Hospitality

In the epic, by Homer, “The Odyssey”, hospitality is demonstrated at various points. It is never really genuine, but forced upon due to circumstance. Throughout the entire epic Odysseus finds himself stranded on many islands and is greeted by a being that either dwells or has control over the island, and at one point or another they display some form of hospitality. Kyklops, Aiolos, and Kirke have self-motivated reason for showing hospitality, but never the less they are hospitable. Kyklops, a one-eyed giant that consumes humans, showed very little hospitality.

The only time that he was hospitable to Odysseus is when he was drunk, and asked Odysseus for more wine. In return for the wine, the Kyklops promised him a gift. The gift was that he would eat Odysseus last. Even though it does not seem like much of a gift, Kyklops felt like it was a great honor. The only reason that Kyklops was sociable at all was because he desired the wine and Odysseus was the only one that could bring him the wine. The act of kindness had absolutely nothing to do with the idea of being kind, it was all to gain something greater in return.

The Aiolia Island belonged to Aiolos Hippotades, the King of the wind. When Odysseus arrived he welcomed him with great hospitality, but made him stay for one month and tell him the story of his journey in great detail. Odysseus then requested that he be granted leave so that he could sail home. Aiolos Hippotades granted his leave, and upon Odysseus requests was allowed to replenish his supplies. Hippotades was extremely generous and added a bull’s hide and bottled storm winds to guide his ship to Ithaca swiftly and safely.

Hippotadoes actions not out of generosity, but rather Odysseus had brought him news from Troy and entrained him with a great journey from the world beyond his island. The wind king enjoyed such things because he did not have access to them, and he felt he had to be extremely hospitable to Odysseus in order to repay him for the great gift that he had brought, which he could not receive any where else. They made the departure, but the bottle was accidentally opened, and they were forced back to the island. Hippotades turned them away telling them that the gods cursed their journey. The wind king was using Odysseus as a form of a newsletter.

He had no other way of knowing what was going on in the world. Once Odysseus was unable to give him what he wanted, his hospitality quickly faded. After exploring the island, and some of Odysseus’ men were eaten by giants, his men came across Kirke’s house. All of the men entered the house except one, Eurylochus, and Kirke turned them into pigs. Eurylochus returned to Odysseus and told him what had happened. While Odysseus traveled to Kirke’s house he was visited by Hermes who gave him an amulet and had him consume a flower that would make him immune to her potion that turned men into pigs.

Upon meeting Kirke she was so impressed with Odysseus because he was immune to her poison, that she assumed he was a man of the gods, and she invited him into her bed. In return Odysseus made her swear that if he would go to bed with her that she would not be able to harm him. Kirke transformed the pigs back into men and kept Odysseus as her mate for one year. She was fixated on a more superficial way of thinking, Kirke was only hospitable to Odysseus because of the fact that he was immune to her potion and he was man of the gods.

She was attempting to improve her status and how she felt about herself. Throughout the epic there are numerous acts of hospitality, but they all derive from an alternative motive. During this time people did not have a conventional way of knowing about other lands, so they would use the new comers as newspapers in order to know what’s going on. No one does anything for anyone out of the kindness of their heart. Perhaps there is no such thing as genuine acts of hospitality.

This paper mainly highlighted the Challenges and Opportunities of Indian Tourism in the context of globalization. This tourism industry undoubtedly emerged as an instrument of rural employment generation as a labor-intensive activity in a labor surplus economy, with its forward and backward linkages with host sectors like transport, hospitality, and education, etc. Finally, the paper also makes proper policy suggestions needed communication to promote and boosting tourism in India.

INTRODUCTION:

Tourism is not only a growth engine but also an export growth engine and employment generator. According to the Economic Survey 2011-12, the sector has the capacity to create large-scale employment both direct and indirect, for diverse sections in society, from the most specialized to the unskilled workforce.

It provides 6-7 percent of the world’s total jobs directly and millions more indirectly through the multiplier effect, as per the UN’s World Tourism Organization. Since tourism does not fall under a single heading in India’s National Accounts Statistics, its contribution has to be estimated. Its contribution to GDP and employment in 2007-08 was 5. 92 percent respectively as per Tourist Satellite Account Data. FTAs in India during 2010 were 5. 78 million compared to 5. 17 million during 2009, posting a growth of 11. 8 percent, much higher than the growth of 6. percent for the world in 2010. FEEs from tourism in rupee terms during 2010 were Rs. 64,889 crore compared to Rs. 54,960 crore during 2009 with a growth rate of 18. 1 percent. Despite the slowdown and recessionary trends in the economies of Europe and America, FTAs during 2011 was 6. 29 million with a growth of 8. 9 percent over 2010 and FEEs in 2011 were Rs. 77,591 crore with a growth of 19. 6 percent. In the case of outbound tourism, the number of Indian nationals’ departures from India during 2010 was 12. 99 million with a growth of 17. percent for the year. Domestic tourism has also emerged as an important contributor to the sector providing much-needed resilience. Domestic tourist visits during 2010 are estimated at 740. 2 million, with a growth of 10. 7 percent. However, the Indian tourism industry is not only a growth engine but also an export growth engine and employment generator. According to the Economic Survey 2011-12, the sector has the capacity to create large-scale employment, both direct and indirect, for diverse sections of society, from the most specialized to the unskilled workforce. It provides 6-7 percent of the world’s total jobs directly and millions more indirectly through the multiplier effect as per the UN’s World Tourism Organization. Its contribution to the GDP and employment in 2007-08 was 5. 92 percent, respectively as per the Tourist Satellite Account Data. In India, the tourism sector has witnessed significant growth in recent years.

Objectives of the study:

1. To study the emerging challenges and opportunities in the context of globalization.
2. To examine the trends of foreign exchange earnings growth of foreign tourists arrivals in Indian tourism.
3. To analyze the share of the Indian tourism industry when compared to the rest of the world and the Asian and Pacific region.
4. To suggest the policy implications to develop the Indian Tourism Industry.

Methodology: The study mainly based on a range of secondary data from various government sources such as the ministry of tourism Government of India and other relevant websites etc. For analyzing secondary data simple statistical tools like percentages and averages have been used to interpret the data. A part of these tables, charts, graphs, pictures has been chosen at relevant places to easily understand the data. Observations India has significant potential for becoming a major global tourist destination. According to the World Travel and Tourism Council (WTTC) based on Tourism Satellite According Research (TSAR) in 160 countries has predicted that India has the potential to become the number one tourist destination in the world with the demand growing at not less than 10 percent for annum.

The World Tourism Organization has also pointed out that India as the most favored destination among the countries of South Asia receiving more than 50 percent of the total foreign tourist traffic in the area. However, India’s share in international tourist arrivals is 0. 59 percent. (Share of India in International receipts is 1. 54%) while its share in the country’s GDP is 12 percent. It has given employment to 10. 2 million people directly. Therefore the tourism is undoubtedly has emerged as an instrument of rural employment generation, as a labor-intensive activity in a labor surplus economy, with its forward and backward linkages with host sectors like transport, hospitality education, health, banking, etc, The interested spending by tourists has generated substantial income earnings both public and private sectors. Therefore the income flow has a multiplier effect on the macroeconomy. However, World Travel and Tourism Council pointed out that India is one of the fastest-growing tourism industries in the world and expected to grow by a further 6. annually and should create 13,127,000 employment opportunities by 2020. But post-globalization and under GATS many changes and challenges are confronted.

