shashank repot final correction

1
A REPORT
ON
Revenue generation process of Radisson BLU
By
Shashank Jaiswal
RADISSON BLU MARINA
CONNAUGHT PLACE
Submitted To:
Dean-Dr. Kirti Dutta

2
A REPORT
ON
Role of Revenue generation process of Radisson BLU
Radisson Blu Marina,
Connaught Place
Date of submission:25-7-2016

3
Introduction
Revenue is the life blood of a business. Revenue is concern with the profit of an organization intern of monitory
value. It is concern about financial environment to support business strategy.
Revenue management has become a somewhat controversial buzzword in our industry. As with many common
terms, revenue management seems to have 80’s thousands of hotel and just about every airline have used
revenue management successfully.as is my practice, I looked for a simple definition of how it came about, and
how it is being utilized .in strait forward terms, revenue managements a technique to optimized income revenue
from a fixed, but perishable inventory. The challenged is to sell to the right rooms to the right customer at the
right time right place.
Hotel Revenue Management is about becoming the architect of your own fortune. A hotel room is a perishable
product, since the number of hotel rooms is limited. As a result, customer satisfaction and pricing remain the
most important dynamic variables, which are subject to Hotel Revenue Management. It is all about balancing
demand and capacity by forecasting prices for the purpose of maximizing the effectiveness of hotels’ resources.
However, the rise of the internet during the 21st century (and with it the rise of Online Travel Agencies and
Review Portals) has added another dimension to this field. This development has made traditional Hotel
Revenue Management much more complex, while providing new ways to cheaply and objectively measure both
customer satisfaction and pricing.
An introduction to revenue management as a systematic process designed to increase revenue by leveraging
tools designed to manage length-of-stay and apply effective pricing strategies. Implementing a revenue
management strategy can be one of the most important revenue-generating initiatives available to a hotel,
significantly increasing room revenue and profits. This course provides an overview of revenue management
applications to the hotel industry designed to inspire a strategic shift to managing revenue per available room.
Revenue management is a systematic process designed to increase revenue by selling the right room to the right
person at the right time for the right price. In addition to evaluating different pricing models and applying
duration-management strategies, this course provides a foundation for more advanced revenue management
courses in forecasting, group management and overbooking, pricing strategy, and application of revenue
management techniques to other hospitality-related industries including spas and athletic facilities.
A hotel's Food and Beverage department is an exception if profit exceeds 20%. In both cases as hoteliers must
admit, administrative, marketing, maintenance and utilities expenses are not deductions from these margins.
Unlike our restaurant counterparts who must bear all these expenses directly we shuffle them off as Unallocated
Expenses. In the end it makes sense because most hotel Food and Beverage revenues are driven by the Rooms
Department's level of activity and our buildings and operational structures are not such that some expenses can

4
be isolated cost effectively. Can you imagine the time required to allocate the credit card commission expenses
for Food and Beverage charged to the guest rooms from those having to do with the Telephone Department and
room sales?
So what do I think the answer is to Food and Beverage profitability in a hotel environment? Increase hotel guest
usage, increase hotel guest average checks, and increase outside patronage from the community. You say those
things are obvious but do you have a mini-business plan for each of your Food and Beverage outlets? Does it
address those items? Is it funded, are all the departments' employees involved and excited about it? Are the key
players motivated with incentives to make the plans succeed?

5
ACKNOWLEDGEMENT
I would like to express my insightful gratitude to all those who have been instrumental in the preparation of my
project report. To start with, I would like to thank Dr. Urvashi Makkar, Director General, G.L. Bajaj Institute of
management and Research, for giving me the opportunity to do my Summer internship in Radisson BLU Hotel.
Thanks to Dr. Kirti Dutta, Dean, Mentor, GLBIMR for initiating and guiding the project with attention and care.
She has always been available for me to put on track from time to time to bring the project at its present form.
My deep sense of gratitude is due to Ms. Sonal Malhotra Associate Director of Marketing and Sales, Radisson
BLU for allowing me to carry out the Summer Internship and this project at the organization and to be
constantly available to me for the period, for guidance. She also helped me to see the subject of study in its
proper perspective. Thanks and appreciation is also due to the officials, employees and respondents of Radisson
BLU, for their support.
I deeply thank my Institution, Faculty members, parents & Friends without whom this project would have been
a distance reality.
Signature
Shashank Jaiswal
Place: Greater Noida
Date:25-7-2016

6
AUTHORIZATION
(To whomsoever it May Concern)
This is to certify that Enrolment no.PGDM15034-, student of G.L.Bajaj of Management and Research Greater
Noida, has undertaken his Summer Internship Program (SIP) from RADISSON BLU MARINA ,C.P for the
project titled “ Market Forecast and Planning Of Radisson BLU Hotel”under my supervision.
Ms. Sonal Malhotra
Associate Director of Sales
Radisson Blu Marina
Connaught Place Delhi.

8
Certificate from Faculty Guide
This is to certify that Mr. Shashank jaiswal PGDM (2015-17 Batch) a student of G.L.Bajaj Institute of
Management and Research has undertaken the project on “REVENUE GENRATION PROCESS OF
RADISSON BLU”. The survey, data collection, & analysis work for preparing the project has been carried out
by the student in partial fulfillment of the requirements for the award of PGDM, under my guidance and
supervision.
I am satisfied with the work of Mr. Shashank Jaiswal
Faculty Mentor
__________________________
Dean-Dr. Kirti Dutta
Date:

9
EXECUTIVE SUMMARY
The purpose of making this report revolves around the study of Hotel Industries as a mode of revenue
generation. For collection of data, both primary and secondary sources have been incorporated. The
methodology followed includes extensive research where I have used various Statistical tools like Average
Room Revenue (ARR) method, Profitability Index, Occupancy Percentage and other such tools to evaluate the
scope and to find out the contribution of the various modes towards revenue generation. Analyze the customer
behavior who is help on take the decision of the hotel. The article emphasis on the different directions on hotel
Revenue Management research and is structured around the elements on the hotel RM system and the stages on
RM process. The elements on the hotel RM system discussed in the paper include hotel RM centers (room
division, F&B, function rooms, Spa & GYM and other additional services), data and information, the pricing
(price discrimination, dynamic pricing, lowest price guarantee) and non-pricing (overbookings, length, stay
control, room availability guarantee) RM tools, the RM software, and the RM team. The stages on RM process
have been identified as goal setting, collection on data and information, data analysis, forecasting, decision
making, implementation and monitoring. Additionally, special attention is paid to ethical considerations in
RM practice, the connections between RM and customer relationship management, and the legal aspect on RM.

10
Table of content
CONTENTS PAGE NO.
1 Introduction 3
2 ACKNOWLEDGEMENT 5
3 AUTHORISATION 6
4 Certificate 7
5 Faculty certificate 8
6 Executive summary 9
7 Purpose , Scope, Objective and Methodology 12
8 Hospitality Introduction 14
9 About Radisson BLU 19
10 Hotel Sector Analysis 20
11 About Carlson Group 21
12 About Radisson BLU Marina 22

11
23 Comparison with Heritage hotels in India 33
24 Comparison with same inventory Hotels 38
25 Comparison with independent hotels 40
26 Comparison between budget and actual data 41
27 Revenue generation process of Radisson BLU 42
28 Room Rates 50
13 Mission ,vision ,credo 23
14 Key features 24
15 Literature Review 25
16 S.W.O.T Analysis of Radisson BLU 28
17 Introduce to sales and Marketing 29
18 Importance of Sales and Marketing team to a hotel 29
19 Structure and Hierarchy of Radisson BLU Sales
department
30
20 Role of Revenue Manager and Management 30
21 Forecasting 31
22 Comparison with the overall Hotel industry 32

12
29 Food and Beverage, Mini Bar 51
30 Meeting Rooms and Spa 53
31 Conclusion 54
32 Bibliography 55
33 Suggestion and Recommendation 56
STUDENT INFORMATION
Name: Shashank Jaiswal
College: G.L. Bajaj Management and Research Greater Noida
Enrolment no: PGDM15038
Roll no: GM15077
Email id: shashankjaiswal840@gmail.com
ORGANIZATION DESCRIPTION
CONCEPT: Radisson Blu, formerly Radisson SAS, is an upper upscale brand for Radisson Hotels primarily
outside the United States, including those in Europe, Africa, and Asia. These are operated by Carlson Rezidor
Hotel Group.Radisson Blu Marina Hotel was build in 2010 located in the heart of New Delhi control business
district, It is ideal for corporate travelers.
INDUSTRY: Hospitality Industry
NAME: Radissbon Blu Marina
ADDRESS: G-59 Connaught place, Delhi
PROJECTDETAILS:

13
TITLE: Revenue generationprocess ofRadissonBLU of Radisson BLU Marina Hotel
OBJECTIVE:
My primary objective was to study different sources from where hotel industries generate revenue. In this study,
my focus lies on the analysis part which identifies these specific areas and to justify the significance of their
contribution. To fulfill this objective, the methodology followed by me is subjective in nature which compiles
data collected through extensive research using both primary and secondary data.
BACKGROUND:
In this report we compare the performance of hotel not only with its past performance but also with the
following:
Overall Indian Hotel Industry
Heritage Hotels in India
Inventory (Number of Rooms)
Independent Hotels
Through this report we can also learn about the different sources of revenue generate which are used in hotel
industry. As we know each industry had different resources of generating the revenue.
PURPOSE
As a part of Summer Internship Program (SIP) of G.L.Bajaj Management and Research Greater Noida this
project is made to have an exposure to the corporate world and understand the actual working of the Sales and
Marketing Department at the hotel. The interim report is prepared in partial fulfillment of the report required for
Internship Program.
SCOPE
This study aims to review the mechanism of how hotel generate revenue and analyze customer behavior and
how we work in a team.
METHODOLOGY

