...the overall strategy for the Radicor Hotel, Darling Harbour. Hao-wei Liu(Jessica) In every hotel, food and beverage department sometimes seems to be a subsidiary section in a hotel organization, yet its revenue is all in all and substantial. Radicor Hotel has its food and beverage revenue from seven areas, the promenade, the Abbey, lobby lounge, connections bar, the Deli, room service and mini bar. In Radicor Hotel Darling Harbour, the food and beverage revenue is moving in on the room revenue, in 2011 May, the former already overtook the later. Hotel Radicor key data shows that in the seven areas, restaurant Abbey happened to be the one that keep decreasing from 2009 to 2011. Compared the total revenue from 2009 and 2010, it dropped 30%, it was an unacceptable number for a manager, the following year, 2011, was not good enough, either. On the contrary, the other restaurant in the hotel, Deli, was doing excellent, its total revenue was continually increasing, from 2009 to 2010, it raised 24%, and did not stop rising. While other food and beverage fields’ performances were comparatively stable. Respect Every Negative Review To meet customers expectation is never an easy task to do, as Levitt noticed that with services, “You don’t know what you aren’t going to get until you don’t get it.” (Levitt, 1980) Hence good reputation always take years to build, however, it could fall into nothing due to few negative reviews. In order to change this plight, the hotel must find out...
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...Cornell Hotel and Restaurant Administration Quarterly http://cqx.sagepub.com Why Restaurants Fail H. G. Parsa, John T. Self, David Njite and Tiffany King Cornell Hotel and Restaurant Administration Quarterly 2005; 46; 304 DOI: 10.1177/0010880405275598 The online version of this article can be found at: http://cqx.sagepub.com/cgi/content/abstract/46/3/304 Published by: http://www.sagepublications.com On behalf of: The Center for Hospitality Research of Cornell University Additional services and information for Cornell Hotel and Restaurant Administration Quarterly can be found at: Email Alerts: http://cqx.sagepub.com/cgi/alerts Subscriptions: http://cqx.sagepub.com/subscriptions Reprints: http://www.sagepub.com/journalsReprints.nav Permissions: http://www.sagepub.com/journalsPermissions.nav Downloaded from http://cqx.sagepub.com at Blue Mountains Hotel School on October 25, 2009 © 2005 CORNELL UNIVERSITY DOI: 10.1177/0010880405275598 Volume 46, Number 3 304-322 10.1177/0010880405275598 Why Restaurants Fail by H. G. PARSA, JOHN T. SELF DAVID NJITE, and TIFFANY KING , Past research on restaurant failures has focused mostly on quantitative factors and bankruptcy rates. This study explored restaurant ownership turnover rates using qualitative data, longitudinal data (19961999), and data from Dun and Bradstreet reports. In contrast to frequently repeated statistics, a relatively modest 26.16 percent of independent restaurants failed during the first year of...
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...Why In-House Restaurants Become a Support Center Rather Than a Revenue Center: An Exploration of Possible Causes and Solutions for This Problem TIM 314 Hotel Management Bill Self Melanie Ho Danelle Shimabukuro Molly Thompson Abstract Purpose: The purpose of this paper is to find why in-house restaurants become a support center rather than a revenue center. This question came about when our team realized that hotel restaurants are not as popular as other restaurants and are not performing to the maximum level of customer satisfaction. This review researches to find evidence of consumer satisfaction and hotel restaurant management. Design/methodology/approach: This paper reviews consumer attitudes and service relations of the hotel restaurants management. We examine the different causes that degrade the name of hotel restaurants. Our groups research is also looking into different solutions to the problem, a possible solution would be the action of outsourcing hotel restaurants. Findings: This paper identifies the issues that affect the consumer attitudes toward hotel restaurants which then in turns reduce the popularity of the hotel restaurant. We found the attitudes of past and current opinions of hotel restaurants. Traditional fine dining hotel restaurants are not as popular as they use to be so they are using different methods to fix that problem such as outsourcing or revamping them...
