2015 Driving Future Hotel Growth

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DRIVING FUTURE
Visionary Leaders
GROWTH & Roundtable
PROFITABILITY 2020 Singapore

November 17, 2015

1 DRIVING FUTURE GROWTH & PROFITABILITY 2020

Global events, market disruptors, and new industry alliances are all issues that are requiring travel
industry executives to constantly re-evaluate their plans to manage during uncertainty and plan
appropriately in preparation for future global tourism demand.
The Institute for Hospitality and Tourism Education and Research (IHTER), a division of the Chaplin
School of Hospitality and Tourism Management at Florida International University (FIU) set its sights
on addressing key issues faced by the hospitality industry by organizing the 3rd Edition of the Visionary
Leaders Roundtable in Singapore.
Held on November 17, 2015 at Pan Pacific Singapore, this exclusive invitation-only event brought
together senior hospitality leaders to speak candidly about the persistent issues that have profound
impact on their ability to stay current, competitive and profitable.
A unique aspect of the Visionary Leaders Roundtable (VLR) is the way in which participants are
engaged to help shape the agenda to ensure that focus is placed on key industry issues of high interest to
the industry at large.
Coming together to brainstorm ideas for Revenue Optimization, the executives were separated into three
investigative groups. Each group was in turn tasked with exploring one of the three assigned topics
while guided by a moderator:
Topic 1: Driving Growth through Better Customer Insight and Analytics, moderated by Jameson
Wong, Director of Business Development, Asia Pacific ForwardKeys
Topic 2: Direct Distribution vs. Third-Party Options - The Battle for Direct Sales, moderated by
Mike Hampton, Dean - Chaplin School of Hospitality and Tourism Management, Florida
International University

Topic 3: Optimizing Profits from Total Revenue Management, moderated by Patrick Andres,
Managing Director, Asia Pacific - Rainmaker
Institute for Hospitality & Tourism Education & Research

A division of Chaplin School of Hospitality and Tourism Management, Florida International University


This white paper delivers key outcomes on the issues and opportunities discussed within the robust
forum created through the Visionary Leaders Roundtable.



Driving Growth through Better Customer Insight and Analytics
The timing of the Fall 2015 Visionary Leaders Roundtable happened to coincide with the announcement
that Marriott International would be acquiring Starwood Hotels and Resorts and the ensuing speculation
about what such a merger would mean to Starwoods robust loyalty program, which undoubtedly brings
with it a vast amount of data on its membership.
The leaders brought together to explore the topic of Driving Growth through Better Customer Insight
and Analytics came from a cross-section of areas within the industry hotels, resorts, cruise, and
gaming. Facilitated by Jameson Wong, Director of Business Development, Asia Pacific, ForwardKeys,
the groups conversation started with the simple question - Do you think one can shift to a proactive
stance when it comes to using data? The answer was not quite as simple.
Key Issues and Opportunities

Its not just about the competition, trying to keep up with ever changing consumer expectation is a real
challenge. Consumers are not static, they are always changing as is their behavior, making it hard to
predict and anticipate. Imagine having customer data that can detect a behavior pattern and predict
future booking, buying and spending behavior. Or customer insight and data that helps to predict future
demand to enable pricing decisions irrespective of capacity.
Having deep customer insight that the hospitality and tourism industry can act on today and use for
forward planning is crucial. However, whereas the executives of this roundtable group acknowledged
both the access to and value of consumer data within their respective companies, much of the concern
came from the shared sentiment that they are not necessarily using all the data they have available across
the different departments, and that departments are not looking at data in the same way. The roundtable
group agreed that the use of analytics is not being embraced as it could be.



The executives in fact posed several questions among themselves as they delved into the topic,
including:
How do we demonstrate what insights and analytics can do for the industry or for my company?
How do we get a grip on so many moving parts in order to have an integrated and holistic view
of the customer?
Where within the organization should the management of such data reside?
Overcoming Silos and Mindsets?
The general trend has been to collect and analyze data to try to make
Its not clear what we are sense of past history and patterns. Access to real-time data across
wanting to do with all this multiple interactions including customer call centers, emails, surveys,
data website visits, social media, mobile apps and guest feedback has enabled
Figuring that out is a start. analysts to gain insight and understand the customer enough to build
predictive models that forecast the needs and behaviors of their guests.
However, one of the challenges the group identified is getting
organizational buy-in in order to optimize such analytics and insight.
The group explored three recommendations for communicating how critical such buy-in would be:
1) Involve the operations team and engage non-revenue staff.
2) Build a business case for the units to understand what it is worth to the company.
3) Provide user-friendly tools and appropriate training.
An example involving housekeeping illustrated how different experiences can be tracked and delivered.
Operational teams, strongly supported by training, demonstrate and impart their importance to the
organization. Emphasis on integration within the operations team would require the use of tools and
avoidance of any a manual process in order to make such data collection and/or delivered customer
experience one of ease.



