hotel and restaurant management

Online Hotel Bookings Nice and Easy

2010-12-11T06:10:00.000-08:00

by: Wolfgang Jaegel

The birth of internet made the process of booking a room more easy for your business trip, vacation or weekend getaway. Online hotel bookings help you to plan your vacation or business trip easier and more affordable. In olden days it was very difficult to find and select a hotel far away from your home.

The development of technology and internet simplified the process and now-a-days it is very easy to book a room from you home computer. Online hotel booking help you to find a hotel with the facilities you wish to have. Some times you need a simple and affordable place to stay and some times you wish to stay in a luxurious room, it doesn't matter. You can select and book any type of room you like via internet.

The internet has developed a revolution in the field of hotel booking services. It is now very easy to find a hotel anywhere in the world within seconds. You can book your favourite room any time of the day from anywhere in the world.

The most important advantage of online hotel booking is convenience, you can book your room by simply sitting in home. Internet helps you to browse through the hotels around the world and compare the facilities and rates easily. When you choose your favourite hotel for your accommodation, simply you can complete your reservation when required. Some of the hotels also offer same day hotel booking online. It is very helpful for those who plan their weekend getaway in last minute.

Most of the hotels offers competitive pricing because it is very easy to compare the prices of one hotel to another. Some online booking service provider's websites even allow you to compare the prices of multiple hotel when selecting your online hotel bookings. By this way it is very easy to find well-equipped hotel rooms in cheap price. It is better to find a larger online hotel booking service provider, if you are looking for a cheap hotel room.

Some of the service providers won't allow you to choose your hotel, they only allow you to select location and quality of the hotel. Considerable discounts on hotels may be available in off-seasons. Some may give great discount in season also due to the competition in the field. You will get much greater discount, if you allow the online hotel booking service provider to select your hotel and flight.

You can save much by selecting the services of online hotel booking service providers. You can definitely save on airline flights, car services, and even entertainment. You will get considerable discounts if you allow them to select all services you need. It is sure that you can save a considerable amount and have extra funds to enjoy on your trip.

Utilize the serve of online hotel booking service providers when you are planning for a trip. The benefit is that you can find the best prices on hotels and save much. Online hotel booking services are ideal for both short and longer vacations.

There is no administrative cost for hotels to provide this service. The booking software can be connected regularly through aggregators. Most of the hotels offer online booking services to remain competitive in today's travel market.

Each and every customer looks to book their hotel rooms early and conveniently.Some of the hotels keep their own online booking software and some utilizes the services provided by some of the large online booking service providers. Whatever it is, it is sure that online booking service will benefit both small and large hotels.

Online hotel booking is the best ways to book rooms in your favourite hotels. It will be more convenient for both the customer and the hotel. It helps the customers to plan their vacation properly and will reduce the operating cost and employee time of the hotel. Customers can enjoy the easiness of online booking and can find the cheapest hotel rooms with excellent facilities.

Customers can compare the prices and facilities from one hotel to another by utilizing this facility. Planning a vacation has never been easier and more reasonable than now. Easiness, affordable pricing, and simple comparison shopping make online hotel bookings accepted to all.

About the Author:
Chan Brothers Travel provides business travels, meetings, incentives, conventions and educational travel, also air tickets, cruises, accommodation, car rental, insurance travel gift vouchers and world-wide online hotel bookings for discount prices.

Hotels: The Good, The Bad and The Ugly

2010-12-11T06:08:00.000-08:00

by: john mce

With millions of hotels around the world, the hotel industry is certainly very competitive. There are hotels charging thousands of pounds per person, per night - catering purely for the rich, famous and lavish. Yet on the complete opposite end dof the spectrum, there are 100% eco friendly hotels, built towering up in trees, relying on nature to provide everything needed. All sorts of hotels can be hugely successful in their own right, constantly booked up and praised by all.

However for every successful hotel, there are many more unsure, unsuccessful and failing hotels, struggling on day by day, praying for something to come along and magically turn them around. Speaking to anyone around the world with a bit of traveling experience will undoubtedly have a few amusing anecdotes or terrifying tales about previous encounters with hotels from hell.

Unfortunately for the smaller, independent hotel, it is very easy to get sucked into vicious cycles where customers are be put off by dreary and drab decor and slightly run down exteriors. Yet due to the lack of custom, owners are skeptical or nervous about taking out risky loans in order to carry out refurbishments. It is all too easy to become a monotonous place to stay, lacking in character which resembles hotels commonly found at motorway service stations.

What can be done for a hotel wanting to inject a new lease of life into its veins? Well a fresh pair of eyes is a good start, many minor things that could be easily fixed yet create bad first impressions can be highlighted and rectified. Secondly a spring clean will show off your hotel in its best light. Thirdly upping staff moral can create a world of difference, smiling, chirpy staff will reflect in customers, making life easier for everyone.

A super hero like, hotel consultant, character that travels the world, finding the worst hotels and turning them around would make fantastic television. Gordon Ramsey has done it with restaurants; Dragons Den has done it with businesses and now a hotel development extraordinaire needs to be born. Imagine a hotel such as the fictional Fawlty Towers being assessed by an experienced, world renowned, professional hotel consultant. It would definitely be an eye opening, insightful yet extremely amusing situation.

Until a super consultant comes along, all hotel owners should take a step back, just for a second, to identify its own strengths and weaknesses. Think about how to make the customer thrilled rather than just satisfied. Motivate staff with incentives to provide the best quality service around. Any hotel around the world could benefit from an external review being honestly critical, clearly highlighting potential downfalls that the hotel could be aware of, or blissfully unaware.

About the Author:
John Mce writes on behalf of the Hotel Solutions Partnership, offering a professional hotel consultant service. Improve your hotel strategy or hotel business plan with the hotel solution partnership services.

Human Recources Management Tips for Hotels

2010-12-11T06:06:00.000-08:00

by: Nick Nikolis

The hotel business is one of the most cut throat and competitive businesses in the world. Usually the human resources manager has his or her hands full all the time because of employee complaints and a very high turnover rate. However, there are a few human resources management tips for hotels that can eliminate some of the problems that plague most hotel human resources managers. Since one of the biggest problems that a human resources manager in the hotel industry faces is the issue of employee retention, many of the tips address that issue.

The first tip revolves around choosing the right person for each job. Choosing the right person for each job can be one of the hardest tasks of the human resources manager. In many cases only people will low skill levels apply to many of the jobs offered in a hotel. It is the job of the human resources manager to make sure that the person chosen for the job will do it correctly and have staying power. This can be done through the interview process. With the right questions each applicant's answers will reflect how they feel about the job.

One of the most important human resources management tips for hotels is to make sure that each employee enjoys working in the hotel and that they have all of the training and supplies that they need to complete their job effectively. One of the biggest complaints among hotel staff members is that they are required to do too many jobs that they do not have the training or tools to do it with. The human resources manager that takes the time and money to train employees and equip them properly will have a much higher retention rate.

Another part to the human resources management tips for hotels is to follow up on the jobs that the employees do. Providing performance reviews and incentive programs will go a long way into making the hotel experience better for both customers and employees. If the employee knows he or she will get a benefit from doing excellent work then they will be more likely to perform at a higher level.

Another great tip for the human resources manager is to have a lot of positive reinforcement. If they employees feel they are in a friendly environment, then they will produce better work. Everyone likes to be noticed when they do a good job so catching employees doing their jobs properly is an important part of being a human resources manager. This is also very important in the hotel business because customers can always tell the tone of the staff. If they see happy staff members the customers will be more likely to return to the hotel.

Another aspect to the human resources management tips for hotels is to implement a clear progression plan that employees can use to advance in rank and salary at the hotel. If employees feel they will be stuck in the same job and pay grade throughout their time at the hotel then they will move on to another hotel or business to increase their salaries and duties. If there is a clear advancement program in place at the hotel that they already work in then they will be more likely to stay at the place they already work.

Perhaps the most important thing for a human resources manager in the hotel business to do is to lead through example. If employees see the human resources department taking short cuts and doing poor work then the rest of the staff will reduce their quality of work as well. However, if they see the human resources department working hard and providing the best quality of service that they can then the employees will improve their work as well.

All of these human resources management tips for hotels will provide a basis to use as a springboard to increase the productivity in your hotel. Follow these tips and you will soon see an increase in the mood and service level of your hotel. The human resources position at any hotel is one of the most important jobs in the hotel, so it is very important that it is run professionally and well.

About the Author:
Nick Nikolis is writing about Self help, Business, Hospitality Industry and destinations. Check here Greece hotels and Greece Villas.

Luxury Hotels- A Class Apart

2010-12-11T06:02:00.000-08:00

by: Ram Gupta

How does one define luxury? Luxury cannot be a necessity, if it was it would lose its charm of some thing that is not available commonly or to all for that matter. Luxury is something way beyond necessity or essentials; it is something that caters to the desirability thirst of the human being. This is precisely what luxury hotels fulfil- thirst and desire. They provide the guest with a relatively higher quality experience. Luxury hotels could be beach hotels, resort hotels or city hotels.

