we manage? Yes, in a fashion and we even got used to it, to a point. The really progressive, mainly independent properties, probably with some cash behind them, even thrived; they responded to the pressure, improved their services, facilities, refurbished, rebuilt and became something unique and new.

The advent of these sites definitely brought some unique and frankly positive changes to the industry too. We were being transparent about our operations, but we were also given a platform where we could really start differentiating from our nearby neighbours. Our USPs began to gain independent credibility and whereas before that pokey room in the beams of a 16th Century attic was a limiter to our TREVPAR, now it became the ‘authentic’ experience that commanded its own attention.

The sites ultimately cleaned up the poor operators and helped the good ones to shine, but what we certainly failed to embrace at the time was the necessary shift in benchmarking – we were still focussing on our nearby neighbours and still measuring their prices and market-penetration. The sites had forced change, but we’d failed to fully adapt to the shifting insight that was suddenly open to us.

As hoteliers, what we missed, and to varying degrees continue to miss, whilst trying to be everything to every person, is all the other options available to the consumer now. There used to be very clear lines between the designators; B&B was usually cheaper and operating within the host’s home, while hotels had their own property and were usually considerable larger.

There were different buying processes, and different markets and it was much easier to keep track of your ‘competitors’. Now however, the competitor pool is huge; boutique hotels, B&B’s, inns, pubs with rooms, self-catering restaurants with rooms, serviced apartments, homestays, glamping – the list goes on, but it basically represents guest choice.

So benchmarking is nigh on impossible now?

Probably; at least in the traditional sense. Now, you have your traditional segmented competitor sets: what are they travelling for within destination – leisure, town events conferences, business etc., for which you then need to consider the type of properties and facilities available within a reasonable geographic radius. This alone could have doubled or even tripled your ‘competitor’ pool.

Next, you also have your destination competitors: what attracts a customer to one location as opposed to another particularly as leisure guests are pursuing experiences rather than destinations. Next up it’s the comparison sites: who’s the cheapest, who has the best leisure club, service, breakfast, cleanliness; traditional measures, PR and marketing, star ratings, even EHO scores on the doors. So how in the heck are you supposed to measure parity across all these different factors?

The answer is try to be practical, fair and focussed. Historically, as well as less ‘competition’ to measure against, there were also less metrics, and less channels to check. Modernisation of industry has given us access to hundreds more pieces of info, but what many operators don’t stop and consider is which are the most relevant.

Our assessors can quickly and easily split operators into three camps; those who benchmark everything and anything obsessively; those who basically don’t benchmark at all; and those who take the habitual approach, doing what they have always done. Very few have taken the innovative approach, revisiting what business they want and how they want to compete for it and therefore what metrics are required and against which businesses, in a way that extends beyond the traditional designations.

My advice to operators therefore is this. Take a step back and consider the internal, before looking at how that affects the external. Use the user-generated measures, plus team enterprise and guest feedback to highlight first what you are doing well and which market you support the best, and then what aspects you can improve on, and whether these are intrinsic or opportunistic for your offering. Once you have reviewed and oftentimes re-established your competitive field, it becomes much easier to evaluate who you should, and who you do compete with.


Quality in Tourism assess hundreds of accommodation providers globally. To find out more about their assessments, gradings and mystery shopping services, visit www.qualityintourism.com.

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iVvy Venue Technology Achieves Oracle Validated Integration With Oracle Hospitality OPERA PMS


Next generation sales and catering solution iVvy now offers Oracle Validated Integration of contacts, blocks and room reservations plus, syncs ARI from OPERA PMS back to the iVvy dashboard.

Australia (March 18, 2018) – Award-winning event and hospitality technology provider iVvy Inc. continues to expand its suite of software integrations, announcing today its latest collaboration with OPERA, Oracle Hospitality’s premier property management system (PMS). As an Oracle PartnerNetwork (OPN) Gold level member, iVvy is delivering rich features and functionality to hotels to simplify and enhance end-to-end groups management.