Foreign Exchange Earnings (FEE) from Tourism in Indian Rupee terms and the US $ terms FEE from tourism in Rupee terms during 2010 were Rs. 64889 crore as compared to Rs. 54960 crore during 2009 and Rs. 1294 crore during 2008. The growth rate in FEE in Rupees terms during 2010 was 18. 1% as compared to the growth rate of 7. 1% in 2009 over 2008. Therefore, the growth rate observed in 2010 over 2009 was substantially high FEE from tourism during 2010 was US $ 14193 million as compared to US$ 11394 million during 2009 and the US $ 11832 million during 2008. The growth rate in FEE in US$ terms during 2010 was 24. 6% as compared to a decline of 3. 7% in 2009 over 2008. Therefore, in US$ terms, also the growth rate observed in 2010 was positive and substantially high. Thus tourism recorded a positive and significant compound annual growth rate at 13. 82%, however in terms of US Dollar foreign exchange earnings also increased from the US $ 2,889 million in 1997 to the US $ 14,193 million in 2010. It is observed that there was a higher fluctuation noticed in the quantum of foreign exchange earnings in both in terms of dollars and in Indian rupee. The study also found the highest growth (Foreign Exchange Earning) rates with 43. 8 are recorded in 2003 and the lowest growth rate with 7. 6 is recorded in 2001. Fig-2 gives the details of Foreign tourist arrivals to India. FTAs in India during 2010 were 5. 8 million with a growth rate of 11. 8% as compared to the FTAs of 5. 17 million and growth rate of (-) 2. 2% during 2009. The 11. 8% growth rate in FTAs for 2010 over 2009 for India is much better than UNWTO’s projected growth rate of 5% to 6% for the world during the same period Foreign tourist arrivals to India rose from 0. 12 million in 1960 to 1. 68 million in 1991 and 3. 46 million in 2011 and6. 29 million in 2010. The study evidently speaks the truth that in terms of foreign tourist arrivals has registered a positive significant compound annual growth rate with 7 percent between 2000 and 2010.

The study also pointed out that the highest tourist arrivals growth rate registered with 26. 8 in 2004 and a negative growth rate registered with -2. 2 in 2009. The reason for the decrease in foreign arrivals may be due to slow down and recessionary trends in the economics of Europe and America. A top 10 source country for Foreign Tourist Arrivals (FTAS) in India in 2010 was placed  It connotes the fact that the majority of the tourist arrivals are from the U. S. A registered with 0. 916 million. The data observed that out of total tourist arrivals 16. 40 percent of tourists were from U. S. A and followed by U. K with 0. 755 million which contribute 13. 52 percent. The study mainly observed that in terms of foreign tourist arrivals in India- U. S. A occupied first place (16. 40%) and Malaysia occupied with the tenth position. The table-4 reveals the share of India in international tourist arrivals in the world, Asia, and the Pacific region during the period of1997-2010. It is observed that foreign tourist arrivals in India have risen from 2. 37 million in 1997 to 6. 17 million in 2009. In terms of share and rank of India in the world rose to 0. 40 in 1997 to 0. 59 in 2009.

As the rank of India when compared to the world has come down from 47th rank in 1998 to 41 rank in 2009. The study also pointed out that compares to share and rank of India Asia and the Pacific nearly increased with 2. 67 in 1997 to 2. 86 in 2009. However, the study reveals the fact that the share of India in international tourist arrivals in the world, Asia, and the Pacific region 1997-2011 was not increased significantly but merely increased. Table 5 gives the fact that the share of the top 10 states / UTs of India in the number of foreign tourist visits in 2010. The study observed that 28. percent of tourists are visiting Maharastra followed by Tamilnadu which comprising 15. 7 percent and followed by Delhi with 10. 6 percent. Finally, the study explores the fact that 28. 5 percent foreign tourists visiting Maharastra and 2. 5 percent foreign tourists visiting Goa state. Hotels and restaurants are an important component of the tourism sector. As of 31 December 2011, there were 2,895 classified hotels having a capacity of 1, 29,606 rooms in the country. The availability of good quality and affordable hotel rooms play an important role in boosting the growth of tourism in the country.

The share of the hotel and restaurant sector in the overall economy increased from 1. 46 percent in 2004-05 to 1. 53 percent in 2008-09 and then decreased to 1. 46 percent in 2010-11. However, if the contribution of this sector only in the service sector is considered, its share decreased from 2. 75 percent in 2004-05 to 2. 64 percent in 2010-11 as other service sectors grew faster than this sector. Its CAGR was 8. 44 percent during 2004-05 to 2009-10 and the growth rate in 2010-11 was 7. 7 percent. Health tourism, the new entrant in the sector is a niche area where India has good potential. Findings The study mainly pointed out that India has significant potential for becoming a major global tourist destination. The Tourism Industry has grown significantly during the study period and registered a compound annual growth rate of 7 percent in foreign tourist arrivals in India. The study also found that the highest growth rate (foreign exchange earnings) with 43. 8 are recorded in 2003 and the lowest growth rate with -7. 6 in 2001. The study also explores the fact that the highest tourist arrivals growth rate registered with 26. in 2004 and a negative growth rate registered with -2. 2 in 2009. The study observed that in terms of foreign tourist arrivals to India, U. S. A. occupied first place (16. 40 percent) and Malaysia occupied the tenth position. From the share of India and the Pacific region, 1997-2011 was not significantly performed but substantially increased. India achieved 5,717 of international tourism receipts in the world and Asia, Pacific regions, and has jumped in leaps and bounds from a ranking of 36 to 16th position in the world and from 10th position to 6th position in the Pacific region.

Coming up to the other findings the share of India in international tourist arrivals is only 0. 59 percent and tourism receipts are only 1. 54 percent and ranks 16 only. The major shortcoming of the tourism is the inadequate capacity (e. g. 85,481 hotel rooms as against 8, 97,206 in China) and costly travel (e. g. soaring fuel, surcharges, poor blight management, etc,. ). Inadequate infrastructure and trained manpower lapses in security and safety (e. g. Terrorist attacks and harassment of tourists), and poor organization (e. g. fragment market, poor advertising, and untrained tourist guides.

Moreover, there is a need for well-equipped infrastructure and management to meet the high international standards and need for skilled management to benefit from the opportunities thrown open by (GATS, WTO) to tourism. There is a need to develop alternative tourism like health tourism village tourism and sports tourism and it is needed to take more initiative by involving government and private agencies for more investments to develop the tourism sector. Conclusions Tourism undoubtedly has emerged as an instrument of employment generation.

Reference

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2. Disabled People and International Air Travel, Journal of Leisurability, 14, pp. 13–19. 9 Miller, G. A., & Kirk, E, (2002)
3. The Disability Discrimination Act: Time for the stick? Journal of Sustainable Tourism, 10(1), pp. 82–88. 10 McKercher, B., T. Packer, M. Yau, and P. Lam, (2003)
4. Travel Agents: Facilitators or Inhibitors of Travel for People with Disabilities, Tourism Management, 24, pp. 465–74. 11. Economic survey 2011-12

Hotels Nilsson Is to turn Into one AT ten market leaders In ten tourism Ana hospitality industry. For this Hilton give regular, superiority guidance to its team members for gaining competitive advantages from the customers. Its mission includes following – improving the visitor experience connecting all the human resources together advance Operational competence progress in construction drawing reinforce partnership among different parties Serve the community look after global atmosphere For achieving organizational goals Hilton Hotels set some strategic objectives which are supporting to its overall business plan. Plantation of Hilton brand How innermost citizens and society are linked to the business Having a balance score card for measuring performance of the company motivating the company to frontward

L .0 1. 2 Range of methods used to enable the achievement of organizational objectives Achievement of organizational objectives by the Hilton Hotel group can be divided in to three key magnitude. The Customer Dimension consists of increase of the marketplace share, visitors pleasure, get better the consumers productivity, amplified the consciousness of brand.

