Ms. Derby

Elizabeth Derby

Vice President of Sales & Marketing

Hotel Equities

Elizabeth Derby serves as Vice President of Sales and Marketing for Hotel Equities, an Atlanta-based, full-scale hotel management, development and consulting firm. She sits as a member of the Hotel Equities Strategic Alliance Leadership Team, the executive committee that casts the company vision and orchestrates its growth.

Ms. Derby holds responsibility for all revenue generation for the portfolio including hotel sales and marketing, revenue management and e-commerce. She assists the hotels with setting overall sales and marketing strategies to maximize revenues. Recently, she spearheaded the revitalization of the company logo, the firm’s website and all marketing materials. She oversees the firm’s public relations strategy and implementation, including media relations and the quarterly company newsletter.

Ms. Derby joined Hotel Equities 15 years ago as Director of Sales & Marketing for the company’s portfolio that numbered only four hotels at the time. Today, the firm includes 25 sales directors serving more than 40 properties in five states from Virginia to Louisiana.

With more than 29 years in the hotel business, Ms. Derby held sales positions at the The Mills House Hotel in Charleston, the Memphis Marriott, the Lowell Sheraton, and the Charlotte Marriott Executive Park before taking her present post. She began her career at the Kiawah Island Resort near Charleston, South Carolina.

Ms. Derby holds a B.S. degree in Administrative Management from Clemson University.

Ms. Derby can be contacted at 678-578-4444 or ederby@hotelequities.com

Coming Up In The May Online Hotel Business Review




Feature Focus
Eco-Friendly Practices: The Value of Sustainability
The hotel industry continues to make remarkable progress in implementing sustainability policies and procedures in their properties throughout the world. As a result, they continue to reap the benefits of increased profitability, enhanced guest experiences, and improved community relations. In addition, as industry standards are codified and adopted worldwide, hotels can now compare how their operations measure up against their competitors in terms of sustainable practices and accomplishments. This capacity to publicly compare and contrast is spurring competition and driving innovation as hotels do not wish to be left behind in this area. Water management and conservation is still a primary issue as population growth, urbanization, pollution and wasteful consumption patterns place increasing demands on freshwater supply. Water recycling; installing low-flow fixtures; using digital sensors to control water usage; and even harvesting rainwater are just a few things that some hotels are doing to preserve this precious resource. Waste management is another major concern. Through policies of reduce, reuse and recycle, some hotels are implementing “zero-waste” programs with the goal of substantially reducing their landfill waste which produces carbon dioxide and methane gases. Other hotels have established comprehensive training programs that reinforce the value of sustainability. There is employee engagement through posters and quizzes, and even contests are held to increase innovation, sensitivity and environmental awareness. Some hotels are also monitoring a guest’s energy usage and rewarding those who consumed less energy with gifts and incentives. The May issue of the Hotel Business Review will document how some hotels are integrating eco-friendly practices into their operations and how they and the environment are benefiting from them.