With the availability of surplus spendable income in the pockets of traveling public, the industry saw an explosion in the expectations of guests. The scenario provided a window of opportunity to exploit, as the people were willing to pay a premium for an exclusive and exciting product. This acted as a catalyst to the emergence of the concept of creating services and product beyond the expectations of a guest. Luxury hotels surfaced.

The industry saw chain as well as independent hotels create an exclusive niche product for this specific user segment and termed it as luxury hotels. To distinguish luxury hotels from the regular hotels, they were classified as five Star Deluxe Hotels or Luxury hotels.

While physically, the product remains almost the same as a five star hotel but it is qualitatively far more superior in product standards and style. The lobby is warm, rich and inviting with a touch of class, the elevators are well decorated in mahogany with rich inlaid Italian marble flooring. Floor corridors become more cosy and intimate and the hotels room- well, very plush with rich carpets, luxurious fabrics and high-end fixtures and furniture. The rooms are provided with TV's, music, electronic do not disturb and clean my room signs etc to list a few.

The bathrooms also get a make over. Luxury hotels provide a minimum of 5-fixture bathrooms fitted with ultra high end and branded fittings and fixtures. Most bathrooms have the provision of a bathtub and enclosed shower cubicle. The floor is adorned with expensive granite or Italian marble and so are the walls. The bathroom also have a HDTV and speakers for music.

The super fine linen, on the bed and in the bathrooms, enhances the quality of comfort. Branded amenities are provided to reinforce hotels commitment to quality, winning guest's appreciation and confidence.
Luxury hotels and resorts have at least one specialty cuisine fine dining restaurant in addition to an upscale coffee shop. The Bar is relaxing and soothing and generally have a club lounge atmosphere with finest labels on the shelf and in the cellar. The qualitative aspects are reflected in the service and presentation style of food and beverages. The attempt in a luxury hotel is to attain perfection with continuous improvement and evolution.

Staff of a luxury hotel is very well trained in not only their technical traits but also in the guest interactions. Courteousness, care and compassion are virtues that they practise and perfect. They are trained to address all guests by their names, making the interaction personal.

The emphasis in a luxury hotel is to ensure that the guest gets a real good and memorable experience of his stay in the hotel, something that will make him feel nostalgic. As we walk ahead, the definition of luxury keeps on changing, forcing industry to constantly redefine the term adding further luxuries to luxury...

About the Author:
Ram Gupta is a professional hospitality consultant with over four decades of experience in Asia, Europe, Middle East and the Far East. He has been associated with over two dozen hotel projects. His web site can be viewed at http://www.bcgglobal.com

Hotel And Restaurant Expo 2011

2010-12-11T05:21:00.000-08:00

Highlights :
Hotel and Restaurant Expo 2011 is inviting the managers of hotel and restaurant networks, catering and vending companies, cafes, bars, hotels etc. It will be dedicated to the hotel and hospitality industry. Its main goal to present the good products and innovative technologies.

Start Date : 23 Mar 2011 End Date : 25 Mar 2011
Venue : Kiev International Exhibition Centre
City / Country : Kiev, Ukraine

Trade Show Contact:

• Send Inquiry to Organizers
• Stall Booking Inquiry
• Visitors’ Registration Inquiry
• Event Sponsorship / Advertising Inquiry
• Booth Construction Inquiry
• Printing, Hording & Cards Inquiry

Fair Location:
Kiev International Exhibition Centre
Kiev, Ukraine

Fair Organizer
PREMIER EXPO
13-b, Pimonenko Street - Kyiv - Ukraine
Tel : + 380-44-4968645
Fax : + 380-44-4968646

Ocean City Hotel-Motel-Restaurant Association Spring Trade Expo

2010-12-11T04:28:00.000-08:00

EVENT PROFILE

It's time to start thinking about 'Building Business at the Beach' at the 36th Annual Ocean City Hotel-Motel-Restaurant Association Spring Trade Expo. More than 400 exhibit booths will feature the lastest, most innovative goods and services on the market.

VISITOR'S PROFILE

Tour Operator, Travel Agency, Personal Travel Arranger, Eco-Tourism/Adventure Travel, Sporting Holiday Specialists, Business Travel Agency, Meeting Planner, Conference Organiser, Event Organiser, Educational, Groundhandler, Hotel/Accommodation Providers, Online/Internet Travel Services, Press Media.

EXHIBITOR'S PROFILE

Profile for exhibit include Airline, Luxury Cruise Line, Yacht Charter & Sailing Holidays, Luxury Rail Limousine, Service/Luxury Car Rental Global, Luxury Hotel Chain, Boutique Hotel, Real Estate & Property Sales, Health Spa, Space Travel, Artic Adventures, Deep Sea Adventures, Out Of The Ordinary Experience Provider, National & Regional Tourism Board, VIP Inbound Tour Operator/DMC, Conference Venue, Casino Tourist, Shopping Experience, Catering Events Organiser, Travel Media.

TRADE SHOW TIMINGS, ENTRY FEE AND HALL No
Business Timing: March 6, 11:00am - 05:00pm March 7, 10:00am - 03:00pm Public Timing: March 6, 11:00am - 05:00pm March 7, 10:00am - 03:00pm
EVENT REVIEWS & EXPERIENCE

Ocean City Hotel-Motel-Restaurant Association Spring Trade Expo-[2010]
Venue: Ocean City Convention Center, Ocean City, United States Of America
Date: Mar 07, 2010 - Mar 08, 2010
Industry Focus: Travel & Tourism

Heads in Beds: Hospitality and Tourism Marketing (Paperback)

2008-12-25T05:08:00.000-08:00

An excellent supplemental text for courses in Hospitality Management, Travel and Tourism Marketing, Travel Promotion and Sales, and Destination Marketing. This factual, how-to book for hospitality and tourism students addresses the issues from a practitioner's point-of-view, providing a realistic and comprehensive look at what their jobs and responsibilities will be. Focusing on the practical side of managing hospitality, travel and tourism marketing, this text includes several topics not covered anywhere else--marketing to travel agents, COOP marketing with wholesalers, and loyalty marketing. It provides readers with solid advice and strong direction.

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In Heads in Beds: Hospitality and Tourism Marketing, author No Raza teaches the reader how to build brands, generate sales and grow profits through marketing. Written for students as well as practitioners, this book is based on eight principles that the author teaches and brings to life:

* Branding: generate sales through strong brands
* Knowledge: the more you know, the more you'll grow
* Results: long-term strategies solve short term needs
* Big Picture: it's not about style versus substance, it's about substance armed with style
* Creative Budgeting: outthink versus outspend
* Happiness: enjoy what you're doing
* Dare To: be different!
* Success: compete with yourself for your own excellence

Heads in Beds: Hospitality and Tourism Marketing contains extensive discussions and practical information about the marketing job, markets and products, marketing budgets, branding, advertising, creation of brochures and collateral materials, promotions and public relations, Internet marketing, and several key topics not found in other resources such as:

* Marketing to Travel Agents
* COOP Marketing with Wholesalers
* Loyalty Marketing

100 Tips for Hoteliers: What Every Successful Hotel Professional Needs to Know and Do (Paperback)

2008-12-25T05:03:00.000-08:00

Twenty-two years ago, author Peter Venison's Hotel Management became a best seller in the hotel and tourism industry, labeled a "must read" on the curriculum of every hotel school, and landed on the bookshelf of every hotel manager. Despite many requests for a follow-up volume, Venison declined, on the basis that he had nothing new to say. Now he does.

Holed up for several weeks in five star hotels while concluding a complicated business deal, Venison realized that the standards offered by the industry still fall short of perfection. As a result, he has put pen to paper to produce this handy catalogue of suggestions to hoteliers, based upon his considerable personal experience as a hotelier and perpetual hotel guest.

100 Tips for Hoteliers guides you from the inception of a hotel to its opening and operation, offering practical tips for each stage of the journey. It should prove equally useful to hotel school students as a checklist of what they can expect, and also to practicing hotel managers as a reminder of their responsibilities.

Proceeds from the sale of 100 Tips for Hoteliers will be donated to the Duke of Edinburgh Cup charity.

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Hotel Operations Management

2008-06-09T08:16:00.000-07:00

Describing in great depth and detail all areas of hotel administration, this accurate book provides an up-to-date and comprehensive examination of the responsibilities of a hotel general manager. It shares with readers the procedures effective managers use to ensure their hotel¿s–and their own–ultimate success. KEY TOPICS This unique approach addresses all of the operating departments of a full-service hotel–Human Resources, Controller, The Front Office, Housekeeping, Food and Beverage, Safety and Property Security, Sales and Marketing, Facility Engineering and Maintenance–from the viewpoint of the General Manager. It also explores franchise agreements and management contracts, purchasing a hotel, and career opportunities. For current and future hotel general managers, and hotel department heads–i.e., executive housekeepers, directors of sales, controllers, and front office managers.