At present, Hilton Hotels group is built-in with numerous associates all over the world such as double tree by Hilton, Hampton inn by Hilton. Consequently, the Hilton Hotel has got the possible to set up as the marketplace leader (Murphy, P. & Smith, B. 2000). The employee dimension may comprise, devotion to employment measures, giving guidance and improvement program achievement of the performance assessment, manager of the employee’s turnover and manage the payroll as % of earnings.

Reservations competence, enhanced check-in competence, moment in time and action clean-up rooms, food beverage cost competence, and manage possessions preservation may be the responsibilities that an be in use in the internal process dimensions.

L .0 1. 3 Organizational goals, aims and critical success factors Hilton was founded in 1919; Hilton is the leader in the hospitality industry. Now, Hilton is the beacon of innovation quality and success. Four leaderships make it possible Hilton international note AT staying villous, Nilsson Ana values.

Vision: To fill up the globe with the beam and affection of hospitality, Mission: Hilton international hotel will be outstanding global hospitality company. Guest will be the first choice, after that team members and owners alike. Values: Providing exceptional experience. Successful factors: Accessible platform Efficient management Compensation planning Good control Differentiation from others With successful factors Hilton HRS staffs send out online performance management forms, and then uses dashboard to monitor competition and send reminder to managers.

Ultimate result is, the employee payment rate increase (Murphy, P. ; Smith, B. 2000). By automating and enhancing performance management process, successful factors are helping Hilton International Hotel demonstrate to global workforce who is really true a pay for performance organization. Just as importantly, successful factors are helping Hilton leadership make better cession about the company’s future. An intuitive dashboard display standard HRS matrices, giving executive the concise information they need to drive tangible improvement.

And HRS director can easily see the distribution of merit increase at each HALT property, enabling them to guide manager in how to motivate better performance while it is mandatory to be limited budget. These factors make a clear connection between employee performance ratings and the type of merit increase HALT warranted. At the same these factors help HALT to deliver a better guest experience. TASK 02

L . 0 2. 1 Rational Model of strategy formulation Strategy Formulation means scrutinizing the surroundings in which the business functions, after that creation of a series of tactical decision concerning how the business will participate.

Formulation of strategy ends by a sequence of goal or objectives and measures for the business to follow. Environmental scrutiny comprises – Isolated outside atmosphere, as well as PESTLE (political, economic, social, technological, legal and environmental factors (Murphy, P. & Smith, and B. 2000). Business environment, such as the aggressive activities of competitors, the Darling power AT suppliers & customers and, tanners Trot potential competitor to he business, and the aptitude of purchaser to alternative products (Porter’s 5 forces); and Domestic atmosphere, concerning the strength and weakness of the business possessions (I. . , its capital, human resources, procedures and information technology systems).

L . 0 2. 2 Evaluation of the organization Hilton Hotels Corporation was established by Conrad Hilton in 1919 while he obtained his first hotel, the Mobile Hotel, in 1919 in Cisco, Texas (Sustains, 98). In 1954, Hilton hotels acquired the Staler Hotel chain which made it the biggest tourism and hospitality company worldwide. In 2009, the company moved its global head office to Tyson Corner, Virginia.

In 2010, Hilton International stated a name modify to Hilton Hotels ; Resorts from preceding the Hilton Hotels brand name, Jointly with a fresh logo design as an appraisal off rebinding attempt to BEA leader brand. Hilton hotels provides one of the most world class accommodations in the world, which possess by Blackstone group and operated in more than 80 countries (Murphy, P. ; Smith, B. 2000). If we look at Hilton financial situation,” in the year ending 31st December 2007, Hilton International Hotels (I-J) Ltd had an earnings of EYE. 1 m, contrast with EYE. M in 2006″ (Atkinson, H. Brander, J. 2001). For competitor analysis it can be clearly said that Hilton Hotels has direct and indirect competitors. Direct competitors are, which include luxury hotels such as Ritz Carlton and Marriott hotels. Indirect competitors are Accord hotels and substations such as staying in caravan. L. 0 2. 3 Tourism and Hospitality Market (Porter’s Five Factor) Risk of entry of potential competitors The hotel industry is very appealing industry for new entrants because of their earnings from tourism development (Porter, M. 2008).

There is a greater chance of new entrance. The level of risk depends on barrier of new entry. When there is a little chance of new entry, Hilton hotel can raise price, this result would increase profit. To determine how high risk of entrance of new competitors is, Hilton hotel should choose capital necessities and service differentiation sources of barriers. To build a new hotel and to buy all the essential things, which helps to offer a good service, are quite expensive, so the cost of the building itself and cost of furniture and equipment maintain a high barrier to entry the industry.

Moreover, to employ people is also fairly costly because for normal hotel performance it needs to employ lots of workforce. Opening a new hotel may have supplementary legal or financial complexities Ana company may need to pay Tort professionals In tens Title to sort these complexities e profit. Hence, Hilton hotel stands on a favorable position because of others competitors on adverse effect. Bargaining Power of Buyers Buyers compete with the industry by forcing down prices, bargaining for higher quality or more services, and playing competitors against each other – all at the expenditure of industry profitability.

Lots of latent buyers exist in the industry and no single buyer is dominating, so their power is fairly low. However, this power is increasing because of new technologies that enable tourist to reserve hotel from anywhere in the world. Threat of Substitutes Substitute in this scrupulous case is alternative of the hotel. The substitutes stand for the competitors and if the substitutes will be more preferable or easier to get to for customers than hotels, the hotel industry may have problems. The threat of substitutes is quite high, but not the highest one.

Staying with friends or family members can be a hotel substitute as well. People may have friends in town where they are going to travel and they may favor to reside with them. Definitely it is heaper than staying in hotel (Atkinson, H. & Brander, J. 2001). However, not all the tourists have connections and friends where they can stay. Bargaining power of suppliers Bargaining power of the supplier can play vital role on Hilton hotel. Charging higher price of materials will have an effect of reducing profit.

When suppliers supply necessary materials at a low cost, hotel management could charge little from the customer.

Rivalry among existing firm: Well competition can sometimes devolve into full blown feuding. When major businesses contest against one another for an increased portion of market share, nonusers be inclined to advantage. Competition between two rival companies can often drive innovation, motivating each firm to improve or expand its product range, build better associations with its customers or reinvent its branding strategies to add to public application.

Moreover, these competitions can be quite entertaining. The origins of some of the most famous business rivalries may be surprising, as well as many of the lesser-known tactics that feuding companies have used to get further on over the years.

L. 0 2. 4 PESTLE Factors A PESTLE analysis is a framework or instrument used by marketers to examine the acre-environmental (external marketing environment) factors that have an impact on an association (Griffin, R. 2010). The result of which is used to identify threats and weaknesses which is used in a STOW analysis.

PESTLE stands for: P- political, E- economic, social-social, I-technological, E-environmental, L-Legal. All the aspects of these tools are very important for Hilton International Hotel. More than Just considerate the market, this framework presents one of the vertebrae of the backbone of strategic management that not only represent what a company ought to o, but also financial statement for an organization’s goals and the strategies stringed. PESTLE analysis of Hilton International Hotel is very critical to represent some factor, that is imperative to the strategy of this company wants to develop. 1 .

