The Ritz-Carlton Golf Resort, Naples Appoints Guillaume Benezech as Hotel Manager

USA, Naples, Florida. July 10, 2019

The Ritz-Carlton Golf Resort, Naples, one of the finest luxury golf resorts in Florida, has appointed Guillaume Benezech to Hotel Manager. Joining the resort with over seven years within The Ritz-Carlton Hotel Company, Benezech is dedicated to leading the operations of the luxury property, while working in tandem with Edward V. Staros, Vice President and Managing Director of The Ritz-Carlton Resorts of Naples.

With over thirteen years of experience in the hospitality industry, Benezech has held several management positions within The Ritz-Carlton portfolio including General Manager of The Ritz-Carlton Geneva, Switzerland, where he oversaw the rebranding and renovation of the iconic hotel, along with serving as Hotel Manager of The Ritz-Carlton Montreal, Canada through the luxury hotel's opening. Prior to joining The Ritz-Carlton family, Benezech managed the Food & Beverage operations at the Mandarin Oriental Geneva, Switzerland, Four Seasons Hotel Miami, Florida, as well as Régent Cruises.

In his new role, Benezech will oversee all hotel operations for The Ritz-Carlton Golf Resort, Naples, including day-to-day management of the hotel's Ladies & Gentlemen, guest services, and marketing initiatives for the leisure market. Formerly managing city properties, this new venture is an exciting change for Benezech as he moves into managing the expansive resort that is comprised of 295 luxury guestrooms and suites, a variety of culinary experiences including Mezzo, Lemonía, and Bella Vista Lounge, meetings and weddings facilities, as well as guest experiences at Tiburón Golf Club's two championship courses.

Benezech received his education from The Lausanne Hotel School where he graduated in 2003 with a diploma in Corporate Economics and a Bachelor of Economic Science in International Hospitality Management.

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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.