This document provides an overview of key concepts related to marketing and sales in the hospitality industry. It defines marketing as reaching potential buyers to promote a brand, while selling is the final step of convincing a buyer to purchase. Marketing involves planning multiple elements like pricing, promotion, packaging and advertising. The document also discusses important marketing concepts like the marketing mix, market segmentation, and sales techniques used in hospitality like overbooking, upselling, and cross-selling. It explains how front office staff can apply various in-house sales techniques to generate more revenue.
The document outlines a marketing plan for a company, including an analysis of the market needs, trends, competitors and the company's strengths and weaknesses. It proposes strategies around messaging, branding and the marketing mix of product, price, promotion and website development. Financial and marketing objectives are set to guide implementation of the plan over the coming periods.
AIHT offers best education in the field of Hospitality. The presentation on "Guest Service in Hotel Industry" includes topics such as communicating effectively with customers and maintaining customer service standards.
The document discusses forecasting room availability in hotels. It states that front office managers perform short-term planning by forecasting the number of rooms available for sale on future dates. This involves factors like occupancy data, reservations trends, special events, and group bookings. Forecasting room availability helps manage reservations and guide effective room management, especially when the hotel may reach full occupancy.
Customer Satisfaction in Hospitality IndustrySoteris Kefalas
Abstract
Satisfying the customer is a never--ending process. The aim of satisfying customers is to retain them, as customer retention directly reflects on the hospitality industry’s profit. Though most businesses have a good coordination between customer satisfaction and customer retention, the rate of retention may be influenced by high market competition, lack of differentiation among services/products, lack of interest among customers about that service-/-product and lack of involvement among customers about that service/product. Thus, going beyond customer satisfaction leads to high customer retention, otherwise called customer loyalty.
The success of every organization is underscored by the satisfaction of its customers. This is especially true in the hospitality sector where the success of a company is dependent on its ability to meet its customers’ needs and expectations. This entails that all staff, to avoid trouble-causing potentials, must be well trained in areas where performance has a possibility of falling below expectations. To sustain progress in the hospitality sector, satisfying the customer in all respects must be the prime and essential focus of management. Based on a review of the literature on customer satisfaction, study discusses and examines its benefits in the hospitality industry, factors that influence customer satisfaction, major considerations for improving customer satisfaction and strategies for improved customer satisfaction. Moreover, using Kano’s model of customer satisfaction, the study examines in detail how attributes of customer satisfaction can be divided into three categories: threshold, performance and excitement attributes. These attributes play an important role in encouraging customer satisfaction and loyalty, thereby ensuring the long-term success of a business in the hospitality sector.
Key Words: customers, customer satisfaction, customer loyalty, quality service, Kano’s model, threshold, performance and excitement attributes
Examining a business is important to understand the success or failure. Mathematics and Statistics help uncover all types of ratios, proportions, averages, deviations etc. in all walks of human life. Maths is almost infallible. Statistics, a little less so.
Learning to use maths for a hospitality career begins right in the First year, but the Education Planners wait till the end to expose the students to the real villain in the movie. Profits, onward & upward...
Communication is an essential part of the hospitality industry. It allows for the exchange of information between employees, management, and customers. Effective communication is needed to convey orders, address problems, and share ideas throughout the organization. When communicating in the hospitality industry, it is important to use polite and effective communication with guests, have a good command of language and grammar, and ensure correct pronunciation.
This document provides an overview of key concepts related to marketing and sales in the hospitality industry. It defines marketing as reaching potential buyers to promote a brand, while selling is the final step of convincing a buyer to purchase. Marketing involves planning multiple elements like pricing, promotion, packaging and advertising. The document also discusses important marketing concepts like the marketing mix, market segmentation, and sales techniques used in hospitality like overbooking, upselling, and cross-selling. It explains how front office staff can apply various in-house sales techniques to generate more revenue.
The document outlines a marketing plan for a company, including an analysis of the market needs, trends, competitors and the company's strengths and weaknesses. It proposes strategies around messaging, branding and the marketing mix of product, price, promotion and website development. Financial and marketing objectives are set to guide implementation of the plan over the coming periods.
AIHT offers best education in the field of Hospitality. The presentation on "Guest Service in Hotel Industry" includes topics such as communicating effectively with customers and maintaining customer service standards.
The document discusses forecasting room availability in hotels. It states that front office managers perform short-term planning by forecasting the number of rooms available for sale on future dates. This involves factors like occupancy data, reservations trends, special events, and group bookings. Forecasting room availability helps manage reservations and guide effective room management, especially when the hotel may reach full occupancy.
Customer Satisfaction in Hospitality IndustrySoteris Kefalas
Abstract
Satisfying the customer is a never--ending process. The aim of satisfying customers is to retain them, as customer retention directly reflects on the hospitality industry’s profit. Though most businesses have a good coordination between customer satisfaction and customer retention, the rate of retention may be influenced by high market competition, lack of differentiation among services/products, lack of interest among customers about that service-/-product and lack of involvement among customers about that service/product. Thus, going beyond customer satisfaction leads to high customer retention, otherwise called customer loyalty.