The need for acceptance and training among department heads and leaders was also highlighted. One of
the participants shared a best practice in that member of the senior management team within his/her
particular organization have to be advocates in a demonstrated effort to break the silos.
Complexity of Data and Making Sense of It
While working with credit card companies to drill down to identify high spenders, one of the executives
noted that with so much data at hand, it is now difficult to determine what data is useful and how to use
it. Given the design of the roundtable, it is not surprising to find such openness among participants.
In identifying the most valuable data and to understand who

the most profitable target customer segments are for the
Very basic data was identified as
organization, you first determine the desired business
outcome, define where the revenue is coming from, and then important to collect; these include:
work ones way from there.
Quality email addresses of people who have opted in, plus the related value and date of contact.
Geographic location/city of guests.
Total value of the guest.
Even as organizations grapple to identify how best to manage and use data they own, the group
was not hesitant to share that they still lack data on their own guest who book through traditional
and online travel agencies (OTAs). To drive onboard revenue, cruise lines extend targeted offers
onboard in the jewelry, liquor, clothing, and sundries shops. The opportunity exists for them to
start shaping the experience of the guests trip before he/she is onboard thereby making it a more
personalized experience. When travel agents have booked the guests, cruise lines do not have key
data points and are unable to fully utilize this information. Hoteliers have also identified similar
shortcomings when guest book through OTAs.



Beyond Transactional Data, Guest Data is Crucial Information to Understand
The group acknowledged that the technology already exists to understand the data and support decision-
making to cater to an ever-more complex sales, and operations matrix. As Directors of Revenue
Management, we are not report writers, were story tellers shared one of the participants. With a move
away from standard reporting, they want to see more user-friendly dashboards that graphically report
company, and customers stories. These dashboards highlight the whole customer journey and identify
key profit touch points. Highly visualized and customized dashboards support a continued commitment
to breaking down silos for other departments in order to everyone achieving the same goals.
The Action Plan

Assuming that everyone is turning data into insight, these actions require commitment to the steps that
will have actual revenue impact. The suggestions below list actions that incorporate what some leaders
are already doing within their organizations:
1. Identify the top 3 drivers to impact revenue and loyalty.

2. Create teams that use the data and work with all the stakeholders, ensuring that they are
multidepartment/cross-functional teams.
3. Establish a process that ensures all negative feedback receives quick 100% response.
4. Build Key Performance Indicators (KPIs) for deployment at property level to engage the teams.
5. Place value behind actions.
6. Define and communicate next best actions, particularly for the operations team.
7. Incorporate dashboards that report only what are important to each unit head.



Direct Distribution vs. Third-Party Options

The Battle for Direct Sales
Hoteliers today need to be more than just excellent hosts to their guests. No longer can the importance
be focused solely on services and amenities that delight to encourage return visits. In this digital age,
successful hospitality companies must be deeply connected and entrenched in the digital ecosystem
where travel distribution thrives. Navigating the ever-changing digital landscape is increasingly complex
for many hospitality brands, but for online travel agencies (OTAs) and third-party digital marketers, its
business as usual.
The leaders of this discussion topic, facilitated by Mike Hampton, Dean the Chaplin School of
Hospitality and Tourism Management at FIU, engaged in a lively group discussion and acknowledged
the current state of the hotel distribution scene and the role OTAs play in the distribution landscape.
In discussing the hard truths - the challenges to keep pace with the speed and savviness of OTAs in
exploiting technology and customer insight to reach consumers at opportune moments and then using of
effective messaging to influence buying decisions - executives in this group identified several key issues
and corresponding opportunities for hoteliers to think about and act on.
Key Issues & Opportunities
Create Customer Value in the Digital Age

Hoteliers are finding it harder to justify the increasing costs of doing business with OTAs. The
Billboard Effect alone, which is the marketing and advertising benefits that hotels experience when
they are listed on online travel agencies is no longer sufficient. Some industry insiders would even argue
that the Billboard Effect is dead or at best, a diminishing value proposition.
As hoteliers work to level the online playing-field with OTAs, the bigger issue and opportunity lies in
the way in which we engage customers across the multiple channels and customer touch-points,
regardless of the channel from which they started their journey, or whichever channel through which
they have ended up booking.


