Insights Type: Articles

The Value of the Relationship between Revenue Management teams and Contact Centers

 Megan Becker, Manager of Hiring and Training, Reservations | Hershey Entertainment & Resorts Company

Stephanie Davis, Team Leader, Sales Support | Accor

If you had the opportunity to peruse our latest article on The Value of a Contact Center, you might now be wondering how you go about fostering a mutually beneficial relationship with your contact center – lets dive in!

  1. Stay Connected – Foster a relationship that invites communication by implementing scheduled meetings or check-ins between the revenue management and contact center teams. These intentional points of connection serve as a dedicated forum for teams to exchange timely updates, address challenges collaboratively and ensure alignment of their strategies.
  2. Share Goals and Objectives – Ensure both teams have a clear understanding of one another’s short and long-term goals! This alignment fosters unity and encourages collaboration between revenue management and the contact center teams.
  3. Market Intelligence – Share relevant data and insights between the revenue management and contact center teams. This can include customer feedback and market trends. By sharing this information, both teams can make informed decisions and work together to optimize revenue and customer satisfaction. This includes proactive communication around large-scale events or groups taking place at the hotel level, which can both positively (or negatively) impact the Contact Centre if not adequately forecasted!
  4. Spotlight Achievements and Opportunities for Growth – Regularly showcase the triumphs of the Contact Center, highlighting its successes, while maintaining transparency about specific areas where the hotels and Revenue Management teams can offer support. Hotels and Revenue Management teams offer the same to your Contact Centre counterparts – they want to both celebrate and support you!
  5. Develop Incentives – encourage collaborative incentives aligned with the Revenue Management teams to deliver value to all participants. This not only contributes to enhanced revenue, benefiting our Revenue teams, hotels, and contact centers, but also plays a crucial role in supporting our frontline colleagues who start creating the perfect guests experience before they event step foot onsite!

Implementing these strategies can ensures a strong connection between your revenue management and contact center teams. This fosters effective collaboration and a shared focus on common goals, leading to increased revenue growth and the delivery of exceptional customer service.

In our upcoming article, we will focus on the world of Contact Center Jargon, specifically exploring the many acronyms. Join us in navigating the language of Contact Centers, where discussions revolve around key performance indicators (KPIs), emphasizing both Rev/TT and overall AHT. It’s a hospitality wonderland waiting to be uncovered!

To learn more about HSMAI’s Contact Center Special Interest Group, please visit https://americas.hsmai.org/about/hsmai-contact-center-special-interest-group/

The Power of Personalization in Revenue Optimization

Karen Codilla, Corporate Director of Commercial Strategy, Prince Resorts, HSMAI Revenue Optimization Advisory Board Member 

 

Personalization is not just about personalized pricing; it’s a revenue driver and powerful conversion tool for all commercial strategy disciplines that is capable of increasing revenues by up to 40%. I brought this topic to HSMAI’s Revenue Optimization Advisory Board for discussion. In this article, I outline our group’s key ideas for effective personalization.

1. Understand Your Guest’s Needs 

To effectively personalize pricing and revenue optimization, it is crucial to have a deep understanding of guest preferences and needs. This requires collecting and analyzing data about guest behavior, preferences, and purchase patterns. By understanding what aspects of the product or ancillary offerings resonate with guests, hotels can tailor their pricing strategies and digital guest journey experiences accordingly. 

2. Get Granular with Segmentation and Leverage Technology 

Segmenting customers based on their preferences and behaviors allows hotels to offer targeted content and custom offer options that are most relevant to each segment. Technology plays a crucial role in personalization and revenue optimization. Hotels that leverage AI and data analysis to gain insights into guest preferences and behaviors will take the lead in enabling automated personalized offers. Direct bookings benefit the most from personalization, as this segment is most likely to have the guest data available for analysis and the customized communication and offers.  The next step is how to partner with travel agencies and third-party partners to customize guest communication while being compliant with data privacy regulations. 

3. Partner with all Commercial Strategy Disciplines  

Collaboration between revenue optimization professionals, marketing, sales, distribution, and reservation contact center teams is essential to leverage personalization effectively. Personalization isn’t just personalized pricing, it’s a true personalized experience. This collaboration ensures that personalized pricing, targeted ads, customized guest journey and revenue optimization efforts are aligned with the overall commercial strategy of the hotel. 