The success of every organization is underscored by the satisfaction of its customers. This is especially true in the hospitality sector where the success of a company is dependent on its ability to meet its customers’ needs and expectations. This entails that all staff, to avoid trouble-causing potentials, must be well trained in areas where performance has a possibility of falling below expectations. To sustain progress in the hospitality sector, satisfying the customer in all respects must be the prime and essential focus of management. Based on a review of the literature on customer satisfaction, study discusses and examines its benefits in the hospitality industry, factors that influence customer satisfaction, major considerations for improving customer satisfaction and strategies for improved customer satisfaction. Moreover, using Kano’s model of customer satisfaction, the study examines in detail how attributes of customer satisfaction can be divided into three categories: threshold, performance and excitement attributes. These attributes play an important role in encouraging customer satisfaction and loyalty, thereby ensuring the long-term success of a business in the hospitality sector.
Key Words: customers, customer satisfaction, customer loyalty, quality service, Kano’s model, threshold, performance and excitement attributes
Examining a business is important to understand the success or failure. Mathematics and Statistics help uncover all types of ratios, proportions, averages, deviations etc. in all walks of human life. Maths is almost infallible. Statistics, a little less so.
Learning to use maths for a hospitality career begins right in the First year, but the Education Planners wait till the end to expose the students to the real villain in the movie. Profits, onward & upward...
Communication is an essential part of the hospitality industry. It allows for the exchange of information between employees, management, and customers. Effective communication is needed to convey orders, address problems, and share ideas throughout the organization. When communicating in the hospitality industry, it is important to use polite and effective communication with guests, have a good command of language and grammar, and ensure correct pronunciation.
The document discusses motivation techniques used by two hotel managers, Mr. Suprabhat Banerjee of Hyatt Regency Kolkata and Mr. Mohan Pandey of Nandan Park in Trivandrum. It describes how each manager motivates their subordinates through weekly meetings, informal gatherings, clear communication, and compensation. While Mr. Banerjee focuses on building rapport and tailoring his approach to individuals, Mr. Pandey divides employees into groups and reviews their weekly performance. Both emphasize the importance of teamwork and communication for motivation.
The document discusses organizational structure in hotels. It defines organizational structure as dividing work into tasks and responsibilities, and establishing communication channels and roles. There are various ways to structure an organization, such as by function, process, product, geography, customer, or time. The document provides an example hotel structure with different departments and managerial levels like the managing director, general manager, front office manager, and more. It also covers topics like departmentalization patterns, span of control, advantages and disadvantages of different structures.
The document classifies hotels based on location, target market, size of property, and theme. Some of the key classifications mentioned are downtown hotels located in city centers, suburban hotels in quieter suburbs, airport hotels near airports, resort hotels near beaches or hills, and theme-based classifications like heritage hotels, ecotels, and spa hotels focused on wellness. The document also differentiates hotels by size from small boutique properties to mega hotels with over 1000 rooms.
This document discusses the concept of yield management in the hotel industry. It begins by defining yield management as a technique used to maximize room revenue by adjusting room rates based on supply and demand. It then explains how yield management originated in the airline industry for perishable assets and has expanded to other industries like hotels. The document covers key aspects of a hotel yield management system including capacity management, discount allocation, and duration control to optimize room prices and revenue. It provides examples of formulas used to calculate metrics like potential average rates, achievement factors, and yield.
The document discusses innovative trends hotels are using to create more personalized guest experiences. It describes amenities and programs focused on attracting different demographic groups such as millennials, baby boomers and business travelers. Some examples mentioned include offering electric vehicle charging stations, free bike rentals, pressing clothing for business travelers, stocking minibars with customizable snacks, and providing fitness equipment or classes in guest rooms for privacy. The document also discusses wellness programs like aromatherapy amenities and healthy snacks to promote better sleep. Meeting and event spaces are being adapted to cater to interests in farm-to-table dining and media presentations.
The document discusses the roles and responsibilities of sales and marketing staff in a hotel. It outlines key tasks like identifying clients, managing marketing efforts, negotiating contracts, and coordinating with other hotel departments. It also describes how the sales and marketing department can be segmented by products sold, target markets, and distribution channels. Various sales, marketing, advertising, and promotional activities are explained.
Procedure for receiving message on telephone and in person
paging and types of paging a guest
Handling guest room key cards
Processing of key cards
Handling guest mail
Wake up call
procedure of room change
Guest complaints and types
The slide is designed to be used by students who are starting to learn in an educational Institute.
It deals with Front Office Operations & Management.
A short preparation to explain the various types of hotels, their special features, the needs that they fulfill, and the kind of customers/guests who would prefer each type.