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Hotel Operations Management describes, in great detail, exactly what the General Manager of a full-service hotel must know to be successful. Its up-to-date and comprehensive coverage of all areas of hotel operations make it an essential addition to the professional library of the serious hospitality student.
Special features of the book include:

a. "This Chapter at Work," an introduction to each chapter's content
b. "Chapter Outlines," to make it easier to find essential information
c. "Hotel Terminology at Work," extensive definitions of important hotel terms
d. "The Internet at Work," references to valuable internet sites that provide critical supplemental content and information
e. "Managers at Work," real-life case studies designed to place the reader in the decision-making role of the hotel general manager
f. "Issues at Work," problems and questions at each chapter's end designed to test the reader's mastery of each chapter's content
g. Extensive checklists and forms that aid general managers in their daily work

In addition to its in-depth coverage of hotel operations, the book includes valuable information about:

1. The history of the hotel industry
2. The Global Distribution System (GDS) and its importance to the sales effort
3. STAR (Smith Travel Accommodations Reports)
4. Hotel management companies
5. Buying and franchising a hotel

Hotel Management and Operations

2008-06-09T08:09:00.000-07:00

This Fourth Edition helps readers develop the wide-ranging knowledge and analytical skills they need to succeed in today’s burgeoning and dynamic hotel industry. This comprehensive volume encourages critical thinking by providing different points of view through contributions from sixty leading industry professionals and academics. Within a coherent theoretical structure, this updated edition enables readers to formulate their own ideas and solutions.

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From the Back Cover
Hotel Management and Operations, Fourth Edition helps readers develop the wide-ranging knowledge and analytical skills they need to succeed in today's burgeoning and dynamic hotel industry. This comprehensive volume encourages critical thinking by providing different points of view through contributions from sixty leading industry professionals and academics. Within a coherent theoretical structure, this updated Fourth Edition enables readers to formulate their own ideas and solutions.

Each of the book's nine sections examines a specific hotel department or activity and presents a variety of viewpoints on the duties, responsibilities, problems, and opportunities encountered there. Multidimensional case studies challenge readers to identify the central issues involved in complex management problems, understand the structure and resources of the department in question, and find solutions that may involve other hotel resources and departments.

Providing a solid introduction to every aspect of hotel management, this Fourth Edition:

1. Presents new readings on security and human resources
2. Covers all hotel departments, from front office to finance, marketing to housekeeping
3. Links advanced theory with real-world problems and solutions
4. Features "As I See It" and "Day in the Life" commentary from young managers

Complete with extensive references and suggestions for further reading, Hotel Management and Operations, Fourth Edition is an ideal book for university hospitality programs and management training programs within the hotel industry.

The Food Service Professionals Guide To: Controlling Restaurant & Food Service Operating Costs

2008-06-09T08:06:00.000-07:00

This new series of fifteen books - The Food Service Professional Guide TO Series from the editors of the Food Service Professional are the best and most comprehensive books for serious food service operators available today.

These step-by-step guides on a specific management subject range from finding a great site for your new restaurant to how to train your wait staff and literally everything in between. They are easy and fast -to-read, easy to understand and will take the mystery out of the subject. The information is "boiled down" to the essence. They are filled to the brim with up to date and pertinent information.

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The books cover all the bases, providing clear explanations and helpful, specific information. All titles in the series include the phone numbers and web sites of all companies discussed. What you won’t find are wordy explanations, tales of how someone did it better, or a scholarly lecture on the "theory". Think of them as "Cliff Notes TM" on the subject matter.

Every paragraph in each of the books are comprehensive, well researched, engrossing, and just plain fun-to-read, yet are packed with interesting ideas. You’ll be using your highlighter a lot! The best part aside from the content is they are very moderately priced. You can also purchase the whole 15 book series the isbn number is 0-910627-26-6. You are bound to get a great new idea to try on every page if not out of every paragraph. Do not be put off by the low price, these books really do deliver the critical information and eye opening ideas you need you to succeed without the fluff so commonly found in more expensive books on the subject. Highly recommended!

The Food Service Professionals Guide to Food Service Menus: Pricing and Managing the Food Service Menu for Maximum Profit: 365 Secrets Revealed

2008-05-01T07:46:00.000-07:00

Food and Beverage Cost Control

2008-05-01T07:40:00.000-07:00

For foodservice managers to control costs effectively, they must have a firm grasp of accounting, marketing, and legal issues, as well as food and beverage sanitation, production, and service methods. This fully updated fourth edition of Food and Beverage Cost Control provides students and managers with a wealth of comprehensive resources and the specific tools they need to keep costs low and profit margins high.

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This new edition features the latest information on foodservice cost control in a global setting, addressing relevant cultural, legal, and technological questions. Highlights of this fourth edition include:

1. A new look at international foodservice cost control in the age of globalization, with a special emphasis on using advanced technologies internationally
2. New Leaders are Readers! features provide students with additional readings related to key topics and concepts for each chapter
3. New Technology Tools have been added throughout the book alongside relevant topics because technology affects practically every aspect of cost control today
4. Expanded and updated Test Your Skills questions help students to reinforce their understanding of the tools and concepts presented
5. Apply What You Have Learned exercises focus on practical applications of topics and concepts toreal-world industry scenarios
6. A bonus CD-ROM packed with exercises that utilize manager-developed Microsoft® Excel spreadsheets
7. A newly created Study Guide provides several additional resources to help students review the material and exercises to test their knowledge of key topics and concepts

Students in foodservice management courses will find that Food and Beverage Cost Control, Fourth Edition provides a modern and focused treatment of this vital subject. Working managers will appreciate this useful reference as a source of ready-to-use forms and formulas that can be easily applied to their operations.

Note: CD-ROM/DVD and other supplementary materials are not included as part of eBook file.

From the Back Cover
Provides a practical and applied approach to managing costs fOR foodservice managers and students

For foodservice managers to control costs effectively, they must have a firm grasp of accounting, marketing, and legal issues, as well as food and beverage sanitation, production, and service methods. This fully updated fourth edition of Food and Beverage Cost Control provides students and managers with a wealth of comprehensive resources and the specific tools they need to keep costs low and profit margins high.

This new edition features the latest information on foodservice cost control in a global setting, addressing relevant cultural, legal, and technological questions. Highlights of this fourth edition include:

a. A new look at international foodservice cost control in the age of globalization, with a special emphasis on using advanced technologies internationally
b. New Leaders are Readers! features provide students with additional readings related to key topics and concepts for each chapter
c. New Technology Tools have been added throughout the book alongside relevant topics because technology affects practically every aspect of cost control today
d. Expanded and updated Test Your Skills questions help students to reinforce their understanding of the tools and concepts presented
e. Apply What You Have Learned exercises focus on practical applications of topics and concepts toreal-world industry scenarios
f. A bonus CD-ROM packed with exercises that utilize manager-developed Microsoft® Excel spreadsheets
g. A newly created Study Guide provides several additional resources to help students review the material and exercises to test their knowledge of key topics and concepts

Students in foodservice management courses will find that Food and Beverage Cost Control, Fourth Edition provides a modern and focused treatment of this vital subject. Working managers will appreciate this useful reference as a source of ready-to-use forms and formulas that can be easily applied to their operations.

Hotel, Restaurant, and Travel Law (Hotel, Restaurant and Travel Law

2008-04-22T06:13:00.000-07:00

Honestly - I’ve stood by this text because it is so well written. I plan to continue to adopt this textbook as long as I am teaching the class!" - Priscilla Bloomquist - New Mexico State University

"One of the few textbooks students actually like and often keep for future reference." - Priscilla Bloomquist - New Mexico State University

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Product Description
For students and practicing professionals in hospitality, travel and tourism as well as specialized paralegal work, Hotel, Restaurant and Travel Law: A Preventative Approach, 7th Edition, addresses legal issues confronted by managers in the hotel, restaurant, travel and casino industries. The emphasis is on prevention of legal violations. By reading the book, managers can appreciate and identify what actions and precautions are necessary to avoid, or at least minimize, the number of lawsuits. The book uses the case method, long recognized as a helpful approach to learning the often-complicated discipline of law. Readers will study decisions from actual cases in which hospitality establishments were sued, as well as what legal precedents were cited.

Accounting and Financial Analysis in the Hospitality Industry (Butterworth-Heinemann Hospitality Management Series) (Paperback)

2008-04-07T03:26:00.000-07:00

The objective of this textbook is to teach students to be conversational in speaking numbers. This means understanding fundamental accounting concepts, developing solid financial analysis abilities, and then applying them to understand and improve the operational performance of their hotel or restaurant. The book will accomplish this by studying the current practices of some of todays leading hotel and restaurant companies. Chapters will be developed under the auspices of a select group of hospitality industry General Mangers, Directors of Finance, and Regional Accounting Managers to ensure that the information is current, accurate and useful. Understanding and applying the information will be the main focus of this book.

