Acquisitions & Hotel Openings

St Regis Doha Set to Open Next Month

January 26, 2012 - Scheduled to debut on February 28, The St. Regis Doha is now accepting reservations – be it for a relaxing weekend, a business meeting or a stylish wedding. The St. Regis Doha, marks the debut of the St. Regis brand in Qatar, and is set to become the premier business and leisure hotel in the country.

“We have been building up to this moment for three years and it is with a lot of excitement that we received our first booking this morning,” says Tareq Derbas, General Manager, The St. Regis Doha. “We look forward to welcoming our first guests and to start building the reputation of the hotel as the finest address in Doha.”

The St. Regis Doha will offer 336 luxurious guest rooms including 70 suites – all offering sea views. The hotel is geared to set new standards in service and luxury in Qatar with the legendary St. Regis butler service provided to all guests. The hotel features 10 restaurants and lounges – from international fine dining venues to Jazz at Lincoln Centre Doha, the first jazz club in Doha to offer daily live jazz music. The hotel also offers 4,000 square meters of meeting space, a Remède Spa, an Olympic swimming pool and seafront cabanas with private Jacuzzis.

People in Qatar and luxury enthusiasts from across the region can now reserve the first taste of The St. Regis Doha lifestyle.

Coming Up In The October Online Hotel Business Review


Feature Focus
Revenue Management: Measuring All Hotel Revenue Streams
Revenue Management is a dynamic and ever-evolving profession and its role is becoming increasingly influential within hotel operations. In some ways, the revenue manager's office is now the functional hub in a hotel. Primarily this is due to the fact that everything a revenue manager does affect every other department. Originally revenue managers based their forecasting and pricing strategies on a Revenue per Available Room (RevPAR) model and some traditional hotels still do. But other more innovative companies have recently adopted a Gross Operating Profit per Available Room (GOPPAR) model which measures performance across all hotel revenue streams. This metric considers revenue from all the profit centers in a hotel - restaurants, bars, spas, conference/groups, golf courses, gaming, etc. - in order to determine the real gross operating profit per room. By fully understanding and appreciating the profit margins in all these areas, as well as knowing the demand for each one during peak or slow periods, the revenue manager can forecast and price rooms more accurately, effectively and profitably. In addition, this information can be shared with general managers, sales managers, controllers, and owners so that they are all aware of and involved in forecasting and pricing strategies. One consequence of a revenue manager's increasing value in hotel operations is a current shortage of talent in this field. Some hotels are being forced to co-source or out-source this specialized function and in the meantime, some university administrators are looking more closely at developing a revenue management curriculum as a strategy for helping the hospitality industry close this gap. The October issue of the Hotel Business Review will address these significant developments and document how some leading hotels are executing their revenue management strategies.