14
The methodology used for research study is analytical and subjective in nature which requires controlling &
managing the inventory relevant data and compiling databases to achieve complete understanding of Sales
process in hotel.
Data types:
Primary source: Data collected from Radisson Blu’s software “Opera, Boss, Micros” and through individual
interactions with the employees and guest.
Secondarysource: From the company’s website (www.radissonblu.com) and www.carlsonrezidor.com.
LIMITATION OF THE STUDY
 Presence of data constraints in their software.
 Secondary data used is not always reliable
 Detailed research on all parameters is not possible due to time constraint.
HOTEL SECTOR ANALYSIS REPORT
Tourism has now become a significant industry in India. As per the World Travel & Tourism Council, the
tourism industry in India is likely to generate US $121.4 bn of economic activity by 2016, and the hospitality
sector has the potential to earn US $24 bn in foreign exchange by 2016. The booming tourism industry has had a
cascading effect on the hospitality sector with an increase in the occupancy ratios and average room rates. In
FY16, the occupancy ratio was around 57%, up 1% from last year. The average room rate decreased over the
last one year by about 3.4% due to supply pressures and the general slowdown in the economy. The long term
outlook for the Indian hospitality business continues to be positive, both for the business and leisure segments
with the potential for economic growth, increases in disposable incomes and the burgeoning middle class.
 Government of India increased spend on advertising campaigns (including for the campaigns
'Incredible India' and 'Atithi Devo Bhava' - Visitors are like God) to reinforce the rich variety of
tourism in India. The new Indian government has stated that tourism will be a key focus sector.
 As per Cushman & Wakefield (C&W) reports, hospitality sector of India is expecting to witness
better infrastructure growth. Approximately 4,304 new hotel rooms are expected to open in 2015, of
which 36% for Mid-scale, 13% in the upscale segment, 17% is expected for Budget segment, 13% in
Upper Upscale, and 20% in the Luxury segment

16
Overview
In an industry where the major part of revenue is come from room revenue then constant eye on that part is
needed. In Hotel industry daily reports is generated whether we take trial balance or comparison with budgeted
figures. In this financial modeling in excel and regular review of financial performance is required so that
management can take correct decisions. Profit can be increased by either increase in revenue or savings in cost
and in hotel major cost is food so how efficiently hotel financially performs also depends on its food cost. It’s
help on forecasting and taking decision.
Introduction of Hospitality sector
The Indian Hospitality Sector is witnessing one of its rare sustained growth trends. Hotel industry is inextricable
linked to the tourism industry and the growth in the Indian tourism industry has fuelled the growth of Indian
Hotel Industry. A major reason for the demand for hotel rooms is the underlying boom in the economy,
particularly the growth in the information technology enabled services and information technology industries.
Categories of Hotels:
1. Star Category Hotels: 5 Stars, 4 Stars, 3 Stars, 2 Stars, 1 Star. 2. Heritage Category Hotels: Heritage Grand,
Heritage Classic & Heritage Basic
Approval of Hotel at the Project Stage:
 The Ministry of Tourism will approve hotels at project stage based on documentation. Project
approval is given to a 1, 2, 3, 4, 5 Star Hotels and Heritage Basic Category. After becoming
operational the project may seek classification under 5 Star Deluxe/ Heritage Classic/ Heritage
Grand category if they fulfill the prescribed norms.

17
Definition:
Be considered while awarding sub-classification classic or grand. Hotels cover running hotels in
palaces/castles/forts/Havelies/hunting loges/ residence of any size built prior to 1950. The facade, architectural
features and general construction should have the distinctive qualities and ambience in keeping with the
traditional way of life of the area. The architecture of the property to be considered for this category should not
normally be interfered with. Any extension, improvement, renovation, change in the existing structures should
be in keeping with the traditional architectural styles and constructional techniques harmonizing the new with
the old. After expansion/ renovation, the newly built up area added should not exceed 50% of the total built up
(plinth) area including the old and new structures. For this purpose, facilities such as swimming pools, lawns
etc. will be excluded. Heritage Hotels will be sub classified in the following categories-
Heritage:
This category will cover hotel in Residences/Havelies/Hunting Lodges/Castles/Forts/ Palaces built prior to
1950. The hotel should have a minimum of 5 rooms (10 beds).
Heritage Classic:
This category will cover hotels in Residences/Havelies/Hunting Lodges/Castles/Forts/ Palaces built prior to
1935. The hotel should have a minimum of 15 rooms (30 beds).
Heritage Grand:
This category will cover hotels in Residence/Havelies/Hunting Lodges/Castles/Forts/ Palaces built prior to
1935. The hotel should have minimum of 15 rooms (30 beds).
Room & Bath Size:
No room or bathroom size is prescribed for any of the categories. However, general ambience, comfort and
imaginative re adaptation would

18
SPECIAL FEATURES:
Heritage:
General features and ambience should conform to the overall concept of heritage and architectural
distinctiveness.
Heritage Classic:
distinctiveness. The hotel should provide at least one of the under mentioned sporting facilities.
Heritage Grand:
distinctiveness. However, all public and private areas including rooms should have superior appearance and
decor. At least 50% of the rooms should be air conditioned (except in hill stations where there should be heating
arrangements). The hotel should also provide at least two of the under mentioned sporting facilities.
SPORTING FACILITIES:
Health Club provided the ownership vests with the concerned hotel.
CUSINE:
Heritage:
The hotel should offer traditional cuisine of the area.
Heritage Classic:
The hotel should offer traditional cuisine but should have 4 to 5 items which have close approximation to
continental cuisine.
Heritage Grand:
The hotel should offer traditional and continental cuisine.

19
MANAGEMENT:
The Hotel may be managed and run by the owning family and/or professionals.
Note: Classification in any of the above categories will be given keeping in view the overall standard of
the property. The hotel would be judged by the quality of service and the years of experience that the
owner/staff have had in the business.
GENERAL FEATURES:
There should be adequate parking space for cars. All public rooms and areas and the guest rooms should be well
maintained and well equipped with quality carpets/area rugs/good quality durries, furniture, fittings etc. in good
taste and in keeping with the traditional lifestyle. If carpeting is not provided, the quality of flooring should be
very good (This is not to suggest that old and original flooring whether in stone or any other material should be
replaced unnecessarily). The guest rooms should be clean, airy, pest free without dampness and musty odors,
and of reasonably large size with attached bathrooms with modern facilities (e.g. flush commodes, wash basins,
running hot and cold water, etc.). There should be a well appointed lobby and/or lounge equipped with furniture
of high standard with separate ladies and gents cloak rooms with good fittings
FACILITIES:
There should be a reception, cash and information counter attended by trained and experienced personnel. There
should be money changing facilities and left luggage room. There should be a well equipped, well furnished and
well maintained dining room on the premises and, wherever permissible by law, there should be an elegant, well
equipped bar/permit room. In the case of Heritage Grand and Heritage Classic Bar is “desirable in the case of
Heritage Basic.” The kitchen and pantry should be professionally designed to ensure efficiency of operation and
should be well equipped. Crockery, cutlery, glassware should be of high standard and in sufficient quantity,
keeping in view the lifestyle and commensurate with the number of guests to be served. Drinking water must be
bacteria free; the kitchen must be clean, airy, well lighted and protected from pests. There must be a
filtration/purification plant for drinking water. There must be three tier washing system with running hot and
cold water; hygienic garbage disposal arrangements; and frost free deep freezer and refrigerator (where the
arrangement is for fresh food for each meal, standby generator will not be insisted upon).

20
SERVICES:
The hotel should offer good quality cuisine and the food and beverage service should be of good standard. There
should be qualified, trained, experienced, efficient and courteous staff in service and clean uniforms and the
staff coming in contact with the guests should understand English, Housekeeping at these hotels should be of
the highest possible standard and there should be a plentiful supply of linen, blankets, towels, etc. which of the
highest possible standard and should be a plentiful be of high quality. Each guest room should be provided with
a vacuum jug/flask with bacteria free drinking water. Arrangements for heating/cooling must be provided for
the guest rooms in seasons. Places which have telephone lines must have at least one phone in the office with
call bells in each guest room. Arrangements for medical assistance must be there in case of need. The staff/room
ratio must be in keeping with the number of guest room in each property. These hotels must be run on a
professional basis while losing none of their ambience and services. The hotel should be environment friendly.
The gardens and grounds should be very well maintained. There should be an efficient system of disposal of
garbage and treatment of wastes and effluents. The hotel should present authentic and specially choreographed
local entertainment to the guests. They should also have, wherever possible, arrangements for special services
such as wildlife viewing, water sports, horse/camel/elephant riding or safaris etc.
About Radisson Blu
Radisson Blu, formerly Radisson SAS, is an upper upscale brand for Radisson Hotels primarily outside the
United States, including those in Europe, Africa, and Asia. These are operated by Carlson Rezidor Hotel Group.
Scandinavian Airlines System (SAS) was previously a major shareholder in Rezidor Hotel Group and licensed
its brand for Radisson SAS hotels. Following the withdrawal of SAS from the partnership in 2009, the name
changed from Radisson SAS to Radisson Blu. The new brand is currently being introduced gradually across the
portfolio. In 2012, Carlson Hotels and Rezidor Hotel Group combined to form Carlson Rezidor Hotel Group.
Radisson Blu operates 158 hotels, with 42 projects in development History:
In 1960, The Royal Copenhagen, opened in Denmark designed by the Arne Jacobsen for SAS International
Hotels (SIH) - the hotel division of the Scandinavian airline group, SAS. Radisson SAS was created in 1994
when SAS International Hotels (SIH) joined forces with the Radisson brand for Europe, the Middle East and
Africa (EMEA) in a joint branding initiative. In 2000, Radisson SAS opened its hundredth hotel.
In 2002, Rezidor introduced the SAS Hospitality brand. Radisson SAS operated more than 150 properties at this
time in more than 40 countries throughout EMEA. By late 2006, Rezidor SAS, renamed The Rezidor Hotel
Group, IPO's on the Stockholm Stock Exchange. In 2008, The Rezidor Hotel Group had a total portfolio of

