Editorial Board   Guest Author

Mr. Bennett

Victor Bennett

Chief Operating Officer, Suite Spa

Victor Bennett is COO of Suite Spa, which provides spa services for high end hotels throughout Manhattan and Washington DC. Mr. Bennett has been in the spa industry for 30 years and launched Suite Spa by accident in 2008 when a concept he and Mrs. Bennett invented hit the front page of USA Today. At the time they were running Vasaio Life Spa, their medical spa and were asked by the new JW Marriott, Grand Rapids to provide spa services for their guests. Because there was only one spa room built out, the Bennett's invented a spa cart that brought the world class spa to the guest's room. Massage table, facial steamer, nail table, hot towel cabbie, hot stone tray, pedi bowl, lighting and sound system deck out the cart and one plug powers it all! Facials, hot stone therapy, massage, wraps, nail sand body services can be performed wherever you can go with the cart. “Take your spa anywhere” and “redefining room service” are Suite Spa's taglines. Today, the cart is patented and is the only full service mobile spa experience. Suite Spa is a preferred vendor for Hyatt, yet they have had relationships with Marriott and Independents as well. Mr. and Mrs. Bennett have been married for 31 years, have four grown daughters and live in Grand Rapids, Michigan.

Please visit www.suitespa.net for more information.

Mr. Bennett can be contacted at 616-481-3349 or victor@suitespa.net

Coming up in October 2019...

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.