Alternaty is a boutique real estate firm providing a suite of consulting services throughout the development lifecycle. Headquarter in HCMC Vietnam, with associates in Thailand, Myanmar Indonesia and the Maldives.
Our team has 17 years of combined experience in the real estate industry with an extensive track record in hotel and resort advisory in Indochina Region.
At Alternaty, our Hotel Pre-opening and Operational Review services are specifically tailored to the needs of the Hotel Owner, where our goals are exactly aligned with the Owner. This means we have a common target in terms of standards, revenue, and most importantly, in terms of costs.
We refer to our Hotel Pre-opening and Operations Services as “Owner Representation”, whereby our support is given at every point of operation or construction both for internal departments (front office, HR, housekeeping etc) and for external service providers (sale and marketing, branding firms, franchise companies etc).
Please visit our blog for latest exclusive releases http://blog.alternaty.com/
See you!
This document discusses developing a hospitality culture. It defines a service culture as one that supports customer service through policies, procedures, rewards systems, and actions. Leaders play a crucial role in developing and transmitting the culture. A supportive leadership climate fosters dignity, respect, pride and team cohesion among employees. Developing a strong service culture requires establishing clear benchmarks, goals, and objective measures of progress. Organizational culture encompasses shared values, beliefs, and behavioral norms within an organization. Developing and managing cultural diversity is an important part of international hospitality management.
1. The documents provide standard operating procedures for front desk staff at a hotel, outlining protocols for arrival, briefings, duties, guest interactions, and more.
2. Procedures include arriving 20 minutes before shifts, exchanging uniforms, attending briefings, completing opening/closing duties, welcoming all guests with warmth and assistance, and giving priority recognition to repeat guests.
3. Exact grooming standards, registration processes, and protocols for escorting guests and delivering luggage are also prescribed to ensure thorough professionalism and efficient operations.
The document discusses the hospitality service industry with a key focus on the hotel sector. It provides an overview of the industry, current market dynamics and growth trends. It also outlines a proposed 2-day conference on "Changing Demographics & the Impact on Travel Trends" to be held at the Taj Hotel in Mumbai. The conference aims to discuss topics such as the emergence of secondary/tertiary cities, changing consumer preferences, and strategies for hotels to attract different demographic groups. Various industry leaders are scheduled to speak at the event.
This document provides an accomplishments checklist for evaluating front desk employees. It contains detailed criteria for checking guests in and out, handling special situations during check-in and checkout, providing services during guests' stays, and addressing special checkout situations. The evaluator uses the checklist to rate an employee's performance on various tasks as above average, average, or below average.
The hospitality industry provides facilities for travelers' comfort and leisure, including accommodation, food and beverage services, events, tourism, transportation, and entertainment. It is comprised of sectors like lodging, food and beverage, travel and tourism, and entertainment. The industry aims to support well-being through recreational activities and customer satisfaction. It includes hotels, motels, resorts, restaurants, bars and other services. The hospitality industry is driven by factors such as travel and tourism, economic growth, leisure time, and disposable income.
Session on Front office Operations; Reservation Form, Group Reservation ,cancelation Process, confirmation, Arrival, Reception and check in, check out Process.
A concierge is responsible for handling guest requests and providing services to ensure smooth operations and satisfied customers. They address issues, make reservations, and act as an advisor utilizing their extensive network of contacts. As the face of the hotel, concierges must be problem-solvers with strong connections within the local area. Their duties include luggage handling, dinner reservations, tours, travel arrangements, deliveries, shopping assistance, and more. To excel in this role requires qualities like patience, kindness, pleasantness, and the ability to welcome and assist guests.
Marriott International is the leading global lodging company with over 4,200 properties across 79 countries and territories. It offers a wide portfolio of brands across different price points and lifestyles. Some of Marriott's most frequently visited destinations include properties in Dubai, Europe, Asia, Australia, and North America. Marriott continues to expand with recently launched and upcoming properties. The document also provides details on Marriott Rewards, their loyalty program, and benefits for different elite membership tiers.
Telephone Etiquettes in Front Office Operations.pranjal joshi
The document provides guidelines for proper telephone etiquette. It recommends answering calls within three rings, identifying yourself, speaking politely, listening without interrupting, and using hold buttons appropriately. It also advises getting permission before putting callers on hold, thanking them for holding, and avoiding long hold times. The document stresses ending calls politely by answering all questions and using parting pleasantries.
This 4-day training program covers various topics related to administration and office management best practices and technologies. The training will cover roles and responsibilities of office professionals, office management and administration skills, communication skills, time management, customer service, and records management. Interactive activities are included to discuss key skills and develop a personal development plan. The document provides an overview and agenda of the training sessions.
The document discusses organizational culture and climate. It defines culture as shared expectations and self-image that create tradition within an organization. Climate represents employees' feelings about an organization based on leadership, goals, rewards, and mistake tolerance. Culture is developed over time based on founders, policies, and relationships, and is perpetuated by hiring, training, storytelling, and rewarding cultural norms. Culture can help or hinder strategy execution depending on its compatibility with strategic requirements. Examples of different culture types like strong, weak, unhealthy and adaptive cultures are provided.
