Editorial Board   Guest Author

Ms. Mestre

Diana Mestre

Founder, Mestre & Mestre Spa & Wellness Consulting

Diana F. Mestre is a respected leader and visionary in the wellness industry. Ms. Mestre offers more than 35 years of experience in the development of Spa and Wellness projects, integrating wellness design, and spa programs through her company Mestre & Mestre Spa & Wellness Consulting.

Ms. Mestre's portfolio of wellness healing spaces includes 60 world class Spas with prestigious hospitality companies such as: Auberge, Velas Resorts, Palace Resorts, Le Blanc, Ritz Carlton, 1 Hotels Los Cabos, Chable La Paz, Hyatt Ziva-Zilara, J.W. Marriott & Westin Monterrey and Hard Rock. Several of her Spa projects have been recognized by Virtuoso, Forbes, Five Diamond, World Luxury Spas and Conde Nast Johannessen and received the World Spa & Wellness Award "Resort Spa of the Year North & South America 2019 for Grand Velas Riviera Maya".

Ms. Mestre is a member of the consulting initiative task force for GWI, she graduated from CSU with a SCL Bachelors in Pre-Med Biology and a MS in Physiology of Exercise. She also earned a diploma in Quality and Global Competitiveness from UCSD.

Ms. Mestre has been a guest speaker in numerous conferences for the Mexican Ministry of Tourism and one of the main speakers at the GWS in Mexico and Aspen Colorado, for the Innovation through Indigenous Inspiration & The Pre-Hispanic Temazcal. She has also taught several Spa Management courses organized by the University of Monterrey.

Ms. Mestre's vision is to create and design genuine signature experiences with a sense of place, rooted in cultural themes while implementing world standards of excellence for the Spa Industry in Mexico & Latin America.

Please visit http://www.mestre-spa-mestre.com for more information.

Ms. Mestre can be contacted at +52 155-179-82567 or info@mestre-spa-mestre.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.