To achieve Oracle Validated Integration, Oracle partners are required to meet a stringent set of requirements that are based on the needs and priorities of the customers. Properties worldwide use Oracle Hospitality (previously Micros up until 2014) to manage their operations, and OPERA is widely accepted as one of the industry’s leading enterprise solution. This technology collaboration delivers real-time integration which enables users to sync reservations created in iVvy directly to the PMS to automate and streamline processes which may improve staff productivity and escalate profitability. The connectivity also allows group accommodation blocks and individual room reservations booked in iVvy to be checked and then created in OPERA.

“Achieving Oracle Validated Integration gives our customers confidence that the integration between iVvy and Oracle OPERA PMS is functionally sound and performs as tested,” said David Hicks, vice president, Worldwide ISV Cloud Business Development and Marketing, Oracle.  “For solutions deployed on-premises, in the cloud, or both, Oracle Validated Integration applies a rigorous technical review and test process that helps to reduce deployment risk and improves the user experience of the partner’s integrated offering.”

Benefits and features of the collaboration include:

  • Group accommodation blocks in iVvy are synced with OPERA in a two-way integration for room releases, cancellations or adjustments to the group.
     
  • Occupant details from single accommodation reservations are synced with OPERA including the reservation’s status.
     
  • Gain more transparency in iVvy with live availability, rates, and inventory sourced from OPERA and updated in real time in iVvy.
     

“iVvy is designed to drive profitability and yield space by replacing legacy systems and automating processes,” said Lauren Hall, CEO of iVvy. “Our platform is built with a range of integrations to connect iVvy with strategic third-party apps, programs, and tools including leading-edge PMS platforms like OPERA. We believe that innovation in hospitality requires a holistic ecosystem of solutions and are committed to expanding our network of partners to suit hotelier needs and create product differentiation in the groups and events technology space.”

Since its founding in 2009, iVvy has gained over 12,000 users across 13 countries, including the Wyndham, Mantra Group, and TFE Hotels in Australia, Europe, and New Zealand. The company announced its plans to enter the North American market as part of its global expansion based on emerging demand for its highly rated, next generation groups and events booking and management platform. 

To learn more and schedule a personal demo, visit iVvy.com.

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The Fattal Hotel Group acquires four Grange Hotels leases


The Fattal Hotel Group has announced that it has agreed to acquire the long term lease on four Grange Hotels in London, marking the group’s first entry into the central London market.

Totalling over 1,300 bedrooms, the new hotels include the Grange Tower Bridge Hotel, the Grange St Paul’s Hotel, the Grange City Hotel and the Grange Holborn Hotel, which, following a significant investment programme, will undergo major refurbishments as the group continues to pursue a strategy to drive performance and growth.

The new hotels will be operated by Jurys Inn and Leonardo Hotels UK and Ireland, with Tower Bridge, St Paul’s and City Hotels operating under Leonardo Royals, and Holborn, following extensive refurbishment, will become the group’s first NYX Hotel by Leonardo Hotels in the UK.

Acquired by Queensgate Investments, the hotels boast meeting and events spaces that can facilitate over 4,500 people, 14 bars and restaurants, and extensive leisure facilities – including swimming pools, gyms, beauty spas and holistic therapy rooms.

The addition of these hotels brings the total number within the Jurys Inn and Leonardo Hotels UK and Ireland Group to 53, following a year of “significant expansion”. In total, it now has over 11,000 bedrooms across the group.

Jason Carruthers, managing director of Jurys Inn and Leonardo Hotels UK and Ireland, said: “We are delighted to add these prominent hotels to our portfolio, which are in excellent locations within the very heart of London, as we continue to increase our offering in the UK following a year of significant growth.

“As we start 2019, we believe our portfolio, our strategy and the proven capabilities of our people puts Jurys Inn and Leonardo Hotels UK and Ireland in a unique position to leverage and capitalise on the emerging opportunities in the UK hotel sector and to help create exceptional customer experiences.”