Political: These factors decide the extent to which government may influence the economy or a certain industry. [For example] a government may attribute a new tax or duty due to which whole proceeds generating structures of associations might amend. Political factors include tax policies, Fiscal policy, trade tariffs etc. That a overspent may charge in the order of the fiscal year and it may affect this business. 2. Economic: These factors are determinants of economy’s performance that directly impacts this company and have resonating long term effects. [For example] a get higher in the inflation rate of any economy.

It would affect the way companies’ price their services. Adding to that, it would affect the purchasing power of a consumer and change demand and supply models for that economy. Economic factors include inflation rate, interest rates, foreign exchange rates, economic growth patterns etc. It also accounts for the FAD (foreign direct investment) depending on certain specific industries where undergoing this analysis.

3. Social: The Hilton brand is incredibly well recognized in the middle of worldwide guests and the I-J is one of the accepted purposes for the travelers and shopping lovers.

A broad range of social factors impacting Hilton Hotels ; Resorts include emerging trends in consumer lifestyle, consumer demographic variables, the impact of role models in consumer decision making, and growth rate of population.

4. Technological: Overall development of technological infrastructure related to catering industry eight have great impact on Hilton performance. Matters connected with the utilize of power and their costs and the probable for modernization within the industry can be classified as significant technological matters.

In addition, hotel bookings have develop into very easy than ever before. Anybody can book a hotel room in a straightforward step with the assistance of internet. Increasing number of social media such as Face book, tweeter and websites like trip advisor help both the customers and the hotels.

5. Legal: legal factors are AL accordingly vital source of exterior impact on Hilton reference and they include any changes in the UK authority that have an effect on the cuisine industry in straight and tortuous ways.

Migration rules and actions of getting a UK visa Decoding stricter can De stated as an example Tort legal Doctors Tanat do impact Hilton performance in UK in indirect ways.

6. Environmental: The tourism ; hospitality frequently turn into a point of condemnation for polluting the atmosphere mainly in most of visitor attraction such as historical places, sea beaches, forest part, hills etc. A variety of actions connected to sightseeing not only generates contamination, but also scares flora and fauna and unconnected surroundings.

TASK 03

L . 0 3. 1 Roles of various Stakeholders Involving with key stakeholders and their response is a central part of our Journey as a nearly 100-year-old company. From developing hotel concepts and facilities that predict our visitors preference to operational with governments on visa transformation to dialogue with safeguarding organizations on our 2014 ban of shark fin dishes, Hilton view stakeholder appointment as an enabler of improvement, constant progress and menace easing (Atkinson, H. Brander, J. 2001). In addition to Team Members and authorization cohorts, who are key stakeholder groups for Hilton Worldwide, it connect with a broad assortment of external stakeholders on an ongoing basis, including nongovernmental organizations, industry and government, as well as consumers, owners and shareholders. As I am undergo a new issue pronunciation and materiality assessment, I expect this list to evolve as we identify new issues of Hilton Stakeholder Groups.

Team members All Team Member meetings Annual Global Team Member Survey Community champions Conferences, summits and leadership meetings Ethics Hotelier Executive leadership emails Global Team Member Volunteer Program Hilton Worldwide University and talent development programs Recognition orgasm Team Member pre-shift huddles and conversations Team Member Resource Groups Wellness committees Guest: Service and Loyalty Tracking (SALT) for customers Guest assistance Our brands and loyalty program Hilton.

Social media monitoring and engagement Government policymakers Ongoing dialogue on key issues Participation in multi stakeholder initiatives Association membership International organizations Participation in expert forums and ongoing dialogues, white papers, publications and surveys Public-private partnerships and engagement on selected topics Investors Annual and quarterly reports

Annual meeting of shareholders Meetings, conferences and road shows Quarterly earnings conference calls Surveys and questionnaires Investor days Owners Collaboration on key material issues Global Owners Conference Owners communications Owners services Owners surveys Regional owner connections Suppliers Questionnaires and surveys Responsible sourcing policy Strategic sourcing Supplier audits and assessments Supplier development program ? seminars and training

L . 0 3. 2 Process of marketing audit and customer profitability analysis STOW analysis is one of the most importance apparatus in the marketing audit.

STOW stands for Strength, Weaknesses, Opportunities and Treats. This instrument is incredibly much significant to marketers and is used at the starting of the marketing audit procedure. Though, Hilton used this STOW analysis as apparatus to appraise the marketing performance and customer profitability of the organization (You, L. ; Humming, G. 2005). Strengths and weaknesses are internal factors. Opportunities and threats are external factors. The STOW analysis can be expressed as below:

– STOW Analysis Strength

1. High brand recognition

2. Technological modernization to improve purchaser knowledge and regular upgrading of business procedures.

3. First-class workers retention

4. Approximately 540 hotels in over 78 countries

5. They have been in tourism and hospitality industry for 93 years at this time making them genuine specialists at what they do.

6. Excellent reputation in tourism and hospitality industry.

Weakness 1. Inadequate market share in spite of good brand recall

2. Businesses are exaggerated internationally due to diverse Gobo.

Rules or parameters

Opportunity

1. Lofty prospective in rising markets

2. Improvement in consumer services

3 Idealization Ana Improved use AT technological expertise . Animal Ana as well as international tourism ; hospitality industry are looking at an explosion.

Threats

1. Entrance of a number of global brands next to with the brawny hold of long standing, well recognized Indian brands. 2. Rivalry on pricing strategy

3. Declining growth

4. Financial and political turmoil in several countries

L . 0 3. 3 Evaluation of marketplace Tourism and hospitality is the second main employer after government which is growing at a speedy rate in spite of the rough financial climate.

In terms of probable development, the UK is in reality foremost the way for Western Europe. In 2012, 8,000 new hotel rooms opened in London alone and a further 5,000 are forecast to open in 2013. London is one of the most vital economic and business centers in the world ; offers several instance in terms of service and lavishness lodging. According to the World Trade and Tourism Council, over the next ten years the industry total contribution to global I-J GAP is expected to rise by 4% per year, which translates to approximately 69 million new Jobs over the same period.

This constant increase in the market has obviously enlarged requirement from recruiters for the pertinent ability put.

L . 0 4. 1 Impact of macroeconomic factors on financial strategy The foremost policies of financial administration that are impact on the hotel ; tourism organization in I-J. Fiscal Policy: Fiscal policy entails the utilization of gobo. Expenditure, taxes and lending to influence both the outline of financial action ; as well the echelon and increase of cumulative demand, productivity ; employment.

Monetary Policy: Monetary policy entails the exercise of interest charge to manage the altitude and pace of development of combined demand in the financial system. There are a few similarities in the financial effects of fiscal policy ; monetary policy, on the symphony of productivity, the efficiency of the two types of strategy in fulfilling the government’s macroeconomic goals and objectives, besides the time lags concerned for monetary policy & fiscal policy changes to take effect. Also learn which political factors affecting hotel industry

I will regard as each of these in turn: Effects of Policy on the Composition of National productivity from the hotel & tourism industry: Monetary policy is frequently seen as a little of a dull strategy tool – affecting all segments of the financial system even though in dissimilar methods and y means of an inconsistent impact. On the other hand, financial policy can be embattled to influence definite groups of people (e. G. Using in means-tested benefits for little earnings families, decrease in the velocity of business tax for small & medium enterprises (Seems), and investment stipend for companies in certain areas) think as an instance the special effects of using either fiscal policy or monetary policy to achieve a specified rise in countrywide earnings as real GAP lies under probable GAP (I. E. Here is a pessimistic productivity gap) (Hudson, S. 2008).