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This textbook should provide hospitality managers the knowledge and experience to be comfortable in using numbers to operate their departments. This includes developing the ability to perform all accounting and financial aspects of their position efficiently and correctly including revenue forecasting, wage scheduling, budgeting, P&L critiques, purchasing procedures and cost control methods. As a result, they will have more time to spend on the floor with their customers and employees. This knowledge will help them understand their operations and how to improve, change or expand them to increase revenues or profits.

Hotel Management and Operations

2008-04-07T03:23:00.000-07:00

Hotel Management and Operations, Fourth Edition helps readers develop the wide-ranging knowledge and analytical skills they need to succeed in today's burgeoning and dynamic hotel industry. This comprehensive volume encourages critical thinking by providing different points of view through contributions from sixty leading industry professionals and academics. Within a coherent theoretical structure, this updated Fourth Edition enables readers to formulate their own ideas and solutions.

View Products Details

Each of the book's nine sections examines a specific hotel department or activity and presents a variety of viewpoints on the duties, responsibilities, problems, and opportunities encountered there. Multidimensional case studies challenge readers to identify the central issues involved in complex management problems, understand the structure and resources of the department in question, and find solutions that may involve other hotel resources and departments.

Providing a solid introduction to every aspect of hotel management, this Fourth Edition:

a. Presents new readings on security and human resources
b. Covers all hotel departments, from front office to finance, marketing to housekeeping
c. Links advanced theory with real-world problems and solutions
d. Features "As I See It" and "Day in the Life" commentary from young managers

Front Office Operations and Management

2008-03-31T23:55:00.000-07:00

For Hotel Management training in both large chains and smaller organizations, as well as meeting professionals, this book introduces concepts of organization, communication, ethics and policy within a hotel. The primary focus is the front office, housekeeping, reservations and night audit departments. Other departments are discussed to provide and understanding of how these departments relate to the front office and how they operate to enhance the guest experience.

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An introduction of basic analyses, techniques and trends both in policy and technology are reviewed as they relate to management and the guest. The book gives readers a “real world” understanding of the hotel industry balancing its past, present and future. This book portrays the nature and operation of hotels as they exist today. It reveals the inner workings of a hotel, preparing readers for what to expect in the current and future hotel market. The Property Management System has dramatically changed hotel operations, therefore extensive time has been devoted to covering this technology. Additional chapters feature analysis of the physical makeup of hotels, yield management, and operational techniques. Performance measurements and analysis of what makes a truly successful hotel are discussed in detail. Finally, because hotel management is and will always be about people, chapters are devoted to both the hotel guest and hotel employee. The arrival chronology is discussed from arrival to departure.

Hotel Operations Management

2008-03-31T23:51:00.000-07:00

by David K. Hayes (Author), Jack D. Ninemeier (Author)

Describing in great depth and detail all areas of hotel administration, this accurate book provides an up-to-date and comprehensive examination of the responsibilities of a hotel general manager. It shares with readers the procedures effective managers use to ensure their hotel's–and their own–ultimate success. KEY TOPICS This unique approach addresses all of the operating departments of a full-service hotel–Human Resources, Controller, The Front Office, Housekeeping, Food and Beverage, Safety and Property Security, Sales and Marketing, Facility Engineering and Maintenance–from the viewpoint of the General Manager.

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It also explores franchise agreements and management contracts, purchasing a hotel, and career opportunities. For current and future hotel general managers, and hotel department heads–i.e., executive housekeepers, directors of sales, controllers, and front office managers.

Check In, Check Out: Managing Hotel Operations (Hardcover)

2008-03-23T19:43:00.000-07:00

by Jerome J. Vallen (Author), Gary K. Vallen (Author)

This book has been a job-training leader and valuable professional reference in rooms management for over two decades. It provides exceptionally complete coverage of the hotel's front office and all of the support positions that make it work—from the international reservation network, to legal concerns, sales and marketing techniques, management issues, room rate formulas, control and oversight, etc. In a sequence that follows the flow of most guests—reservation, arrival, billing, departure, auditing and accounting—the book treats both the how-to (e.g., completing a reg card) and the wherefore (e.g., yield management) while keeping readers abreast of the trends currently affecting the industry. For hotel/resort managers and front-office support staff.
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Among the many features of the latest revision are:

a. Comprehensive treatments of central and global reservation systems
b. Over 4,000, cross-referenced listings in the index
c. Revised folio explanations that accommodate both accountants and non-accountants
d. Many carefully selected photographs and exhibits illustrating the textual material
e. Coverage of industry issues not found in any other texts
f. End-of-chapter questions and answers, problems, Web sites, and tidbits
g. A complete glossary; a book in itself
h. Application of yield management to a rapidly changing industry
i. Recognition of the many third parties with whom the industry must deal
j. Emphasis on the role of sleep, including beds and bedding, as the real product of lodging management
k. Special attention to the organizational changes that have taken place in hotelkeeping
l. Distinct outline headings to improve readability and comprehension
m. Historical perspective that locates issues within the framework of operations
n. Use of professional vocabulary
0. Explanation of the importance of brands and branding
p. Special topics such as franchising, room taxes, and timesharing along with other important issues facing the lodging executive
q. Description of the impact of electronic communication on hotel management

Housekeeping Management (Hardcover)

2008-03-23T19:37:00.000-07:00

An Invaluable Text to Prepare Tomorrow's Executive Housekeepers for Today's Hospitality Industry As downsizing practices in the hospitality industry usher in leaner management and fewer operational levels, the role of executive housekeeper is undergoing a dramatic change. Today, the ideal executive housekeeper must be prepared to be a first-line manager--capable of running a housekeeping department with little or no intervention from upper management. Housekeeping Management offers future industry professionals the tools they need to be competitive in this new era--the skills to manage resources,

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administer assets, and manage all of the technical operations of a busy housekeeping department. Using case studies culled from the author's extensive experience in the hospitality industry, it demonstrates clearly how theoretical concepts apply to real-life situations. Illustrated with numerous photos and charts, this practical, easy-to-read text:

1. Covers management concepts and responsibilities.
2. Details structural planning for large properties, including models for staffing patterns
3. Examines inventory and equipment management, characteristics of materials and supplies, linen and laundry room management, and cleaning functions
4. Discusses personnel administration, including employee motivation, turnover, satisfaction, absenteeism, and cultural diversity issues
5. Focuses on productivity and cost control, risk management, topical environmental issues, and hotel safety and security

Ideal for two-year or four-year programs, Housekeeping Management is an invaluable resource to help tomorrow's executive housekeepers acquire the proficiency in management and administration they'll need to succeed in the hospitality industry.

Back Cover Copy
An Invaluable Text to Prepare Tomorrow’s Executive Housekeepers for Today’s Hospitality Industry As downsizing practices in the hospitality industry usher in leaner management and fewer operational levels, the role of executive housekeeper is undergoing a dramatic change. Today, the ideal executive housekeeper must be prepared to be a first-line manager—capable of running a housekeeping department with little or no intervention from upper management. Housekeeping Management offers future industry professionals the tools they need to be competitive in this new era—the skills to manage resources, administer assets, and manage all of the technical operations of a busy housekeeping department. Using case studies culled from the author’s extensive experience in the hospitality industry, it demonstrates clearly how theoretical concepts apply to real-life situations. Illustrated with numerous photos and charts, this practical, easy-to-read text:

1. Covers management concepts and responsibilities
2. Details structural planning for large properties, including models for staffing patterns
3. Examines inventory and equipment management, characteristics of materials and supplies, linen and laundry room management, and cleaning functions
4. Discusses personnel administration, including employee motivation, turnover, satisfaction, absenteeism, and cultural diversity issues
5. Focuses on productivity and cost control, risk management, topical environmental issues, and hotel safety and security

Ideal for two-year or four-year programs, Housekeeping Management is an invaluable resource to help tomorrow’s executive housekeepers acquire the proficiency in management and administration they’ll need to succeed in the hospitality industry.

How To be A Good Hotel Manager

2008-03-23T19:25:00.000-07:00

Hotel managers are responsible for operations, including reservations, food services, housekeeping and conventions. In a small hotel, one manager usually makes all the important daily decisions, whereas in a large establishment, a general manager hires a number of managers to be in charge of individual departments.

Hotel managers oversee all aspects of running a hotel, from housekeeping and general maintenance to budget management and marketing.

Large hotels may have managers who are responsible for each department and report to the general manager. In smaller hotels, the manager is more involved in the day-to-day running of the hotel, often dealing directly with guests.