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Marriott International reveals three-year growth plan


Marriott International has revealed its three-year growth plan, which includes opening more than 1,700 hotels around the world.


At its meeting today (18 March) with institutional investors and security analysts at the New York Marriott Marquis, the hotel brand will outline its plan to add between 275,000 and 295,000 rooms by 2021, supported by the strength of its record 478,000-room pipeline, including roughly 214,000 rooms already under construction.

Marriott will also disclose that its new room openings during this period could contribute $400m (£301m) in fee revenue in 2021 and $700m (£527m) annually when stabilised. The company’s three-year growth plan assumes, but does not forecast, comparable hotel revenue per available room (RevPAR) growth of as much as 3%, compounded annually.

Arne Sorenson, Marriott International president and chief executive officer, said: “Starwood has made us a more formidable competitor, providing a more valuable loyalty program, brands with strong appeal to loyalty members and owners, talented associates, terrific locations, particularly in the fast-growing Asia Pacific region, significant cost synergies and meaningful scale.

“We launched our newly branded loyalty program, Marriott Bonvoy, just last month. The program reached 125 million members as of year-end 2018 adding roughly 50,000 members per day.”

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Growth continues in Lakewood Ranch with new hotel, restaurant planned


March 15– Mar. 15–LAKEWOOD RANCH — Hotel row at Lakewood Ranch could grow in the near future.

Floridays Development Company of Sarasota is seeking approval from Manatee County government to build a five-story, 118-room hotel and a 7,000-square-foot restaurant at Lakewood Ranch, north of University Parkway and east of Interstate 75.

The new hotel would be built off Beneficial Way, just north of the existing Hyatt Place Hotel, and the Fairfield Inn & Suites by Marriott Sarasota Lakewood Ranch.

The longest-standing hotel in the area, the Holiday Inn located south of University Parkway, at 6231 Lake Osprey Drive., rebranded itself as the more upscale Even Hotel with $6 million in renovations.

Even Hotel and Fairfield Inn and Suites, 6105 Exchange Way, are both owned by the George Steinbrenner family and their partners. The Fairfield Inn recently was treated to $2.2 million in renovations.

The developers of the proposed new Lakewood Ranch hotel are in negotiations with possible operators but declined to say what brand the restaurant and hotel might carry.

"We have not picked a franchise yet," said Floridays' Steve Mullen, who added the new additions would be a "real boon" to the area.

If permitting goes as anticipated, construction could start in the third quarter of this year and open about 12 months later, Mullen said.

No immediate issues have surfaced with the project, said Jim Rigo, Manatee County government case manager.

The proposed hotel property is about 60 feet north of the Hyatt property line.

Floridays is the same company that built the Hyatt Place Hotel-Lakewood Ranch and the Grande Riviera, a 13-unit ultra-luxury residence in downtown Sarasota. Floridays also was selected to build the Margaritaville hotel off Manatee Avenue in west Bradenton.

Growing hotel room inventory and occupancy rates have been a topic of discussion at Manatee County Tourist Development Council meetings. Walter Klages, founder of Research Data Services, regularly briefs the panel on hotel occupancy rates, which have declined, while room rates have remained strong.

Sports tourism has become an increasingly important part of Manatee County's tourism industry, complementing the strong base of tourism on Anna Maria Island and Longboat Key.

Events at Premier Sports Campus, Nathan Benderson Park and IMG Academy pull new visitors to the area. In 2018, those visitors helped balance the downturn in tourism along the Manatee County shore caused by red tide.

Prior to the wave of new hotels being constructed, there was often an insufficient number of nearby rooms to handle the influx of visitors for major athletic events.

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Los Angeles- Based Luxury Hospitality and Lifestyle PR Firm Rebrands as The Storied Group


Los Angeles, CA (March 15, 2019)- The Los Angeles-based, boutique public relations firm formerly known as SW PR SHOP has officially rebranded as The Storied Group. Co-founded by President Molly Schoneveld in 2008, the company specializes in lifestyle, celebrity, interior design, and luxury hospitality. Schoneveld has over a decade of experience in the entertainment industry and was formerly at PMK*BNC.   The rebrand reflects the agency’s breadth of work, renewed dedication, and evolving list of services for clients within the lifestyle and entertainment space.  