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...Running Head: RESEARCH METHOD CASE STUDY Research Method case study of Silver Spoon hotel Sialkot [Name of writer] [Name of Institution] Abstract This study would be intended to identify the retention strategies and retention problems in order to discover the brunt of retention strategies on[pic] labor force. Silver spoon hotel, Sialkot, Pakistan would be [pic]elected as[pic] a [pic]model for this[pic] research [pic]because its[pic] inimitability [pic]in active modern HR[pic] approaches. It will solely base on empirical study: a sample of 100 surveys and face to face interviews will be taken. How to obtain customer loyalty through customer retention strategies in Small and Medium sized hotels? (A case study on Silver Spoon hotel Sialkot) In order to get achieve the objective, I would like to approach for both primary and secondary data. I would use SPSS and data of 100 customers from silver spoon hotel. 1. Justification of study In today’s competitive environment, organizations are constantly looking for new and innovative ways to not only get hold but also retain their valuable customers. The intention behind choosing this topic is to analyze the relationship between retention strategies and customer loyalty in hotel industry. 2. Statement of the problem Hotel industry is illustrated with the presence of many small and huge hotels which provide a wide range of customer services, and maintain customer loyalty through...
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...Chapter 1 The Problem and Its Background Introduction This research aims to find the Significance of personality enhancement to the employability of hotel and restaurant graduates a four-year or a two-year concentration in Hotel and Restaurant Management is designed to prepare successful graduates for management positions in the field. Managers in the hotel and restaurant industry are generally responsible for keeping their establishment efficient and profitable while maximizing comfort of guests. This includes overseeing many aspects of the business including staffing and personnel, accounting, purchasing, and customer service. A hotel manager is responsible for coordinating registration, housekeeping, and maintenance activities, and may also coordinate special events, banquets, or conventions. This person will also decide on and arrange for outside services such as deliveries, laundry, trash collection, maintenance, and repairs. A restaurant manager must carefully observe food preparation, and may be responsible for ordering appropriate amounts of food and ensuring quality of inventory as well as coordinating and maintaining menus. Additionally, they are responsible for maintaining sanitation standards in the kitchen and dining areas. Restaurant managers will also decide on and arrange for outside services such as deliveries, laundry, trash collection, maintenance, and repairs. In the field personality enhancement is needed to...
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...The Quantitative Research about Griffith University Hotel Facilities Course Name: 1002HSL Introduction to Research Student Name: Student ID: Introduction This report is to assess, from the view of professions in event and facilities management, the importance and performance of the existing facilities in city hotels of Griffith University in order to identify the critical factors in better operation and execution of hotels. The rapid development and expansion of hospitality industry has made hotel industry much more competitive than before, thus, how to promote the operation and execution become a significant issue in surviving in fierce competitive business environment. Among those critical issues of success in managing hotels, the service segment is in particular of importance in that it is directly accessed by customers or travellers and they are inclined to rate hotels on those service (Roger, 2011). Therefore, it is quite necessary to elevation how importance of existing facilities towards guests and the current performance of those facilities in the hotels. The Griffith University Hotel, being operating for a relative long period in the service industry, has established its good reputation and occupied a certain part of market shares. While, it still suffers from threads from low priced hotels and other rivals who are continuingly promoting hotel environment and service. In order to maintain the current volume of guests and probably increase it, the...
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...Population of Hotel and Restaurant Management in Cagayan de Oro City __________________ In Partial Fulfillment Of the Requirements for the Degree Bachelor of Science in Hotel and Restaurant Management __________________ By Acaylar, Jesica Grace Baat, Shiella D. Labitad, MacheanBrixie B. Paza, Baby Joy A. S.Y. 2013-2014 ACKNOWLEDGEMENT The Researchers would like to extend their deepest gratitude to the following individuals who made this research possible: To the family of the researchers, for their undying moral and financial support, help and understanding; To Ms. April P. Mangotara, the researchers’ instructor, for her patience, understanding and support in guiding the researchers in completing this research; To Mr. Yrl Chua, the researchers’ statistician, for imparting his knowledge, giving his suggestions and spending his time for the success of this research; To our friends, for the encouragement in making this research successful; To the respondents, for spending their time in answering our questionnaires and for giving us the necessary information regarding this research paper; And above all, to the Almighty God for giving the researchers knowledge, wisdom and understanding as we carry out this research and for giving the strength and determination to complete this work. 1. Title : Increasing Student population of Hotel and Restaurant Management...