The hospitality services We need to first understand what the product itself is. For example if the product is the Front Office, then what are the expectations of a guest from the Front office? Front Office is the place which is the first focal point of a customer when a customer walks in. How is that handled? Is it courteously with a smile or in a haphazard way This is here the service quality is going to make the difference as this will be the product that will back the main product. If it is a telephonic reservation the courtesy and warmth should be felt as the guest cannot see your smile.

If the reservation is made by a fax or letter the duration for the response will then become the service that backs the product. Will the response be within 24 hours or will it take days to reply as there is sufficient time for the arrival. What would impress a guest? Service on offer should be offered with all the trimmings as present day customers have much to choose from. Service offered should be provided with the staff being prepared to go that extra mile. Making customers happy is the motto of the Hospitality service. It is a service that requires to be done with a smile.

People of all walks of life, will at some stage or the other be able to enjoy being served by someone . (www. Bosoms. Com) 1. 1. 5 Diversity of Hospitality Industry In an increasingly well-connected world, the diversity of the entrepreneurial community of its thoughts, of its ideas, its backgrounds and experiences-?is not only growing in numbers, but also simply in visibility and importance. Diversity covers all aspects of the hospitality industry and it’s not Just “the right thing to do”-?it’s good for business too. It’s simply smart business to focus on diversity and address it in an active way.

Some of the Diversity of the Hospitality Industry as given below:

Hotel Hotel is defined as a place where a bandied traveler can get food shelter and security if he/she is in a fit condition to receive them and pay for them. Hotel is also known as Home Away From Home. The main objectives of hotel is to provide food and beverage, accommodation and security to the guest on return of the payment ND has a right to refuse if the customer is not in fit condition to receive the service.

L) Types of hotel according to Star Rating:

1 . One-Star hotel These properties are generally small and independently owned, with a family atmosphere. There may be a limited range of facilities and the meals may fairly simple. Example- Hotel Buddha, Hotel Encounter. Some of the facilities inside this type of hotel as given below:- ; 100% of the rooms with shower or bath tub ; Daily room cleaning ; 100% of the rooms with color-TV together with remote control ; ; Soap or body wash ; Reception service Facsimile at the reception ; Publicly available telephone for guests ; Extended breakfast ; Beverage offer in the hotel ; Deposit possibility

2. Two-Star hotel Table and chair In this class, hotel will typically be small to medium sized, and offer more extensive facilities than one star hotels. Example Hotel Katmandu view, Hotel Thames Katmandu etc…. Some of the facilities inside this type of hotel as given below:- ; Breakfast buffet ; Reading light next to the bed ; Bath essence or shower gel ; Bath towels ; Linen shelves ; Offer of sanitary products (e. G. Toothbrush, toothpaste, shaving kit)

3. Three-Star hotel ; Credit Cards Hotels are usually of a size to support higher staffing levels as well as significance higher quality and range of facilities than at the lower star classification. Hotel mango, Hotel landmark Pokka etc…… Following are some of the facilities inside this type of hotel:

1. Three piece suite at the reception, luggage service ;
2. Beverage offer in the room ;
3. Telephone in the room ;
4. Internet access in the room or in the public area

4. Four-star hotel Expectations at this level include a degree of luxury as well as quality in furnishings, cord, and equipment in every area of hotel.

Example- Shank hotel, Himalayan hotel Following are some of the facilities inside this type of hotel:

1. Reception opened 18 hours, accessible by phone 24 hours from inside and outside ;
2. Lobby with seats and beverage service ;
3. Breakfast buffet or breakfast menu card via room service ;
4. Minivan or 24 hours beverages via room service ;
5. Upholstered chair/couch with side table ;
6. Swimming pool/ Jacuzzi etc.

5. Five-Star hotel These types of hotel are more standard and luxury as well as quality in accommodation and F and B services. It is more standard and more fascinated than four-star hotel.

Example Hyatt Regency, Radiators hotel etc…. Following are some of the facilities inside this type of hotel:- ; Reception opened 24 hours, multilingual staff ; Doorman-service or valet parking ; Concierge, page boy ; Spacious reception hall with several seats and beverage service ; Personalized greeting for each guest with fresh flowers or a present in the room ; Minivan and food and beverage offer via room service during 24 hours ; Personal care products in falcons ; Internet-PC in the room ; Safe in the room Casino/ swimming pool etc…….. John R. Walker, 2012) There are four basic types of hotel ownership and management: franchise, privately owned and operated, leased and managed. A franchise operation is privately owned, but the owner pays an up-front fee to purchase the franchise along with ongoing royalties. A privately owned and operated hotel may have investors or others with a financial interest in the hotel, but the ownership structure is in one person or company’s name. Leased hotels are owned by an individual or company, but normally lease the physical building.

A managed hotel is also privately owned, but has signed an agreement with another hotel brand to run the hotel operations. (Rocco M. Angelo, 2011)

1. Franchise hotel The hotel’s owner is dependent on that brand name for its business. If the brand loses popularity with consumers, the owner’s business suffers as well. In addition, since a franchise is generally limited to the territory it can market in and cannot franchise itself, its growth options are limited to purchasing additional franchises. Example -Hilton hotel, Hyatt, Radiators etc.

2. Privately owned hotel This type of hotel ownership gives an owner the most freedom, but also the biggest risk. As it is the private property. The hotel owner is free to make all decisions on staff, operational structure and growth, but does not have the benefit of a brand behind him. Example – Effort hotel, Hazelnut’s hotel etc.

3. Leased hotel Leased hotels are also privately owned, but the physical hotel building belongs to someone else. These types of arrangements are generally on long-term leases. The lesser will stipulate a minimum rent for the premises, and may also include a sliding scale based on total revenue for ongoing rent. Example – Gordon Ramsey

4. Managed hotel experienced hotel. The hotel continues to be privately owned, but the managing hotel takes over the day-to-day operations of the business and quite frequently lends its brand name as well. The managing hotel charges royalties based on total revenues. Example- Eros hotel etc. (Rocco M. Angelo, 2011) As above the information of different ownership hotel I think Franchise hotel is the best among all of them because in this types of hotels Working tools and procedures with a high and guaranteed productivity, Business safety and sustainability, the report image and brand awareness is already recognized. Consumers are generally more comfortable purchasing items they are familiar with and working with companies they know and trust so due to this some of this reason I think Franchise hotel is one of the best ownership hotels. . 1. 5. The Restaurant The Restaurant is a place where meals are sold and eaten. In Latin, restaurant means to “re-store”. But the real concept the restaurant means to serve the food and beverage to the customer in the hospitable manner. Restaurant – ‘an establishment where refreshments or meals may be obtained. Jones (1996:122) l)

Types of Restaurant 1 . Fast food Fast food restaurants emphasize speed of service. Operations range from small-scale street vendors with carts to mega-corporations like McDonald’s and KEF. Fast food restaurants are also known as USSR or quick-service restaurants.

2. Fast casual Fast casual restaurants usually do not offer full table service, but may offer non- disposable plates and cutlery. The quality of food and prices tend to be higher than those of a conventional fast food restaurant but may be lower than casual dining. Example Firehouse shop, Pander bread etc… A casual dining restaurant is a restaurant that serves moderately-priced food in a casual atmosphere. Except for buffet-style restaurants, casual dining restaurants typically provide table service.

3. Casual dining comprises a market segment between fast food establishments and fine dining restaurants. Casual dining restaurants often have a full bar with separate bar staff, a larger beer menu and a limited wine menu. Example Cafe Press, Canyon Ranch Café etc.