4. Take an Iterative Approach 

Personalization and revenue optimization strategies should be continuously evaluated and refined. By analyzing guest data, monitoring the effectiveness of revenue optimization strategies, and collecting feedback, hotels can iterate and improve their personalization efforts over time. This approach allows hotels to adapt to changing guest preferences and market dynamics, ensuring that personalization efforts remain effective and relevant. 

 

Read More:  

Questions for your team: 

  • What are the best practices for personalized pricing with hotel rooms? Ancillary revenues? 
  •  What recommended systems should be in place for ideal personalized pricing?  
  • Where should an independent or franchise brand hotel start with wanting to implement personalized pricing?  
  • How should revenue optimization professionals collaborate with marketing professionals to create a commercial strategy approach to personalized pricing? How can the areas divide and conquer? 

Effective Communication in the Hotel Industry: Key Takeaways

Heather Harmeyer, Director of Sales and Marketing, Embassy Suites, HSMAI Rising Sales Leader Council Member 

From meeting planners to your team to guests, it is essential to change your communication strategies aligning with the changing landscape and technological advances. Drawing from a recent discussion with HSMAI Rising Sales Leaders, I have identified four actionable insights that can lead to improved communication throughout hotels, spanning across departments, and extending to clients. 

  1. Adapt to Change and Technological Advancements

During the pandemic there was often tension between meeting planners and hotel representatives, often fueled by cancellations and alterations to terms. Navigating these challenges demanded a shift in communication strategies. The emphasis has since moved towards being adaptable, acknowledging the changing landscape, and harnessing technological advancements to stay connected. 

  1. Ensure Sales Team Alignment

Ensuring that the sales team remains on the same page, especially when managing multiple properties, is essential for effective operations. Regular and consistent communication came out of our discussion as the core of achieving this alignment. One member recommended holding weekly meetings with general managers to establish common goals and maintain synergy across teams. 

  1. Embrace Heart-Centered Leadership

Heart-centered leadership, characterized by empathy and understanding, was highlighted as an effective leadership approach, especially when considering improving communication. By recognizing each unique contribution, irrespective of its size, leaders can unify efforts towards common objectives. 

  1. Maintain Consistency in Client Communications

From the moment a potential guest or client initiates contact, maintaining a consistent and high level of service becomes critical. Participants underscored the significance of attention to detail throughout the customer’s journey. Innovative suggestions, like real-time showcasing of meeting spaces and integrating potential speakers into proposals, were put forth to further elevate the customer experience. 

Learn more:  

Questions for your team:  

  1. What strategies have you found effective when communicating with third party planners? Clients? How has this changed in post-pandemic times? 
  2. How do you keep your sales team on the same page? Do you have best practices for communicating effectively with other departments? Do you cross train between departments? 
  3. Guests, clients, employees are seeking personalized experiences and communication. How have you tailored your experiences, proposals, etc. to ensure they are receiving personalization?
  4. What have you implemented to encourage communication with hotel guests? Does your team utilize AI tools? How do you keep these personal?

10 Reflections on Budget Season: Lessons Learned

Haley Maltz, CRME, Area Director of Revenue Strategy, CoralTree Hospitality, HSMAI Rising Revenue Optimization Leader Council Member 

As another budget season in the books, it’s a good time to pause and reflect on the lessons learned from this critical period. I talked with the HSMAI Rising Revenue Optimization Leader Council about the challenges faced and strategies employed during this time. Here are our key takeaways for future planning and continuous improvement.  

  1. Adapting to Historical Data Changes: The reliance on historical data was a challenge with changes in ownership and PMS systems. We learned the importance of adaptability and the need for agile methods to ensure historical insights remain relevant despite structural changes.
  2. Reevaluating Market Position and Competition: The intense focus on understanding market positions relative to competitors highlighted the dynamic nature of the industry. We need to realize the importance of continuous market analysis and the need to adjust strategies in response to shifts in market segments and competitive growth rates. 
  3. Valuing Cross-Departmental Collaboration: The budget season reaffirmed the invaluable insights gained from inclusive, cross-departmental collaboration. 
  4. Methodology Matters: The debate between top-down and bottom-up approaches came up in our discussion. Many are now looking towards a more hybrid approach, blending the efficiency of top-down with the detail and inclusivity of bottom-up budgeting.
  5. Embracing Dynamic Budgeting: We discussed the limitations of static budgets as the industry faces unforeseen changes. 
  6. Addressing the Unspoken: The acknowledgment of under-discussed topics within organizations initiated a call for more open and comprehensive discussions around budgeting. 
  7. Growth Rate and Competitive Benchmarking: It’s important to not just track growth rate but actively compare it with competitors. 
  8. Diversification as a Risk Mitigation Strategy: The emphasis on diversified distribution strategies has proven its worth in a time of market volatility and changes. 
  9. Navigating Financial Pressures: The challenges of budgeting under financial constraints and inflationary pressures taught us to balance between ambition and realism.
  10. Investing in Brand for Long-term Stability: The focus on building a lasting brand, rather than relying solely on immediate sales channels, emerged as a key strategy. 