The executives emphasized that hotels must rethink their distribution strategy and leverage omni-
channel marketing that considers all forms of both traditional and digital content marketing to provide a
seamless brand experience. This marketing strategy should use various communication platforms,
including social networks and mobile devices.
Differentiating the Brand.com Experience
How do hospitality brands level the playing field and gain back more control over distribution to own
the customer relationship in the long-term?
It was acknowledged that OTAs have extensive funds to support aggressive advertisement expenditures
both digital and traditional to drive booking activity. Hotel brands however, should be positioned to
offer distinct advantages beyond price for customers booking direct.
In most instances booking directly with a hotel via phone or website, offers consumers ease of receiving
loyalty points and special treatment, also direct recourse in the event of an issue. A brands website
should be the most cost-effective distribution channel that also preserves rate integrity and customer
loyalty.
Commanding Mindshare
In the digital age, probably the most effective way to compete for consumers is to ensure that every
encounter with the brand is reinforced and aligned with distinguishing features of the brand experience
to build strong connections with consumers. With an omni-channel approach, a customers journey
should be fluid and effortless. Supported by systems and technologies, the brands customer experience
strategy should be focused on streamlining and simplifying the customer experience, thereby making it
easy and pleasant to do business with.
If indeed the Billboard Effect does exist, having a positive brand experience will surely be a
winning strategy to capture returning customers.



Taming Rising Customer Acquisition Costs
A driving force for many hotels is to transfer a portion of business from OTAs and third-party sellers to
direct sales. This is less about shifting share and more about being profitable in the midst of rising
commissions and distribution cost. Commissions paid to OTAs and third-party sellers in Asia can be as
much as 25% or more for some independent hotels and smaller hotel groups. At this rate, coupled with
rising labor and real estate cost, running a profitable hotel business can be a huge challenge.
Given the pressures to control hotel distribution cost, a question raised during the roundtable was: Can
an alternative compensation model based on value not volume work for hospitality brands and could this
be a positive approach for collaborative channel partners who deliver value-based bookings? Given that
this topic requires a deeper discussion and more time to deliberate, it will certainly be one that continues
to be explored through other Visionary Leaders programs.
Distribution Strategy: A C-Suite Talking Point?
Another pertinent question raised by this group was: As rising distribution costs threaten a hotels
ability to deliver profits to owners and stakeholders who built the asset and bear the risk, should
distribution strategy be a regular topic on a C-Suite agenda?
The group was not able to walk away with a definitive answer nor recommendation; however, they did
emphasize the need to provide ongoing education to its executives throughout the organization on the
travel distribution landscape and hotel distribution strategy.
Stand Your Ground and Protect Whats Yours
The rising cost of customer acquisition and the commanding presence of OTAs are being dealt with in a
bold and brave manner by some hoteliers. Executives in this group shared examples of hotel companies
in Asia who did more than push back when they were not in agreement with an OTAs practices. In one
case, on discovering that the pricing on a major OTAs site for hotels located in a popular resort city in
Asia was actually lower than the hotels very own websites, the hotels chose to close-out their
inventories to send a strong message to the OTA that quickly addressed the issue and remedied the
situation.


Another hotel group, of 200 plus properties, made it clear that as a practice they would limit OTA
bookings and only sell through them on their terms. Because their hotels were in high-demand locations,
the OTA agreed with the terms to have inventory in these cities to sell.
These stories of hoteliers who stood their ground to protect their investment and profits may be rare and
extreme, but it does beg the question: As hotel operators and owners of real physical assets, do you have
enough clout to demand better business terms with OTAs and third-party sellers to improve profits?
The Path Forward: Focus on the Customer, not just Channels
While the competition for direct sales continues to intensify, OTAs continue to strengthen and grow
their share of online hotel bookings through acquisition, savvy marketing and clever use of technology.
Just as the title of this discussion topic suggests, the travel marketplace can be perceived as a
battleground with hospitality brands facing off against OTAs in an effort to gain back more control of
distribution to protect their rightful share of customer direct bookings and profits. Whether it is
competition with other brands, OTAs or third-party sellers, the group reinforced that the focus should be
on the customer and customers booking preference. Customers, like brands, have their own unique style
and distinction. Focusing on what makes them valuable as customers and how to appeal to them
throughout their customer journey is emphasized as key.