21
over 360 hotels in 55 countries. When the name was changed in 2009, Gordon McKinnon, Rezidor’s Executive
Vice President of Brands, explained that the name Blu was choice from Rezidor’s research to find a new visual
differentiator to replace the familiar SAS „blue box‟.
“The name Blu started life as the projects working title. But it soon became apparent that it was actually the
most natural of choices. Its simple, its short, its relevant and we have applied it in a way that adds certain
modernity to the identity without taking it too far,” he said.
Most importantly it also promotes our specific brand heritage by preserving the graphic blue box which has
become the recognized symbol of the distinctive characteristics of the Radisson brand in Europe, the Middle
East and Africa. Radisson Blu preserves the continuity of our unique brand, while taking it that one essential
step forward to more accurately represent its true position and future ambitions.”
About Carlson group
Carlson Rezidor Hotel Group is an international hotel company, with headquarters in Minneapolis and Brussels,
Belgium. The Carlson Rezidor Hotel Group includes more than 1,300 hotels in operation and under
development in over 100 countries, employing over 88,000 staff. The hotel brands include Radisson Hotels,
Radisson Blu, Country Inns & Suites, Park Inns, Park Plaza Hotels & Resorts, Hotel Mission and newly
announced brands Radisson Redand the Quorvus Collection. The group has its roots in a partnership between
Carlson Companies and Scandinavianbased Rezidor. In most of the group’s hotels, guests can benefit from the
loyalty program Club Carlson SM. The group has more than 1,300 hotels in operation and under development in
100 countries and territories. It is the world's tenth largest hotel group. History: In 1938, Curtis L. Carlson
founded the Gold Bond Stamp Company in his hometown of Minneapolis, Minnesota. Over the next 75 years,
Gold Bond grew into an international travel and hospitality magnate, operating thousands of hotels, hundreds of
restaurants, and the world's leading business travel management company. Rezidor was originally the hotel
section of SAS Airlines; Rezidor opened the first hotel 1960 in Denmark, the Royal Copenhagen, designed by
Arne Jacobsen. The group developed from a regional player in Scandinavia to an international company. In
1980, Radisson SAS opened in Kuwait, the first to open outside of Scandinavia. In 1994, Rezidor signed the
first Master Franchise Agreement with Carlson for operation and development of the Radisson brand in Europe,
the Middle East and Africa. In 2002, the second Master Franchise Agreement followed for the Park Inn,
Country Inn and Regent brands in Europe, the Middle East and Africa. When SAS sold the hotel business in
2006 and Rezidor went public (listed at Stockholm Stock Exchange), Carlson became the largest shareholder
and is today the majority shareholder. Carlson and Rezidor launched their strategic partnership in January 2012.

22
Together, they target more than MUS$ 400 incremental revenue and a RevPAR index increase of more than 9
points by 2015. Focus areas of their global cooperation are Revenue Generation activities and alignment of their
core brands Radisson Blu and Park Inn by Radisson.
About Radisson Blu Marina Hotel, Cp
Radisson Blu Marina Hotel was build in 1937 located in the heart of New Delhi control business district,
Radisson Blu Marina Hotel Connaught Place is ideal for corporate travelers. One of the most convenient New
Delhi hotels in Connaught Place, this Delhi hotel is located within 20 minutes of several attractions, including
Red Fort, Akshardham Temple, Jama Masjid, India Gate, PuranaQuila and safdarjungs Tomb. For
accommodation in Delhi, The Radisson Blu Marina Hotel Connaught Place features 90 guest rooms and suites
with pure silk upholstery and 200-thread-count lines. All rooms include wireless Internet, LCD TVs,
complimentary newspaper, electronic safes and individual thermostats controls. Our convenient Business Center
complements our Club Lounge, the perfect place for business and social meetings. This business hotel in Delhi
features a range of exceptional services to meet the need of descending travelers in Delhi. Hotel amenities
include a full-service spa, well-equipped Fitness Centre, translation services and complimentary transportation
to shivaji Stadium Metro Station. The Delhi hotel features four on-site dining options for your convenience. For
great dining in Delhi, enjoy Indian cuisine at The Great Kabab Factory (TGKF), cocktails at Connaught,
international dining at Fifty9 and 24-hour room service.

23
Mission
Radisson Blu’s mission is to provide YES I CAN service to the customer.
Vision
 The most passionate team of hoteliers
 The most innovative and responsible organization
 The most dynamic hotel company in EMEA
 The preferred hotel company to invest in and to do business with
Industry
Hospitality, Hotels, Tourism
Founded 1936
No. of locations 294
Headquarters Minneapolis, Minnesota and Brussels, Belgium
Area served World wide
Parent Carlson Rezidor hotel group
Owner of Radisson marina Mr. Shashank Bhagat
Mr. S.B.Mehta
Mr. S.S Kohli
Number of employees
70- 100
Website www.radissonblu.com

24
Values
 Be professional, responsible, focused on qualitative service.
 Deliver our brand promises and provide memorable experiences
 Through honesty and integrity, empower employees at all levels.
 We promise, we deliver results Hotel sector analysis.
Credo
 Whateveryou do ,do with integrity
 Wherever you go, go as a leader
 Whomever you serve ,serve with caring
 Whenever you dream , dream with your all
 Never ever give up
Key Features ofRadissonBlu
 Yes I Can!
When you stay at Radisson, you will experience our Yes I Can! Spirit of service that ensures that we are
always ready to greet, treat, and serve you in a way that exceeds your expectations.
 100%Guest Satisfaction
Our goal at Radisson is 100% guest satisfaction, which we guarantee. If you aren’t satisfied with
something, please let us know during your stay and we’ll make it right or you won’t pay. It’s guaranteed.
 Online Price Guarantee
On radisson.com, you will get the best price online - we guarantee it. When you book your reservation
on radisson.com, you can be confident you’ve gotten the best price for your next visit.
 High –SpeedInternet
Stay connected at Radisson hotels with our High-Speed Internet. Plug into this great value and stay
productive.
 Business Class

25
Enjoy a Business Class stay, with upgraded amenities and services that help you work and relax. Book a
Business Class room for your next trip and discover how truly enjoyable your stay can be. Visit
radisson.com/business class for more details.
 Grab & Run
For the busy traveler, enjoy our complimentary Grab & Run breakfast. As you leave the hotel, from 5
a.m. until the restaurant opens (at most locations), grab a cup of coffee, tea, or bottled water along with
fresh fruit and energy bars, all available in the lobby.
 3 Hour Xpress Laundry
Need clean clothes in a hurry. Utilize our 3 Hour Express Laundry service. Just bag up your laundry, call
the front desk and we’ll return your items fresh, clean, and pressed within 3 hours.
 Express Check-Out
For our guests in a hurry, take advantage of Radisson’s Express Checkout, which offers the option of
sending an invoice by email, mail or a quick pick-up at the reception desk.
Literaturereview
The data for the above mentionedtopicwill be extractedfromacombinationof literature review whichincludesvarious
thesesonrelatedsubjects,booksandinternet.SilkyViggKushwah,March2014, International Journal of Advancementin
Technology.IILMInstitute of HigherEducation,New Delhi statedthatservice qualityisthe resultof the comparisonthat
customersmake betweentheirexpectationsaboutaservice andtheirperceptionof the waythe service hasbeen
performed.A numberof expertsdefine service qualitydifferently.Parasuramanetal.,(1985, 1988): Service quality isthe
differencesbetweencustomers,expectationof servicesandtheirperceivedservice.If the expectationisgreaterthan
the service performance,perceivedqualityislessthansatisfactoryandhence,customerdissatisfactionoccurs.Lewisand
Mitchell,OaklandandAsubontengdefine servicequalityasthe extenttowhicha service meetscustomers,needand
expectations.AsperAsianDevelopmentOutlook,March2007 the growingtrendof service marketshaspromptedall of
the service businessestoimprovetheirservice qualityinordertomake customerssatisfiedwiththeirservices,especially
the hotel industry.Hotel operatorsnowfocusmore onthe qualitystandardsinordertomeetthe basic needsand
expectationsof the customers.Hernon&Whitwan,DeliveringsatisfactionandService Qualityhave definedcustomer
satisfactionasa measure of howthe customerperceivesservice delivery.Theystatedthatcustomersatisfactionisa
functionof service performancerelative tothe customerexpectation.For thisreason,itisimportanttounderstandhow
customerexpectationisformedinordertoidentifythe factorsof service satisfaction.Customerexpectationsare based
on theirknowledge of aproductor service.Thiscan be impliedthatacustomermay estimate whatthe service