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...and firms’ performance in luxury hotels and chain restaurants$ Hong-bumm Kima,1, Woo Gon Kimb,* b a College of Hospitality & Tourism, Sejong University, Kwang-jin Gu, Gun-ja Dong 98, Seoul 143-747, Republic of Korea School of Hotel and Restaurant Administration, Oklahoma State University, 210 HESW, Stillwater, OK 74078-6173, USA Received 27 February 2004; accepted 4 March 2004 Abstract There is a growing emphasis on building and managing brand equity as the primary drivers of a hospitality firm’s success. Success in brand management results from understanding brand equity correctly and managing them to produce solid financial performance. This study examines the underlying dimensions of brand equity and how they affect firms’ performance in the hospitality industry—in particular, luxury hotels and chain restaurants. The results of this empirical study indicate that brand loyalty, perceived quality, and brand image are important components of customer-based brand equity. A positive relationship was found to exist between the components of customer-based brand equity and the firms’ performance in luxury hotels and chain restaurants. A somewhat different scenario was delineated from the relationship between the components of customer-based brand equity and firms’ performance in luxury hotels and chain restaurants. r 2004 Elsevier Ltd. All rights reserved. Keywords: Customer-based brand equity; Firms’ performance; Chain restaurants; Luxury hotels; Brand awareness 1. Introduction...
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...Diversification Strategies Diversification Strategies The question of whether a business should diversify or not sounds fairly simple. Businesses are always looking for ways to reduce risk in the marketplace as well as ways to improve performance and diversification is often a way to achieve those goals (“Business Diversification,” n.d.). Upon further examination though, the question is more complicated and could have a tremendous impact on whether a business succeeds or fails (Heller, R. 2006). This paper examines two companies that implemented diversification strategies with very different results: one successful and one that wasn’t. It will conclude with possible reasons why their outcomes were different and suggested actions the unsuccessful company could have taken that would have resulted in a successful outcome. Hallmark Cards, Inc. Hallmark Cards was first incorporated in 1923 and is now the world’s largest greeting card company. They distribute their cards and other products in more than 30 languages to more than 100 countries and in 2006 had $4.1 billion in sales. In the US alone, their products are sold in over 40,000 retail outlets, they have over 20,000 employees, and they continue to be privately held (“Hallmark Cards, Inc.,” 2007). Even in the early years of the company’s history, Hallmark saw a need to diversify and it continues that strategy today. Early diversification efforts were related to products like wrapping paper...
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...Campaign on Bader Restaurant: Background of the Campaign 5 Research and Analysis 5 External and Internal Environmental Issues and Trends 6 PEST analysis 6 Political Influence 6 Economic influence 6 Sociocultural movements 7 Technological factors 8 SWOT analysis 8 Strength 8 Weakness 9 Opportunities 9 Threats 10 The Internal Environment of the Organization 10 Quality of Products and Service 10 Internal Impediments to the Campaign 11 The External Environment of the Organization 11 Public Perception of the Organization 13 Visibility 13 Image and Reputation 13 The targeted Group of people 14 Consumer Behaviour Regarding Restaurant Service 14 Media Consumption 17 Attitudes and Lifestyle Issues 18 Analytical Framework and Bader IMC Plan 19 Industry Analysis 20 The Competitive Analysis 20 Porter’s Five Forces Model 21 Generic Strategies of Bader 24 Primary Research 26 Primary Data Collection 26 Data Analysis 28 Analysis of Dimensions 31 Cronbach's Reliability Coefficient 34 The Overall Perceived Service Quality 35 The Integrated Marketing Communication Strategy 36 Marketing Mix 37 Product 38 Price 38 Place 40 Promotion 41 Bader Restaurant target marketing...
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...Assignment front sheet | Learner name | ------------------------------------------------- Assessor name | Linn Thiri Aung | Mr. George Tun | Date issued | Completion date | Submitted on | .8.2014 | 22.12.2014 | 22.12.2014 | Qualification | Unit number and title | Edexcel BTEC Level 4 HNC Diploma in Business | Unit 4 Personal and Professional Development L/601/0943 | A | | Assignment title | Personal and Professional Development | In this assessment you will have opportunities to provide evidence against the following criteria. a Indicate the page numbers where the evidence can be found. | Criteria reference | To achieve the criteria the evidence must show that the student is able to: | Task no. | Evidence | 1.1 | Evaluate approaches to self-managed learning | 3 | 4 | 1.2 | Propose ways in which lifelong learning in personal and professional contexts could be encouraged | 3 | 8 | 1.3 | Evaluate the benefits of self-managed learning to the individual and organization | 3 | 9 | 2.1 | Evaluate own current skills and competencies against professional standards and organizational objectives | 1 | | 2.2 | Identify own development needs and the activities required to meet them | 2 | | 2.3 | Identify development opportunities to meet current and future defined needs | 2 | | 2.4 | Devise a personal and professional development plan based on identified needs | 2 | | 3.1 | Discuss the processes and activities required to implement the development plan | 2 | 3...