“We are proud to have worked with so many world-class brands and talented individuals over the years and wanted the new name and aesthetic to represent our rich experience and growth in a fresh, re-imagined way,” said Schoneveld.  “As the media landscape changes, we have adopted a more multi-tiered, 360 degree approach to what we do, offering traditional media relations, integrated marketing, and social media strategies and feel that our new brand identity speaks to that.” 

With Schoneveld at the helm, the company provides services in brand development, media relations, strategic partnerships, social media consulting, and crisis management. Schoneveld incorporates her entertainment industry roots and passion for finely curated lifestyle and hospitality brands such as the world-renowned luxury wellness resort in San Marcos, CA, Golden Door (named #1 spa in the world by Conde Nast Traveller for 2019), where she has led the PR efforts since their 2013 relaunch. 

“The Storied Group has worked with Golden Door since our relaunch,” said Kathy Van Ness, COO of Golden Door.  ”Molly and her team have a unique sensibility for understanding the distinct nuances about our business and sharing stories that stand out from the masses. In our luxury world, our editorial side has been powerful, and this critical marketing partnership with The Storied Group makes it happen year after year.”

Schoneveld has represented recognizable names in the entertainment industry such as Mireille Enos (“The Killing”), Audrina Patridge (“The Hills”), Kirsten Vangsness (“Criminal Minds”), Jorja Fox (“CSI”) and Chris and Heidi Powell (“Extreme Weight Loss”).  Lifestyle brand experience includes LA Arts District design firm Hammer and Spear, Blinking Owl Distillery, and Malibu Lumber Yard. 

For more info visit www.thestoriedgroup.com and follow along at @thestoriedgroup.

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New Hotel Trend Survey Reveals Major Advancements Across the Industry


Hotels Target Millennials, Prioritize Green Sustainable Initiatives, Advance Technology

Washington, D.C. – March 15, 2019 – The American Hotel & Lodging Association (AHLA) today released the results of a comprehensive Lodging Survey, a detailed assessment of advancements in amenities, guest services, sustainability and technology, in addition to other industry trends. This recent survey underscores how hotels advance, accommodate and innovate the guest experience. Consumers can expect seamless transitions between their everyday lives and their lives on the road thanks to increased mobile compatibility, flexible dining options and welcoming accommodations.

This comprehensive survey is conducted every two years by industry data provider and AHLA partner STR, renowned for providing premium data benchmarking, analytics and marketplace insights for global hospitality sectors and funded by the American Hotel & Lodging Educational Foundation (AHLEF), the hospitality industry’s philanthropic organization, dedicated to helping people build careers that improve their lives and strengthen the lodging industry. Convenience and communal experiences are leading trends that impact both hotel design and guest enhancements, demonstrating an industry-wide commitment to elevating the consumer’s overall travel experience. 

“The hotel and lodging industry is paving the way in innovation as evidenced by STR’s latest trend survey,” said Chip Rogers, president and CEO of AHLA. “We continue to be laser-focused on meeting the dynamic and diverse desires of consumers, focusing on service and guest experience, as well as developing and enhancing our properties and workforce.”

Catering to Millennials

In an effort to meet the needs of influential millennial travelers, hotels are continuing to innovate, focusing on community and convenience. Fostering community amongst travelers is increasingly important and hotels are recognizing the desire to create functional shared spaces. While the sample should not be considered representative of entire industry segments, over 10 percent of responding luxury, upscale and midscale properties reported the implementation of communal living spaces. Travelers looking to retain their healthy and active lifestyles while away from home can increasingly expect sit-down food alternatives, such as grab-n-go markets, available in a third of hotels around the country, and healthy dining options consistently offered at higher priced hotels.