Optimizing Profits from Total Revenue Management
The executives on this topic also came from a cross-section of hotel categories: full-service luxury; 5, 4
and 3 star properties; limited service brands and integrated resorts with casino operations.
Patrick Andres, Managing Director, Asia Pacific Rainmaker who facilitated the group discussion on
Optimizing Profits from Total Revenue Management (TRM) began by asking the executives where
they believe the industry in Asia is in terms of total revenue management practices. The group gave the
industry a rating of 2-3 (5 being very good and in control and 1 being new to the concept), but said that
it really does vary, with upscale hotels showing better progress in applying TRM, while
casino/integrated resorts are further ahead.
When asked if 2-3 is a considered good the general consensus was, while there is still much to be done
in the area of TRM in Asia, the industry is moving forward and involving more people from various
departments to join the effort to optimize revenue.
I am spending more time teaching colleagues how to prioritize their time and effort, and
providing training and education on the impact of their daily decisions.
Key Issues & Opportunities
Unlocking the potential of TRM through collaborative team effort

Getting all hands on deck to pull together towards a common goal takes a great deal of coordination
and continuous education to keep everyone in sync and aware of how their roles and the decisions they
make impact the bottom line. As stated by the executives, the industry continues to take steps in a move
towards driving TRM within their organizations, and by incorporating into the mix more revenue
streams to be optimized.
As TRM requires finding the most profitable mix of business and customers segments for the entire
hotel and measuring total guest spend, maximizing profits across the entire asset is the key objective.
The push factor to adopt TRM is driven largely by Asias high real estate development costs and owners
expectations for an optimal ROI.


Adding Meetings & Events Into the TRM Mix
Revenue management for Meetings & Events was

Beyond guest rooms, food & acknowledged by the group of executives to be a problematic
beverage revenue management is now area in Asia due largely to having insufficient quality data for
becoming more commonly practiced analysis. While historical data identifying booking patterns and
according to the executives in this how business from corporate meetings and events are trending
discussion group.
does exist, it is difficult to make big decisions because the
existing dataset can be is relatively small.
Optimizing profits from group segments with meetings & events may be the next area of focus for many
following food & beverage (F&B). Since many hotels in Asia are typically built as large, full-service
hotels, with ample meetings and events space, more attention and effort to bring group and meeting
space revenue management into the practice of TRM is inevitable.
The Role of RM in Future Hotel Development Projects
In 2013 during the inaugural Visionary Leaders Roundtable session, the executives discussing TRM
stressed the need to involve Revenue Management teams in the early stages of hotel development,
enabling them to provide greater leverage to hotel operators and owners. The discussion at that time
centered on trends in mixed-use development and the various life cycles of a hotel property. It was noted
then that thinking about revenue optimization should begin at the genesis of the hotel development itself.
Often by the time the Revenue Management teams are brought into the picture, it is too late for input, as
commitments have already been made to the type of hotel that is being developed. In the past, they were
simply presented the hotel and given the mandate to manage and optimize the revenue. At the 2015
roundtable however, it was encouraging to hear positive examples of Revenue Management executives
today being consulted on various aspects of proposed hotel development projects, including hotel
restaurants and function space.



