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Cesim Hospitality Hotel and Restaurant Management Simulation Game Guide Book


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Cesim Hospitality is an interactive and fun learning environment that improves the participants' business competencies and employability on running a hotel and its restaurant.

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Cesim Hospitality Hotel and Restaurant Management Simulation Game Guide Book

  1. 1. CESIM HOSPITALITY Introduction Simulation for hotel and restaurant management
  2. 2. 2 Cesim Hospitality is an interactive hospitality simulation game which focuses on running a hotel and a hotel restaurant. The simulation can be used with different configurations: hotel only, restaurant only, or including both hotel and restaurant. The simulation integrates concepts from various hospitality management related functions, including revenue management, distribution strategy, menu engineering, housekeeping, maintenance, staffing, and procurement. The use of the simulation is done with an on-line platform that provides flexibility and independence of the delivery formats. Participants only need a computer with internet connection and a browser. Competition against other teams makes the learning experience engaging and fun. What is Cesim Hospitality?
  3. 3. 3 To develop the participants’ capabilities in identifying, analysing, and acting on the key operational & environmental variables that influence hotel and restaurant operations To enhance fact-based analytical decision-making and illustrate the financial implications of operational decisions by linking the decisions to cash flows and bottom line performance To review concepts and ideas concerning the hospitality industry as well as general business management, deepening their understanding by demonstrating them in a concrete context To give students practical experiences in teamwork and problem solving and excite competitive spirits in a dynamically evolving marketplace Learning Goals
  4. 4. 4 Learning Process Applying new ideas Analysis & planning Observations & reflections Results & teamwork Generalizing from the experience Lectures & discussion Concrete experience Decision making
  5. 5. 5 The simulation is completely web based. There is no need to install any separate applications and the simulation can be accessed from any computer that has an internet connection. The simulation platform allows team members to work virtually if they wish. Each team member has her/his own account that enables them to make decisions and scenarios on their own and later combine the outcomes with the other team members on the [decision checklist] - page. The platform also includes a communications forum that can be used to communicate within teams and between all teams in one market. Web Based Solution
  6. 6. 6 Participants are provided with a decision-making tool that helps them to practice with different scenarios as well as analyse the outcomes of their decisions and projections. In addition, the simulation generates a range of reports that will help the teams to analyse and benchmark their own performance against their competitors. The participant section includes: [Home] - Overview page with deadlines [Decisions] - All decisions are made under ’Decisions’ [Results] - Results become available in this area after each deadline [Schedule] - Simulation schedule is available on this page [Teams] - Teams and team members in your market can be viewed here [Communications] - Access to the discussion forums for team and market [Readings] - Access to the decision making instructions and case description Participant access to the simulation
  7. 7. Instructor tools  Courses  Course creation and administration (incl. moving participants from one team to another, deleting participants)  Course scheduling (round deadlines etc.)  Access to activity logs and metrics  Access to individual team-member’s area  Access to results and teams’ decisions for review  Sneak-preview on results  Analyzers that show instructors how e.g. demand is calculated  Decision logs  Case management  Instructor can create, modify and share new and existing cases  Materials  Instructor can upload and share materials to participants  Discussion forums
  8. 8. 8 Each simulation market (universe) consists of 2-12 teams, with 1-8 members in each. The number of parallel simulation markets is not limited, making it possible to utilize the simulation for any number of students in the class. All teams are starting from exactly the same position, with similar market shares and profits. Equally, teams face the same operating environment during the simulation. Note that the teams compete against other teams in their own market, not against a computer. The decisions of each team influences the other teams’ results and the market development overall. Simulation Organization
  9. 9. 9 As an instructor you have the option to run the simulation with both hotel and restaurant or only with either one of them. You can also enable breakfast module if you want. The default configuration consists of restaurant and hotel, without breakfast. If you want to change the configuration you need to go to Case management and follow these: 1. Click ”Create new case” and name it. The parameters now appear under ”Your cases” 2. Click ”Edit parameters” and click the box Modules 3. Select the desired modules 4. Go back to case management and click ”Assign” Note that you can also change all the other parameters with the same steps as presented above. Please do not hesitate to contact whenever you plan to use a custom configuration. Our support is ready to assist you. Course Configuration Options
  10. 10. 10 1. Go to and choose “Register” on the top. 2. Fill in your email and other details and select the language and the time zone. click <next> 3. Enter the course code that is given by your instructor. click <next> 4. Enter license code IF required. (Note that if the license code is required you must enter a valid code or proceed to the online payment options. Otherwise the registration will not continue.) click <next> 1. Choose your Team. In large courses you may also be asked to select your Universe. click <next> 2. Click “Finish” and your registration is almost done. 3. Check your email and click the activation link. 4. Login with your email and password at Student Registration Process
  11. 11. 11 Flow of Operations Introduction Practice Round (s) Strategy and Objectives Decision making (x 5 – 12) Conclusion and Analysis Decision making with the web interface System calculates the results automatically at the given deadline Results from the previous round and market info for the new round available Analysis and planning Note that it is not possible to modify the decisions after the round deadline. If the team has not saved its decisions for a round, the system will automatically use the results of the previous round. After the introduction, the teams familiarize themselves with the decision making process via a practice round (max 3). The results of the practice round will not have any influence on the actual game results. The instructor decides the number of actual decision making rounds (5-12) and decision making follows the cycle on the right.
