Resume

• 2015

  EGBOK

  Member Board Of Directors

  I participate as a member of the Board of Directors and a member of the finance committee for The Center for Transformative Action (CTA). This organizaion helps create communities that are socially just

  ecologically sound

  and work for everyone. We do this through our educational programs

  and by supporting system-changing projects with incubator and fiscal sponsorship services. Our projects work to transform the structures

  as well as the habits of mind

  that produce inequities in our communities

  country

  and the world. Through their innovative methods

  as well as their successes and challenges

  they show us what is possible.

  The Center for Transformative Action

  Customer Service

  Staff Development

  Event Management

  Change Management

  Management

  Human Resources

  Leadership Development

  Research

  Public Speaking

  Social Media

  Strategic Planning

  E-Learning

  Hospitality

  Entrepreneurship

  Business Strategy

  Leadership

  Strategy

  Higher Education

  Hotels

  Teaching

  How Fast Do New Hotels Ramp Up Performance?

  María-del-Val Segarra-Oña

  Ángel Peiró-Signes

  Using an event study methodology and data from 3

  494 new entrants in the U.S. lodging industry

  this paper examines how quickly new hotels ramp up their performance after opening. For the years 2006 through 2009

  new entrants entered with average daily rates (ADRs) above incumbents

  and took seven quarters (1.75 years) to ramp up occupancies to the levels of comparable incumbent hotels. These averages include performance behavior of brand-managed

  franchisee-managed

  and unaffiliated independent hotel new ventures compared with incumbent hotels in similar geographic markets

  locations

  and price segments. Overall

  new hotels reached comparable revenue per available room (RevPAR) performance by the second quarter of the second year of operation. RevPAR ramp-up was earlier for brand-managed hotels (first quarter of the second year)

  an outcome primarily attributable to higher occupancies and lower initial ADRs. Independent hotels took substantially longer than other new entrants to reach the RevPAR performance of existing hotels. Based on the faster ramp-up of new branded properties

  the chief implication is that hotel developers should consider affiliating with a brand for quicker stabilization and short-term gain. The speed of hotels’ ramp-up also calls into question the conventional view that new hotels represent a relatively risky investment.

  How Fast Do New Hotels Ramp Up Performance?

  Strategic Partnering

  Linda Canina

  Grounded in the knowledge-based view of the firm

  this paper compares the performance outcomes from different modes of new venture entry. Data from new hotels entering the United Kingdom between 2006–2010 was used to explore how entry mode (i.e.

  franchised or independent) impacts post-entry firm performance. Controlling for market demand and market segments

  this study found that affiliation with a franchise made it easier for new owners to ramp up revenues in the first six months if the service had a high level of operational complexity (e.g.

  full-service hotels). After this initial benefit period no significant performance benefit accrued to branded full-service hotels. In contrast

  hotels that offered less complex services obtained higher levels of performance when relying on independent status vs. brand affiliation between six and twenty-four months after entry. Implications of the results are offered in the context of determining the value of explicit versus tacit knowledge obtained from external sources versus going it alone as an entrepreneur.

  The Relationship Between New Entry Mode and Firm Performance

  Conference Theme (2014)\nThe Future of Service Innovation: The New Science of People

  Organizations

  Data

  and Technology

  Patricia Balk

  Jennifer Macera

  Cathy

  Enz

• 2006

  Responsible for the leadership

  strategic direction

  and management of the Center for Hospitality Research

  the Institute for Hospitality Entrepreneurship

  executive education

  and corporate relations.

  Cornell University

• 2000

  Responsible for the leadership

  strategic direction

  and management of all operational areas of the Center

  including formulation of a comprehensive business plan

  the establishment of a corporate relations and fund raising plan

  supervision of staff

  management of all budgets and financial reports

  and the development of strategic alliances with external partners. Responsible for managing all CHR media

  publication

  and journal operations. Overseeing fundraising activities and managing all budgets and expenses.

  Cornell University

• 1996

  Holder of The Lewis G. Schaeneman Jr. Endowed Chaired Professorship of Innovation and Dynamic Management

  Cornell University

  School of Hotel Administration.

  Cornell University

• 1990

  Cornell University

  Cornell University

• 1984

  Indiana University Bloomington

  Ithaca

  New York

  The associate dean for academic affairs is the lead academic officer within the school

  responsible for all of the school's curricular functions

  which includes coordinating curriculum development with the faculty

  planning and scheduling courses

  overseeing student academics

  monitoring \"teaching\" quality assurance

  providing instructional support

  and offering teaching and research resources. The associate dean for academic affairs is also responsible for the school's academic personnel functions: faculty searches

  \nreappointments

  promotions

  faculty performance reviews

  and research development.

  Associate Dean For Academic Affairs

  School of Hotel Administration

  SC Johnson College of Business

  Cornell University

  Indiana University Bloomington

• 1980

  Ph.D.

  Business

  Strategy

  Organization Theory

  The Ohio State University - The Max M. Fisher College of Business

  Tempe High School

• 1974

  B.S.

  Management

• Cathy Enz - Hotel Pricing Strategy - Cornell Center for Hospitality Research

  Professor Cathy Enz explains the effects of hotel pricing strategy on revenue

  with the idea of focusing on the \"right price.\" Download the corresponding research here http://www.hotelschool.cornell.edu/research/chr/pubs/reports/abstract-16079.html

  Cathy Enz - Hotel Pricing Strategy - Cornell Center for Hospitality Research