It is important to note that while we are seeing more Revenue Management executives being invited to
share their thoughts on future hotel development projects, not all are equipped with the level of
knowledge in this particular area to make a credible contribution. Also, as revenue management
becomes more involved during the early-stages of hotel development, there will be corresponding
accountability for insight being shared.
Convergence, Coherent Communication and Collaboration
Revenue Management (RM) has been stuck The group felt that before we can truly optimize
in the back office for too long, and now profits
across all revenue sources, there are
we need people in RM with credibility to fundamental
issues that need to be addressed:
sell the value of RM to optimize profits.
Revenue management (RM) is rapidly evolving in Asia Pacific and getting more complex with
the explosive growth of online distribution and channel partners. Because of this, we are seeing
the convergence of sales, marketing and revenue management. So in this scenario, where should
RM sit in the organization?
As the discipline of RM matures with more RM executives reporting directly to General
Managers and CEOs, will the Director of Revenue Management of the future be more of a
strategist and business consultant to the organization by asking the right questions and providing
needed information/recommendations on areas for improvement?
There was consensus that not all RM executives are ready for such an elevated role and that different
organizations may require a different reporting structure depending on a number of factors including, the
companys culture, leadership style and existing talent. They also felt that there is a need for revenue
managers who are more commanding, yet collaborative and persuasive communicators to inspire
change. Aside from better qualitative consumer insight and tightly integrated technology and systems,
the real challenge and opportunities also lie in the development of corporate culture and changes in
organizational mindset that support profitability.



Old Habits Die Hard Replacing the old with the new
With rising distribution cost shrinking hotels profit margin, the executives engaged in a lively
discussion on contributing factors that can harm or help to improve profitability. The growing share of
business from OTAs was said to be adding more pressure to realize higher profits.
Over-dependency on OTA business was described Although breaking any habit is difficult, it can be
by one participant as being like a drug. Starts out done. It starts with a change in mindset of the
as a quick fix to fill rooms in desperate moments, people involved and the conditions that
but left unchecked you can get hooked, lose control encouraged this type of practice in the first place.
and open the doors to adverse consequences
Forming New Progressive and Proactive Habits and Practices:
Keep up with fast developing game-changing trends search, social mobile and channel
convergence.
Leverage Online Reputation Management and semantics analysis for pricing decisions.
Implement robust demographic segmentation and buyer behavior analysis to personalize offers
and target your most profitable customer segments.
Changing Mind-Sets and Orchestrating a Win-Win Internal Relationships
While there is still more work to be done to unlock the full potential of TRM, success stories are
emerging.
One executive stated that, Where we have been successful is, in not just looking within each
department in isolation, but in coming to terms with whats best for the whole organization. This is a
very healthy perspective that if adopted throughout the industry, we should see a transformational
change in attitudes, behavior and profits.



Moving from TRM to Total Profitability Management
Just as the industry starts to make headways in TRM, a new buzz word according to one of the
participants is being suggested. Total Profitability Management (TPM) shifts the focus to the bottom-
line and profits for owners, asset managers and hotel operators.
Profit, according to the Encyclopedia Britannica, is defined as "the excess of total revenue over total
cost during a specific period of time." In economics, profit is the excess over the returns to capital, land
and labor (interest, rents and wages). When we focus on profits, it does not negate the value of top-line
revenue, but it does add another dimension to how we assess the value of our customers.
Driving Customer Value, Engagement and Loyalty
In Customer Relationship Management (CRM) knowing your customer is key and having good data,
insight, and information is vital. Information you can act on to drive performance is the lifeblood of any
business and that goes double for business in the digital age.
Asked if they had deep knowledge and understanding on the total value of their customers, where they
come from, what their buying preferences are etc.would that fundamentally change their attitude and
approach to RM today, the executives agreed that having better customer insight would help them make
better decisions on the type of customers to target for acquisition and tactical campaigns. They also felt
that having a single point access to customer demographics, spending preferences and purchase history
from various data repositories (PMS, CRS, POS, CRM, etc.) that is fully integrated into a single
platform from which to create customer profiles would be extremely valuable, but is currently lacking.
Implementing CRM strategies and initiatives like loyalty programs alone will not deliver dramatic
improvements in profit. If done correctly, it will have a positive impact on the bottom-line because you
will know the value of each customer, which in turn can help to allocate the appropriate amount of
resources (time, money, people and effort) to extract the full potential value of that customer
relationship.



How Can We Accomplish More With Less?
An underpinning issue that this group raised throughout the session was centered on the critical need to
be more strategically focused on areas of priority. Capital and labor are costly and increasingly scarce,
and while we can make more money, we cant make more time. Productivity gains are vital to improve
the bottom-line. We also need to be more focused and prioritize what we can do to drive better results
with limited resources. The question then would be, where could we strip out wasted effort that benefit
just a few, and relocate it to other areas with potential to drive the multiplier effect?
This is an excellent question that needs more time to explore in greater detail. Its definitely a topic in
itself for future programs and forums produced by FIU.