  • The higher end chain hotels are more likely to report having communal rooms with shared living space
  • Food alternatives such as a grab-n-go marketplace or similar pickup service have seen a steep gain in just two years, rising from 21% in 2016 to 31% in 2018
  • Higher priced hotels are consistently more likely to provide vegetarian and/or healthy menu options
     

Going Green

Supporting sustainable initiatives remains important to the lodging industry as a whole. As of 2018, 25 percent of domestic properties have received a Green Certification, the gold standard of sustainability. Linen and towel reuse programs are nearly universal among properties, and a majority of hotels across all segments have implemented a water savings program.

  • Green Certification in 2018 stands at 25%, up from 16% in 2016
  • Linen / towel reuse programs are nearly universal among affiliated hotels (range: 94%-99% across chain scales), with independent hotels (83%) not far behind
  • About two-thirds of hotels within all chain scales report some type of water savings program
     

Tech Savvy

The shift towards mobile remains a priority. More guests than ever before are using apps to access hotel services. Repurposing mobile devices as room keys has more than doubled in popularity, and mobile device check-in remains on-trend with participation from more than 80 percent of all mid-price and higher segment properties.

  • Using mobile apps to access hotel services is more popular than it has ever been, up from 35% in 2016 to 40% in 2018
  • Hotels’ use of mobile devices as room keys had a sizable two-year increase, moving from 6% in 2016 to 17% in 2018
  • Mobile device check-in is definitely an “in” trend among midprice or higher price segments (all 80%+)
     

“We are proud to be a part of this survey. Data like this helps the industry continue to move forward and create new opportunities for its guests, employees and surrounding communities,” said Amanda Hite, president and CEO of STR.

The 2018 Lodging Survey was commissioned by the American Hotel & Lodging Educational Foundation and conducted by STR, Inc. Every two years, all United States’ hotels (with 10 or more rooms) are invited to participate in the survey and are asked a variety of questions about their guest services and amenities. This survey is the most comprehensive analysis of the trends in the hotel and lodging industry based on direct feedback from a diverse group of hotels and property types.

To read the complete report, click here.

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Queensgate Investments Acquires Four Grange Hotels for GBP 1B (US 1.3B)


[London: 15 March 2019]: Queensgate Investments has completed the acquisition of the Grange St Paul’s EC4, Grange Tower Bridge E1, Grange City EC3, and Grange Holborn WC1 for circa GBP 1 billion.

The portfolio comprises 1,345 Central London rooms, around 930,000 square feet of real estate. The four upscale hotels have significant meeting and conference space as well as boasting high quality spa and leisure facilities including swimming pools.

The portfolio was sold by Grange Hotels, one of London’s largest privately-held hotel groups which, following the transaction, will own and operate 13 hotels, primarily in Central London.

Queensgate has an agreement with Fattal Hotel Group, a EUR 2 billion hospitality company with 200 hotels across 18 countries, to run the assets. Fattal Group will implement rolling refurbishments of all assets and will pursue a repositioning strategy to drive superior performance and growth, increasing its London portfolio to a total of seven hotels and 2,000 rooms.

Queensgate secured a fully underwritten debt facility from Société Générale, The Carlyle Group and Cheyne Capital for the transaction.

Jason Kow, Chief Executive of Queensgate Investments said: “Queensgate is proud to have completed this milestone acquisition which represents circa 1M sqft of high-quality Central London hotels and delivers superior cash on cash returns for our investors.”

David Fattal, Chief Executive of Fattal Hotel Group said: “The Fattal Hotel Group is very happy to become active in central London, with the operation of four significant and highly regarded hotels. The four hotels will undergo an extensive renovation plan and will be flagged by our Leonardo Royal and NYX brands. We thank Queensgate for their trust and partnership.”

A spokesman for Grange Hotels said: “We are delighted with the outcome of the transaction. We acquired, developed and constructed the portfolio over a period of 20 years. The four hotels give the purchaser immediate scale in excellent locations, in one of the most highly sought-after and dynamic markets in the world.”

Brown Rudnick and EY advised Queensgate.

