Acquisitions & Hotel Openings

Mohonk Mountain House Appoints Barbara Stirewalt Spa Director

New, $13 million, 30,000-square-foot Spa

NEW PALTZ, NY, February 28, 2006. Barbara Stirewalt has been named Spa Director of the new, $13 million, 30,000-square-foot Spa at Mohonk Mountain House. Her devotion to indigenous spa programs and earth-friendly spa principles provides a perfect complement to the 137- year-old property, with its rich history of ecology. Located in the Shawangunk Mountains overlooking the Hudson Valley and set on 2,200 spectacular acres, Mohonk Mountain House is only 90 miles north of New York City.

With more than 20 years of experience, Stirewalt has helped open spas and fitness centers, provide concept and design development, and train hospitality staff. She most recently served as Spa Director of the Wintergarden Spa and Fitness Center at the Wintergreen Resort in Virginia.

"Stirewalt's extensive career in spas and hospitality, her love of nature, and her desire to provide guests with an experience that will nurture body, mind, and spirit in our unique setting blends all of the qualities we had hoped for in this position," said Bert Smiley, CEO and fourth generation descendant of the hotel's 19 th century founders.

Stirewalt holds a Masters of Professional Studies from Cornell University's School of Hotel Administration, along with multiple certifications in group and aquatic fitness instruction.

Coming Up In The October Online Hotel Business Review


Feature Focus
Revenue Management: Optimizing Income Streams Across All Avenues
The role of Revenue Managers, within their profession and the organizations they serve, continues to evolve. A significant portion of the change is driven by technological innovation which, given its magnitude in todayís markets, also redefines their standing on the hotel team. Revenue Managers are moving away from being exclusively spreadsheet-centric and finding better ways to share their data. This shift also requires them to engage more directly with their sales, marketing, and operations departments. Part of this development is due to a reassessment of their metrics for success. Revenue was previously the sole factor by which success was determined but now there is a greater emphasis on price optimization, profitability and flow through. Managers are combining sales, marketing and revenue management, and then adopting a data approach to optimize their income streams across all avenues. This metric evaluates performance in all revenue streams and then calculates the gross operating profit per available room. Hotels are now measuring everything a guest does - and spends money on - from the time he books until the moment he checks out. In addition, Revenue Managers will soon be able to shift their focus from room availability to the guest and his ability to pay. A future revenue management system might take into account things like weather forecasts, the recent online activity of the guest, the guest profile and persona, time of booking, the mode of travel and the fare paid. It might also calculate all the previous stays for this guest, and how much was spent on their room and in the hotel. All of this will be compared to millions of other potential future reservations to determine a unique room and rate for a specific individual guest. The October issue of the Hotel Business Review will address all these developments and document how some hotels are executing their revenue management strategies.