Conclusion
Change is constant, and this was reinforced at the 2015 Visionary Leaders Roundtable held in
Singapore. The topics discussed this year were; Driving Growth through Better Customer Insight and
Analytics, Direct Distribution vs. Third-Party Options - The Battle for Direct Sales, and Optimizing
Profits from Total Revenue Management. All of these topics focused on how information is constantly
changing and we as revenue optimizers need to look towards the future and be ready for the changes.
Revenue management in the Asia Pacific market is rapidly changing and maturing with new online
distribution, channel partners, and the RMs reporting relationships.
The role of revenue management worldwide is also changing and expanding. The revenue managers
role is not just to create profits for the company, but also to create value for the customer to maintain
relationships and earn repeat business. Customers expect more value for their purchases. Revenue
Management is not just the job of the few but also the job of all. The increased use of total revenue
management and now total profitability management by hoteliers means that now the non-revenue
management positions including operations are responsible for revenue generation and increased
customer value. There are roadblocks though, analytics and insight is only as good as the data we
receive. Organizations must have buy-in to optimize data and analytics, some team members still want
to keep the status quo and maintain things the way they are because they have always been that way is a
constant issue. Finally, if demographic data is missing, as it generally is when dealing with OTAs, your
ability to properly forecast TRM/TPM can be compromised and your ability to identify customer needs
are limited.
The participants in the 2015 Visionary Leaders Roundtable in Singapore agree that continued change in
revenue management including TRM and TPM will continue. The field of revenue management is still
new and while data is plentiful, being able to access, understand, and utilize all of it can be difficult.
Industry leaders recognize the importance, but also see the roadblock and are working to make changes.



Sharing their insight and perspective at the 2015 Visionary Leaders Roundtable:
Shirley Alexander, Lead Consultant, Learning & Development MacroVision Hospitality

Patrick Andres, Managing Director, Asia Pacific - Rainmaker
Simone Champagnie, Executive Director - Institute for Hospitality and Tourism Education and
Research at FIU
Henry Chew, Manager, Customer Intelligence Resorts World Genting
William Chua, Director of Revenue Generation & Distribution HPL Hotels & Resorts
Siv Forlie, Vice President - Revenue Management - Shangri-La International Hotels
Pierre-Charles Grob, Managing Director, Asia FASTBOOKING
Mike Hampton, Dean - Chaplin School of Hospitality and Tourism Management, Florida
International University
Rosmalia Hardman, Chief Marketing Officer PT Lippo Karawaci Tbk
Jeannette Ho, Vice President, Revenue Management and Analytics - FRHI Hotels & Resorts
Carmen Lam, Vice President, Sales & Marketing, Asia Pacific FRHI Hotels & Resorts
Michael Lee, Consultant Banyan Tree Lifestyle Services
Josephine Lim, Managing Director SEA Preferred Hotels & Resorts
Jurgen Ortelee, Vice President, Revenue Performance Pan Pacific Hotels Group
Jagdish Sandhu, Vice President, Revenue Management, Distribution and Sales Travelodge
Asia
Fanie Swanepoel, Vice President, Revenue Optimization Marina Bay Sands
Christine Tan, Senior Vice President, Strategic Sales & Account Management, Asia Pacific
FASTBOOKING
Christine Toguchi, Managing Director MacroVision Network Pte Ltd & Consultant to the
Institute for Hospitality and Tourism Education and Research at FIU
Sean Treacy, Managing Director, Singapore & South East Asia Royal Caribbean Cruises
Jameson Wong, Director of Business Development, Asia Pacific ForwardKeys



Presenting Partners
Thank you to our presenting partners, FASTBOOKING, ForwardKeys and Rainmaker who actively
engaged participants throughout the roundtable and played a vital role in the success of FIUs 2015
Visionary Leaders Roundtable in Singapore.
FASTBOOKING offers leading edge e-commerce solutions for hotels to boost their direct sales strategy.
Our solutions based on a cutting-edge cloud platform and our proven expertise in digital marketing
enable hotels to boost brand visibility and promote online sales through online and mobile channels. Our
local experts offer daily support to hoteliers, in more than 90 countries, to help them leverage our
solutions and retain their independence.
Founded in 2000, FASTBOOKING is now part of AccorHotels group, as the specialist for digital
solutions dedicated to independent hotels. (www.fastbooking.com)
ForwardKeys is the worlds leading travel intelligence company. With more than 70 million global
booking transactions processed daily, ForwardKeys is able to provide historical and future data as well
as monitor and anticipate true traveller demand. ForwardKeys works with national tourism
organisations, hotel chains, investment firms, as well as other tourism-focused businesses around the
world by providing them with the freshest insights. ForwardKeys has been featured by leading
publications around the world, such as the Economist, BBC, Travel & Tourism News Middle East and
TTG, among others. (www.forwardkeys.com)



