There are business cycles where room interest and occupancy increment for various years took after by times of overbuilding and retreat that bring about falling occupancy and benefits. An individual hotel normally can't extend its room supply throughout great times nor diminish it throughout the terrible one. Expert General Managers regularly say that hotel directors are not really verified until they have overseen in both good times and bad. Despite the fact that anyone can make a benefit when demand surpasses supply by Matthew Fox, it doesn't take after that lodging has made all the benefit it could have or that the value of its guest service was as high as it ought to be. When Lawrence Wagner took over as GM of The Regal Hotel, his predecessor had been considered one of the real stars of the company. In one year he was able to double the hotel's profitability. He has always maintained this reputation, and it was never more important to him than when the hotel had to face hard times. Bad times follow good, managing a hotel during downturns has both its challenges and rewards. Simply put, the challenge a hotel faces is to get through the bad times with a minimum of financial loss while still remaining viable for the long run. During bad times the importance of attending to details is magnified. Seeing that the housekeeping department is never overstaffed takes on a high priority, controlling food costs becomes an hour-by-hour concern, and justifying capital expenditures becomes more difficult. It's during such times that being effective is often synonymous with being efficient. At the same time, a hotel's management must prepare for the return of good times. The economizing measures taken during bad times must do as little damage as possible to the hotel's reputation and long-run profitability. During bad times, attending to details and economizing must be balanced with a vision of the future. Incidents of forward-thinking GMs arguing for millions in capital improvements, while the hotel is losing money, are common. They also knew that even in bad times, money sometimes must be spent to ensure long-run success. Nevertheless, fluctuations in business activity are a reality of the hotel business, and a hotel executive's ability to manage in both good times and bad is the true measure of his or her effectiveness.