As organizations look ahead, the lessons from this budget season offer lessons for more resilient, responsive, and strategic budgeting.  

Further Reading:  

 

Questions for your team:  

  • What historical data do you look at when preparing the next year’s budget? 
  • Which team members are involved in the top-line revenue budget process? Does it solely fall upon the Revenue leader? 
  • Are static budgets here to stay or will dynamic budgets become more common? 
  • Everyone has an opinion: where have you seen successes with merging asset managers’ + corporate + on-the-ground teams’ expectations for a successful budget? 

15 Strategies to Build Healthy Habits in the Remote Workplace Environment

Marina Olson, Account Director, Global Sales, Wyndham Hotels & Resorts, HSMAI Sales Advisory Board Member 

As the New Year unfolds, it’s the perfect time to embrace healthy habits —especially when it comes to integrating those habits into your work routine. I brought this topic of discussion to the HSMAI Sales Advisory Board to hear what these leaders and their companies are doing to thrive and flourish in their personal and professional lives in 2024.  

Organizational Wellness Strategies:  

  1. Financial Incentives: Offer insurance rebates for employees who participate in health-related activities like flu shots or annual checkups. 
  2. Fund Wellness Apps: Integrate platforms like Noom for diet tracking and Nectar for mental health and peer recognition.  
  3. Fitness Opportunities: Offer online fitness classes, paid gym memberships, or reimbursements for personally purchased fitness-related memberships or classes.  
  4. Step Challenges: Encourage physical activity through year-round step challenges, perhaps supported by company-provided step counters. 
  5. Health and Wellness Teams Channel: Create a dedicated communication channel for sharing wellness tips and resources. 
  6. Walk and Talk Meetings: Promote meetings that encourage walking when screen sharing isn’t necessary.  
  7. Flexible Fridays: Implement no meeting or summer Fridays, ending work midday or halting internal emails after midday on Fridays.  
  8. DND Days: Schedule 2-3 “Do Not Disturb” days per quarter to allow employees to catch up on work without interruptions. 
  9. Networking Off-Site: Stress the importance of maintaining relationships outside of in-office meetings, particularly for remote employees. 
  10. Scheduled Physical Activity: Encourage employees to block out time for walking or workouts on their calendars. 

 Personal Strategies for Individual Wellness: 

  1. Customized Work-Life Balance: Recognize that balance varies per individual and take the time to find your own unique equilibrium. 
  2. Consistent Workouts: Try starting the day with exercise or plan out a time that works best for you. 
  3. Calendarized To-Dos: Suggest replacing traditional to-do lists with calendar entries for better time management and avoiding over-commitment. 
  4. Time Blocking: Block your calendar with focused work time to enhance productivity. 
  5. Set [and keep] Boundaries: Create and maintain personal and professional boundaries. 

Navigating incentives without intrusiveness is key to fostering a positive, health-focused workplace culture. To achieve this, it’s crucial to emphasize optional participation, ensuring employees understand that while wellness activities are encouraged, they are entirely voluntary. Maintaining a pressure-free environment allows individuals to engage in health initiatives at their own comfort level, respecting personal preferences and boundaries. This approach ensures that wellness programs are supportive, not mandatory, aligning with the diverse needs and lifestyles of all team members. 

Recommended Reading: 

Reading Creating a Culture of Wellness in a Remote or Hybrid Environment  

Discussion Questions: 

  1. What are some things that your company is doing to encourage healthy habits in your remote workforce? Do you have a plan in place for 2024?
  2. Tracking progress and quantifying healthy habits can be motivating and create accountability. What metrics or tools could be used to measure individuals’ or teams’ remote work health habits effectively? 
  3. Should companies incentivize these habits, and if so, how can they do so without being intrusive or promoting unhealthy competition?

Everyone Loves a Kitchen: The Changing Face of Extended Stay

Dan Reeder, Director of Revenue Management, Hilton, HSMAI Revenue Optimization Advisory Board Member 

Extended stay hotels are experiencing a dynamic shift, reflecting changes in travel trends, sustainability demands, and technological advancements. I recently led a discussion on the topic with the HSMAI Revenue Optimization Advisory Board and we delved into the challenges and opportunities this sector faces.  