Based in Atlanta, with offices in Las Vegas and Singapore, Rainmaker is the market leader in profit
optimization solutions for the hospitality and gaming industries. Its software and consulting services
help hotel, resort and casino hotel operators secure those customers who will increase their overall
profitability. The first company to incorporate total guest value into its revenue optimization model,
Rainmaker leverages cutting-edge research and innovation to offer highly sophisticated systems that
guarantee the highest possible profits. All our solutions help hotels and casinos better price their rooms
to maximize overall profitability, better determine the value of distribution channels and how to engage
different channels when appropriate, enhance the reservation process, implement a streamlined sales
process, while better controlling marketing and promotional spend. Our products are used by some of
the leading global hotel chains and casino operators including Omni Hotels, Rosewood Hotels,
Movenpick Hotels, Best Western, Destination Hotels and Resorts, Hard Rock Hotels and Casinos, Luxe
Hotels, Gentings Resort World, MGM Resorts, Caesars Entertainment and Trump Resorts, to name but
a few. For five years running, Rainmaker has been ranked on the Inc. 5000 list of Americas fastest-
growing privately held companies. (www.LetItRain.com)



About Florida International Universitys Chaplin School of Hospitality and Tourism
Management:
Florida International University's Chaplin School of Hospitality & Tourism Management has been
distinguished as one of the top hospitality programs in the U.S. More than 2,500 undergraduate and
graduate students from across the United States and around the world choose FIU for its outstanding
reputation, advantageous campus locations, expert faculty, rich curriculum, and fast-track career
opportunities in the international hotel, foodservice and tourism industries. In August 2006 FIU unveiled
the first US School of Hospitality and Tourism in Tianjin, China. The Marriott Tianjin China Program is
FIU's largest international program, with a capacity for up to 1,000 students. For more information about
Florida International University's School of Hospitality and Tourism Management, visit
http://hospitality.fiu.edu/.
About FIU:
Florida International University is recognized as a Carnegie engaged university. It is a public research
university with colleges and schools that offers more than 180 bachelors, masters and
doctoral programs in fields such as engineering, computer science, international relations, architecture,
law and medicine. As one of South Floridas anchor institutions, FIU contributes $8.9 billion each year
to the local economy. FIU is Worlds Ahead in finding solutions to the most challenging problems of our
time. FIU emphasizes research as a major component of its mission. FIU has awarded over 200,000
degrees and enrolls more than 54,000 students in two campuses and three centers including FIU
Downtown on Brickell, FIU@I-75, and the Miami Beach Urban Studios. FIUs Medina Aquarius
Program houses the Aquarius Reef Base, a unique underwater research facility in the Florida Keys. FIU
also supports artistic and cultural engagement through its three museums: Patricia & Phillip Frost Art
Museum, the Wolfsonian-FIU, and the Jewish Museum of Florida-FIU. FIU is a member of Conference
USA and has over 400 student-athletes participating in 18 sports. For more information about FIU, visit
http://www.fiu.edu/.






Authors

Simone Champagnie, M.I.B.A.

Executive Director, Development
Chaplin School of Hospitality & Tourism Management
Florida International University
Simone Champagnie joined the Chaplin School of Hospitality and Tourism Management at Florida
International University (FIU) in 2012 as Executive Director of the Institute for Hospitality and Tourism
Education and Research. In this role, Ms. Champagnie led all activities associated with business
enterprise, including developing revenue-generating training & development programs and services in
alignment with the overall strategic goals of the Chaplin School of Hospitality & Tourism Management.
With her team, she established and expanded the institute's reach in the US, China and Asia-Pacific,
which includes the launch of the Visionary Leaders Roundtables and the school's Culinary Arts
Academy. She also ushered the Kovens Conference Center into becoming a sustainable profit-center for
the University.
Before entering the field of higher education, she spent over ten years in the international travel and
tourism sector, working with companies such as American Express and Air France, and serving in
volunteer leadership positions with the Society of Incentive Travel Executives and the South Florida
chapter of Meeting Professionals International. Ms. Champagnie received her undergraduate degree in
Tourism Management from the University of the West Indies, Jamaica, and completed her Masters
degree in International Business Administration at Nova Southeastern University.