As a hotel manager your key tasks would include:

1. setting annual budgets
2. analysing financial information and statistics
3. setting business targets and marketing strategies
4. managing staff
5. organising building maintenance
6. making sure security is effective
7. dealing with customer complaints and comments
8. making sure the hotel follows regulations such as licensing laws
9. securing corporate bookings for entertainment and conference facilities.

In larger hotels you will spend a lot of time in meetings with the heads of departments.

Things You’ll Need:

1. Travel Books
2. Career Counseling
3. Online Career Search

Step 1:
Ask yourself if you have excellent interpersonal, communication and organizational skills. They are necessary for a successful hotel management career.

Step 2:
Obtain a college degree in hotel management or restaurant management. Remember that a food services department contributes greatly to the profits of a hotel; a successful restaurant manager can see his or her career advance quickly.

Step 3:
Take advantage of work-study programs offered by many colleges so that you will gain solid experience working in hotels.

Step 4:
Expect to go through a hotel's training program once you are hired after college. During the first couple of years you will be handling only relatively mundane duties, instead of providing your input on issues such as staffing, hotel decor or conventions.

Step 5:
Understand that you might be offered a position as a front office manager, a food and beverage manager, a convention services manager, or any of a number of administrative positions after your training period. If you are successful at different managerial positions, your career will benefit in the long run.

Step 6:
Be aware that a promotion might require you to relocate for a few years if you work for a hotel chain that has properties throughout the country.

Hotel Working Environment:

2008-03-07T18:52:00.000-08:00

Hotels range from small family-run businesses to large chains of international renown. Hotel receptionists are often found in or near hotel entrance halls, close to the centre of activity. When performing reservation and cashier duties, they may be working in the back office.

Personal Qualities:

1. Pleasant appearance and warm personality to create a good first impression;

2. tactful and patient;

3. able to communicate clearly and willing to help others;

4. eye for accuracy for checking reservations and processing room requests;

5. flexible and diplomatic when dealing with demanding and unreasonable guests;

6. aptitude for numbers and good at handling cash and accounting machines.

A Good Hotel Receptionist

2008-03-07T18:43:00.005-08:00

Job Scope

The hotel receptionist is very often the first and last member of staff hotel guests will see. They have to reflect the hotel’s atmosphere and convey a sincere welcome to all customers.

The hotel receptionist is maybe the most important and strategic job in tourists and hospitality sector. When a person comes in a hotel will be certainly attracted by a friendly smile rather than a vacant desk. The first person that a guest meets is the receptionist which will give him the first impression of the hotel. Hotel receptionists greet and assist guests and have numerous tasks: reserve rooms for guests, greet visitors, answer guests' requests about the hotel services and local attractions, answer telephone calls, keep accounts and collect payment, record presences. For this reason this job requires great precision, about management and accounting, ability of coordinations, about interaction of all hotel services and sections. Hotel receptionists need to have very good communication skills and good organisational ability, need to know foreign languages because they are often in contact with international tourists. It is also important mathematical ability, memory skills and computer skills. Receptionist needs to know about the layout of the structure that he is working in. It is real important for a hotel receptionist being friendly, patient, helpful and interested in the welfare of guests, able to work in team, punctual and sensitive to the needs of people from a variety of different cultures and backgrounds. Guests are very demanding, often excessively, so it is essential to have an interlocutor, in this case the receptionist, able to give always the right answer: the structure functioning depends on that. To work in hotel or in big tourists complex a national certificate in Hospitality or a communication skills course may be hopeful even if many skills are gained on the job and learned from other staff members, as to say "on the road".

In the larger hotels, the front office job is often split into three - that of receptionist, cashier and reservations clerk. In smaller hotels, however, the receptionist could be performing the duties of all three.

Duties:

Receptionist

The front desk receptionist, has to play a very important role vis-a-vis the clients in not only selling rooms and services but also the image of the hotel as well.

When checking in guests, you should perform these tasks:

1. assign rooms and issue room keys;

2. check with the housekeeping departments that rooms are ready for occupation;

3. liaise with the bell desk to deliver luggage to the rooms;

4. note requests for wake-up calls, transport arrangements and other general enquiries;

5 settle guests’ complaints with tack and diplomacy;

6. communicate with other departments regarding group and VIP check-ins.

Reservations Clerk

The reservations clerk has to handle and process reservation requests and maintain reservation records.

Main duties:

1. keep a record of guests’ arrivals, day and time of check-in, length of stay, and their special needs and preferences;

2. liaise with other departments such as housekeeping, restaurants and security, regarding VIP and group check-ins;

3. manage the booking of rooms.

Cashier

The cashier has to maintain accurate account balances for hotel expenses and collect payment from guests. Hotel expenses include room charges,overseas telephone calls, meals and laundry.

You should be able to:

a. transact foreign exchange, for example, converting foreign currencies and travellers cheques into local currency;

b. settle bill payments and expenses quickly and accurately for guests who are checking out;

c. maintain safe deposit boxes.

Technomic Examines Growth, Opportunities for Restaurant Franchise Companies

2007-11-08T20:29:00.000-08:00

Restaurant franchise companies (franchisees) are the driving force behind the growth of many restaurant chains in both limited- and full-service sectors. Pizza Hut, Burger King and Applebee's are a few of the many brands that have thrived from franchising.
Franchisees have also been appetizing ventures for private equity and hedge fund investors. Within the last year, several companies were taken over by such firms, including the largest franchisee-NPC International, Inc. by Merrill-Lynch Global Private Equity Group.

A new industry report from foodservice consultants Technomic provides detailed reporting and analysis of the 200 largest restaurant franchise organizations. 'Anyone interested in understanding the franchisee terrain and leveraging opportunities for growth will benefit from this new report,' explains Darren Tristano, Executive Vice President of Technomic Information Services. It explores the leading 200 franchise companies, the brands behind them, unit and sales growth-and outlines trends and opportunities within various regions, restaurant segments and chain brands.

The fastest-growing franchise companies achieved their growth through both increased average unit volumes as well as through acquisitions. ACF Companies, for example, had the highest sales growth in dollars with a total of $95.5 million, largely fueled by the purchase of 165 Pizza Hut restaurants that occurred over several transactions during 2006. On a percentage basis, R & L Foods experienced the greatest sales increase, growing an impressive 91.7%.

In addition to detailed reporting on franchise organization composition and performance, as well as menu segment and regional coverage, the 2007 Technomic Top 200 Restaurant Franchise Company Report also provides comprehensive appendices that list the Top 200 restaurant franchise companies alphabetically and by sales, as well as detailed concept listings. A complete listing of franchise company contacts is also provided in the appendix of this report. To purchase or learn more, please visit www.foodpubs.com.

Perkins and Marie Callender's Inc. Expands Tibersoft IQ Solution for Food Cost Control

2007-11-08T20:24:00.000-08:00

WESTBOROUGH, Mass.-Tibersoft, the leading provider of trading partner intelligence solutions for the foodservice industry, announced that Perkins Restaurants will rollout the Tibersoft IQ solution across all their 480 locations. The Restaurant Company, Operator and Franchisor of Perkins Restaurants, recently acquired Marie Callender's Pie Shops, Inc. and will expand that already successful Tibersoft rollout thus creating one enterprise view into the total company's spending and supplier contracts. In August the Restaurant company changed its name to Perkins and Marie Callender's Inc.("PMCI").

PMCI chose Tibersoft because of the measurable ROI and ease of use as demonstrated at Marie Callender's over the last year. The combined visibility to all procurement activities in less than 48 hours will help maximize operational efficiencies across their growing multi-concept organization.

PMCI Executive Vice President of Foodservice, James F. Barrasso explained that "the combined companies now represent $1.2 Billion in sales and over $300 million in procurement. The Tibersoft solution will allow us to understand our business better."

Tibersoft CEO Keith Enstice attributes this decision as another vote of confidence in Tibersoft's solid service to its clients. "We look forward to further enhancing our relationship with Perkins and Marie Callender's Inc. as an operational strategic partner."

About Perkins and Marie Callender's Inc.
Perkins and Marie Callender's Inc. is based in Memphis, TN. Perkins has 480 company-owned and franchised locations in 33 states and five provinces of Canada. The acquisition of Marie Callender's was completed in May 2006. Marie Callender's has 138 company owned and franchised restaurants in 10 states, primarily in West and Southwest.

About Tibersoft Corporation
Tibersoft acquires, manages and delivers timely, accurate product movement information between trading partners within the foodservice industry. Tibersoft also aids the contracting process with contract capture, contract compliance automation, and rebate tracking automation. This grows tighter and more transparent relationships between trading partners thus improving "Trading Partner Intelligence."

Tibersoft's data management and analytical services are helping leading operators including The Cheesecake Factory, Buffets, Inc., ARAMARK, Five Star, Marie Callender's, Valley Services, Delaware North Corporation and dozens more to lower food costs and leverage their purchasing activity.