26
performance will be ormaythinkwhatthe performance oughttobe.If the service performance meetsorexceeds
customers& expectation,the customerswill be satisfied.Onthe otherhand,customersare more likelytobe dissatisfied
if the service performance islessthanwhattheyhave expected.Asstatedinthe Journal of HumanResourcesin
HospitalityandTourismthe service qualityplaysaveryimportantrole inthe guest’ssatisfactionwithservice.The study
alsoemphasizesonthe involvementof people.Gundersenetal state that Guestsatisfactioncanbe definedasaguest's
postconsumptionjudgmentof aproductor service thatcan, inturn, be measuredbyassessingguests'evaluationof
performance onspecificattributes.Ratherthanfocusingonerrorreductionfocusshouldbe onimprovingand
maintainingcustomerquality.Kotlerdefinedthatsatisfactionisaperson’sfeelingsof pleasure ordisappointment
resultingfromcomparingaproduct’sperceivedperformance (oroutcome) inrelationtohisor herexpectation.
AdditionallyYi,alsostatedthatcustomersatisfactionisacollective outcome of perception,evaluationandpsychological
reactionstothe consumptionexperience withaproduct/service.Pezeshki Vahid,September-2010,Three dimensional
modelingof customersatisfaction,retention&loyaltytowardsproduct
MINNEAPOLIS(June 5,2016) -- CountryInns & SuitesByCarlsonSM,a leadinguppermidscale hotelbrand,today
announcedthe openingof CountryInn&SuitesBy Carlson,Ruston,LA.Located at 1825 RobertaAvenue,the hotel offers
82 guestroomsand suites,andistwo milesfromLouisianaTechUniversityandfive milesfromGramblingState
University.“We are pleasedtosee continuedgrowthof the CountryInns&Suitesbrandacross the south,”saidJeffrey
Freund,seniorvice president,Midscale Brands,Americas,CarlsonRezidorHotel Group.“The hotel isnestledinRuston’s
attractive HistoricDistrict,makingitan ideal choice forfamiliesvisitingthe nearbyuniversities.”The hotel islocatedoff
I-20 and is 30 milesfromMonroe Regional Airport(MLU).The hotel isalsolessthan10 milesawayfrompopular
attractions,suchas LouisianaMilitaryMuseum, Dixie Centerforthe ArtsandThe IDEA Place,amath and science
discoverycenterforkids.Guestsof the hotel have accesstofree wirelesshigh-speedInternet,abusinesscenter,an
outdoorpool,anda well-equippedfitnesscenter.A 528-square-footmeetingspace isalsoavailable forbusiness
meetingsorsmall gatherings.The hotel alsooffersthe brand’ssignatureandcomplementary,hotBe Our Guest
breakfastserveddailyonclassicdiningware.Selectionsare rotateddailyandrange fromhot oatmeal andeggsand
bacon to build-your-ownoptionslikeomeletsandyogurtparfaits.“We are excitedtoopenourdoorsunderthe Country
Inns& Suitesbrand,”saidMichael Gahagan, the hotel’sgeneral manager.“The hotel’sprimelocation,coupledwiththe
Be OurGuest service culture are sure tomake guestsfeel athome.”CountryInns& Suitesoffersacaring,consistentand
comfortable hospitalityexperiencedeliveredwithatouchof home,andfeaturesparticularlyattractive forbusiness
travelers.The distinctive productandservice innovations,suchasthe Be Our Guestemployeetrainingprogramhave
generatedtremendousemployeeengagementscoresandhighguestsatisfaction.Forreservationsandmore
information,visitwww.countryinns.com.
MINNEAPOLIS(June 30,2016) – CountryInns& SuitesByCarlsonSM,a leadinguppermidscale hotelbrand,today
announcedthe openingof CountryInn&SuitesByCarlsonat Carowinds,inFortMill,SC.Locatedat 3540 Lakemont

27
Boulevard,the hotel offers80 guestroomsand suites.“We are thrilledtoshowcase the latestadditiontothe Country
Inns& Suitesportfolioasthe brandcontinuesacceleratedexpansion,”saidJeffreyFreund,seniorvice president,
Midscale Brands,Americas,CarlsonRezidorHotel Group.“The hotel’sproximitytoCarowindsAmusementPark,
Charlotte ConventionCenterandCharlotte-DouglasInternational Airportmakesitaperfectchoice fortravelerstothe
area.” CountryInn& SuitesByCarlsonat Carowindsisalsowithinclose proximityof downtownCharlotte.The hotel
offersguestsaccesstothe brand'ssignature andcomplimentaryamenitiesincludingfree high-speedInternet,an
outdoorswimmingpool,fitnesscenterandbusinesscenter.Guestsof the hotel canalsobegintheirdaywiththe brand’s
signature andcomplimentary,hotBe Our Guestbreakfastservedonclassicdiningware.“We are delightedtoopenour
hotel underthe CountryInns& Suitesbrand,”saidAksharPatel,the hotel’sowner.“The hotel’sideal locationcombined
withthe amenitiesandwelcomingservice the brandisknownforwill helpensure agreat guestexperience forall.”
CountryInns& Suitesoffersacaring,consistentandcomfortable hospitalityexperience deliveredwithatouchof home,
and featuresparticularlyattractiveforbusinesstravelers.The distinctive productandservice innovations,suchasthe Be
Our Guestemployeetrainingprogramhave generatedtremendousemployee engagementscoresandhighguest
satisfaction.Forreservationsandmore information,visitCountryinns.com. Itishardto give a single universal definition
for a luxuryhotel forthe simple reasonthatitisevenhardertofirstexplainwhatexactlyisentailedinthe wordluxury
(Danziger,2005). Luxuriousexperiencesare largelyinterconnectedwitheachperson’shopesanddreams,which,as
describedinutterlyfancy termsbysome scholars,are tiedtoindividualsstrivingtoreachself-actualizationandself-
fulfillmentthroughgreaterknowledge,appreciationof beauty,spiritualsophistication,peace,art,culture andaesthetics
(Michman& Mazze, 2006). Thismakes“luxury”a highlysubjective notionsince peopleare differentregardingethnical
belonging,cultureof origin,educationalbackgroundandpersonal experience (Becker,2009).One person’sluxurycanbe
anotherperson’snecessary,viceversa.Nevertheless,the lexical abstractnessdidnotstopresearchersfromtryingto
understanditandmany have talkedabouttheirstudyresultsaboutluxuryidealsinpublishedarticles,eachhavinga
unique angel (Talbott,2004).Danziger(2005) categorizedluxuryintofour dimensionsthatplace luxuryidealsinto
perspective,thatis,“luxuryasa brand”,“luxuryas luxe productfeatures”,“luxuryasnon-necessities”,and“luxuryasthe
powerto pursue yourpassions”.Obviously,luxuryhotels,assubstantial existenceof certainestablishedluxurybrands,
fall intothe “luxuryasa brand”category,whichisabout individualsconsumingluxuryproductsandservicesbecause
theyare perceivedasasymbol of luxuryandthe bestquality(Danziger,2005).The same dimensionappliestothe
general luxuryindustry,wherewe have spottedvariousproductslike clothing,jewelryandcars,andluxurybrandslike
Gucci, BVLGARI,andRollsRoyce (Becker,2009). “Luxuryas luxe productfeatures”looksonthe specific9attributesof
the product or service,whichinourcase meanssuch thingslike the innerandouterdécorof the hotel building,orthe
qualityandfancinessof hotel amenities.The thirddimension,“luxuryasnon-necessities”,definesluxuryassomething
above the basicneed. Forhotel industry,accommodationandfoodare the basicneeds,whereasfour- orfive starhotels
that provide servicesmore thanjustthatare consideredluxury(Becker,2009).The last dimension,“luxuryasthe power
to pursue yourpassions,”referstothe purchase of luxuryproductstomake life more comfortable,exampleslike spa

28
treatment.Toconclude,all fourdimensionsof luxuryapplytoluxuryhotelsandexplainthe foundationof people’sneed
for luxuryandwhatcustomersessentiallyexpectfroma luxuryhotel experience (Danziger,2005). Otherscholars,like
Kapferer(1997) presentedthe semioticsof the word“luxury”as“ Luxurydefinesbeauty;itisart appliedtofunctional
items,”whichemphasize thatluxuryproductsasanart formbringsmore psychological satisfaction,likeesteemonthe
owner,thanfunctional utility.Inthe book,Luxuryandthe Hotel Brand,Bernstein(1999) suggestedthatluxurybe
definedasaform of waste and quotedWilliamTabler,arguablythe mostinfluential architect infunctional American
hotel,that“luxuryissimplynotnecessaryatanylevel.”Thistakesusbackto what has beenmentionedbefore:one
person’sluxurymightbe another’snecessary,viceversa.Laurence (1999) concludedluxuryhasdifferentmeaningsand
connotationsunderdifferentcircumstances.Whilethe hospitalityandtourismindustryarose throughthe growthof
capitalism,freedomandtentativerelationstogeographicareas,whichincreasedthe needfortravel accommodations
(Sandoval-Strausz,2007),the luxuryhotel industryhasprogressedasanoutletfortravelerstodreamof and fantasize
aboutother lifestyles(Curtis,2001).It is forthisreasonthat the luxuryhotel industryplacesalarge focusonthe guest
experience alongwiththeirsatisfaction.Thatis,luxuryismore of anexperiencethanaproduct. 10 Barbara Talbott
(2004), formerChief MarketingOfficerof FourSeasonsHotels,suggestedthatthere are fourkeyfactors thatcontribute
to a luxuryhotel experience;style,comfort,service,andpampering.Inthiswayanyhotel,eitherchainedor
independentlyowned,ratedornon-rated,canbe consideredasa luxuryone aslongas it sufficeswhateverisrequiredin
the four dimensionsandthe fourkeyfactors.Nevertheless,mostof the studiesonluxuryhotelsonlycheckedthose
ratedas four- or five- starhotels,because forone thing,four- andfive- starhotelsare highlycompetitive,are described
insuperlative termsandfarexceednormal expectationsindesign,levelof luxury,service,elegance anduniqueness
(Mobile Travel Guide,2013);For the other,mostof the ratedhotelsare part of a largerchainedhotel groupandit isjust
easiertoget data fromthese hotels.Butapparently,there are goodloadsof privatelyownedhotels, thoughnotglobally
branded,thatstill live uptothe criteriaof beinga luxuryone.Hotel RatingSysteminthe U.S.Althoughthe UnitedStates
embracesa highlydevelopedhotelratingsystemasaresultof a dynamichotel industry,thereisnoofficial hotelrating
system,andonlynonofficial systemexisted.The twomostprestigiousU.S.hotel ratingsystemsare fromAmerican
AutomobileAssociation(AAA)andForbesTravel Guide (formerlyknownasMobile Travel Guide).The AAADiamond
classificationlistslobbydesignfeaturesforafour-diamondhotel as:Areasize andplacementof appointmentsprovide
an obviousdegree of spaciousnessallowingincreasedeaseof movementformanyguests;Multipleconversational
groupings,includingone ormore privacyareas;Identifiableguestservice areaandbell stand(AmericanAutomobile
Association,2008, p.12). Five-Diamondhotellobbiesare featuredas:11 Area size andplacementof appointments
provide afree flowingabundance of space thatcontributestothe ultimate level of comfortandrelaxationformany
guests;Identifiable concierge area.(AmericanAutomobile Association,2008,p. 12) The guestrooms,accordingtothe
AAA Diamondrequirementsforafour-diamondhotel,“reflectcurrentindustrystandardsandprovide upscale
appearance”(AAA,2008, p. 17). For a Five-Diamondhotel,the guestroomsare requiredtoreflectthe same standards
and provide aluxuryappearance.Furtherinformationaboutthe AAA diamondstandardscanbe foundinAppendixA.