The document discusses motivation techniques used by two hotel managers, Mr. Suprabhat Banerjee of Hyatt Regency Kolkata and Mr. Mohan Pandey of Nandan Park in Trivandrum. It describes how each manager motivates their subordinates through weekly meetings, informal gatherings, clear communication, and compensation. While Mr. Banerjee focuses on building rapport and tailoring his approach to individuals, Mr. Pandey divides employees into groups and reviews their weekly performance. Both emphasize the importance of teamwork and communication for motivation.
The document discusses organizational structure in hotels. It defines organizational structure as dividing work into tasks and responsibilities, and establishing communication channels and roles. There are various ways to structure an organization, such as by function, process, product, geography, customer, or time. The document provides an example hotel structure with different departments and managerial levels like the managing director, general manager, front office manager, and more. It also covers topics like departmentalization patterns, span of control, advantages and disadvantages of different structures.
The document classifies hotels based on location, target market, size of property, and theme. Some of the key classifications mentioned are downtown hotels located in city centers, suburban hotels in quieter suburbs, airport hotels near airports, resort hotels near beaches or hills, and theme-based classifications like heritage hotels, ecotels, and spa hotels focused on wellness. The document also differentiates hotels by size from small boutique properties to mega hotels with over 1000 rooms.
This document discusses the concept of yield management in the hotel industry. It begins by defining yield management as a technique used to maximize room revenue by adjusting room rates based on supply and demand. It then explains how yield management originated in the airline industry for perishable assets and has expanded to other industries like hotels. The document covers key aspects of a hotel yield management system including capacity management, discount allocation, and duration control to optimize room prices and revenue. It provides examples of formulas used to calculate metrics like potential average rates, achievement factors, and yield.
The document discusses innovative trends hotels are using to create more personalized guest experiences. It describes amenities and programs focused on attracting different demographic groups such as millennials, baby boomers and business travelers. Some examples mentioned include offering electric vehicle charging stations, free bike rentals, pressing clothing for business travelers, stocking minibars with customizable snacks, and providing fitness equipment or classes in guest rooms for privacy. The document also discusses wellness programs like aromatherapy amenities and healthy snacks to promote better sleep. Meeting and event spaces are being adapted to cater to interests in farm-to-table dining and media presentations.
The document discusses the roles and responsibilities of sales and marketing staff in a hotel. It outlines key tasks like identifying clients, managing marketing efforts, negotiating contracts, and coordinating with other hotel departments. It also describes how the sales and marketing department can be segmented by products sold, target markets, and distribution channels. Various sales, marketing, advertising, and promotional activities are explained.
Procedure for receiving message on telephone and in person
paging and types of paging a guest
Handling guest room key cards
Processing of key cards
Handling guest mail
Wake up call
procedure of room change
Guest complaints and types
The slide is designed to be used by students who are starting to learn in an educational Institute.
It deals with Front Office Operations & Management.
A short preparation to explain the various types of hotels, their special features, the needs that they fulfill, and the kind of customers/guests who would prefer each type.
Alternaty is a boutique real estate firm providing a suite of consulting services throughout the development lifecycle. Headquarter in HCMC Vietnam, with associates in Thailand, Myanmar Indonesia and the Maldives.
Our team has 17 years of combined experience in the real estate industry with an extensive track record in hotel and resort advisory in Indochina Region.
At Alternaty, our Hotel Pre-opening and Operational Review services are specifically tailored to the needs of the Hotel Owner, where our goals are exactly aligned with the Owner. This means we have a common target in terms of standards, revenue, and most importantly, in terms of costs.
We refer to our Hotel Pre-opening and Operations Services as “Owner Representation”, whereby our support is given at every point of operation or construction both for internal departments (front office, HR, housekeeping etc) and for external service providers (sale and marketing, branding firms, franchise companies etc).
Please visit our blog for latest exclusive releases http://blog.alternaty.com/
See you!
This document discusses developing a hospitality culture. It defines a service culture as one that supports customer service through policies, procedures, rewards systems, and actions. Leaders play a crucial role in developing and transmitting the culture. A supportive leadership climate fosters dignity, respect, pride and team cohesion among employees. Developing a strong service culture requires establishing clear benchmarks, goals, and objective measures of progress. Organizational culture encompasses shared values, beliefs, and behavioral norms within an organization. Developing and managing cultural diversity is an important part of international hospitality management.
1. The documents provide standard operating procedures for front desk staff at a hotel, outlining protocols for arrival, briefings, duties, guest interactions, and more.
2. Procedures include arriving 20 minutes before shifts, exchanging uniforms, attending briefings, completing opening/closing duties, welcoming all guests with warmth and assistance, and giving priority recognition to repeat guests.