Adapting to the Changing Travel Landscape 

Extended stay hotels are uniquely positioned to cater to a diverse array of travelers, from business visitors to families seeking longer accommodations. This could involve diversifying offerings to appeal to different traveler segments, such as providing more home-like amenities or flexible space for work and relaxation. 

Embracing Sustainability 

Sustainability is no longer a choice but a necessity. With 80% of guests prioritizing eco-friendliness, extended stay hotels must incorporate sustainable practices. This could include upgrades such as: energy-efficient appliances, electric car charging stations, and bicycle rentals.  

Staying Competitive 

In the face of competition from short term rentals, extended stay hotels need to emphasize their unique selling points. Celebrating strengths such as consistency in service, safety, and the comfort of a home-like environment can set them apart. Additionally, offering flexibility in services, like guest-led room turnover, caters to the modern traveler’s desire for personalized experiences. 

Leveraging Technology 

The impact of technology on extended stay hotels is significant, especially in areas like revenue management. Adapting technology to support various lengths of stay, ensuring seamless connectivity, and providing digital conveniences can enhance guest experiences and operational efficiency. 

The Economics of Extended Stays 

Economy extended stay brands are targeting the same business segment, emphasizing cost-efficiency. The lower turnover of rooms in extended stays leads to reduced operational costs, making this model financially attractive for both operators and guests. 

The Developer’s Perspective 

For developers, the extended stay model can be an initial step before transitioning to more transient accommodations. This strategy allows for a gradual market entry, adapting to the specific needs of the location and traveler demographics. 

Read Further:  

Questions to Consider:  

  1. How will extended-stay hotel brands adapt to changing travel trends in the post-pandemic world? 
  2. How will additional Extended Stay Brands impact nontraditional distribution channels that include Vacation Rentals and Corporate Housing. 
  3. How will extended-stay hotels incorporate sustainable and eco-friendly practices in their operations in the future? 
  4. Will extended stay hotel brands expand their offerings to cater to different traveler demographics or preferences? 
  5. What role will technology play in shaping the future of extended stay hotel brands, such as automation and contactless services? 

 

Leveraging Fintech in Travel

Nima Vaez, Director Key Accounts, Hopper, HSMAI Marketing Advisory Board Member 

Financial technology (fintech) in hospitality has generally been used to reduce processing costs, provide traveler flexibility, or minimize friction in expense reimbursement for business travelers. The need for simplifying booking, rebooking, and payment processes for travelers has been highlighted post-pandemic. There is a high potential for growth within the industry if tech solutions are properly understood and applied appropriately. In a recent gathering of the HSMAI Marketing Advisory Board, I brought this topic for discussion. This article delves into our discussion, offering insights into how fintech could shape the future of hospitality. 

The meeting highlighted fintech’s potential to revolutionize the sector, and AB members noted its increasing significance at both strategic and operational levels. The integration of fintech solutions is seen as a vital component in enhancing customer engagement and operational efficiency, from small boutique hotels to large chains. 

We also discussed the challenges in adopting fintech solutions. Issues were raised such as selecting the right fintech tools, ensuring seamless integration with existing systems, and maintaining high-quality operational service delivery are central concerns. Overcoming these obstacles is essential for companies to fully benefit from fintech advancements. Some raised questions about whether fintech is more attainable for larger hotel chains, or if smaller enterprises can also effectively leverage these technologies. One challenge is the scalability and adaptability of fintech solutions – businesses of all sizes can benefit from these innovations. 

Innovation in fintech, driven by consumer feedback and market research, was a key point of emphasis. The discussion highlighted how consumer insights play a crucial role in shaping fintech solutions. Customer surveys and market analysis can drive innovation in fintech, tailoring solutions to meet evolving consumer needs and preferences. As the industry continues to embrace digital transformation, understanding and leveraging fintech will be key to staying competitive and meeting the changing demands of travelers. 

Read Further 

Questions For Your Team 

  • How familiar are you with fintech?  
  • Do you see your own companies using fintech solutions in the near future?  
  • What fears/obstacles/challenges need to be overcome when implementing fintech solutions? 
  • What other ways are you combating the need for more flexibility and ease of travel planning for travelers? 

From “NOW to NEXT”; Scenario Planning for Hospitality Sales and Marketing

Bart Berkey, Founder and CEO, Most People Don’t, LLC 

HSMAI hosted Sales Executive Roundtables in Long Beach and invited Bart Berkey to facilitate a session with the group, read on for his takeaways. 

