Hospitality Management Corporation Appoints Joe Luck SVP Development

USA, Dallas, Texas. August 27, 2019

Leo Spriggs, President and CEO of Hospitality Management Corporation (HMC), proudly announces the addition of Joe Luck. Luck will be leveraging HMC's diverse platform and experience to service additional 3rd party hotel management opportunities, evaluate new partnerships, and coordinate with existing properties and clients to enhance existing relationships. The company continues its ongoing business expansion efforts and is made up of full service, conference center, select service and limited service hotels. HMC is one of the country's largest third-party privately held hotel management companies, ranked in the top 40 of all third party and owner operated hotel management corporations.

Luck brings extensive full service and select service brand expertise and leadership to the new role. He previously held the position of Vice President of Franchise Development West for Red Roof®, LLC. Prior to Red Roof, for 14 years he served as an award-winning Vice President Franchise Development for the Wyndham® Hotel Group. His responsibilities included working with all major brand development teams, existing and new owners to identify the best use of land acquisitions and for repositioning opportunities for third-party management.

Prior to entering the hospitality industry, Luck played both college and minor league baseball and is an avid outdoorsman and expert marksman. He enjoys golfing, hunting and spending time with his wife in their cabin in the mountains of New Mexico.

"Joe grew up on a cattle ranch in Wyoming where he learned the value of hard work and to appreciate the fruits of his own labor. These skills are essential in driving our business forward and we're thrilled to be adding his talent and experience to our expanding business. He will be an invaluable asset in our continued brand and industry relationships," shared Leo Spriggs, President/CEO, HMC.

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Revenue Management: Focus On Profit

Revenue Management is still a relatively new profession within hotel operations and as such, it continues to evolve. One significant trend in this area is a shift away from using revenue as the foundation to generate key performance indicators (KPIs) and to instead place the emphasis on profit. Traditionally, revenue managers have relied on total revenue per available room (TrevPAR) and revenue per available room (RevPAR) as the basis of their KPIs. Now, some revenue managers are using gross operating profit per available room (GOPPAR) as their primary KPI. This puts profit at the center of revenue management strategy, and managers are increasingly searching for new ways to increase the profitability of their hotels. Return on Investment is the objective of any hotel investment, so it is only logical that profitability and ROI will be emphasized going forward. Another trend is an expanded focus on direct hotel bookings. Revenue managers know that one way to increase profitability is to steer guests away from online travel agencies (OTAs) and book directly with the hotel. This tactic also reinforces brand identity and loyalty, and encourages repeat business. In addition, it provides a valuable platform to market the hotel directly to the customer, and to upsell room upgrades or other services to them. Another trend for revenue managers involves automation in their software programs. Revenue management systems with automation are far more desirable than those without it. Automating data entry and logistics increases efficiency, allowing managers to spend more time on formulating strategy. As a bonus, an automated system helps with aggregating and interpreting data. The October issue of the Hotel Business Review will address these developments and document how some leading hotels are executing their revenue management strategies.