29
The Mobil Travel Guide’sfive starsystemindicatesthatthe designfeaturesof fivestarhotelsincludewell–furnished
guestrooms,fitnessfacilities,oftenwithatleastone pool,andusuallyhavingrestaurantdiningavailable onsite (Mobile
Travel Guide,2013). The designfeaturesof five-starhotel include extravagantlobbies,withstylishfurniture,andquality
linensinguestroomsoftenalongwithtechnological entertainmentdevices,Jacuzzisand/orgardentubs,andpossibly
heatingpools.Some examplesof fivestarhotelsare MandarinOriental Hotel inMiami,FL,the FourSeasonsinChicago,
IL and The St. Regis,SanFrancisco,CA (ForbesTravel Guide,2014).More informationaboutthe Mobil Travel Guide’sstar
ratingscan be foundinAppendixA.Itisimperative tounderstandthatstarratingsavailable ononline travelwebsites
such as Travelocity,Expedia,Orbitz,Priceline,andHotwire are somewhatdifferentfromthe Mobil Travel Guide’sstar
ratings.Bookingwebsitesoftencreate theirowncriteriaforstar levels,buttheytypicallyreferAAA,ForbesTravel Guide
ratings,alongwithcustomerfeedbacks(Becker,2009).12 Rise of Luxury HotelsHotelsare one small piece of the broad
picture of hospitalityindustry,whicharguablyderivedfromthe needtoreceiveandcaterto people temporarilyaway
fromtheirhome whoin anotherwordare calledtravelers(Dittmer,2001). Withthe start of industrial revolution,which
broughttremendoustechnological advance tothe world,includinginventionof longdistance transportationvehicleslike
ship,hotelsbegantobe builtacrossEurope and the U.S. on account of dramatic increase of travelersandmigrants.The
word“hotel”,whenitfirstcame to the UnitedStatesinthe late 18th century,wasdefinedastavernsandinnsthatserve
upperclassclients(Sherman,2007).Tremonthotel inBostonwas openedin1829, and has longbeenbelievedtobe the
firstmodernupscale hotel inU.Sthat wasfurnishedwith“inside toilet,locksonthe doorand an “a la carte menu”.In
New York City,the HoltHotel wasthe firstto provide itsguestswithaliftfortheirluggage whereasthe New YorkHotel
was the firstto be equippedwithprivate bathrooms(Levy-Bonvin,2003).Eversince then,more and more hotelslike
Tremonthotel were builtaroundthe U.S.andother cornersof the worlduntil the GreatDepressionin1930s. Before the
depression,the level of luxuryinthose hotelshadbeenprovedtohave a close relationshipwiththe extentof
technological achievementsatthe time.Inherbook,ClassActs: Service andinequalityinluxuryhotels,Rachel Sherman
(2007) describedthisprocessof technological evolution:“The Tremontandotherhotelsthatfollowedit…demonstrated
impressivetechnicalachievementinarchitecture,services, andamenities.Inthe earlyyears,there includedgaslighting,
private rooms,andindoorplumbing;later,hotelsintroducedelectricityandelevatorsmarvelingguests.(p.26) 13 Atthis
time luxuryhotelsweredefined,asillustratedinSherman(2007), bylarge size,tasteful aesthetics,cleanliness,high-
qualityfood,andprime location,aswell asthe privacyandsecuritytheyaffordedandservice markedbyfaultless
personal attention.Inthe bookthere wasaninterestingdescriptionof whatthe highestachievementof a firstclass
hotel shouldbe like,whichisthat“eachguestmay easilyfancyhimself asprince surroundedbyaflockof courtiers”
(Sherman).Nevertheless,thisdefinitionwaslaterconsidered“obsequious”and“racialized”,andwasrepl acedwitha
newideal of “personalizedservice”(Sherman,2007).The oldsellingpointof technological innovationalsogave waysto
managerial concernsinsuchgrand hotelslike the Waldorf-Astoria.Inthe 1950s, palace hotelsdeclinedsubstantiallywith
the adventof “motor hotel”onthe roadside due tothe growingnational highwaysystemandsuburbanization
(Sherman,2007). In the 1960s, conventionhotel boomed.Limitedservice andbudgethotel emergedin1970s. At this

30
time hotelsbegantoofferfine dining.The returningpointforupscale full-service hotelshappenedafter1980s whenthe
risinginternational travel boostedthe demandtocaterforwealthierclientele(Levy- Bonvin,2003). Some popular
examplesinclude the CiraganPalace inIstanbul.That seemedtobe anera whenthe developmentof luxuryhotel
industrywasa global scene.International chainswereexpandingacrossEurope,the Middle East,andAsia.Far East
countriessuchas Chinaand Japanbeganto developluxuryhotelsforwealthytouristsandbusinesstravelers(Dittmer,
2001). Meanwhile,the diversificationof the wholeindustryfosteredsegmentationandbranding,whichfurthercodified
the luxurysegment.New ideasof luxurycame tothe force,includingconcierge services,laundry,fitnesscenterandspas,
and others.Internationalluxurychainsappearedatthistime aswell (Sherman,2007). 14 The luxurysegmentcontinues
growinginthe yearsafterin spite of intermittentrecessions,likethe one between1980sand early1990 (Sherman,
2007). In 1995, constructionbeganinDubai onone of the most luxurioushotelsinthe world,the JumeirahBeachHotels,
whichboasted,“theyofferafive-starlifestyle destinationthat’sdedicatedtodelightingsensesof everyguest”(p.33).In
1997, the HotelsAdloninBerlinwasrenovatedtobe muchlike itsluxuriousheritagethatwasdestroyedinthe Second
WorldWar. In2004, the newEmiratesPalace Hotel inAbuDhabi was builtaimedtoofferthe mostexceptional services.
The ideaof personalized service inluxuryhotelshasbeenredefinedagainandagainbyhoteliersof variousluxury
establishmentsaroundthe world(Sherman).Until todaythe luxuryhotelhasevolvedtothe pointwhere all involvedin
the design,building,andmanagement,are cateringtothe tastes,preferencesanddesiresof theirguests.Theycontinue
to follownewstylesandadaptto meetchangingtrends.Overview of the Global LuxuryHotel IndustryMarket
segmentationThe lodgingindustrysectorisgenerallyclassifiedintosix categories:luxuryhotels,upper-upscale,upscale,
upper-midscale,midscaleandeconomy(Milleretal,2013). The currentstudyexaminedthe luxuryhotel segment,which
can be furtherdividedintoluxurymajor,luxuryexclusiveandupperupscale (The WorldLuxuryIndex,2013).Luxury
majorrefersto luxurybrandsof a major integratedchain,examplesincludingSofitel,RitzCarlton,andmanyothers.
Luxuryexclusivesare luxurybrandsof asmall/mediumsizedexclusive luxuryhotelchain,suchinstancesbeingFour
Seasons,Kempinski,MandarinOriental,etc.(The WorldLuxuryIndex,2013).15 Upper upscale brandsare primary
segmentsfromintegratedchainssuchasHilton,HyattandSheraton.BobbyBowers,SeniorV.P.of SmithTravel
Research,stated,“Upperupscale hotelsare amongthe mostchallengingtofinance,develop,andoperate.These
propertiesinvolvesignificantrisk,barrierstoentryare oftenformidable,anddevelopmentandconstructiontime is
lengthy”(Milleretal,2012). Upper upscale isalsoincludedaspartof luxurycategorydue tothe fact that “luxury”isa
verysubjective notionandnosingle criteriacouldcomprehensivelydefinewhetherapropertyisluxuryornot.Hotels
like HiltonandHyattare obviouslyluxuryinalotof people’s eyeseventheyare specificallycategorizedasupperupscale
inthe academiaof hospitalitymanagement.Brandingof luxuryhotelsTobetterunderstandluxuryhotel segmentation,
the current authorselectedone brandfromeachsegmentof luxuryhotelstoexplainitscharacteristicsandbrandfocus.
Hilton,No.1UpperUpscale Chainhotel brand(inall categories) with22.8% of Global demand,operatesmore than550
Propertieswithatotal of 193,064 Roomsin80 countriesin6 Continents(WorldLuxuryIndex,2013).Hiltonbrandenjoys
strongbrand awarenessandbrandrecall inmost of its keymarketswhere itoperates,includingU.S.(87%),Mexico

