John Enright

John Enright

Executive Director, Revenue Account Management at Preferred Hotel Group Inc

Location:
311 South Wacker Drive Suite 1900, Chicago, Illinois, United States
HQ Phone:
(312) 913-0400

General Information

Experience

Director  - Revenue Account Management , Americas

Operations, Marketing and Revenue Management  - Hyatt Corporation

Product Manager, Data Products  - TravelCLICK , Inc.

Recent News  

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.

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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.

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John Enright, Executive Director, Revenue Account Management, Preferred Hotel Group

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