While it may be impossible to predict the future, we can certainly share, discuss, and consider EVENTS that may occur in order to be more prepared. This is the topic that nearly forty commercial executives contributed to during a group conversation facilitated by Bart Berkey, Founder of Most People Don’t. 

What is NEXT that we may know about or predict? What are we doing NOW to prepare and think about next? While external factors like the environment, climate, global war, civil unrest, political instabilities, and economic fluctuation can all affect hospitality, we focused on the PEOPLE component of our industry. 

This group of esteemed professionals shared that their greatest learnings of the past (during the pandemic) also revolved around PEOPLE and HOW WE TREATED OURSELVES AND EACH OTHER. 

  1. Resiliency, Creativity, and Innovation: We remained tough and strong in the face of uncertainty and adversity. We thought outside of the box to solve problems and resolve situations that we had never faced.
  2. Empathy, Care, and Humanity: We embraced the value of the human spirit and focused on how we treated others, how we felt, and together how we could rise. 
  3. Vulnerability, Teamwork, and Resources: We learned that we don’t need to be alone and that when we opened up, there were others that needed us as much as we needed them. This encouraged working together and using tools that we shared.

The following was then revealed for thoughts for NEXT Preparation in Hospitality Sales and Marketing and what we SHOULD DO NOW: 

  1. Share in advance our contributions on what we do in Sales and Marketing and how it impacts and affects our hourly colleagues. Ensure that the revenue producers as well as the operations team equally understand the impact customers and guests have on the hotel’s success and bottom line. Sales is not trying to make it difficult for anyone when they have a 2 am bus arrival… they are simply trying to create revenue to keep employees “employed” and “fulfilled” with meaningful and profitable work. 
  2. Focus more on MENTAL WELL-BEING, and don’t view it as a weakness. Embrace differences, provide resources, and talk more about FEELING GOOD and THINKING GOOD (thoughts). 
  3. Continue to ask, “how can I help you?” from a professional lens and a personal lens. Be selfless and giving in your time and attention. 
  4. Realize that our actions will either help to “create wellness” or “contribute to un-wellness.” 
  5. Look at each employee and colleague as a WHOLE PERSON and get to know them. Consider more than “just what their role is” and “what they do” and understand “WHO THEY ARE.” 

By learning from the past and applying lessons toward the future, the hospitality industry, with its focus on PEOPLE, will only continue to shine brighter for NEXT. 

Thank you to the executives from participating companies:   

  • AccorHotels/Fairmont 
  • Aimbridge Hospitality 
  • Associated Luxury Hotels International 
  • Atrium Hospitality 
  • BWH Hotels 
  • Concord Hospitality 
  • CoralTree Hospitality 
  • First Hospitality Group 
  • G6 Hospitality 
  • Kessler Collection 
  • KSL Resorts 
  • Loews Hotels 
  • Marcus Hotels & Resorts 
  • Opal Hotels Group 
  • Paliosociety 
  • Parks Hospitality Group 
  • PM Hotel Group 
  • Preferred Hotel Group 
  • Regency Hotel Management 
  • Remington Hotels 
  • Rosewood Hotels & Resorts
  • Sage Hospitality Resources 
  • Wyndham Hotels and Resorts 

HSMAI hosts this unique by-invitation forum annually for sales executives. If you are interested in being invited next year, please email Bob Gilbert.    

HSMAI Perspective: Advancing Women in Hospitality

Robert A. Gilbert, CHME, CHBA, President and CEO, Hospitality Sales & Marketing Association International (HSMAI)    

As we close another chapter and welcome the New Year, I reflect on HSMAI Foundation’s enduring commitment to our core tenets: attracting, developing, and engaging commercial talent in the hospitality industry. This year, in collaboration with Women in Travel THRIVE, we took a significant step towards our mission with the release of the “The Power of Mentorship” research paper. This study, a critical examination of mentorship’s impact on female leadership in hospitality, offers insightful strategies for nurturing the next generation of women leaders. 

The research, led by Dr. Emily Ma, Professor of Hospitality, University of Surrey and Dr. Laurie Wu, Associate Professor, Temple University, provides a detailed analysis of how mentorship programs can effectively support and elevate women in our industry. It emphasizes the need for organizations to embrace mentorship as a key tool in creating inclusive environments where women can thrive. As we enter 2024, this paper serves as a crucial resource, guiding our efforts to break down barriers and pave the way for greater gender parity in leadership roles. 