4. Family style Family style restaurants are a type of casual dining restaurants where food is often served on platters and the diners serve themselves. Typically, alcoholic beverages are not sold at family-style casual dining restaurants. Olive garden, Red lobster etc.

5. Fine dining Fine dining restaurants are full service restaurants with specific dedicated meal courses. Dcord of such restaurants feature higher-quality materials, with an eye towards the “atmosphere”. Example Eleven Madison park, The Nomad etc….. Cohn R. Walker. T. , 2012) 1. pubs Mainly in the UK and other countries influenced by British culture, a pub (short for public house) is a bar that sometimes serves simple food fare. Traditionally, pubs ere primarily drinking establishments with food in a secondary position, whereas many modern pubs rely on food as well.

Neon pub Thames, Katmandu etc. Bars A bar is a retail business establishment that serves alcoholic drinks – beer, wine, liquor, and cocktails for consumption on the premises. Example Sunlit bar Laziest, Katmandu etc… L) Types of Bars a. Public bar It is a bar which is located in the public area of the hotel near to lobby. B. Dispense bar It is the bar which is located at the back of the house which supplies beverage to the other outlets in the hotel. Nightclubs A nightclub is an entertainment venue which usually operates late into the night.

A nightclub is generally distinguished from bars, pubs or taverns by the inclusion of a dance floor and a DC booth, where a DC plays recorded electronic dance music, disco, hip hop, R, rock, reggae, pop, and other forms of dance music.

Therefore, maintaining quality service is important to have a success of an organization. In this essay, Hong Kong Disneyland (WSDL) will be taken as a sample in service industry, to see how design, capacity and queuing management will improve the organization’s performance. Hong Kong Disneyland Resort combines with amusement park and two hotels. It is owned by a joint venture company, Hong Kong International Theme Parks Limited, with shareholders, the Hong Kong Government and the Walt Disney Company. It Is opened In September 2005 and Is the fifth Disney Resort In the world.

According to he Hong Kong Tourism Board, WSDL is one of the top 10 attractions in Hong Kong. The mission of WSDL is “Inspires happiness and delivers a world-class experience through creativity, great leadership and a passionate Cast”. To reach this mission and In order to avoid service failure and having great service quality, design, capacity and queuing management are vital for Its success. Capacity Capacity has been referred to as ” demand management” (Crandall and Maryland, 1 996) or “managing capacity and demand” (Optimizations and Optimizations, 2004).

That is, capacity management is the balancing supply and demand. It is set by the rate limiting resource. To increase capacity, Hospitality Manager can either increase the rate limiting resource or shorten the process time. Excess capacity not only neutralizes the workforce and other physical resources, but also leads the increasing of waste (Davis and Hinkle, 2005). The number of seats of the rides in WSDL has been fixed. Sometimes, the capacity of each vehicle, for example, “Space Mountain” which Is a kind a roller coaster, could not be all filled due to the number of party mix. Single Rider Queue” is set. Empty seats on the ride icicles are filled using Individuals in the line, thus ensuring that vehicle is carrying the maximum number of occupants possible. Enhancing the processing time can enlarge the capacity. In WSDL, there Is a membership program called “Magic Access” (MA) which is a year pass for guests to purchased at Ticket Booth. Ticket sellers are required to input a lot of guest’s personal information, such as name, email address, postal address, age range, gender, number of family member etc. , in the system for Marketing analysis.

During the peak hour at Ticket Booth, ticket sellers will simply collect the MA registration arm from guest and only input the guest’s name in the system. For the remaining information, ticket seller will input in the low time period. In this case, the transaction time will be shortened and it could improve the guest experience as well. An effective training can help to maintain quality service and speed up the process thus eventually improve the capacity issue. In WSDL, “Disney University’ is established for coordinating training issues.

All staffs are required to attend a 2-day mandatory training program before getting in respective department, aims to provide he company culture information and basic knowledge. Specific training programs are timely held to enhance the skill of staff. Besides, a role of Training Coordinator is set up in all frontline operation teams for ensuring the on-job-training (JOT) is arranged and well carried on. After the completion of JOT, staff is required to pass both knowledge assessment and performance assessment.

In addition, timely observation and evaluation are carried by leaders. Positive feedback and advise for necessary improvement. Well planning on labor allocation is another way to response the capacity issue. Gasser (1976) suggested 3 typical strategies for labor capacity planning, which are level, chase or mixed. WSDL applies the mixed one, that is combining the level and chase approach in consider the nature of specific department. Level strategy is suited for the area that having pre-existing criteria.

For example, in Attraction Team of WSDL, due to safety concern and ensure the smoothness of the ride, fixed Job positions for operating the ride are required, regardless the number of visitors . However, in some of the area, chase strategy is applied, such as F&B outlets in park. In the peak season, like during Chinese New Year, Halloween month and Christmas. A certain amount of part-time employees are used in order to handle the heavy demand flow. Queuing Queuing can make guests feel irritating and complaints might be easily arisen thus having negative impact on service quality and organization’s reputation.

Therefore, effective queue management is crucial. It has been mentioned in previous paragraphs that how to shorten the process subsequently having a less waiting time for improving the capacity. According to David H. Master (1985), applying psychological aspects, the guests’ perception of ensuing could be enhanced. Unoccupied time is longer than occupied time (Master, 1985). Guests feel boring while they are waiting as they are not being occupied. Hospitality Manager should entertainment elements, such as band show, along the queue line in order to cheer up guests while they are waiting.

When there is a moment of enthusiasm or other interesting activity, guests tend to realize less about waiting in line (Katz, Larson, & Larson, 1991) Pre-service wait feels longer than in-service wait (Master, 1985). Taking ticket booth of WSDL as example again, Greeter role is set at the queue line. If Greeter noticed guests would like to purchase the MA year pass, registration form would be given to guests for filling while they are queuing, instead of asking guest to fill it at the service counter upon their turn. Process time is saved too.

Uncertain waits are longer than known finite waits (Master, 1985). In WSDL, there is a waiting signage at the entrance of each attraction, for showing the expected wait time. If guests have expectation on the queue time, they will more willing to bear the negative feeling on queuing as they are being informed in advance. They could whose to queue up or not before entering the queue. Unfair waits are worse than fair waits. (Master, 1985). Guests can pay in advance for purchasing WSDL ticket at WSDL online system or purchase ticket voucher at specific travel agents.

Guest could then redeem the ticket at Ticket Booth. However, they may mix with other guests who taking longer process time. Therefore, “Automatic Ticket Dispensing Machines” are set as a self-service counter. Guests could redeem the ticket by scanning the respective credit card or ticket voucher. Another example is by paying additional cost for having extra service. There is Disneyland Tour Services in WSDL, which is a guided tour service for letting guests to skip the queue of rides by paying a certain cost of tour. Besides, WSDL applies the virtual wait strategy. PASTAS system is used for making the perception of waiting as comfortable as possible. PASTAS emphasizes “Get a time, why wait in line? SMS”. PASTAS system is applied in 3 popular rides. Guests can obtain the PASTAS but they are not required to wait in physical. They could then utilize this virtual wait time for enjoying other attraction or activities. The PASTAS states the return time and Guests could return at the stated return time through PASTAS entrance which is always wait less than stand-by normal entrance or even no wait.

Another strategy is Demand Shifting. By offering pricing differentials to attract guests arrive in low-demand period. It is applied in merchandise stores in WSDL. In general, the peak hour of the shops is after parade in afternoon and after fireworks at night. WSDL provides early birds promotion that is having extra discount for guests who check-out at shop before non time. Design guests and employee behavior and should be designed with an image and feel that is contingent with the service concept.