31
(90%),Europe (91%), andAsiaPacific(90%).In addition,Hiltonhasadiverse profile of ConventionCenterHotels,
Resorts,AirportHotelsandCasinoHotelswithaglobal salesmix:34% Leisure,32% Business,and34% Group (Milleret
al.,2013). Representative inthe categoryof luxuryexclusive,FourSeasonsisthe topsoughtafterexclusivehotel brand,
with4.8% of global demand.The fastestgrowingmarketof FourSeasonsisinthe U.K.,witha growthrate of 12.4%
(WorldLuxuryIndex,2013). FourSeasonsmanagesthe operationsof 90 hotelsin36 countriesandisonlytargetedat16
the luxurysegmentof the global marketplace.FourSeasonsderived69% of itssalesfrombusinesstravelersandgroups
and 31% from the leisure sector(Timetric,2013).The top hotel inluxurymajorcategoryisRitz- Carlton,whichembraces
4.6% of global demand.Ritz-Carltonhasbecome aleadingluxuryhotel brandbyrigorouslydevelopingandimplementing
unique standards.One of itsremarkable policiesistopermiteveryemployee tospendupto$2,000 to respondto
guests’wishesandmakinganysingle guestsatisfied(WorldLuxuryIndex, 2013) Summaryof StudiesinHospitality
ManagementSummarystudies,alsocalledreview studies,have become acommonpractice ina great diversityof areas,
tourismandhospitalitymanagementincluded(Tsang&Hsu,2011). There are evenspecifiedjournals,suchasThe
HospitalityReview (FIC) thatencourage scholarsandresearcherstosubmitacademicreview articles.The analysesin
these studiescanbe classifiedintothree majorstreams:authorshipandinstitutionalcontributionanalysis;research
methodanalysis;andprofileanalysis.The firststreamreferstoidentifyingthe authorsorinstitutionsthatproducedthe
greatestnumberof researcharticles,withthe primarypurpose of rankinginstitutionsandauthors(Jogaratnametal.,
2005). Researchmethodanalysisreferstoanalyzingresearchwithinthe discipline bylookingatstatistical methodsused
(Palmeretal.,2005). Profile analysisreferstosummarizingthe workthathasbeenpublished,the topicscovered,and
the placesof publication.Previousstudieshave focusedonsuchelementslike subjectmatter,researchdesign,country
of origin,andstatistical technique.Forexample,intheirreview of tourismresearchinChina,TsangandHsu (2011)
focusedonresearchtheme,discipline,institutional contribution,authorshipinformation,andresearchmethod.The
identification17 of articlesincludedjournaltitle,yearof publication,name of author(s),authortype (universityfaculty,
students,orindustryprofessionals),andinstitution(s)of the author(s).Asadvisedbyexistinghotelstudiesusingcontent
analysis,the methodologyof systematicreview canbe concludedasfollows.The firstsectionistolistthe databasesand
citationindexessearchedaswell asanyhandsearchedindividual journals(Tsang,&Hsu,2011). Next,the titlesandthe
abstracts of the identifiedarticlesare checkedagainstpre-determinedcriteriaforeligibilityandrelevance.Thislist
dependsonthe researchproblem.Thisprocesswill be describedingreaterdetails inthe nextsection.Whilemany
systematicreviewsare basedonan explicitquantitativeanalysisof available data,there are alsoqualitative reviewsthat
adhere tothe standardsforgathering,analyzingandreportingevidence (SystematicReview,n.d).FiveStepsina
SystematicReviewFrompreviousdiscussion,asystematicreview isdefinedasthe methodologyforsearchingand
screeningexistingresearcharticles,analyzingdata,andcolletingevidence fromwhichtogainanideaof whatis known
and notknownaboutthe subjectmatter(Denyer&Tranfield,2009).Khanet al (2003) proposedfive stepsfor
conductingsystematicreview,whichworkedasthe guideline forthe currentstudy.Stepone – framingquestionsfora
review.The reviewproblemstobe addressedneedtobe specifiedinthe formof clear,unambiguousandstructured

32
questions.Once the reviewquestionshave beenset,nomodificationstothe protocol shouldbe allowedunlessthere is
an apparentneedforalternative waysof definingthe populations,interventions,outcomesorstudydesigns.Thishas
beenaccomplishedinthe researchquestionsectionof the firstchapter.18 Steptwo – identifyingrelevantwork.The
searchfor studiesshouldbe extensive.The studyselectioncriteriashouldflow directlyfromthe review questionsandbe
specifiedapriori.Reasonsforinclusionandexclusionshouldbe recorded.Thiscanbe foundat the samplinganddata
collectionpartof Chapter3. Stepthree – assessingthe qualityof studies.Studyqualityassessmentisrelevanttoevery
stepof a review.These detailedqualityassessmentswill be usedforexploringheterogeneity(Khanetal,2013) and
informingdecisionsregardingsuitabilityof dataanalysis.Inadditiontheyhelpinassessingthe strengthof inferencesand
makingrecommendationsforfuture research.Stepfour –summarizingthe evidence.Datasynthesisconsistsof
tabulationof studycharacteristics,qualityandeffectsaswell asuse of statistical methodsforexploringdifferences
betweenstudiesandcombiningtheireffects.Stepthree andfourwill be involvedinthe Chapter4,whichreportsonthe
resultanddiscussionof the data.Stepfive – interpretingthe findings.The issueshighlightedineachof the four steps
above shouldbe met.The riskof publicationbiasandrelatedbiasesshouldbe explored.Anyrecommendationsshould
be gradedby reference tothe strengthsandweaknessesof the evidence.ThisisincludedinChapter5,the chapterof
conclusionanddiscussion.
S.W.O.T. ofRadissionBlu Marina
Strengths - characteristics of the business or team that give it an advantage over others in the industry.
Weakness- are characteristics that place the firm at a disadvantage relative to others.
Opportunities - external chances to make greater sales or profits in the environment.
Threats - external elements in the environment that could cause trouble for the business.
Strengths of RadissonBlu Marina
Radisson BLU is a Big Brand its brand value more than other Hotels and it is International brand so it is also
famous in foreign countries. Radisson has different category of rooms and prizes. Radisson is in Centre of
Delhi. It is near from the domestic airport also near to high court,,Pragati madan, Bangla sahib and New Delhi
Railway is also near to Radisson BLU Marina. F&B is also big strength of the Radisson. Radisson has different
outlets like FIFTY9, The Great Kebab Factory, Connaught bar is located inside the hotel. The lounge is the
perfect spot for those unhurried business meetings. Sohum SPA is also in Radisson.

33
weakness ofRadissonBlu Marina
Radisson has only 90 rooms in a hotel.it is not a big hotel. The reservation has to deny guests due to limited
inventory. The hotel has base category, superior rooms and suits. The numbers of superior category and twin
bed rooms is limited in the hotel.Due to low inventory, the hotel incurs a high fixed cost per room. In hotel has
very less staff in every department. Which can make efficient in terms of cost, efficiency in work suffer.
Opportunities of RadissonBlu Marina
It is business class hotel and near to corporates offices so easily makes the connection and better branding of the
hotel has now transformed from marina hotel to Radisson blu marina hotel in 2010. The management has come
up with some service standards to offer some more services to their guests. It is heritage hotel so guest has taken
the experience of the hotel. The hotel has a proximity to the domestic &international Airport, Gurgaon and the
Central Delhi. These parts can easily be accessed from the hotel.so more corporate can be targeted. It is in
Connaught place which also increase the corporate customer.
Threats of RadissonBlu Marina Hotel
The hospitality area of international airport, New Delhi will be coming up with numerous hotels that would give
competitions on basis on price, service and location. No parking area for the guest. Radisson has less inventory
so they can offer rooms all low rates to clients as they can make over the fixed cost easily.
Introduction to Sales and Marketing
Sales-Sales basic function is to generate revenue for the company. It revolves around reaching to customer.
Convince them to stock your product, give them discount to sell product to end consumer, achieve monthly
sales target and keep everyone happy.
Marketing- Marketing revolves around creating desire among customers to consume your product and there
are many ways. Marketing function splits into the sales and other function like market research, advertising,
physical distribution.
Importance of Sales and Marketing team to a hotel. High competition among the hotels, need the
competent team of Sales and Marketing to promote the product among the competitors.
Main Responsibilities
-Responsible for building the image of the organization among the Guests

34
- Responsible for putting up a effective sales and marketing plan
- Responsible for carrying out market research products development campaign etc.
- Responsible for finding new segment in market
- Responsible for bringing business and helping out finance department to achieve the set target.
Radisson Blu Marina is a business class hotel so they direct approach to the corporate for selling room .it is also
sale meeting room for profit. In Radisson Blu there only have 90 rooms. Radisson Blu Marina near to corporate
so easily sells the room. It is also sells the outlets and membership of the hostel. In Radisson my work was
approached to the corporate and aware of the hotel for the future requirement. In sale we give special rate to the
corporate client for taking business it is also called B2B business.
Management’s Role in Marketing and Sales
Role of DirectorMarketing
 Responsible for carrying out a marketing plan throughout the year
 Conducting sales promotion plan with the help of Director sales
 Responsible for identifying new segmentation of the market
 Responsible for identifying new opportunities
 Responsible for redirecting & modifying strategic that are not working well
 Other managerial function
Role of DirectorSales
 Responsible for applying marketing strategic and directing the sales staff
 Responsible for putting up sales plan throughout the year
 Responsible for guiding the sales team accordingly
 Responsible for identifying new opportunities.

35
Structure and Hierarchy of RadissonBlu Sales department
Role of Revenue Manager and Management- Revenue manager is work how to generate the revenue
of the hotel. They manage both the section reservation and online section both. They according to our
competitor they change the room prize. They is also give the BAR (Best Available Rate) of the day. According
to the situation change the rack rate. As revenue management has developed, it has become more disciplined
and technical in using a variety of analytical to predict consumer demand, and to optimize the inventory and
price availability to maximize revenue. The essence of this discipline is in understanding the customers
General Manager
Associate Director of
Sales
Revenue ManagerSales Manager
Asset Sales Manager Reservation Manager

36
‘perception of product value and accurately aligning product prices, placement and availability with each
customer segment.
The hotel industry recognized the benefits of adopting a revenue management approach as practiced by the
airline sector but initially growth of the technique was held back by the lack of appropriate technology available
to manage data and the shortage of meaningful information about guests. The final challenge to overcome was
how to manage the length of stay a feature which is different to that experienced by the airlines.
ARR (average room Revenue) it function calculate the revenue of the different rooms rate in average and its
formula is
ARR = Total room revenue
Room Inventory
Occupancy percentage is one of the most common performance measures in the lodging industry. it express the
proportion of rooms sold to total rooms. An occupancy percentage is calculated by dividing the total number of
rooms available
The formula is:
Occupancy Percentage = total no room sold *100.
No of rooms
Forecasting- Forecasting as an act of estimating, calculating, or predicting conditions in the future. That in
this point forecasting is one of the cornerstones of revenue management. Some typical demand generators are
corporate offices, convention centers, sporting arenas, meeting venues, resorts and recreational activities,
government and military installations, shopping centers, and special events.