Silvia Camarota, Executive Director and Founding Chair of Women in Travel THRIVE says:  

“Through the collaborative efforts of HSMAI Foundation and Women in Travel THRIVE, our joint research emphasizes the transformative impact of mentorship on fostering and empowering female leaders in the hospitality industry. This partnership underscores our commitment to bridging the gender gap and nurturing a diverse, inclusive leadership landscape within our field. “

I couldn’t agree more. The new year brings new opportunities for collaboration, mentorship, and building bridges. The HSMAI Century Campaign is about “Building a Bridge to Our Brightest Future” more than a celebration of our past. It is a pledge to the future talent in sales, marketing, revenue, and global distribution fields in hospitality. By focusing on attracting diverse talent, creating through supportive networks, and promoting mentorship and leadership opportunities, we are setting the stage for transformative years ahead.  Individuals can support the Century Campaign and companies are encouraged to support the work of the HSMAI Foundation as a Corporate Talent Partner for 2024. 

Let us unite in this mission as we step into 2024, committed to fostering an industry that values diversity, champions mentorship, and celebrates the achievements of all its members. 

Happy holidays and best wishes for a prosperous New Year! 

Leadership Under Fire: Essential Lessons from Crisis Management

HSMAI Global Distribution Advisory Board  

From wildfires and hurricanes to system hacks and geopolitical conflict, we face crises in the hospitality industry on a regular basis. Crises are not just challenges but opportunities for developing leadership and strengthening our organizations. The HSMAI Global Distribution Advisory Board tackled this topic recently and came up with key insights on how to prepare for crisis situations. 

1. Effective Communication 

In a crisis, the importance of clear, timely communication becomes vital. Leaders must ensure they’re equipped to relay information swiftly. Does your organization have processes in place for crisis communication when systems are down (e.g., phones, emails, and/or message systems)? One member asked, “do you have a printed list of phone numbers for your team and your partners that you were able to pull out of a desk drawer?” This underlines the necessity of having accessible, reliable communication methods and multiple methods for contacting employees and partners.  

2. Business Continuity Planning 

The absence of a solid business continuity plan can expose significant vulnerabilities during crises. One AB member reflected, “The disaster recovery plan was something I had – the team knows the backup procedures, but the business continuity plan was what was really missing.” This speaks to the need for comprehensive planning to ensure that operations can continue seamlessly during and after a crisis. 

3. Leading with Calmness 

The demeanor of a leader during a crisis profoundly influences team morale. As a leader, how do you keep your team calm? How do you ensure that your team has what they need to run their part of the organization, but ensure that their team can also handle stress appropriately? Keeping calm and providing training ahead of and support during a crisis are important to maintain focus and efficiency under pressure. 

4. Learning and Improvement 

Crises are opportunities for introspection and growth. Reflecting on the crisis to identify areas for improvement is necessary to enhance future crisis response strategies. 

HSMAI’s Global Distribution Advisory Board monitors the landscape of hotel distribution and identifies ways that HSMAI can better serve the discipline. Members include:   

  • CHAIR: Sarah Fults, Vice President, Distribution, MGM Resorts International  
  • Sam Al Asmar, VP Revenue, Rotana Hotels & Resorts  
  • Brij Bhushan Chachra, CRME, Vice President – Revenue Management & Distribution, The Indian Hotels Co. Ltd.  
  • Andrea Daniels, Director, AMER Distribution & Intermediary Strategy, IHG  
  • Greg Duff, Principal and Chair of Hospitality, Travel and Tourism Practice, Foster Garvey PC  
  • Paolo Federico, Senior Vice President, Revenue Management & Distribution, Jumeirah Group  
  • Sydney Goodwin, Director of Distribution, Omni Hotels and Resorts  
  • Michael Hucho, Owner & Founder, michaelhucho.de Management Consultant  
  • Lauri Mussa, Corporate Director of Reservations & Distribution, Rosewood Hotels & Resorts  
  • Bela Nagy, SVP Distribution, Accor  
  • Vikram Pradhan, GVP, Global Revenue Management and Distribution, Wyndham  
  • Shelly Ransom, Director, Distribution, Hyatt Hotels Corporation  
  • Dan Reeder, Director of Revenue Management, Hilton 
  • Dan Wacksman, CHDM, CHBA, CRME, Principal, Sassato LLC  
  • Jeff Wermager, CRME, Independent  
  • Dave Roberts, Professor, Cornell Peter and Stephanie Nolan School of Hotel Administration