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This profile was last updated on 7/11/14  and contains information from public web pages and contributions from the ZoomInfo community.

Mr. John Enright

Wrong John Enright?

Executive Director , Revenue Acco...

Preferred Hotel Group Inc
311 South Wacker Drive Suite 1900
Chicago, Illinois 60606
United States

Company Description: Preferred Hotel Group represents 650 of the finest hotels, resorts, and serviced residences in the world. Preferred Hotel Groups brands include Preferred Hotels &...   more
Background

Employment History

13 Total References
Web References
m-Travel.com and Travel Distribution News: August 2009
www.m-travel.com, 1 Aug 2009 [cached]
Independent hotels may combat budget and resources constraints by choosing a "soft brand" that provides technology and resource savings through economies of scale, yet allowing independent management and identity," says John Enright, executive director - revenue account management, Preferred Hotel Group.
The difficult trading environment has forced more and more independent hotel groups to analyse their technology and distribution strategy and costs.
For his part, Enright says he has focused on retention of loyalty base customers, broadening of distribution strategy for acquisition, and market-centric focus for rational competitive price positioning. 
Adjustment
It is an economic reality that downsizing in our economy requires a broadening scope of responsibility for reduced management resources. 
At the same time, Enright says it is important to retain the resources that already possess the technical and analytical skills to continue to manage pricing and distribution. 
"A skilled revenue manager may be more capable to broaden responsibilities to cover operational departments than the other way around, where technical skills are inadequate and revenue could suffer as a result," Enright told EyeforTravel.com's Ritesh Gupta. 
In terms of advantages, one of the bonuses of working for any small company is that there tends to be better communication between different departments. Working for a small hotel chain, you have the flexibility for open lines of communication so all team members can work closely together. 
Enright pointed out that smaller organisations are likely to be more nimble and may have less barriers for expeditious adaptation to new strategies in a rapidly changing marketplace.  Conversely, a smaller management staff has a broader scope of responsibilities across many departments, so expertise in any one area could be lower.  
"The managers selected must be appropriate for the environment, big or small," added Enright.
...
Enright feels more independent hotels are installing fully integrated RM systems because of broadening interfaces between PMS, RMS and CRS and lowered costs.
...
Enright agrees and says revenue management must value the profitability of each segment where the displaced customer is the least profitable.
Enright, along with other 25 speakers including ones from Continental Airlines, Hilton Hotels Corporation and InterContinental Hotels Group, is scheduled to speak at Revenue Management and Pricing in Travel USA conference, to be held as a part of the Travel Distribution Summit N. America 2009.
Travel Distribution Summit N. America 2009
John Enright is scheduled to speak at EyeforTravel's Travel Distribution Summit North America 2009 to be held in Chicago (September 16-17) this year.
Independent hotels may combat budget and ...
www.hotelnewsresource.com, 1 Sept 2009 [cached]
Independent hotels may combat budget and resources constraints by choosing a 'soft brand' that provides technology and resource savings through economies of scale, yet allowing independent management and identity,' says John Enright, executive director - revenue account management, Preferred Hotel Group.
The difficult trading environment has forced more and more independent hotel groups to analyse their technology and distribution strategy and costs.
For his part, Enright says he has focused on retention of loyalty base customers, broadening of distribution strategy for acquisition, and market-centric focus for rational competitive price positioning.
Adjustment It is an economic reality that downsizing in our economy requires a broadening scope of responsibility for reduced management resources.
At the same time, Enright says it is important to retain the resources that already possess the technical and analytical skills to continue to manage pricing and distribution.
'A skilled revenue manager may be more capable to broaden responsibilities to cover operational departments than the other way around, where technical skills are inadequate and revenue could suffer as a result,' Enright told EyeforTravel.com's Ritesh Gupta.
In terms of advantages, one of the bonuses of working for any small company is that there tends to be better communication between different departments. Working for a small hotel chain, you have the flexibility for open lines of communication so all team members can work closely together.
Enright pointed out that smaller organisations are likely to be more nimble and may have less barriers for expeditious adaptation to new strategies in a rapidly changing marketplace.
...
Enright feels more independent hotels are installing fully integrated RM systems because of broadening interfaces between PMS, RMS and CRS and lowered costs.
...
Enright agrees and says revenue management must value the profitability of each segment where the displaced customer is the least profitable.