37
In Radisson we are forting through of travel agency, old record and events .we are check and confirm last year
event also in have this year and don’t after that we forecast. In Radisson Blu winter season comparison to
summer rooms occupied more.
Comparisonwith overall Indian Hotel Industry
Occupancy and Average Rate: The average rate for 2015-16, os`4,789, showed a modest improvement
over that last year (`4,729), which was previously the highest since 2009-10. Hotel occupancy, too, increased to
61.3% after two years of stagnation at 60.4%.
Source: HVS- FHRAI- Indian Hotel Industry survey report 2015-16
Comparing that with Radisson Blu Marina Hotel if found the hotel is performing much better as we can see
below the occupancy percentage is 89% in the same period and it grew by slightly in next year.
But we saw a sharp decline in Average rate from 2012-13 to 2014-15. The rate is 5686 in 2015-16 as compare
to over 6298 in 2012-13. This rate is above the overall average rate.
From this we can say that hotel is getting more guests and charge slightly high rate as compare to other hotels in
India.

38
Revenue Structure:
74%
86% 87% 89%
6298
5928
5717
5686
5300
5400
5500
5600
5700
5800
5900
6000
6100
6200
6300
6400
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2012-13 2013-14 2014-15 2015-16
OCCUPANCY PERCENTAGE
AVERAGE RATE
55.2 52.2 51.3 50.9
38.3 41.2 41.9 42.6
6.5 6.6 6.9 6.6
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2012-13 2013-14 2014-15 2015-16
OTHERS
F&B
ROOM

39
The last few years witnessed a steady decline in the contribution of revenue from Rooms while that from F&B
continually improved; this trend was observed in the current year too . However, 'Other' sources of income saw
a decline from 6.9% in 2013-14 to 6.6% this year.
Comparing that with Radisson Blu Marina Hotel it explains that the revenue contribution (in percentage of total
revenue) from Rooms has seen a steady decline over the last five years. Going forward, as the competition
further increases in the market with the entry of new supply, we expect F&B revenues to continue to contribute
a large portion of gross revenues as they are not solely driven by occupancies. Additionally, the burgeoning
middle class and its propensity to spend will continue to augment demand for F&B across cities in India. With
hotels focusing on the Banquets & Conferences segment in off-season months to beat seasonality, this
department is also anticipated to increase its contribution to the total revenue pie.
Now if I see the revenue mix of Radisson Blu Marina Hotel in the year 2012-13 rooms were contributed 73% to
total revenue which is greater than industry average but when we come to Food and Beverages it is low but in
the year 2015-16 it increased and industry also predict that in coming years F&B will contribute to revenue
more.
73 72.41 70.92 68.47
22.31 23.38 27.89 29.99
4.69 4.21 1.19 1.54
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2012-13 2013-14 2014-15 2015-16
OTHERS
F&B
ROOM

40
Miscellaneous Operating Department (MOD) which includes business centre, smoke, laundry, telephone etc.
contribute around 1.54% which is much less as compare to 6% of industry this is concern for hotel due to this
they have to see this issue in future.
Comparisonwith Heritage Hotels in India
Radisson Blu Marina Hotel comes under heritage category of hotels. Then it is quite reasonable to compare the
performance of hotel with all other heritage category hotels. Below diagram shows the comparison of
occupancy ratio between them. From the graph it is clear that the Radisson Blu is performing above average.
The occupancy percentage of hotel is almost 30% extra than the average of heritage hotels. Occupancy ratio is
calculated by number of rooms occupied in your hotel with total number of rooms. Radisson Blu is getting more
occupied rooms than the other heritage category hotels.
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
AVERAGE RADISSON DELHI AVERAGE
61.30%
89%
63.20%
OCCUPANCY
OCCUPANCY

41
Average rate is calculated with the help of following formula:
Average Rate = Rooms Revenue / Rooms Occupied
When revenue of the hotel is increasing its average rate will increase and it is
a positive position for hotel. Below shows the comparison between heritage hotels average rate and Radisson
Blu average rate.
From the above graph it is clear that Radisson hotel is performing better than its competitor’s Average rate of
Radisson is 5655 as compare to 4789 of heritage Hotel’s average. This shows that revenue of Radisson is high
as compare to its competitors.
4000
4500
5000
5500
6000
AVERAGE RADISSON
4789
5655
AVERAGERATE
AVERAGE RATE

42
Revenue mix of hotel is also very important part in financial performance. As we can see in above chart
Radisson if getting room revenue in good numbers but when we see MOD Radisson could be more precise and
quickly action took.
In Food & Beverages also they must take action since its below the heritage hotels average mark. In future we
can see some action in regarding policy towards food and beverages and MOD towards how to increase their
share in revenue mix. Maintain the level of current room revenue so that it is not getting below from average of
heritage hotels.
Comparison with same Inventory (Rooms) Hotels
Radisson Blu Marina Hotel is situated in Connaught Place area at outer circle due to which it had not only 90
rooms. FHRAI divide hotels into the intervals of less than 50 rooms, 50-150 rooms and more than 150 rooms
hotel. We take second category because our hotel comes under that.
First we compare the occupancy percentage between them. From the graph below it seems Radisson is
performing good when it compare to its competitors with quite same numbers of rooms. Occupancy percentage
shows the efforts of hotel to get more customers. It is calculated by dividing the number of rooms occupied by
total number of rooms in hotel.
Higher occupancy percentage shows that hotel have less number of vacant rooms. Which increases the revenue
and profit is concern.
0
10
20
30
40
50
60
70
ROOM F&B OTHERS
50.9
42.6
6.6
68.47
29.99
1.54
AVERAGE
RADISSON

43
AVERAGE RATE
Average rate of Radisson Hotel is also high from other hotel and if they maintain this rate it is good for the
hotel. The average rate of Radisson is 5686 as compare to average of other hotels 5640. It is slightly more from
the other hotels which have same numbers of inventory.
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
80.00%
90.00%
50-150 ROOM RADISSON
(90)ROOM
65.60%
89%
OCCUPANCY%
OCCUPANCY %

44
Comparison with Independent Hotels
Radisson Blu Marina Hotel which is associated with Radisson blu chain hotels. Normal phenomenon in Hotel
Industry is that those hotels which are associated with famous brands are performing better than independent
hotels.
5686
5640
5610
5620
5630
5640
5650
5660
5670
5680
5690
RADISSON AVERAGE
AVERAGERATE
AVERAGE RATE
0
1000
2000
3000
4000
5000
6000
RADISSON INDEPENDENT HOTEL
5686
3542
AVERAGERATE
AVERAGE RATE

45
ComparisonbetweenBudget and Actual data
Control function is one of the most important functions of management. This function can be done by budgetary
control technique. Budgetary control technique involve following steps:
Setting up budget- first step is to prepare a proper budget with full simplification. Budget can be prepared
using past performance and trends which are going in market. Also the expectation from the firm.
Comparison with actual- After preparing the budget next step is to compare the budget with actual
performance. After getting the actual data we compare both so that we can find where variation is.
Variation analysis- In this step we analyze what is the reason of variation. Whether we find positive or
negative analysis.
Corrective actions- After finding reasons of variation we take the necessary actions to improve our situation
if there is negative variation. If there is positive variation then apply those techniques so that we can maintain
that level.

47
1. Which star category hotel do you prefer?
a. 3 star b. 4 star
c. 5 star d. other
Illustraction:
According to the survey of responded that they more prefer 4 Star hotel.so Radisson blu is a 4 star hotel so
its a good opportunity for Radisson blu to acquire more and more customer.
2. Which of the following feature attract you more to book the hotel?
a. Brand b. Rate
c. Location d. other thing
0
5
10
15
20
25
30
35
3 star 4 star 5 star others
Chart Title
Series 1 Column2 Column1

48
Illustration:
According to the survey of respondent that they attract on hotel Brand. Since Radisson blu is International
brand so it can attract more and more customers.
3. What are the services you mostly use in a hotel?
a. Spa b. Food
c. Laundry d. Gym
Illustration:
31
27
16
0
Column1
BRAND RATE LOCATION OTHER THING
0
5
10
15
20
25
30
35
40
SPA FOOD LAUNDRY GYM
Chart Title

49
According to the survey it has been find that mostly cutomer are using food services,so Radisson Blu must
ensure good quality food.
4. Reason for visiting hotel?
a. Leaser Business b. Transient
c. other thing
Illustraction:
According to the survey of responded that they visiting hotel for personal work.
5. What is the room budget you prefer?
a. 2000-3000 b.3500-4500
c. 5000-6000 d. 7000 above
0
5
10
15
20
25
30
35
40
45
LEASER BUSINESS TRANSIENT OTHER
Chart Title

50
Illustraction:
According to the survey, customers are more comfort in 2000-3000 room budget, so it can been clearly
inferred that Radisson Blu will be having tuff competition with low budget hotels.
6. Do you have any meeting room requirement (current/future)?
a. Yes b. No
c. Might be
Illustraction:
0
5
10
15
20
25
30
35
2000-3000 3500-4500 5000-6000 7000 & ABOVE
Chart Title
0
5
10
15
20
25
30
35
40
YES NO MIGHT BE
Chart Title

51
According to the survey 35% respondent said that they have meeting room requirements so it is good for
Radisson Blu to have a good relation with corporates for meetings.
7. How many guests attend in a meeting room?
a. 8-10 b. 14-16
c. 20-22 d. 22 above
Illustraction:
According to the survey,it has been find that meeting room having capacity of 20-22 people is more
demanding so Radisson Blu must ensure good facility and increase numbers of conference room of same
capacity.
8. How many meetings organized by the company in the month?
a. 1 Time b. 2-3 Times
c. 4 Times d. 4 Times above
0
5
10
15
20
25
30
35
40
14-16 20-22 22 ABOVE
Chart Title

52
Illustraction:
According to the survey of responded that they have meetings in a month on 2 to 3 time.so it is good for
Radisson blu generating revenue.
9. Would you like to prefer Spa service during your stay with us?
a. Yes b. No
Illustraction:
0
5
10
15
20
25
30
35
1 TIME 2-3 TIME 4 TIME 4 TIME ABOVE
Chart Title
0
10
20
30
40
50
60
YES NO
Chart Title

