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  • Eco-Friendly Practices
  • Pan Pacific Hotel Seattle Introduces PanEarth Initiative

  • The Pacific Northwest region has always been at the forefront of the green revolution, and at Pan Pacific Hotel Seattle, we felt it made good business sense to offer sustainable services and options that were in line with our customers’ wants and needs. Since opening in 2006, the team at Pan Pacific Hotel Seattle has put a significant focus on being globally responsible and on collaborating with our local community. In 2010, we made a mindful decision to implement a property-wide sustainability program called PanEarth.

    The PanEarth program incorporates all aspects of community and environment into corporate decision-making and honors of the triple bottom line: people, planet, profit. The triple bottom line is a set of values and criteria for measuring organizational and societal success based on economic, ecological and social impact. While other hotels often adopt environmentally friendly practices as cost saving initiatives, Pan Pacific implemented the PanEarth program because we truly value sustainable practices and believe that our customers know the difference. After an initial cost benefit analysis, our leadership team concluded that it made business sense to invest in a wide variety of initiatives and we have already seen direct returns from our initial investments. For ...

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Coming Up In The October Online Hotel Business Review


Feature Focus
Revenue Management: Measuring All Hotel Revenue Streams
Revenue Management is a dynamic and ever-evolving profession and its role is becoming increasingly influential within hotel operations. In some ways, the revenue manager's office is now the functional hub in a hotel. Primarily this is due to the fact that everything a revenue manager does affect every other department. Originally revenue managers based their forecasting and pricing strategies on a Revenue per Available Room (RevPAR) model and some traditional hotels still do. But other more innovative companies have recently adopted a Gross Operating Profit per Available Room (GOPPAR) model which measures performance across all hotel revenue streams. This metric considers revenue from all the profit centers in a hotel - restaurants, bars, spas, conference/groups, golf courses, gaming, etc. - in order to determine the real gross operating profit per room. By fully understanding and appreciating the profit margins in all these areas, as well as knowing the demand for each one during peak or slow periods, the revenue manager can forecast and price rooms more accurately, effectively and profitably. In addition, this information can be shared with general managers, sales managers, controllers, and owners so that they are all aware of and involved in forecasting and pricing strategies. One consequence of a revenue manager's increasing value in hotel operations is a current shortage of talent in this field. Some hotels are being forced to co-source or out-source this specialized function and in the meantime, some university administrators are looking more closely at developing a revenue management curriculum as a strategy for helping the hospitality industry close this gap. The October issue of the Hotel Business Review will address these significant developments and document how some leading hotels are executing their revenue management strategies.