Editorial Board   Guest Author

Mr. Stoup

David Stoup

Chairman, Trilogy Spa Holdings, LLC

David Stoup is the Chairman of Trilogy Spa Holdings, a boutique spa management company dedicated to leveraging international beauty brands and its owned brand portfolio to create unique high performance hospitality spa environments in four and five star properties. Examples include the Guerlain Spa at The Plaza, and Well & Being at the Fairmont Scottsdale Princess.

Mr. Stoup is also the Co-Chairman and CEO of Healthy Lifestyle Brands, LLC (HLB), a pure play licensing company, whose mission is to be the leading resource for education, information, products and services based on the principles of integrative medicine. Healthy Lifestyle Brands is the owner of the website www.drweil.com, the leading Integrative Medicine website on the internet. HLB also licenses the IP of a variety of healthcare authorities and wellness advocates onto healthy consumer products including, Martha Stewart, Jessica Simpson, Zac Brown, the Environmental Working Group and Tieraona Low Dog, MD.

Over his 30 plus year career, Mr. Stoup both founded and re-invented a variety of companies, concentrating on upscale consumer products and services firms. Mr. Stoup's experience includes co-founding La Prairie, Inc., Phillip Kingsley Products, Inc., Colours & Scents and Perry Ellis Shoes, all of which were sold to strategic buyers. In 1992, Mr. Stoup secured the exclusive worldwide rights to operate the Red Door Spas under the Elizabeth Arden trade name from Unilever. As CEO, Mr. Stoup oversaw the growth of Elizabeth Arden Salon Holdings from two Red Door spas to 142 day spas in 26 markets throughout the United States and the United Kingdom, until its sale to private equity.

Mr. Stoup's passion also extends to the non-profit world. He serves as a Member of the Board of Directors for the Amazon Conservation Team, Founder of YPO's Global Youth Exchange and as a Board Member of St. Joseph's Medical Center. He is also an active member of World Presidents Organization (WPO) and Chief Executives Organization (CEO).

Mr. Stoup attended the University of Missouri where he majored in Finance. He received his Juris Doctor in 1977 from the University of Missouri-Kansas City School of Law and immediately began practicing commercial real estate, corporate law and business.

Please visit http://www.trilogyspaholdings.com for more information.

Mr. Stoup can be contacted at +1 602-432-3252 or DStoup@trilogyspaholdings.com

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.