HFF Securities acted as exclusive financial adviser to Grange.

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HSMAI Celebrates Amy Champagne and Laura Dinu as Hotel Sales Professionals of the Year


(McLean, VA, March 15, 2019) The Hospitality Sales and Marketing Association International (HSMAI) is pleased to announce the HSMAI Hotel Sales Professional of the Year Award recipients. Amy Champagne, Director of Sales & Catering, Antlers Hotel, will be recognized as the Hotel Sales Professional of the Year in the On-property category. Laura Dinu, Director, Groups & Meetings, Global Sales Americas, IHG, has been selected as the Above-property Hotel Sales Professional of the Year Award recipient. Champagne and Dinu will be honored with the awards at HSMAI’s Mike Leven Leadership Conference, March 18-19, at The Broadmoor in Colorado Springs, CO.

The HSMAI Hotel Sales Professional of the Year Awards honor individuals that exemplify strong sales performance producing measurable results and demonstrate excellence in the following areas: creativity and initiative; sales acumen; innovative leadership; and advancement of the discipline.

“HSMAI is proud to honor Amy and Laura for their outstanding achievements in hotel sales,” said Robert A. Gilbert, CHME, CHBA, president & CEO of HSMAI. “They are succeeding through a combination of innovation and teambuilding that should be models for the industry.”

http://i.omkt.co/Files/402/1E323A/15A5D/3e362532275b47c88c38cd8baefeff25/0/Amy+Champagne.jpgAmy Champagne, Director of Sales & Catering at the Antlers Hotel in Colorado Springs, CO, will receive HSMAI’s On-property Hotel Sales Professional of the Year Award. Champagne began her career at the Antlers Hotel in 2000 as a front desk agent. Over the years, has cross trained in all facets of hotel operations.  Champagne left the Antlers in 2012 for a position that encompassed overseeing multiple select service properties.  She returned to her home at the Antlers in 2015, and was promoted to her current position in February 2018, where she oversees the onsite day to day successful operation of sales, catering, and marketing productions. Since obtaining her current role, Champagne has exponentially increased the hotel’s overall revenue and cultivated a team passionate to provide the best guest experience in the city.

Champagne was especially cited for her leadership in the promotion and advancement of the sales discipline at the regional and local level, serving as a leader of HSMAI Southern Colorado Chapter and supporting and mentoring colleagues at her hotel and community. She also demonstrated sales and business acumen – from her keen business development skills to her work maximizing food & beverage spend on property and creatively utilizing hotel function space and partnerships to drive revenue in the slower season.

http://i.omkt.co/Files/402/1E323A/15A5E/2774485c730b418fbc835bb45943010b/0/Laura+Denu+2.jpgLaura Dinu, Director, Groups & Meetings, Global Sales Americas, IHG, will be honored as the recipient of HSMAI’s Above-property Hotel Sales Professional of the Year Award.  Dinu leads the Corporate Group and Intermediary Sales, USA for IHG, based in San Francisco, CA.  In this role, she and her team are responsible for delivering groups and meetings business to all IHG hotels globally.  An experienced leader with more than 15 years working in the Domestic, International Group, and Luxury Segments, Dinu helps guide her team to find strategic ways to build IHG’s customers business, and IHG’s partnerships. Prior to joining IHG, Dinu worked for Omni Hotels & Resorts in a global capacity in New York City and San Francisco, overseeing their regional offices.  Dinu’s experience also includes various roles in New York City, primarily focusing on luxury brands such as Peninsula and St. Regis.

Dinu was especially cited for demonstrated sales and business acumen, going beyond the hotel business to the business of hotels to drive results. She leveraged her more than 15 years’ experience in the industry to drive significant growth from the corporate and association sectors, increase IHG’s support of and engagement with the events industry at the national level (and in key markets), and increase profitability for her hotels. She also showed innovative leadership, successfully implementing new ideas that created a new dimension of performance.

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A recent survey from hotel solutions provider HRS has found that the demand for innovative technology in hotels is on the rise

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