  12. 12. 12 The main objective for the teams is to deliver sustainable, profitable growth. In Cesim Hospitality this is measured by cumulative profits during the decision-making rounds. The instructor may, at his/her discretion, choose to use other criteria to measure the performance of the teams. Main Objective & Winning Criteria
  13. 13. 13 Decision making is round based. One decision making period corresponds to two weeks of real time. In the beginning of the game, so called ‘initial round results’ are available. These can be used as a starting point for the practice round decisions. After the practice round, the situation is cleared back to the initial, and decisions will be made for the first round. The manual and the case description should be read before the practice round. The market outlooks should be read before starting to make decisions for each round. A new market outlook containing information about the market development becomes available as soon as the previous round has passed. Decision Making Fundamentals I
  14. 14. 14 Decisions are entered in the grey cells. These will be used in the actual calculation of the results. Estimations are entered in the blue cells. These will not be used for the calculation of the results, but they are important because together with the decisions they form the basis for the budgets. Drop-down menus are used for decisions where there are some specific options to choose from. Remember to save the decisions before the deadline. Decision Making Fundamentals II
  15. 15. 15 Crown Hotel Arkadia is a 140 room hotel in the city of Arkadia. The hotel has been operational for 20 years and gained a good reputation during these years. There are three groups of customers in this hotel; leisure customers, business customers and conference customers. In addition, the hotel operates a restaurant. The team will develop and execute operational strategies and the success will depend on the team’s capability to manage revenue and cost both in lodging and food & beverage operations. Careful analysis, good planning, and team-work are the main keys to success. Please note that the default case includes both hotel and restaurant, but the instructor may decide to make only hotel or restaurant available for decision-making. Case: Crown Hotel Arkadia
  16. 16. Decisions: Front desk • The front desk includes reception and sales office • Each decision-making period is two weeks • Hotel has 140 rooms that are sold for current period, next period, and next-to-next period separately for weekdays and weekends  Weekdays include 4 days and weekends 3 days  Total room-night capacity for weekdays for two weeks 140 x 4 x 2 = 1120  Total room-night capacity for weekends for two weeks 140 x 3 x 2 = 840 • Decisions:  Room rates and sales estimations for each rate type  Promotion decisions  Front desk manager focus  Front desk staffing
  17. 17. Decisions: Food and Beverage • Restaurant decisions are made for kitchen and dining room • Decisions:  Staffing o Number of kitchen and dining room staff for weekdays/weekend o Permanent and temporary staff decided explicitly. Flexible staff will be hired automatically if needed o Kitchen understaffing leads to reduced customer satisfaction  Menu design by ingredient, preparation style, and time spent in detailing  Pricing and sales estimations  Dining hall table arrangement; crowded – sparse  Beverage selection (limited - wide)
  18. 18. Decisions: Housekeeping Housekeeping handles cleaning and tidying of rooms and other facilities, laundry, garden and plant watering etc. The main duty for housekeeping is the daily room- cleaning routine.  Decisions:  Overall housekeeping target level  Type of housekeeping outsourcing firm used  Head housekeeper focus  Housekeeping priority selections
  19. 19. Decisions: Maintenance • The maintenance function keeps the facilities in condition, makes repairs and directs renovation projects • Decisions:  Maintenance priority; Which facility and/or type of project is done during the round. Only one can be selected per round.  Maintenance manager focus to be selected
  20. 20. Decisions: HR • Human resources strategy must be aligned with the overall strategy of the firm. • Teams can utilize permanent staff, temporary staff, and flexible staff. Each of these has different costs and skill levels. Human resources decisions influence both employee and customer satisfaction. • Teams decide the staffing for each function separately by setting the target amount of permanent and temporary staff. Flexible staff will be utilized automatically in case the permanent and temporary are insufficient. • As part of the human resources decisions, teams decide staff compensation policy, key personnel compensation policy, temporary staff policy, and training policy.
  21. 21. Decisions: Procurement  Decisions about ingredient and beverage purchases for the restaurant, and room consumables for the hotel.  Decision about how much to purchase should be based on the starting inventory and sales estimation for the round  In case of insufficient purchase the gap will be filled but with higher costs  Spoilage happens if too many items are purchased and/or sales are less than anticipated
  22. 22. Outcomes of the decisions The decisions of each team have several kinds of consequences  Immediate results for the team, shown in reports after the round  for example, room vacancy and total revenue – see Reports  Longer-term effects for the team, affecting success in later rounds  for example, staff skill level reached  Cumulative degree of success with respect to a winning criteria  such as cumulative profit  Effects to the success of other teams competing in the same group  for example, low room price attracts customers that could otherwise find their way to the other teams’ hotels  Competitor reactions  for example, if a mid-price, excellent-service strategy seems to work brilliantly for one team, other teams are likely to emulate this approach on later rounds, leading to intensified competitive pressures
  23. 23. Reports  Key figures report  Hotel operations and satisfaction report  Restaurant operations and satisfaction report  Personnel report  Facilities report  Financial reports  Financial statements  Cash and borrowing calculations  Revenue splits (different splits: weekends/weekdays; rooms/restaurant)  Cost splits (different splits: weekends/weekdays; rooms/restaurant)  Key ratios
  24. 24. 24 Cesim Arkadiankatu 21 00100 Helsinki, Finland Tel. +358 9 406 660 Support More Information