Eric Lupapi: “Commercial Performance Is Built on Structure, Not Just Relationships”

In this edition of CHIC Talks, we feature Eric Lupapi, recently appointed Directeur Commercial & Marketing Cluster for CHIC’s hotel portfolio in the DRC.

Having been part of the Novotel Kinshasa opening journey in 2023, Eric now steps into a broader role — leading commercial strategy across multiple assets. His progression reflects both continuity and scale: from driving one hotel’s positioning to structuring performance across an entire cluster.

With a background spanning operations, sales, and marketing, Eric brings a disciplined approach to revenue generation — combining market intelligence, structured execution, and team alignment.

In this conversation, Eric shares how commercial strategy is evolving across CHIC’s portfolio, how teams are being structured for performance, and what it takes to build visibility and demand in a rapidly changing market.

Snapshot

Eric Lupapi

Name: Eric Lupapi

Role: Directeur Commercial & Marketing Cluster – CHIC Hotels (Novotel RDC & Ibis Styles Kinshasa)

Experience: 15+ years across operations, sales, and marketing

Highlights:

• Led commercial strategy during Novotel Kinshasa opening (2023) 

• Promoted to Cluster Commercial Leadership (2025) 

• Experience across Pullman, Grand Hotel Kinshasa, and Novotel 

Focus Areas: Commercial strategy, revenue optimisation, market segmentation, team development, brand positioning, partnerships

Q&A Feature

Q1: You were part of the Novotel Kinshasa journey from the early stages. What did that experience teach you?

Opening a hotel teaches you speed and discipline. You are building demand while the product is still stabilising. Every decision matters — pricing, segmentation, partnerships. At Novotel Kinshasa, we had to create visibility quickly while ensuring the right client mix. That experience shaped how I approach commercial strategy today.

Q2: You’ve now moved into a cluster role. What changes when you move from one hotel to multiple assets?

Scale changes everything. It is no longer about managing one pipeline — it is about structuring demand across multiple hotels with different positioning. Each asset has its identity, but the strategy must be aligned. The challenge is to create synergy without losing clarity.

Q3: What is your approach to building a strong commercial engine across the cluster?

It starts with structure. Clear segmentation, defined priorities, and disciplined follow-up. Tools and reporting help, but what matters is consistency in execution. Teams need visibility on targets and accountability on delivery. When structure is in place, performance becomes predictable.

Q4: How do you see the Kinshasa and DRC hospitality market evolving?

The market is becoming more structured and competitive. Corporate demand remains strong, but expectations are rising. Clients are more informed, and they compare options more closely. This means hotels must be sharper — in pricing, positioning, and service delivery. There is still significant opportunity, but it requires discipline.

Q5: How do you approach sustainability from a commercial perspective?

Sustainability is increasingly part of the client conversation. Corporate clients and international organisations are paying attention. From a commercial standpoint, it is not just about communication — it is about credibility. Hotels must demonstrate responsible practices in a way that aligns with their brand and operations.

Q6: What role does team development play in commercial success?

A strong commercial team is not just about sales skills — it is about mindset. Negotiation, discipline, responsiveness, and understanding the client. My role is to structure the team, support them, and ensure they grow. When the team performs, the hotel performs.

The CHIC Lens

At CHIC, commercial performance is not driven by opportunistic sales — it is built through structure, clarity, and disciplined execution. Eric Lupapi’s progression from hotel-level leadership to cluster responsibility reflects CHIC’s approach: scale with control, grow with precision, and align teams to deliver consistent results across the portfolio.