Enright, along with other 25 speakers including ones from Continental Airlines, Hilton Hotels Corporation and InterContinental Hotels Group, is scheduled to speak at Revenue Management and Pricing in Travel USA conference, to be held as a part of the Travel Distribution Summit N. America 2009.
Revenue Management and Pricing in Travel John Enright is scheduled to speak at EyeforTravel's Revenue Management and Pricing in Travel Conference to be held in Chicago (September 16-17) this year.
IN-DEPTH: Combating budget and resources constraints as an independent hotel | Eyefortravel
www.eyefortravel.com, 27 Aug 2009 [cached]
Independent hotels may combat budget and resources constraints by choosing a "soft brand" that provides technology and resource savings through economies of scale, yet allowing independent management and identity," says John Enright, executive director - revenue account management, Preferred Hotel Group.
The difficult trading environment has forced more and more independent hotel groups to analyse their technology and distribution strategy and costs.
For his part, Enright says he has focused on retention of loyalty base customers, broadening of distribution strategy for acquisition, and market-centric focus for rational competitive price positioning.
Adjustment
It is an economic reality that downsizing in our economy requires a broadening scope of responsibility for reduced management resources.
At the same time, Enright says it is important to retain the resources that already possess the technical and analytical skills to continue to manage pricing and distribution.
"A skilled revenue manager may be more capable to broaden responsibilities to cover operational departments than the other way around, where technical skills are inadequate and revenue could suffer as a result," Enright told EyeforTravel.com's Ritesh Gupta.
In terms of advantages, one of the bonuses of working for any small company is that there tends to be better communication between different departments. Working for a small hotel chain, you have the flexibility for open lines of communication so all team members can work closely together.
Enright pointed out that smaller organisations are likely to be more nimble and may have less barriers for expeditious adaptation to new strategies in a rapidly changing marketplace. Conversely, a smaller management staff has a broader scope of responsibilities across many departments, so expertise in any one area could be lower.
"The managers selected must be appropriate for the environment, big or small," added Enright.
...
Enright feels more independent hotels are installing fully integrated RM systems because of broadening interfaces between PMS, RMS and CRS and lowered costs.
...
Enright agrees and says revenue management must value the profitability of each segment where the displaced customer is the least profitable.
Enright, along with other 25 speakers including ones from Continental Airlines, Hilton Hotels Corporation and InterContinental Hotels Group, is scheduled to speak at Revenue Management and Pricing in Travel USA conference, to be held as a part of the Travel Distribution Summit N. America 2009.
Travel Distribution Summit N. America 2009
John Enright is scheduled to speak at EyeforTravel's Travel Distribution Summit North America 2009 to be held in Chicago (September 16-17) this year.
Your Hotel Matters Issue 1 |
www.nfs-hospitality.com, 7 April 2010 [cached]
John Enright, Executive Director - Revenue Account Management for the Preferred Hotel Group, says that small companies and independent hotel chains claim lack of resources and a limited budget to invest in high-end technology as major challenges associated with Revenue Management.
He notes how key executives in such organisations manage several roles simultaneously and oversee all revenue divisions, including sales, marketing, e-commerce, revenue and reservations. They need to ensure that these departments are communicating and working together so that revenue can be maximised across the company. Enright feels that although downsizing in the current economy brings about more responsibility for reduced management resources, it is essential to maintain a skilled revenue manager.
This is because Revenue Management involves more than technology; it is about communication, anaysis of the market and price positioning - which are more important during a downturn. "To truly boost revenue, a fully integrated Revenue Management System is needed," says Enright, adding that increasingly independent hotels are installing fully integrated RMS because of broadening interfaces between PMS, RMS and CRS and lowered costs. In addition, the technology itself is improving, and is becoming more affordable.
The many components of Revenue Management include Length of Stay (LOS), Demand and Competitive Pricing, Distribution Costs and Ancillary Spend. Enright suggests that:
Integration between RMS and PMS is very important for achieving successful Revenue Management RMS and PMS are typically not integrated RM isn't just a question of managing rates - you also need to look at the number of variables (all part of the RM model)
"Revenue Management needs to focus on the profitability of each segment, and hotels need to consider that the displaced customer is the least profitable," states Enright.
John Enright, Executive ...
www.traveldailynews.com [cached]
John Enright, Executive Director, Revenue Account Management, Preferred Hotel Group
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