Introduction:
When we start to talk about hospitality and tourism sector and especially in hotel industry, they offer three core product to their consumer: accommodation, food and beverages and these all services are very vital for lodging industry, although the majority of hotels are lead for accommodation, because most revenue deriving from the sales of the rooms (Schneider, Tucker & scoviak, 1999).Hotel room sales account approximately 55% of hotel revenue as against 23% for food and 10% for beverages (British Hospitality association, 2003, table 32, 34 & 36). According to Medlik and Ingram (2003), the operating cost of UK hotel rooms are, on average 26% of room sales producing unit profits up to 74% where as F&B expenses combined are almost 65% of Food and Beverage expanses combined about 35% (table 13 & 18).
Thus hotels provides both tangible and intangible products, and its relay on tangible product of food, drinks and accommodation as we discussed in starting, though it’s heavily depend on the sales of intangible products- the service- and its depend on the customer’s subjective interpretation of their experience. And quality rating by consumer can’t be judge because every customer has different grading criteria. That is called ‘Heterogeneity’. Further more the one of the most important features of the hotel product/service is the impossibilities of separation of production from consumption. The production of service and consumption are going simultaneously, so we can’t store services (Fitzsimmons, James A. 2006). Another characteristic of hotel service is ‘perish ability’. Service can’t be stored if they do not required or we can’t sold them during the service period. So there must be some kind of strategies regarding to capacity management are very crucial. Furthermore it must be very crucial to identifying who is going to consume your