Nathan Dodge, MBA

Visiting Professor, Chaplin School of Hospitality & Tourism Management
Florida International University
Nathan Dodge serves as faculty at Florida International Universities Chaplin School of Hospitality and
Tourism Management in Miami Florida. Professor Dodge currently teaches introduction to hospitality,
revenue management, senior seminar, and facilitates the undergraduate internship course. Professor
Dodge has pricing and database experience from Alamo Rent-A-Cars Europe/Middle East/Africa sales
and marketing department.
Christine Toguchi
Managing Director
MacroVision Network Pte Ltd
Project Consultant for IHTER at Florida International University
Christine Toguchi is a passionate leader who has dedicated over 20 years in Asia Pacific, EMEA and the
USA to support the knowledge and skills development of tourism professionals and future leaders in
hospitality management. She is a creative thinker with proven strategic execution skills in Customer
Relationship Management, Loyalty, Multi-Channel Distribution, Revenue Optimization and Sales &
Marketing. As managing director of MacroVision Network, she spearheads the development of
programs for thought-leaders and produces learning & networking events that inspire new thinking and
creative leadership. She is currently executing key initiatives for FIU to support the development of
IHTERs Learning and Development Academy in China and the Visionary Leaders Council in Asia.
Christine is a Chartered Marketer with an Executive Masters Degree of Business Administration

(International Marketing) and holds a Graduate Diploma in Social Psychology & Counseling. She is also
WSQ- certified with an Advanced Certificate in Training and Assessment.


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PROFITABILITY 2020 Singapore

Institute for Hospitality & Tourism Education & Research

Institute for Hospitality & Tourism Education & Research

Driving Growth through Better Customer Insight and Analytics

Key Issues and Opportunities

Institute for Hospitality & Tourism Education & Research

Overcoming Silos and Mindsets?

Institute for Hospitality & Tourism Education & Research

Complexity of Data and Making Sense of It

In identifying the most valuable data and to understand who

Institute for Hospitality & Tourism Education & Research

Beyond Transactional Data, Guest Data is Crucial Information to Understand

The Action Plan

1. Identify the top 3 drivers to impact revenue and loyalty.

Institute for Hospitality & Tourism Education & Research

Direct Distribution vs. Third-Party Options

Key Issues & Opportunities

Create Customer Value in the Digital Age

Differentiating the Brand.com Experience

Institute for Hospitality & Tourism Education & Research

Taming Rising Customer Acquisition Costs

Distribution Strategy: A C-Suite Talking Point?

Stand Your Ground and Protect Whats Yours

The Path Forward: Focus on the Customer, not just Channels

Institute for Hospitality & Tourism Education & Research

Key Issues & Opportunities

Unlocking the potential of TRM through collaborative team effort

Adding Meetings & Events Into the TRM Mix

Revenue management for Meetings & Events was

The Role of RM in Future Hotel Development Projects

Institute for Hospitality & Tourism Education & Research

Convergence, Coherent Communication and Collaboration

Institute for Hospitality & Tourism Education & Research

Forming New Progressive and Proactive Habits and Practices:

Changing Mind-Sets and Orchestrating a Win-Win Internal Relationships

Institute for Hospitality & Tourism Education & Research

Driving Customer Value, Engagement and Loyalty

Institute for Hospitality & Tourism Education & Research

Institute for Hospitality & Tourism Education & Research

Institute for Hospitality & Tourism Education & Research

Shirley Alexander, Lead Consultant, Learning & Development MacroVision Hospitality

Institute for Hospitality & Tourism Education & Research

Institute for Hospitality & Tourism Education & Research

Institute for Hospitality & Tourism Education & Research

Institute for Hospitality & Tourism Education & Research

Institute for Hospitality & Tourism Education & Research

Simone Champagnie, M.I.B.A.

Institute for Hospitality & Tourism Education & Research

Nathan Dodge, MBA

Christine is a Chartered Marketer with an Executive Masters Degree of Business Administration

Institute for Hospitality & Tourism Education & Research

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