3. Exact grooming standards, registration processes, and protocols for escorting guests and delivering luggage are also prescribed to ensure thorough professionalism and efficient operations.
The document discusses the hospitality service industry with a key focus on the hotel sector. It provides an overview of the industry, current market dynamics and growth trends. It also outlines a proposed 2-day conference on "Changing Demographics & the Impact on Travel Trends" to be held at the Taj Hotel in Mumbai. The conference aims to discuss topics such as the emergence of secondary/tertiary cities, changing consumer preferences, and strategies for hotels to attract different demographic groups. Various industry leaders are scheduled to speak at the event.
This document provides an accomplishments checklist for evaluating front desk employees. It contains detailed criteria for checking guests in and out, handling special situations during check-in and checkout, providing services during guests' stays, and addressing special checkout situations. The evaluator uses the checklist to rate an employee's performance on various tasks as above average, average, or below average.
The hospitality industry provides facilities for travelers' comfort and leisure, including accommodation, food and beverage services, events, tourism, transportation, and entertainment. It is comprised of sectors like lodging, food and beverage, travel and tourism, and entertainment. The industry aims to support well-being through recreational activities and customer satisfaction. It includes hotels, motels, resorts, restaurants, bars and other services. The hospitality industry is driven by factors such as travel and tourism, economic growth, leisure time, and disposable income.
Session on Front office Operations; Reservation Form, Group Reservation ,cancelation Process, confirmation, Arrival, Reception and check in, check out Process.
A concierge is responsible for handling guest requests and providing services to ensure smooth operations and satisfied customers. They address issues, make reservations, and act as an advisor utilizing their extensive network of contacts. As the face of the hotel, concierges must be problem-solvers with strong connections within the local area. Their duties include luggage handling, dinner reservations, tours, travel arrangements, deliveries, shopping assistance, and more. To excel in this role requires qualities like patience, kindness, pleasantness, and the ability to welcome and assist guests.
Marriott International is the leading global lodging company with over 4,200 properties across 79 countries and territories. It offers a wide portfolio of brands across different price points and lifestyles. Some of Marriott's most frequently visited destinations include properties in Dubai, Europe, Asia, Australia, and North America. Marriott continues to expand with recently launched and upcoming properties. The document also provides details on Marriott Rewards, their loyalty program, and benefits for different elite membership tiers.
Telephone Etiquettes in Front Office Operations.pranjal joshi
The document provides guidelines for proper telephone etiquette. It recommends answering calls within three rings, identifying yourself, speaking politely, listening without interrupting, and using hold buttons appropriately. It also advises getting permission before putting callers on hold, thanking them for holding, and avoiding long hold times. The document stresses ending calls politely by answering all questions and using parting pleasantries.
This 4-day training program covers various topics related to administration and office management best practices and technologies. The training will cover roles and responsibilities of office professionals, office management and administration skills, communication skills, time management, customer service, and records management. Interactive activities are included to discuss key skills and develop a personal development plan. The document provides an overview and agenda of the training sessions.
The document discusses organizational culture and climate. It defines culture as shared expectations and self-image that create tradition within an organization. Climate represents employees' feelings about an organization based on leadership, goals, rewards, and mistake tolerance. Culture is developed over time based on founders, policies, and relationships, and is perpetuated by hiring, training, storytelling, and rewarding cultural norms. Culture can help or hinder strategy execution depending on its compatibility with strategic requirements. Examples of different culture types like strong, weak, unhealthy and adaptive cultures are provided.
Organizations can be said to be a system or combination of systems which is dependent on the structure of the organization, the people working inside the organization and behaviour, the technology that is being used inside an organization, etc.
Creating Culture by Michael Eg Fausbøll discusses organizational culture and how it can be used as a business tool. It notes that culture must be strategically relevant, strong, and emphasize innovation and change. Three levers for shaping, strengthening, and changing culture are identified: recruitment and selection, socialization, and rewards. What makes culture strong is having agreement (talk-the-talk) and intensity (walk-the-talk) at high levels. Jenny Chatman's 3 C's of culture - being consistent, coherent, and comprehensive - are also referenced.
Culture - Hard to Build, Easy to Destroy, OrTony Moroney
This document discusses culture in financial services organizations. It defines culture and outlines how culture impacts conduct risk. Regulators are increasingly focusing on culture as a key driver of misconduct. Building a strong culture requires senior leadership to model desired behaviors and values. It also involves communication of values throughout the organization, training, incentives, and accountability. Poor culture can lead to conduct issues that harm customers and undermine market integrity. Financial firms must define culture in a way that goes beyond compliance to influence real behaviors and decision-making.
This document provides information on various career options and courses available after 10th and 12th standard in fields related to commerce and humanities. It discusses careers in areas such as design, fashion, textiles, interior design, fine arts, journalism, mass communication, advertising, tourism, accounting, law, insurance, human resources and more. For each career, it provides a brief introduction to the field and work involved, as well as personality traits and courses/qualifications required. Contact information is provided at the end for those seeking more details on career counseling.