These same technology services are also making it possible for their Manufacturer clients to enjoy greater visibility into the sale of their products to key Operators through their Distributors. The quality and accuracy of this information enables the Manufacturers to optimize their sales, control trade spending and reduce contract compliance problems.

For more information, please visit www.tibersoft.com.

From Restaurant Dreamer to Restaurant Owner: Thousands of Americans Start Their Own Restaurants

2007-11-08T20:19:00.000-08:00

In 2004, more than 57,000 business licenses were issued for new restaurants nationwide. Applying for a business license is often the first step that turns a restaurant dreamer into a restaurant owner. "Restaurant Startup & Growth" magazine tracks these statistics since the magazine is written exclusively for this entrepreneurial group.

"We estimate that three-fourths of the new restaurants that opened in 2004 are independent units, not chains," says Restaurant Startup & Growth Co-Publisher Gary Worden, a successful restaurateur himself. "And, according to research, 58 percent of restaurant dollars spent go to independents and small chains."

Restaurant startups basically reflect the population of each state, according to the magazine's research. California leads the country in both population and restaurant startups, followed by Texas, Florida and New York. The other states in the top 10 for restaurant startups are Illinois, Pennsylvania, Ohio, Georgia, North Carolina and New Jersey.

And where are the fewest startups? Vermont, District of Columbia and Wyoming rank in the last three spots when it comes to startups. Even in last place, though, Wyoming issued 78 new restaurant business licenses for 2004.

Poor management and lack of expertise account for more than half of new restaurant failures. That's where Restaurant Startup & Growth comes in. Past articles have covered tax depreciation, garbage management, children as guests, leases, floor plans, food costs, menu design and more. Each issue contains basic information on marketing techniques, human resources and legal issues, and financial management.

Worden is confident that the back-to-basics information the magazine presents will help lower the failure rates for new restaurateurs. "I wish I had this magazine as a resource when I opened my first restaurant," he says. "The restaurant is a success, but I could have saved myself a lot of money."

In fact, new restaurateurs spend money in disproportionate amounts to established restaurants, according to Worden. Restaurant consultants estimate the average startup cost for a new restaurant to range from $250,000 to $500,000. "That's more than $13 billion of new money coming into this dynamic industry, and we want to make sure our readers spend that money wisely," he says.

Concierge Condo: The Residences at Biltmore Redefines Luxury Hotel Accommodations

2007-10-29T21:08:00.000-07:00

ASHEVILLE, N.C. - Oct. 16 (SEND2PRESS NEWSWIRE) -- While many Americans are receiving more vacation time, they are taking less time off. So, vacation planning and business travel is more important than ever. The Residences at Biltmore, located in the heart of Asheville, N.C., is re-inventing the importance of stress-free vacation days and efficient business stays.

The Residences at Biltmore is Asheville's newest and most intriguing all-suite hotel. Short and long-term condominium stay options are available in a luxurious, mountain-inspired setting.

"There's a travel trend that's sweeping the nation," James Gibson, Managing Director for the Residences at Biltmore, said. "A recent article on MSNBC.com reported that people are exploring alternatives to hotels and bed and breakfasts. They want more space, better value, increased flexibility, and more privacy."

A luxury-suite hotel can provide all of these things and more. In fact, the Residences at Biltmore is so proud of their 24-hour concierge service that they "wow" guests before they even arrive. Will they need a pet sitter? How about personal-shopping services?

Two weeks prior to arrival, scheduled guests are called to ensure that everything is in order upon arrival. Is there a special occasion that calls for flowers in the room? How about dinner for two and a bottle of champagne delivered from a favorite restaurant?

The 24-hour concierge service, "Concierge Condo," helps guests with anything from making dinner reservations and arranging golf tee times to providing a list of breathtaking waterfall hikes and scheduling conference calls. They can even draw a warm bath for guests after a vigorous horseback riding adventure.

Staffed by a team of meticulously-trained professionals, concierge services free guests up to tend to the important tasks of business or to simply enjoy all that Asheville has to offer.

"Many people love to vacation in Asheville to view the breathtaking Vanderbilt's Biltmore Estate," one Ohio guest said, "but after spending four nights at the Residences at Biltmore, I felt like a Vanderbilt. My husband and I visited for our 40th anniversary and mere words cannot express how impressed we were with the services and accommodations."

Masterfully-appointed studios, one, two and three bedroom, fully-furnished luxury condominiums are available. For more information on the Residences at Biltmore, visit: www.ResidencesatBiltmore.com. Ownership opportunities are also available.

Hilton Hotels Corporation Appoints Christopher Nassetta as President and CEO

2007-10-29T20:59:00.000-07:00

BEVERLY HILLS, Calif. & NEW YORK | Hilton Hotels Corporation (“Hilton”) and The Blackstone Group (NYSE:BX) (“Blackstone”) today announced the appointment of Christopher J. Nassetta as President and Chief Executive Officer of Hilton. Mr. Nassetta currently leads Host Hotels and Resorts, the largest owner of luxury and upscale hotels in the world. Mr. Nassetta joins Hilton as the company moves into an exciting new phase of growth, both in the U.S. and abroad.

The Blackstone Group’s real estate and corporate private equity funds completed the acquisition of Hilton on October 24, 2007. Blackstone views Hilton as an important strategic investment and intends to invest in its properties and brands to enhance the Company’s growth. As stated at the time of the initial announcement in July, Blackstone has no intention of selling any brands or major assets as a result of the transaction.

Jonathan Gray, Senior Managing Director, Blackstone said, “Our goal with Hilton is to build the premier global hospitality company. We are confident that Chris will be a superb addition to the already strong Hilton team. Given his background overseeing the world’s largest hotel ownership company, Chris understands the needs of hotel owners and is uniquely qualified to lead Hilton. I’ve known Chris personally for 15 years and have worked successfully side-by-side with him in the past. He’s a man of the absolute highest integrity, who cares deeply about people. He has the energy, enthusiasm and experience to lead Hilton, and it’s with great pleasure that we welcome him to the team.”

Blackstone’s strategy includes maintaining strong unit growth in the U.S., where more than 20% of all hotel rooms currently under construction carry a Hilton brand. Blackstone will also invest to accelerate the company’s international growth, building on recent agreements to expand the Hilton family of brands outside of the U.S. through a series of strategic partnerships. It was only last year that Hilton merged with Hilton International, a transaction which created a new set of global opportunities for the company. Additionally, Blackstone intends to incorporate a significant portion of its existing portfolio of luxury hotels and resorts onto the Hilton platform, adding to the luxury offerings available to Hilton customers. Blackstone’s holdings include such upscale properties as The Boulders Resort and Spa (Arizona), The El Conquistador Resort (Puerto Rico), and The Boca Raton Resort and Club (Florida).

Chris Nassetta commented, “I am excited to join this great company and am looking forward to working with Hilton’s franchisees, owners and team members to grow this already impressive franchise. Hilton has a powerful collection of brands and we now have the opportunity to build on the strong foundation that already exists to drive the company’s growth, particularly overseas, to create the pre-eminent lodging company in the world. I also look forward to working with Blackstone, who I know from experience will be a terrific strategic partner for Hilton going forward.”

As President and CEO of Hilton, Mr. Nassetta will oversee Hilton’s extensive line of quality brands, including: Hilton, Conrad, Doubletree, Embassy Suites, Hampton, Hilton Garden Inn, Hilton Grand Vacations, Homewood Suites by Hilton, and The Waldorf=Astoria Collection. Mr. Nassetta intends to work closely with the existing management team, including Thomas Keltner, Chief Executive Officer - Americas and Global Brands, and Ian Carter, Chief Executive Officer - Hilton International. As previously announced, Stephen F. Bollenbach retired from the company last week upon the completion of the transaction. Additionally, Matthew J. Hart will step down as president and chief operating officer but will serve as a member of Hilton’s Board of Directors.

About Christopher Nassetta

Christopher J. Nassetta will join Hilton Hotels Corp. from Host Hotels & Resorts, where he has been President and Chief Executive Officer since 2000. Prior to joining Host, Mr. Nassetta co-founded Bailey Capital Corporation in 1991, where he was responsible for the operations of the real estate investment and advisory firm. He also spent seven years serving as Chief Development Officer and in various other positions with The Oliver Carr Company. Mr. Nassetta serves as a Director of CoStar Group, Inc., is Second Vice Chair and serves on the Board of Governors of National Association of Real Estate Investment Trusts, is a member and chairman of The Real Estate Roundtable, and is a member of the McIntire School of Commerce Advisory Board for the University of Virginia.

Mr. Nassetta graduated from the University of Virginia McIntire School of Commerce with a degree in finance and studied international finance at the London School of Economics.

Restaurant ; Typical Of Restaurants

2007-07-21T08:12:00.000-07:00

A restaurant is an establishment that serves prepared food and beverages to order, to be consumed on the premises. The term covers a multiplicity of venues and a diversity of styles of cuisine.