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...him for his direction and inspiration. I am grateful to Mr.Rujbeh Taraporawalla Regional Hr Manager in OVER THE EDGE FOOD SOLUTIONS PVT LTD, who was my guide, for his invaluable guidance and cooperation during the course of the project. He provided me with his assistance and support whenever needed that has been instrumental in completion of this project. The learning during the project was immense & invaluable. My work basically included the study of various ways for developing customer service of the company. The present report is an amalgamation of my thoughts and my efforts to study the various ways of developing the customer service of the company. Further a detailed study has been done in order to suggest the company the feasible strategies that would enhance its market share DINESH YEPURU...
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...Recruitment Plan HRM/531 Recruitment Plan Organizational Strategy The recruitment process should be more oriented to organizational strategy than other industries because attitude of employee in hospitality industry would directly affect customer relationships. According to Ivanovic & Blazevic (2009), “An enterprises human assets or, put more conventionally, its human resources tend to be one the most significant costs for most hospitality enterprises (p. 1). In most hotels the payroll is the single biggest cost item, which in restaurants and bars is usually second material cost. Furthermore, human resources are usually the first point of contact between an enterprise and its customers.” According to Hospitality Ireland, “Getting properly trained staff in 'for the long-haul' is more difficult (p. 1). As chef Derry Clarke told us in an interview last May, ‘the main challenge the restaurant industry faces is increasing labor costs and maintaining a good work force. Unfortunately, this is the type of business where a large amount of chefs remain employed for six months and then move on.’ Restaurants aren't alone; staff shortages affect all areas of the hospitality trade.” An effective recruitment strategy for the organization is essential to the success of the enterprise. Before selecting detailed recruitment plans, it is important to consider what managers do so that the development plans meet the needs of the organization and of the individual. If the organization employs...
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...QUARTERLY CLASSIC HOTEL RATE FENCES Discounting in the Hotel Industry A New Approach Here’s the case made ten years ago for an approach to discounting that provides a rational method of price segmentation. The hotel industry is just now getting it. BY RICHARD D. HANKS, ROBERT G. CROSS, AND R. PAUL NOLAND T hree busy executives approach a hotel’s front desk, check in, receive their room keys, and head for the elevator. On the way up to their rooms, the topic of room rates comes up. As it turns out, Roy is paying $20 more than Jeanne, while Jennifer is paying $18 more than Roy. Yet all three are staying in essentially the same type of room. Those of you familiar with yield management already have figured out that this hotel’s yield-management system is in top working order. These three guests—all staying on the same night in similar rooms—have received different rates. You might be thinking that those rates are based on their differing needs and willingness to pay. You might also conclude that some logical factor differentiates those guests, something like flexibility in arrival dates or differences in when they booked their reservations. 94 Cornell Hotel and Restaurant Administration Quarterly Your conclusions would be wrong. These three guests booked their reservations on the same day, through the same source. What differentiates these guests has nothing to do with supply and demand, their needs, or their willingness to pay. The difference...
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...Research Paper The experience of ethnic minority workers in the hotel and catering industry: Routes to support and advice on workplace problems Ref: 03/06 2006 Prepared by: Tessa Wright and Anna Pollert (Working Lives Research Institute, London Metropolitan University) Funded by Acas and the European Social Fund For any further information on this study, or other aspects of the Acas Research and Evaluation programme, please telephone 020 7210 3673 or email research@acas.org.uk Acas research publications can be found at http://www.acas.org.uk/index.aspx?articleid=405 ISBN 0-9554830-0-X ISBN 978-0-9554830-0-4 The Experience of Ethnic Minority Workers in the Hotel and Catering Industry: Routes to Support and Advice on Workplace Problems Ref: 03/06 2006 Prepared by: Tessa Wright and Anna Pollert (Working Lives Research Institute, London Metropolitan University) Funded by Acas and the European Social Fund Acknowledgements The authors would like to thank the European Social Fund and Acas for providing financial support to the project, and Acas staff also for their guidance during the project, in particular Margaret Fox, Anthony Gould and Gill Dix. The project benefited greatly from the contributions of the Project Advisory Group, both in suggestions made on methodology, access and content at meetings, and help in accessing research participants. Many individuals and organisations helped us in gaining access to workers to interview...
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