It is also stated that facility design consists of non-human elements which including equipment, facility layout, lighting and color thus influencing human cognition, emotion and behavior. WSDL strengthens on storytelling and creating magical experience to guests. When guests stepped in the resort area, they have already surrounded by Disney theme song, fancy architecture and detailed decoration which providing a pleasant and leaking atmosphere and also making guests feeling they are one of the role in Disney stories.

Besides, WSDL provides a barrier-free environment to disable guests. Most of the attractions could be accessed by wheelchairs and some of the rides are having “Wheel-Accessible-vehicle” (WAVE) and guests could stay on the wheelchair for enjoying the whole Journey without transferring to the normal seats. In the view of product design, WSDL launches different seasonal events with spectacular, for example, the haunted houses in Halloween Event, the lightening ceremony in Christmas Event. These also applied in the area of F&B and merchandise, themed products will be timely developed for coping with the respective events.

By doing this, it creates the intention for guests to return. According to Hoffman and Novak, internet is effective for advertising, marketing, and providing information, which a technique of engaging with guests. WSDL developed an official website for updating the park information and up-to-date events. Besides, WSDL also makes use of the platform of faceable as a kind of information sharing. WSDL launched Annual Pass Program and later renamed it as Magic Access which is a loyalty program and ticket strategy for guest to have multiple entry and exclusive benefit.

Since there is no photo showed on the pass, to ensure the card is not transferred and used by another guests, Park Greeter is required to check guest’s photo ID upon entry. It is always prolonged the entry time and easier to create guest dissatisfaction. To improve this issue, “Ticket Tag” system which is implemented with the biometric technology to recognize the identity of Hong Kong Disneyland Magic Access members and their cards, was developed. Guests are now invited to show kicked and placing the index finger for scanning.

Hospitality organizations are looking for new techniques to survive in this growing and competitive world. They have different service networks to compete in market and fulfilling different customer needs.  That’s why, hospitality organizations are rapidly using different ideas such as: leasing, management contracts, outsourcing. To assist them in serving customers with different needs. Outsourcing has become a popular choice for hotels.  The article is going to define different aspects of restaurant outsourcing and its benefits and disadvantage to hotels and restaurants.

To describe the drivers and strategic intent behind restaurant outsourcing in hotels, and to critically compare the benefits and challenges to hotels and outsourced restaurants. Research from academic literature and comparisons from hotel industry. Cost reduction and brand extension appear to be most important element for restaurant outsourcing. Study has shown that hotels gain huge profits by preferring outsourcing.

The hotel industry is facing frequent challenges, affecting the profit of hotels. Hotels are investigating options to make their food and beverage department profitable. These days, hotels have been looking for different kinds of opportunities and strategies to solve problems related to costs, quality and speed of services. Downsizing, elimination of some functions or processes, developing strategic relationships through franchising or contracting out or leasing arrangements can be seen as examples for these decisions.

Outsourcing is also one of these strategies. As defined by Forbes, M.  that ever since Gordon Ramsey took over the fine-dining restaurant of Savoy group, hotels are eager to bring in outside celebrities to head up their top restaurants. Restaurant out sourcing:- “outsourcing can be mean a reduction in overheads, greater budgeting control, the off-loading of staffing problems and the opportunity to buy in expertise in areas where it might ether wise be difficult to maintain standards. “

On the other hand, Reily, R. defines, ” Where an organization passes the provision of a service or execution of a task previously undertaken in house, to a third party to perform on its behalf. ”  Moreover, jackson, (2005) defined outsourcing as, “A desire to reduce costs, increase effectiveness, obtain external expertise, and release internal expertise to focus on strategic issues. ”  Similarly Fan, Y (2000) defined, “Outsourcing is a contractual agreement between the customer and one or more suppliers to provide services or processors that the customer is currently providing internally”.

Furthermore, Strate and Rappole defined that, because hotel restaurants were managed as a secondary function, owners and operators are thinking how hotel food and beverage can be best conceived and managed. This new focus on hotel foodservice results in innovative ideas and strategic alliances with well-known restaurant brands. Outsourcing a growing trend: Nigel, defined that, Although outsourcing gives an important effect on the performance of one operation, but there are more factors that companies take into account when deciding for outsourcing an activity.

For example, if an activity has a long-term strategic importance to hotels, and usually hotels have specialized skills in one operation they will not outsource it. If its operations performance is already of better-quality to other suppliers, it would be unlikely to outsource it. But also even if its performance was currently below that of the suppliers, they might not outsource the activity if they feel that they could improve the performance of their restaurants. In addition to it, Rutherford. ( 2006) defined that, The appearance of celebrity chefs have put important effect to the food and beverage director’s mix of challenges.

Because, If a hotel commit much of its food and beverage strategy to the talents of one famous person, it can enjoy a significant competitive advantage. Drivers: Globalization, Cost savings, market demand for quality, increased flexibility, specialization and competition are become valid and important business drivers for organizations to consider outsourcing but rather than managed and mitigated perfectly, they are often overlooked or underestimated. Glen (2005). Globalization: because of new world economy, hospitality business is facing extraordinary pressures to be attentive on all expenditures. Even the small hoteliers who were not consider that global economic forces affect them, are in fact, influenced as well. Large domestic companies now forcefully chase smaller markets which they previously ignored. (Cited by Emblition,P,R. 1998). In order to compete, hotels must be along with the best in world, they need to compete with labour cost, material cost and culture differences. These increase the opportunities for hotels to gain more advantage related to market shares on universe level.

Market demand for Quality: Noe, has stated, “no greater challenge exists in the market place than for a business to be responsible for providing satisfactory tourist and hospitality services. ”  To deliver high quality products to guests, Country inn and suites have develop a strategy to outsource restaurant brands that are co-owned by Carlson and T. G. I. Friday’s.  has defined that this practice has insured that guests have access to high-quality product and a brand-name restaurant in hotel.

In contrast Nigel, S.  has defined that, Supplier may have specialized knowledge and improvement can be more experience, also may be motivated through immediate starts, but can be some risk of satisfaction and market pressures, and communication can be more difficult. Professionalization : Standards of service become significant issue while doing outsourcing of restaurants in hotel sector. The principal advantage of restaurant outsourcing is access to specialist skills, the use of specialist suppliers help more validation of speciality to hotels.

Restaurateur may have expected knowledge of market and can improve the in house service,because of knowledge of modern technology and a excited brand name.  Furthermore, Lamminmaki (2005) defined that, there are some aspects of specialization hotels look at to outsource the restaurants as some work required specialized knowledge and expertise that is important for hotels i. e. : chefs, silver service waiters, he further defined different types of specialization required by hotels, as defined in figure.

It is an inherent characteristic of man to be kind, friendly and generous in welcoming and treating visitors, guests and strangers who seek for assistance or services to satisfy their needs with good intentions. This is hospitality. In the hospitality industry, which describes the business of providing services such as catering and entertainment, service providers had gained a lot of economic advantage and consider it as a profitable business, thus making the industry highly competitive. This is manifested through the growing and progressive services of different hotels worldwide.

This paper depicts the comparison and contrasting features of two famous hotels in the United States of America; a Three-Star Hotel and a Luxury Hotel that offer excellent services. In most cases, hotels differ in managerial strategies, accommodation, and other services that make them unique from each other and entice visitors and guests. However, there are basic features which service providers in hospitality industry have in common.Two hotels (Residence Inn Hotel and Mandarin Oriental Hotel) are described hereunder where differences and similarities are presented including their unique features that make them well-known.