This document contains questions and answers about organizational culture at The Ritz-Carlton hotel. It discusses the importance of their culture of luxury and exceptional customer service. It notes that while this culture provides excellent customer experiences, it may be draining for employees who feel they must always be "on". The document also explores how new employees learn the culture through stories, rituals, symbols and language emphasizing service. Other organizations can learn from Ritz-Carlton's focus on customer service, staff satisfaction, and flexibility when changing approaches.
Claudia Steinke: Impact of Casino DesignHorizons RG
Claudia Steinke presented on her research studying the elements and impacts of casino design. She began with an introduction that outlined her background and interests in areas like health care management, organization theory, and architecture. She then discussed her research framework that uses Donabedian's structure-process-outcome model to evaluate casino design elements and their impacts. Some key findings from her literature review included evidence that color schemes, lighting, music, layout, size and crowding can influence gambling behaviors and intentions. She emphasized the need for further research and a theoretical framework to guide responsible gambling venue design.
The Ritz-Carlton Hotel is known for its luxurious accommodations and emphasis on excellent customer service. Employees receive thorough training on precise standards and are expected to treat all customers with the utmost respect and formality. While the management approach was once very scripted, it has evolved to allow employees more flexibility and authenticity in satisfying customers. New employees learn the culture through exposure to stories of luxury, engagement in formal rituals, and use of language that promotes respect.
This document discusses how physical evidence and servicescapes can help close the gap between service design and standards. It provides examples of how Marriott uses distinctive servicescapes to create uniquely branded experiences for each of their hotel brands from luxury to budget. The servicescapes are carefully designed with elements like lobby areas, restaurants, and guest rooms tailored to match the targeted customer segment and brand strategy. Physical evidence can influence customer experience through clues that shape impressions and feelings. Well-designed servicescapes can package the service, facilitate the customer and employee experience, encourage socialization, and differentiate a business from its competitors.
This document discusses the foundations of building trust in the workplace using Four Seasons Hotels as a case study. It outlines that Four Seasons has established trust through having a clear business strategy focused on luxury hospitality, credible values of treating people with dignity, committed long-term management, coherent people systems like training and performance reviews, ensuring actions match communicated values, and open communication. This trust has contributed to Four Seasons' success, including being named one of the best companies to work for by Fortune for 6 consecutive years.
“I think as a company, if you can get those two things right — having a clear direction on what you are trying to do and bringing in great people who can execute on the stuff — then you can do pretty well.”
– Mark Zuckerberg, CEO, Facebook
Introduction to construction project managementMC Tubera
This document discusses the history and evolution of management theory and practice from the Classical Era of 1910-1930 to the present day Reconsidering Era of 1990-present. It covers key topics in management such as organizing, leading, planning, controlling, and reconsidering. It also discusses the psychology of project management and important aspects like selecting the best project team, engaging stakeholders, and the people side of communication. Project management involves integrating specialist skills and coordinating resources, time, and tasks to meet the client's objectives.
Organizational culture can be defined in various ways and includes visible and invisible elements like values, assumptions, rituals and behaviors. It is shaped by factors like leadership, management practices, shared history and learning. Measuring culture involves quantitative surveys and qualitative methods like interviews. Building culture focuses on developing identity, values, traditions and practices through recruitment, socialization, rewards and handling conflicts. Changing culture requires understanding drivers of change, envisioning the future culture, assessing gaps, planning interventions and reinforcing changes. Strong cultures impact organizational climate, performance and employee behavior.
1.The Ritz-Carlton Understands the Value of Every Employee. If you’ve ever held a job where you didn’t feel appreciated, you understand how frustrating it can be. Heck, you probably didn’t care about the company, right? Well, the Ritz-Carlton avoids this pitfall by valuing every employee. By empowering the employee, the hotel creates a staff that is passionate about the hotel, its services, and its success. Furthermore, happier employees mean happier guests. In fact, the Ritz-Carlton has empowered employees so much that they have the ability to spend up to $2,000 to ensure guests have an enjoyable stay without seeking permission from management.
2.The Ritz-Carlton Defines its Brand. If you want to improve the public image of your brand, then what better way is there to do so than by defining it yourself? The Ritz-Carlton does this by telling stories about the hotel through its online content strategy. Their Stories that Stay with You page elaborates on ways in which their employees and the greater hotel have gone out of their way to ensure a great stay for guests. The Ritz-Carlton is excellent at not only framing their stories, but in behaving in such a way – providing great customer service at every level – that great stories happen.
3.The Ritz-Carlton Abides By its Standards. Forget unwritten rules or laws. The Ritz has 12 Service Values that are etched into every employee’s memory. By requiring that everyone on the payroll memorize the company’s golden standards, the Ritz showcases the fact that they are genuinely passionate about their standards and commitment to customer service. Likewise, be sure to establish internal and external standards for your brand and hold your entire team accountable to them to ensure an incredible customer experience!
