Editorial Board   

Mr. Croley

Daniel Croley

Labor and Employment & Litigation, Futterman & Dupree

Dan Croley advises primarily employers on all aspects of employment law with special emphasis on difficult terminations, drafting and implementing company policies, non-compete agreements, protecting proprietary information, and non-solicitation issues. His clients range from Fortune 500 to medium and small corporations. Litigation And Dispute Resolution: Dan has resolved numerous cases in mediation and litigated in federal and state courts, as well as before federal and state agencies. Preventative Counseling: Dan regularly advises employers on practical, in depth compliance with employment and labor laws, focusing on organizational and operational needs. Executive Representation: Dan also represents executives in negotiating and drafting employment agreements and in dispute resolution. Since 1991, Dan has practiced continuously in the area of labor and employment law. Before joining the firm, Dan was formerly a shareholder in Littler Mendelson's San Francisco offices, and was Of Counsel at Brobeck, Phleger & Harrison's Palo Alto offices. Dan Croley is a graduate of University of Minnesota Law School, (J.D., Dean's List, 1991); a Member of State Bar of California, admitted in 1991 and is admitted in U.S. Supreme Court; 9th Circuit and the District of Columbia U.S. Courts of Appeal; and Northern and Eastern U.S. District Courts of California, and Eastern District of Washington.

Mr. Croley can be contacted at 650-867-0197 or dcroley@dfdlaw.com

Coming up in October 2020...

Revenue Management: Maximizing Profit

Hotel Revenue Management continues to evolve at a blistering pace. Driven by technological innovation and new distribution channels, there are some dynamic opportunities for expansion in this fast-growing field. The technology is primarily designed to help revenue managers further refine their operations and pricing models to maximize hotel profit. For example, hotels can't be all things to all people, so a key strategy is to precisely identify their target audience. By employing geo-targeting techniques and analyzing behavior such as previous bookings, on-property purchases and online shopping practices, there is an increased capability to define guest demographics. By segmenting customers in more specific ways, hotels are able to create more personalized experiences which, in turn, allow managers to optimize their room rates. It is also an effective way to fulfill the unique needs and preferences of the individual. Another methodology is to consistently monitor the competition's pricing strategies. There are software tools that analyze a competitor's current rates, and then allow a hotel to make its own pricing adjustments. It is also a useful means to conduct forecasting models. Other technologies that are being integrated into a revenue manager's toolkit include Artificial Intelligence in the form of automated algorithms, and Voice Recognition (VR) for data inquiries, rate changes, and booking behavior. Predictive and analytic software programs are also being leveraged to provide more forward-looking data, instead of the usual reliance on historical performance. These metrics allow managers to be more proactive - rather than reactive - with their revenue strategy. The October issue of the Hotel Business Review will examine these developments and report on how some leading hotels are executing their revenue management strategies.