Restaurants are sometimes also a feature of a larger complex, typically a hotel, where the dining amenities are provided for the convenience of the residents and for the hotel to maximize their potential revenue. Such restaurants are often also open to non-residents.

A restaurant operator is called a restaurateur; both words derive from the French verb restaurer.

There are various types of restaurants. Restaurants can be classified by whether they provide places to sit, whether they are served by wait-staff and the quality of the service, the formality of the atmosphere, and the price range.

Historically, restaurant referred only to places which provide tables where one sits down to eat the meal, typically served by wait-staff. Following the rise of fast food and take-out restaurants, a retronym for the older "standard" restaurant was created, sit-down restaurant. Most commonly, "sit-down restaurant" refers to a casual dining restaurant with table service rather than a fast-food restaurant where one orders food at a counter. Sit-down restaurants are often further categorized as "family-style" or "formal".

In British English, the term "restaurant" almost always means an eating establishment with table service, so the "sit-down" qualification is not usually necessary. Fast food and takeaway (takeout) outlets with counter service are not normally referred to as restaurants.

Fast food restaurants

In the U.S., fast-food restaurants and take-outs have become so widespread that the traditional standard type is now sometimes referred to as a sit-down restaurant (a retronym). A common feature of fast food restaurants is a lack of cutlery or crockery, the customer is expected to eat the food directly from the disposable container it was served in using their hands.

There are various types of fast-food restaurant:

a. one collects food from a counter and pays, then sits down and starts eating (self-service restaurant); sub-varieties:
b. one collects ready portions
c. one serves oneself from containers
d. one is served at the counter
e. a special procedure is that one first pays at the cash desk, collects a ticket and then goes to the food counter, where one gets the food in exchange for the ticket
one orders at the counter; after preparation the food is brought to one's table; paying may be on ordering or after eating.

Family style

"Family style", or sometimes called table d'hôte ("host's table") in France, are restaurants that have a fixed menu and fixed price, usually with diners seated at a communal table such as on bench seats. More common in the 19th and early 20th century, they can still be found in rural communities, or as theme restaurants, or in vacation lodges. There is no menu to choose from, rather food is brought out in courses, usually with communal serving dishes, like at a family meal. Typical examples can include crabhouses, German-style beer halls, BBQ restaurants, hunting lodges. Some normal restaurants will mix elements of family style, such as a table salad or bread bowl that is included as part of the meal.

Casual dining

A casual dining restaurant is a restaurant that serves moderately-priced food in a casual atmosphere. Except for buffet-style restaurants, casual dining restaurants typically provide table service. Casual dining comprises a market segment between fast food establishments and fine dining restaurants (see also Fast casual restaurant). In the United States, the bill per diner at a casual dining restaurant usually averages $10 - $30 for an evening meal and slightly less for lunch, as of 2004.

Fine Dining

Fine dining is a phrase used to describe restaurants that create a serious dining experience. The experience can start with the location and the view. The interior of such restaurants is often purported to be quite elegant and designed in accordance with the restaurant's concept. Service attempts to be impeccable, with chefs and service crew typically hailing from the best culinary schools.

Restaurants fitting the fine dining label are normally highly rated; in the four star range and will provide more nuanced service and more expensive food than a standard sit-down restaurant.

Brasserie, bistro, pub

In France, a brasserie is a café doubling as a restaurant and serving single dishes and other meals in a relaxed setting. A bistro is a familiar name for a café serving moderately priced simple meals in an unpretentious setting, especially in Paris; bistros have become increasingly popular with tourists. Mainly in the UK and other countries influenced by British culture, the pub (short for public house) today serves a similar dual menu, offering beer and other alcohol along with basic food fare. Traditionally, pubs were primarily drinking establishments, whereas the modern pub business relies on food as well, to the point where gastropubs are known for their high-quality "pub food".

Hotel Front Desk

2007-07-20T23:27:00.000-07:00

A typical day might find guest services workers in hotels tracking down tickets to a hot concert in town, making reservations at a hip new restaurant, picking up dry cleaning, carrying luggage, welcoming guests, opening doors, or booking reservations. But whatever their exact duties or job titles, guest services representatives have the basic task of making hotel guests feel welcome, relaxed, and even pampered.

As front desk people, guest services representatives are the "public face" of a hospitality enterprise. Guests often get a good or bad feeling about where they are staying within the first few minutes of their stay, and this opinion is often based on the helpfulness and friendliness--or the unhelpfulness and unfriendliness--of the up-front people. When a concierge goes out of the way to get information for a guest, or when a reservation agent is especially courteous and helpful, it can ensure that a first-time guest becomes a regular.

While hotel and resort guests love excellent service, providing it is not always easy. Guest representatives must remain courteous, tactful, calm, and helpful, even when hotel guests are rude and demanding. If a concierge or desk clerk blows his cool, the hotel's reputation--and the concierge's or desk clerk's job--may suffer. Even after a horrendously long day, guest representatives must be as friendly and helpful to the last guest they encounter as they were to the first one.

"How may I assist you?" is a phrase practically stamped on these workers foreheads. And even if a hotel is teeming with guests on the busiest weekend of the year while five staff members are out sick with the flu, guest representatives must remain as unflustered, serene, and peaceful as Zen monks. Needless to say, these jobs require a certain type of personality for success.

Specific tasks vary by specialization, but all guest services representatives do the following:

1. Greeting guests, offering assistance, and recommending hotel and area services
2. Keeping an eye out for problems, from unsatisfied customers to untidy restrooms, and making sure they're reported to those who can fix them
3. Reporting and documenting safety hazards, conditions, or unsafe practices
4. Providing service with a smile.

Table Manner

2007-06-09T15:41:00.001-07:00

Basic dining etiquette never goes out of style. However, given the importance of electronic communication, cell phones and other electronic devices need to be mentioned when discussing table manners.

13 Basic Table Manners

1. Electronic devices. Turn off or silence all electronic devices before entering the restaurant. If you forgot to turn off your cell phone, and it rings, immediately turn it off. Do not answer the call.

2. Napkin. Place the napkin on your lap after being seated. As needed, use it to gently wipe or dab your mouth. Before drinking from a glass, dab your mouth. During a restroom break, place the napkin to the left of the plate. At the end of the meal, the napkin is placed neatly to the right of the plate (not refolded, but not crumpled either).

3. Wait until everyone is served before eating. If you are a guest, wait for the host to begin.

4. Utensils. If unsure which utensil to use, remember "outside in." The outer most utensil is used first. Once used, the utensil does not go back on the table, but is placed on the plate. When finished, the knife and fork are place side by side (parallel) on the plate with handles at the 4 o'clock position. Soup spoons are placed on bowl's service plate when finished; teaspoons placed on the saucer.

5. Bread or rolls: Place your bread and some butter on the bread plate. Break off a bite-size piece of bread before buttering.

6. Sit up straight, do not hunch over your plate.

7. Hands. You can place your wrists or forearms on the table, or hands on your lap.

8. Legs. Keep legs next to your chair. Do not stretch legs out or cross your legs as they may bump others under the table.

9. Chew with your mouth closed. Do not overfill your mouth with food. Wait several seconds before taking the next bite.

10. Removing items from your mouth. If you need to remove gristle, bone, or an olive pit from your mouth, then remove it the way it had entered (i.e. fork or fingers), and place it discreetly on your plate.

11. Avoid uncouth conduct such as talking with mouth full, burping, nose blowing, picking at teeth, grooming or putting on makeup at the table. Instead, excuse yourself from the table and go to the restroom.

12. Courtesy. Always say thank you when served something.

13. Relax, dine slowly, and enjoy the meal and your company.

Food and beverages

2007-06-09T14:54:00.000-07:00

Food and beverage serving and related workers are the front line of customer service in restaurants, coffee shops, and other food service establishments. These workers greet customers, escort them to seats and hand them menus, take food and drink orders, and serve food and beverages. They also answer questions, explain menu items and specials, and keep tables and dining areas clean and set for new diners. Most work as part of a team, helping coworkers to improve workflow and customer service.

Waiters and waitresses, the largest group of these workers, take customers’ orders, serve food and beverages, prepare itemized checks, and sometimes accept payment. Their specific duties vary considerably, depending on the establishment. In coffee shops serving routine, straightforward fare, such as salads, soups, and sandwiches, servers are expected to provide fast, efficient, and courteous service. In fine dining restaurants, where more complicated meals are prepared and often served over several courses, waiters and waitresses provide more formal service emphasizing personal, attentive treatment and a more leisurely pace. They may recommend certain dishes and identify ingredients or explain how various items on the menu are prepared. Some prepare salads, desserts, or other menu items tableside. Additionally, they may check the identification of patrons to ensure they meet the minimum age requirement for the purchase of alcohol and tobacco products.