For over a century, the Ritz-Carlton Hotel has defined itself as the standard for quality and luxury in the hotel industry. While the ritzy Ritz-Carlton is flush with grandiose chandeliers and staircases, it’s the customer service and brand differentiation that’s given the hotel its staying power. By implementing pizazz into your marketing strategy, you’ll give your business a more powerful presence in the real context of B2B relations.
The document provides background information on the Pearl Continental Hotel in Lahore. It discusses that the hotel is owned by the Hashwani/Hashoo Group and has been operating for over 40 years. It then summarizes the hotel's vision, mission, values, leadership, products/services, organizational structure, SWOT analysis, and adherence to ethical practices. The hotel aims to exceed guest expectations through service excellence and innovation while upholding its reputation as a leader in the industry.
This document discusses organisational culture and provides details on its key characteristics and how it is created and sustained within an organisation. It describes organisational culture as the shared meanings and beliefs held by organisational members. Seven key characteristics of organisational culture are identified: innovation and risk taking, attention to detail, outcome orientation, people orientation, team orientation, aggressiveness, and stability. The document also examines how organisational culture is created by founders and kept alive through selection processes, leadership, and socializing new employees.
FutureYou work with organisations to build an end-to-end approach to talent focusing on attraction, hiring, development and retention strategies.
With a national presence and offices in Sydney and Melbourne, we specialise in Recruitment, Contracting, Executive Search and Talent Advisory.
At FutureYou we believe in cognitive diversity. We have an inclusive and collaborate culture that draws on talent from more than 20 recruitment firms and all corners of the world. If you’re a recruitment specialist who believes in customer first, driving innovation based on insight, passionate about long-term connections and curious about a future with Australia’s first ‘super boutique’, we want to hear from you.
The document outlines a people values strategy for a business. It discusses 3 key areas:
1. Defining the company's core values that all employees should uphold such as caring, honesty, and treating customers and staff well.
2. Engaging employees by communicating the company vision, providing training, and ensuring employees feel their work is important.
3. Engaging customers by empowering employees to provide excellent customer service and deal with customer needs.
The strategy proposes conducting a staff survey to identify important values and areas for improvement. It also suggests creating a people management system based on core values to guide employee conduct consistently across the business.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
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Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
RPMS TEMPLATE FOR SCHOOL YEAR 2023-2024 FOR TEACHER 1 TO TEACHER 3
Building a Hotel Organizational Culture
1. Building a HotelBuilding a Hotel
Organizational CultureOrganizational Culture
Kefalas Soteris, Ph.DKefalas Soteris, Ph.D
Author – Research - EducatorAuthor – Research - Educator
2. CORPORATE CULTURECORPORATE CULTURE
• Intrinsic character of an
organization
• Sum of its customs and tradition
that make it unique, especially
when viewed by people outside of
the organization
2Kefalas Soteris , Ph.D
3. ORGANIZATIONAL CULTUREORGANIZATIONAL CULTURE
• Members’ shared attitudes, beliefs,
experiences, psychology and values.
• Controls interpersonal relationships
• Influences external relationships
• Organization’s internal workings
• Crucial in the hospitality industry,
especially in a hotel
3Kefalas Soteris , Ph.D
4. Organization has two meaningsOrganization has two meanings
1.1.TThe structure of a group of peoplehe structure of a group of people
showing the inter-relationships of theshowing the inter-relationships of the
positions they occupy.positions they occupy.
2.2.The procedures, metThe procedures, methods and ways in
which a structure operates.
4Kefalas Soteris , Ph.D
9. Dynamic Organization –Dynamic Organization –
The Best SolutionThe Best Solution
People
Structures
Tasks Tools
9Kefalas Soteris , Ph.D
10. BUILDING A HOTEL ORGANIZATIONAL
CULTURE
• Lose the hierarchical structure
mentality
• Develop & manage your hotel as a
dynamic organization
10Kefalas Soteris , Ph.D
11. Hotel OrganizationalHotel Organizational
Culture - RequirementsCulture - Requirements
To develop our hotel culture requires
that
our values, procedures and
practices are matched with
guests’ expectations
11Kefalas Soteris , Ph.D
14. Hotel’s ValuesHotel’s Values
May be implemented in many ways:
•Type of measurement gauging
performance
•Treatment of employees
•Allocation of compensation and benefits
•Performance is recognized and rewarded
14Kefalas Soteris , Ph.D
16. PeoplePeople
• The most important asset of a hotel is
people.
• Employees are people; they work to
satisfy guests and make profits.
• Guests are people; they supply the
profit.
16Kefalas Soteris , Ph.D
17. People
The more contented and safe your
people feel, the more productive and
willing they are to provide guests
with a first class service.
For this basic reason, a hotel
organizational culture matters.
17Kefalas Soteris , Ph.D
18. ProductProduct
The service that satisfies the needs,
wants, and desires of guests.
• Needs are essential things.