53
According to the survey, most customer prefer spa services while staying in hotel,so Radisson Blu must provide
spa services as per the requirement.
10. Which mode you prefer to book a room?
a. Travel agent b. Online
c. Hotel Website d. Walking
Illustraction:
According to the survey, most customers booked the hotel through travel agent, so Radisson Blu must ensure
good front desk service and reservation helpline to get direct booking.
Radisson Blu can also collaborate with some good travel agency to attract more customers.
11. Which food and beverage outlet you prefer?
a. Fifty9 b. TGKF (The Great Kebab Factory)
d. Bar and Lounge
0
5
10
15
20
25
30
35
40
45
TRAVEL AGENT ONLINE HOTEL WEBSITE WALKING
Chart Title

54
Illustraction:
According to the survey, fifty9 is more popular among the customers so Radisson Blu should also focus on
other outlet to get it more popularized.
12. Do you having membership of the hotel?
a. Yes b. No
Illustraction:
0
5
10
15
20
25
30
35
FIFTY 9 TGKF BAR& LOUNGE
Chart Title
0
10
20
30
40
50
60
yes no
Chart Title

55
According to the survey, most guest don’t have membership of hotel, so Radisson Blu should offer hotel
membership under good scheme to make customer more attached towards hotel.
Revenue generation process of Radisson BLU
Radisson generates revenue with the help of Rooms, Food and Beverages, Housekeeping, Mini bar, and
Meeting rooms.
Types of rooms, suites and its rates.
Room Single Occupancy Double Occupancy Triple Occupancy
Superior 6500 7500
Deluxe Class 7000 8000
Business Class 8000 9000 11000
Room Single occupancy Double Occupancy TRIPLE Occupancy
Executive Suite 9000 10000 12000
Deluxe suite 10000 11000 13000
Presidential 11000 12000 14000
Occupancyand RoomRate:
The two factors that determine how much revenue a hotel earns from its rooms are occupancy and average daily
rate. Occupancy is the percentage of rooms sold each night. If a hotel has 90 rooms and sells 78, the occupancy
rate 77%. The other factor is average daily rate. A room that sells 6500 Rs during high season could go for as
little as 5000 Rs in the off season. The different is huge. At a 77% occupancy rate at 5000 Rs per room sold, the

56
revenue generated are1lakh. At 6500 average room rate, the revenue is 5lakh. Ideas to increase either the
occupancy of the average daily rate increase total revenue.
Types of Hotel RoomRates:
A hotel usually designs standard rate for each room. This rate is generally called room rate. Room rates are most
of the time settled in times of registration this means that room rates are standard prices for the hotel. These
different statuses reveal different room rates for different customers. Rack rate is the highest rate charged by the
hotel for a specific room. Often selling a room for somewhat less price ensures repeat guests whichare much
more beneficial than normal rate price.
Hotel also can give special price for their partners or co-operation companies. The corporate rate directory’s
hotel database has thousands of listings of hotels that offer special discounted rates for the business traveler. As
a way of procuring a cheaper hotel room, corporations often negotiate a corporate rate with a hotel in other
words; the rate is designed for two kinds of business people. One is for businessman who stays at hotel
frequently per month of week. Another beneficial is guest from a company who has contract with the hotel.
One of the profitability comes from group customers. Group rates depend on a number of variables, including
the season of the year, the number of room nights wanted (based on group size and duration), other revenue
(food and beverage, function room rentals, spa, laundry, etc), and the group’s history. Group booking are
usually handled by the sales department, where agents are managers are highly specialized in dealing with this
line of customer.
Government rates are reserved for travel on official government business only for federal employees. Military
personnel, their dependents and members of several government associations are extended the rate for official
and leisure travel.
States that variable pricing and demand based pricing strategies would be useful for revenue manager as they
are really popular revenue management strategies. By demand based pricing strategy a hotel can segment the
same room for different price for different kinds of customers. The best available rate provides the hotel to offer
the lowest price according to customers’ demand.
As a result, instead of paying the same price for each room night, the guest would pay different rate policy can
help hotel managers better apply revenue management tools that maximize revenue without compromising guest
satisfaction.
Foodand Beverage

57
In Radisson Blu there have 3 outlets.
1. Fifty9
2. TGKF (The Great Kebab Factory)
3. The Connaught Bar.
The more guests in the hotel it would seem the higher the food and beverage revenue, but it doesn’t always turn
out that way. Guests may not want to wait in line for busy meal times or perhaps they just want to explore the
restaurants rather than eat in the hotel. Consider offering guests a happy hour where the drinks are slightly
discounted and the appetizers on a piecemeal basis, such as shrimp for 100Rs each, mini tacos for 50Rs or
Sliders for 75Rs.
Radisson Blu start earning more from food and beverage (F&B) revenue as F&B revenue has been growing has
been growing constantly over the past five years while room revenue has been dipping.
Housekeeping and Mini-bar
A mini-fridge-bar is a small private snacks and beverage bar,
That is defined as a fridge with a capacity of less than 5.5 cubic feet, often found in high-priced western-style
hotel rooms. a mini-bar comes in the form of a counter and small absorption refrigerator stocked with a precise
inventory. The room’s guests can take a beverage or snack at any time during their stay.
The bar is commonly stocked with small bottles of alcoholic beverages, juice, and soft drinks. It may also
include candy, cookies crackers, and other small snacks. Prices are generally very high compared to similar
items purchased from a store, because the guest is paying for the guest is paying for the convenience of
immediate access and also the upkeep of the bar. Prices vary, but it is not uncommon for one can of non-
alcoholic beverage to cost between 150-200rs.
Some mini-bar use infrared or other automated methods of recording purchases. These detect the removal of
items, even if the items are not consumed. This is done to prevent loss of product, theft and lost revenue.
Housekeeping the major part for saving the electricity in the guest rooms, is to use PSD (power saving device)
which should be connected to the aircon and water heater too. Also by using the tent cards like save the planet
which will make an awareness to save the water and replacement of linens in the guest rooms that are staying
for a period of more than a night.

58
Meetings Room
In Radisson Blu there have two type of meeting rooms first one is small board room and second is large board
room with the help of this Radisson has generate the revenue. They sell the meeting rooms of corporate for a
meeting on different rate if corporate want lunch after meeting so in that case price include on per person in a
meeting. It is help on generate the revenue of the hotel. TGKF is also change in a meeting room so it is also help
in generating revenue.
SPA
Spa is a small part of Radisson Blu Marina; it is only for in house guest. Spa don’t use out sider guest. Spa is
famous for Sohum spa name. It is also small help on generating revenue.

59
Conclusion
The study has been done on Revenue generation process of Radisson BLU Marina Hotel Connaught Place.
Revenue management is not only based on maximizing revenue either. Besides the fact that hotels benefit from
implementing Revenue Management, it also has advantage for the customers. Indeed, they make use of the
various offers. Customers for whom room or a service is very important are happy to get this seat or service, in
spite of the price. Radisson Blu Marina is high income generate on rooms. It’s measure source of generating
revenue is from room booking . On the basis of analysis this study further conclude that the I find the result is
60% revenue generate by hotel rooms. hotel rooms are divided in different categories Superior, Deluxe,
Business Class, and three Suites also in Radisson Blu Marina Executive Suite, Deluxe Suite and Last is
Presidential Suite. Even has generating good revenue on a daily bases help of Food and Beverage. .Radisson
Blu Marina has 3 outlets generating 40-45% of revenue of the hotel. Customer more attract on the hotel brand.
Customer first thing see in the hotel outlet. Revenue management manage all thing of the hotel and change the
room price in daily bases for generating revenue. Hotels room price depend on BAR rate.

60
Bibliography
Marketing Management of Philip kotler Second edition
www.carlsonhotels.com
www.radissonblumarina.com
www.radissonblu.com
Radisson Blu Marina Hotel Sales
www.wikepedia.com
Government of India Ministry of Tourism H&R Division Document
www.abbott.co.in

61
Suggestion and Recommendation
1- Use of creative advertisement to attract more and more customers and to create awareness
among them.
2- RadissonBLU should play to make its promotional activities more effectively.
3- RadissonBLU should regularly conductmarket research and surveys for knowing
customers perception and for facing threat from competitors.
4- RadissonBLU open the doorof SPA for outsider guest for making more revenue.
5- Radissonchange the menu on a daily bases of TGKF, it’s also a good thing of the hotel
and for getting more customer.
6- Take the feedback of the guest.

62
Names of the respondent.
Age group.
 15-25
 26-35
 36-45
 46-55
 55 and above.
Gender.
 Male
 Female
Permanent address.
Mobile no.
Occupation.
Email id.
1.Which star category hotel do you prefer?
a. 3 star b. 4 star
c. 5 star d. other
2. Which of the following feature you to book the hotel?
a. Brand b. Rate
c. Location d. other thing
3. What are the services you mostly use in a hotel?
a. Spa b. Food

63
c. Laundry d. Gym
4. Reason for visiting hotel?
a. Leaser Business b. Transient
c. other thing
5. What is the room budget you prefer?
a. 2000-3000 b.3500-4500
c. 5000-6000 d. 7000 above
6. Do you have any meeting room requirement (current/future)?
a. Yes b. No
c. Might be
7. How many guests attend in a meeting room?
a. 8-10 b. 14-16
c. 20-22 d. 22 above
8. How many meetings organized by the company in the month?
a. 1 Time b. 2-3 Times
c. 4 Times d. 4 Times above
9. Would you like to prefer Spa service during your stay with us?
a. Yes b. No
10. Which mode you prefer to book a room?
a. Travel agent b. Online
c. Hotel Website d. Walking
11. Which food and beverage outlet you prefer?

64
a. Fifty9 b. TGKF (The Great Kebab Factory)
d. Bar and Lounge
12. Do you have membership of the hotel?
a. Yes b. No
Feedback………………………………………………………………….

shashank repot final correction

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to shashank repot final correction

Similar to shashank repot final correction (20)

shashank repot final correction