Waiters and waitresses sometimes perform the duties of other food and beverage service workers. These tasks may include escorting guests to tables, serving customers seated at counters, clearing and setting up tables, or operating a cash register. However, full-service restaurants frequently hire other staff, such as hosts and hostesses, cashiers, or dining room attendants, to perform these duties.

Bartenders fill drink orders either taken directly from patrons at the bar or through waiters and waitresses who place drink orders for dining room customers. Bartenders check identification of customers seated at the bar, to ensure they meet the minimum age requirement for the purchase of alcohol and tobacco products. They prepare mixed drinks, serve bottled or draught beer, and pour wine or other beverages. Bartenders must know a wide range of drink recipes and be able to mix drinks accurately, quickly, and without waste. Besides mixing and serving drinks, bartenders stock and prepare garnishes for drinks; maintain an adequate supply of ice, glasses, and other bar supplies; and keep the bar area clean for customers. They also may collect payment, operate the cash register, wash glassware and utensils, and serve food to customers seated at the bar. Bartenders usually are responsible for ordering and maintaining an inventory of liquor, mixes, and other bar supplies.

The majority of bartenders directly serve and interact with patrons. Bartenders should be friendly and enjoy talking with customers. Bartenders at service bars, on the other hand, have less contact with customers. They work in small bars often located off the kitchen in restaurants, hotels, and clubs where only waiters and waitresses place drink orders. Some establishments, especially larger, higher volume ones, use equipment that automatically measures, pours and mixes drinks at the push of a button. Bartenders who use this equipment, however, still must work quickly to handle a large volume of drink orders and be familiar with the ingredients for special drink requests. Much of a bartender’s work still must be done by hand to fill each individual order.

Hosts and hostesses welcome guests and maintain reservation or waiting lists. They may direct patrons to coatrooms, restrooms, or to a place to wait until their table is ready. Hosts and hostesses assign guests to tables suitable for the size of their group, escort patrons to their seats, and provide menus. They also schedule dining reservations, arrange parties, and organize any special services that are required. In some restaurants, they act as cashiers.

Dining room and cafeteria attendants and bartender helpers assist waiters, waitresses, and bartenders by cleaning tables, removing dirty dishes, and keeping serving areas stocked with supplies. Sometimes called backwaiters or runners, they bring meals out of the kitchen and assist waiters and waitresses by distributing dishes to individual diners. They also replenish the supply of clean linens, dishes, silverware, and glasses in the dining room and keep the bar stocked with glasses, liquor, ice, and drink garnishes. Dining room attendants set tables with clean tablecloths, napkins, silverware, glasses, and dishes and serve ice water, rolls, and butter. At the conclusion of meals, they remove dirty dishes and soiled linens from tables. Cafeteria attendants stock serving tables with food, trays, dishes, and silverware and may carry trays to dining tables for patrons. Bartender helpers keep bar equipment clean and wash glasses. Dishwashers clean dishes, cutlery, and kitchen utensils and equipment.

Counter attendants take orders and serve food in cafeterias, coffee shops, and carryout eateries. In cafeterias, they serve food displayed on steam tables, carve meat, dish out vegetables, ladle sauces and soups, and fill beverage glasses. In lunchrooms and coffee shops, counter attendants take orders from customers seated at the counter, transmit orders to the kitchen, and pick up and serve food. They also fill cups with coffee, soda, and other beverages and prepare fountain specialties, such as milkshakes and ice cream sundaes. Counter attendants also take carryout orders from diners and wrap or place items in containers. They clean counters, write itemized checks, and sometimes accept payment. Some counter attendants may prepare short-order items, such as sandwiches and salads.

Some food and beverage serving workers take orders from customers at counters or drive-through windows at fast-food restaurants. They assemble orders, hand them to customers, and accept payment. Many of these are combined food preparation and serving workers who also cook and package food, make coffee, and fill beverage cups using drink-dispensing machines.

Other workers serve food to patrons outside of a restaurant environment, such as in hotels, hospital rooms, or cars.

Types of restaurants

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Restaurants range from unpretentious lunching or dining places catering to people working nearby, with simple food served in simple settings at low prices, to expensive establishments serving refined food and wines in a formal setting. In the former case, customers usually wear casual clothing. In the latter case, depending on culture and local traditions, customers might wear semi-casual, semi-formal, or even in rare cases formal wear.

Typically, customers sit at tables, their orders are taken by a waiter, who brings the food when it is ready, and the customers pay the bill before leaving. In finer restaurants there will be a host or hostess or even a maître d'hôtel to welcome customers and to seat them. Other staff waiting on customers include busboys and sommeliers.

Restaurants often specialize in certain types of food or present a certain unifying, and often entertaining, theme. For example, there are seafood restaurants, vegetarian restaurants or ethnic restaurants. Generally speaking, restaurants selling "local" food are simply called restaurants, while restaurants selling food of foreign origin are called accordingly, for example, a Chinese restaurant and a French restaurant..

Depending on local customs and the establishment, restaurants may or may not serve alcoholic beverages. Restaurants are often prohibited from selling alcohol without a meal by alcohol sale laws; such sale is considered to be activity for bars, which are meant to have more severe restrictions. Some restaurants are licensed to serve alcohol ("fully licensed"), and/or permit customers to "bring your own" alcohol (BYO / BYOB).

What is Hotel

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A hotel is an establishment that provides paid lodging, usually on a short-term basis. Hotels often provide a number of additional guest services such as a restaurant, a swimming pool or childcare. Some hotels have conference services and meeting rooms and encourage groups to hold conventions and meetings at their location.

There is no hard and fast rule differentiating motels from other hotels, although a motel is clearly suggesting that it is aimed at motorists. This may simply mean that it is a hotel with good access to the road network (on a motorway or ring road) so that a long car journey need not be interrupted for long by town-centre traffic. In other cases the designation is simply an attempt to make the most of a poor location inconvenient for town-centre services and attractions. Classically, though, a motel is a hotel which is made convenient for people who, for whatever personal reason, wish to be able to have quick access from the outside world (especially from their parked car) to the hotel room - without passing the scrutiny of a receptionist or fellow guests. This is usually arranged by having rooms (sometimes in individual chalets or even trailers) arranged around the car park with room doors opening directly to the outside rather than to an internal corridor.

In Australia, the word may also refer to a pub or bar. In the UK similarly, many pubs with "hotel" in their name do not offer accommodation or even food.

In India, the word may also refer to a restaurant since the best restaurants were always situated next to a good hotel.

Basic Accomodation

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Basic accommodation of a room with only a bed, a cupboard, a small table and a washstand has largely been replaced by rooms with en-suite bathrooms and, more commonly in the United States than elsewhere, climate control. Other features found may be a telephone, an alarm clock, a TV, and broadband Internet connectivity. Food and drink may be supplied by a mini-bar (which often includes a small refrigerator) containing snacks and drinks (to be paid for on departure), and tea and coffee making facilities (cups, spoons, an electric kettle and sachets containing instant coffee, tea bags, sugar, and creamer or milk).

Some hotels offer various combinations of meals as part of a room and board arrangement. These are often advertised as:
European Plan no meals are included, or only a minimal breakfast
American Plan all meals included (full board)
Modified American Plan option of breakfasts and dinners

In the United Kingdom a hotel is required by law to serve food and drinks to all comers within certain stated hours; to avoid this requirement it is not uncommon to come across "private hotels" which are not subject to this requirement.

However, in Japan the capsule hotel supplies minimal facilities and room space.

Hotel And Restaurant Management

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Are you someone who enjoys being the boss? Do you have a knack for planning, organizing and telling people what to do? If so, a hotel and restaurant management career could be just what you're looking for. Aside from being in charge of daily operations, you'll be involved in the selection and planning of meals, so it's important that you are also interested and have experience working in food preparation.

The majority of those successfully employed in the hotel and restaurant management business have climbed their way to the top, which means they started at the lowest possible rung. Working as prep cooks, waiters or waitresses will gain you invaluable experience toward a future career in management. It's important for the one calling the shots to know what it's like to be the one following orders. In hotel and restaurant management, good communication with your staff and servers is a must. If you aspire to be a manager, you should know at least two languages to effectively motivate and manage your crew.

In addition to on-the-job training and experience, it is also important to get a quality education at hotel and restaurant management schools. More and more people are becoming involved in the hotel and restaurant management industry, which means that jobs are in high demand. While it is possible to secure a position with nothing more than work experience, those who earn a degree at hotel and restaurant management schools are the most likely to succeed, according to the Bureau of Labor Statistics (BLS).

There are plenty of perks to a hotel and restaurant management career, but along with being in charge come big-time responsibilities. If something goes wrong, guess who gets the blame? That's right - it'll be up to you to ensure that everything runs smoothly, and that your guests feel satisfied with the service you and your staff provide.

So if you're up for the challenge, find out more about what it takes to succeed in a hotel and restaurant management career.