When “you are on a long-term project, attending management training, or involved in a relocation, Residence Inn by Marriott understands what it’s like to be away from home for a few days or more. Residence Inn Hotel coined the term extended stay in 1975. ” (Marriott International Online, 2007). Since then, it designed suites, every service, and each amenity specifically to make your longer stay as enjoyable as it is productive. Sorted from Marriott International Online (2007): Unique Property Features.

They have complimentary daily hot breakfast buffet and complimentary weekday social hour. Moreover they enjoy weekly managers’ barbecue. The complimentary grocery-shopping service is also provided. They have all-purpose Sport Court for basketball, tennis, and volleyball games. Suite Features. Residence Inn by Marriott offers suites that are 50% larger than traditional hotel rooms with studios and 1- and 2-bedroom suites. They created separate living, working, eating, and sleeping areas. In addition, they also offer luxury bedding – thicker mattresses, crisp linens, custom comforters, piles of pillows for the customer to enjoy.

Fully equipped kitchens with full-size refrigerator, coffee maker, microwave, dish- washer, and cook top ovens (in some locations) in executive rooms are provided. They have full complement of cooking utensils, flatware, and dish- ware and plenty of work space. Each guest rooms are connected with free high-speed Internet access (in many hotels) and personalized voice mail. Remote-controlled TV with 24-hour news, sports, and premium movie channels are also accesses able. Special features of suites are fireplaces for the special customer.

Hotel Features. They have exercise room to keep the customer in shape. Better rates for longer stays attracting more customers to keep longer stay. The technology is available for business services (fax, copy, print). You can enjoy their spa whirlpool and swimming pool. They welcome pets with additional charge. 2. Mandarin Oriental Hotel Excerpted from Mandarin Oriental Hotel Online (2007) Mandarin Oriental Hotel, located in the north high-rise of the Time Warner Center, New York. They have lots of luxurious rooms to offer.

The style is in 1940s-inspired cherry-wood furniture and Asian-inspired palettes of Chinese red and silver, or jet-black and pale gold. The Mandarin Oriental is part of the Time Warner Center, which also contains luxury condominiums, restaurants, entertainment venues, offices, and the Shops at Columbus Circle, with 50 upscale retailers. Unique Property Features. The Mandarin Ballroom (6,000-square foot) is use for all occasion like wedding and conferences. The board room or an executive meeting space that accommodates 90 heads is available. They are proud to presents their finest Restaurant that cater superb cuisine.

The Gym (6,000 square feet fitness center, located on floor 36, has state-of-the-art cardiovascular and weight training equipment for all levels with wonderful views of the New York skyline) are available for members and for non members they can contact the personnel for availability. The Pool (75-foot lap pool on floor 36 is flooded with natural daylight and has spectacular views over Hudson River) is unique and relaxing to use. They have especial service for spa (highly trained therapists and superb heat and water facilities; including his and hers vitality pools and the meditative peace of the amethyst crystal steam room.

If you love their spa, you love also to Shop (Spa Boutique, fragrances, lotions and candles, or a token of our Oriental origins with Asian silk pajamas) for personal touch. Suite Features. The luxurious two-bedroom with separate large living and dining area and a gourmet kitchen and Mozambique wood-paneled study are luxuriously available. The Luxurious bedroom have luxurious bedding – thicker mattresses, crisp linens, custom comforters, piles of pillows The master bath, outfitted with onyx walls, features separate soaking tub and glass-enclosed steam ; shower for customer’s satisfaction.

The walls of the master bedroom are upholstered with silk, and a spacious walk-in closet is paneled with sycamore and individual access to high speed cordless internet, face to face video conferencing and VOIP Voice over Internet protocol phones. Hotel Features. The Spa at Mandarin Oriental, New York is 14,500 square feet of total luxury. Exhibiting high-performance fitness center and a 75-foot naturally-lit indoor lap pool that view the sky high and over Hudson River. Spa facilities include seven multifunctional rooms with personal shower areas, vitality pools in separate men’s and women’s areas, amethyst crystal steam rooms.

They have state-of-the-art cardiovascular and weight training equipment in the gym. The unique is the superb swimming pool and in room yoga classes for their customers to keep coming back. All guests have access to high speed cordless internet, face to face video conferencing and VOIP Voice over Internet protocol phones for the customer to keep updated their activities outside. Meeting rooms will be provided with every presentational support you could expect but your own room can become a mini theatre with Laptop connections to LCD TV screen. Business services (Internet and e-mail access.

Printing – Photocopying, Facsimile, Courier services, Laptop computer and cellular phone rentals, Administrative services, Computer work stations, High speed internet access / Wireless access). Similarities of the two Hotels (Residence Inn Hotel and Mandarin Oriental Hotel)  In comparison, both hotels are internet connected. They have also lots of rooms to choose.  Indeed they both have business services using their latest technology equipments. . In addition they have pool and spa for the customer to enjoy and relax.

Not only big luxurious rooms but they also have separate large living and dining area.  Similarly they both have Gym for all purpose fitness complete with equipments. III. Although Residence Inn Hotel and Mandarin Hotel is both luxury hotel with extravagance state of the art amenities and services but still they differ significantly. Differences of the two Hotels (Residence Inn Hotel and Mandarin Oriental Hotel)  Residence Inn Hotel is serving Complimentary daily hot breakfast buffet; weekday social hour; weekly managers’ barbecue and complimentary grocery-shopping service.

They also suites include fireplaces. Courts for all purpose sports. Fireplaces fare also available in suite rooms. They offer low package for longer stay and accepts pets with additional charge. On the other hand, Mandarin oriental Hotel have spacious ballroom for all occasion and conferences. They have 6,000 square feet fitness center, located on floor 36, a lap pool flooded with natural daylight and has spectacular views over Hudson River. The Spa Boutique for personal touch to shop. They offer Yoga classes for the guest and customers to relax their busy day.

Business services offers Courier services, Laptop computer and cellular phone rentals, Administrative services, Computer work stations Compared to Residence Inn which they only have fax, photo copying and print. IV. Conclusion Generally, the increase of profits in the Hospitality Industry led to the enhancement of the different services and amenities of the hotels. There are similarities in the Rated Luxury Hotel, on their services and technology offer especially in accommodation for meetings and functions.

However, they showed also significance difference in those areas. Especially with the Three Star Hotel that can be observed more. The two Corporate Hotels, showed more similarities on their services and amenities, yet, there are big differences seen. More on the technology innovation to stay connected online especially the businessmen to monitor their clients and stakeholders. Finally, the similarities and differences mentioned above vary more on the services of the employees and the managers handling the client’s emergency needs in different occasion. The hospitality showed can greatly affect the increase in clients and maximum profitable income.

References

1. “Facilities” (2007). Mandarin Oriental New York. January 23, 2007, from http://www. mandarinoriental. com/hotel/532000255. asp
2. Marriott Beverly Hills (2007). Residence Inn. January 20, 2007, from http://www. expedia. com/pub/agent. dll? qscr=dspv;itty=new;from=m;shtl=1;htid=126541;crti=2;mdpcid=21187-1. ExpediaHotelAmenities|%20Hotel_Review|%20Inktomi|%20ROW;eapid=21187-1
3. “Room amenities” (2007). Mandarin Oriental Hotel. January 21, 2007, from Marriott Beverly Hills (2007). Residence Inn. January 20, 2007, from http://www. expedia. com/pub/agent. dll? qscr=dspv;itty=new;from=m;shtl=1;htid=126541;crti=2;mdpcid=21187-1. ExpediaHotelAmenities|%20