• Wants are not-essential but
appreciated services.
• Desires are realizable dreams of
guests.
18Kefalas Soteris , Ph.D
19. Profit
• Measures degree of success
• Gauges how well and efficiently the
hotel satisfies its guests
• Essential for survival, growth, and
future protection
19Kefalas Soteris , Ph.D
20. QualityQuality
• Quality comes first
• Quality of the product and service must
create complete customer satisfaction
20Kefalas Soteris , Ph.D
21. Sustainability of the ValueSustainability of the Value
• The Hotel Stuff must not be content
with past standards but must strive to
maintain and where possible to improve
service and efficiency
21Kefalas Soteris , Ph.D
23. Manager’s Three MainManager’s Three Main
ConsiderationsConsiderations
• Commitment to guests
• Hands-on management
• Concern for employees
Each of these has three secondary
activities...
23Kefalas Soteris , Ph.D
24. Commitment to GuestsCommitment to Guests
• All units are clean, attractive, and
maintained in good order
• Being courteous and helpful
• Providing the best products and
service possible
24Kefalas Soteris , Ph.D
25. Hands-on ManagementHands-on Management
• Manager sets the pace
• Is involved in details of main
operations
• Follows through to ensure that
objectives are achieved
25Kefalas Soteris , Ph.D
26. Concern for EmployeesConcern for Employees
• Frequent communication with
employees
• Developing and recognizing
employees
• Meeting employees’ needs
26Kefalas Soteris , Ph.D
28. Hotel Organization StructureHotel Organization Structure
• The organization structure should
be built and organized by successful
hotel manager
28Kefalas Soteris , Ph.D
30. Delegating ResponsibilityDelegating Responsibility
The subordinate:
• Accepts a task
• Creating a responsibility to do it
• Accepts authority
• States the aim
• and in turn may have to delegate
30Kefalas Soteris , Ph.D
31. Delegating AuthorityDelegating Authority
• Delegation is authorising someone
to do something that you would
otherwise have to do
• It is giving someone the authority to
act in your name
31Kefalas Soteris , Ph.D
32. MANAGER’S ROLE INMANAGER’S ROLE IN
SHAPING THE CULTURESHAPING THE CULTURE
• Bull’s eye Organization
• Management Style
• Goals Settings
• Putting Values into practice
32Kefalas Soteris , Ph.D
34. Management StyleManagement Style
• In addition to overseeing the transmission of
orders and instructions down the hierarchical
structure of pyramids of named or titled boxes,
management style must communicate radially
from the centre outwards.
• Radial, cross-hierarchical communications is
fundamental in developing organizational
culture.
34Kefalas Soteris , Ph.D
35. Goal SettingGoal Setting
Goals are the objectives to be achieved.
They must be:
•Precise
•Realistic
•Achievable
•Understandable
•Measurable
•Agreed
35Kefalas Soteris , Ph.D
36. Specific GoalsSpecific Goals
• Hotel goals are important; they must be
realistic and measurable. The manager
must establish a time frame for
completion and provide regular feedback
on progress.
36Kefalas Soteris , Ph.D
37. Put Values into PracticePut Values into Practice
• Measurement
• Compensation
• Recognition and Reward
37Kefalas Soteris , Ph.D
38. MeasurementMeasurement
• All employees must be aware that
everything―labour, food, beverages,
inventory, time, space―is measured and
used to evaluate performance. This
establishes a control-oriented hotel culture.
• Frequency of measurement communicates
the hotel’s true values and impacts on the
organizational culture.
38Kefalas Soteris , Ph.D
39. CompensationCompensation
• To emphasize that service is the hotel’s priority, the
closer the contact that service employees ─
including chefs, waiters and chambermaids have─
with guests the more important should be their
remuneration.
• A hotel, intending to have an efficient and effective
service, must ensure that all employees working on
the service line are adequately compensated.
39Kefalas Soteris , Ph.D
40. Recognition and RewardRecognition and Reward
• Recognition and reward can be as important as
compensation. Employees who provide consistent,
peer-judged high quality of service should be
acknowledged and their achievements made public.
• Other employees seeing that good service is
rewarded, will realize what is important to the hotel
and what it takes to get ahead. This will stimulate a
competitive spirit among all staff to provide first-class
service to guests.
40Kefalas Soteris , Ph.D
41. BUILDING A STRONGBUILDING A STRONG
HOTEL CULTUREHOTEL CULTURE
• An investment of time and effort to focus on
a sound organizational culture will produce
many benefits
• Creating a strong culture is a good thing for
business human capital and makes good
business sense.
41Kefalas Soteris , Ph.D
42. A Strong HotelA Strong Hotel
Organizational CultureOrganizational Culture
• Attracts Talented
People
42Kefalas Soteris , Ph.D
43. A Strong HotelA Strong Hotel
Organizational CultureOrganizational Culture
• Retains Talented
People
43Kefalas Soteris , Ph.D