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Delete template? Cancel Delete. Cancel Overwrite Save. Don't wait! Try Yumpu. Start using Yumpu now! Terms of service. Privacy policy. This is particularly valuable for travellers who are plan- ning trips to unfamiliar destinations. Rating systems help meet customer security needs as they help guests develop an understanding of what to ex- pect.
That being said, there are a number of different systems across the globe and definitions of what constitutes a particular star ranking are not universally agreed upon. Chibili discusses typi- cal hotel structures where the general manager is supported by a team run- ning the immediate operational departments, such as food and beverage or rooms departments.
In larger hotels, there is likely to be a number of other supporting departments; human resource management, accounting, reve- nue management, reservations, and the like. Larger hotels may contain sev- eral tiers between frontline service staff and the general manager. This in turn creates problems for communication and necessitates the creation of a culture dedicated to the aims and objectives of the hotel. Chibili explore the specific operational issues associated with providing guests with ac- commodation.
The precise nature of service standards covering both tangi- ble and intangible aspects of the accommodation experiences enjoyed by guests differ between hotel types and brands, though there are some simi- larities. Servicing of rooms every day, preparing for new guests, re-servicing rooms for existing guests; are all common features regardless of hotel rank- ing or pricing.
In addition, cleaning public spaces is typically the responsibil- ity of this department. Providing food and beverages in hotels can be an important source of revenue and can also reinforce the hospitable nature of a brand. It is, however, a difficult service to control because of skill sets needed and potential wastage created by food that remains unsold. Some budget hotel chains have met this challenge by removing, or at least minimising, the food services offered to guests. Hospitality Human Resource Management — Dr.
Bill Rowson discusses the processes whereby employees are recruited, trained, appraised and reward- ed for their efforts. The involvement of employees in delivering hotel servic- es is not always treated with the significance required. Apart from during im- mediate interactions of frontline employees with customers, suitably trained staff members have the potential to create a genuine competitive advan- tage through an expression of hospitability, making sure guests feel genu- inely welcome.
Marketing for the Hospitality Industry — Dr. Bill Rowson explores marketing within the delivery of hospitality services. Central to marketing is a clear un- derstanding of the customer profiles of guests a hotel wishes to attract.
Apart from the demographic profiles of the guests, there needs to be a clear understanding of the reasons guests use the hotel. On the basis of this information, hotels can send messages targeting those most likely to be interested in both the message and the service on offer. Accommodation pricing and promotional offers are key to ensuring hotels have the maximum attainable average revenue per room.
Chibili high- lights the key importance of cost control and revenue generation in assist- ing the general manager to generate profits.
Given the issues discussed earlier, the Finance department assists in pro- viding appropriate information needed by the manager to make pricing and occupancy decisions. Low prices may ensure higher occupancy levels, but there may be a point where a few empty rooms help maintain higher level room rates for those that are sold. Facility Engineering and Maintenance — Michael N. Chibili explores the pro- cesses that are key in ensuring guests have facilities that operate in the way they expect.
The refurbishment of rooms needs to be carefully planned, because this will require rooms being taken out of use, thereby making them unavail- able for sale to guests. Chibili emphasises that safety and security are at the core of guest concerns.
Their decision to choose to stay in a known brand hotel is frequently an expression of a de- sire to be secure when away from their home base. On the other hand, ho- tels are by their nature points of social engagement where individuals meet with others. A hotel represents both a place of comfort and of neutrality.
Managing these tensions is a key issue; an overly secure system of access may create an impression of inhospitality, but an open access policy may cause a risk of potential abuse by terrorists or others bent on doing harm to guests. Managing Hospitality Services — Professor Conrad Lashley highlights the fac- tors that present all service providers with dilemmas that have to be man- aged.
The intangible nature of the service experienced, the heterogeneity of the service encountered, and the emotional dimensions of the service en- countered mean that techniques of mass production employed in manufac- turing are not available to hotel managers. Guest themselves are frequently driven by contradictory needs — selecting brands in order to know and recog- nise the service offering, but also wanting to be treated as individuals.
The emergence of hotel brands has produced benefits by enabling focus on identified needs, but also presents hotel organisations with the problem of having to deliver to brand standards across all units and across geographic and cultural boundaries. Conceiving Hospitality Processes — Michael N. Chibili explores the process through which hotels deliver the accommodation, dining and drinking experi- ences to guests.
In other cases, menus have been designed around dishes that require one-step cooking; this ensures the skills required can be learnt quickly, thereby making the use of more numerous, low-skilled, and cheaper labour forces feasible. Designing Hospitality Processes — Michael N. Chibili explores customer touch points between the hotel facilities and staff, which contribute to guest and supplier experiences.
A thorough exami- nation of each touch point can help enable more effective relationships be- tween the parties concerned. Delivering Hospitality Services — Professor Conrad Lashley discusses the key importance of customer satisfaction in delivering repeat business, building repute and generating new customers.
At heart, this requires hotels to de- liver what they say they will. Frontline employees are at the centre of the processes that ensure customer satisfaction. In these circumstances, labour retention is crucial; a sta- ble workforce is more likely to develop personal bonds with guests.
Chibili demonstrate that managing change is crucial in a dynamic trading situation. The need to review operational practices, services on offer, and guest expectations in this ever-changing environment is vital if a hotel is to maintain a competitive position. At the same time, change can be seen as threatening, difficult, something to be resisted. A hotel manager has to cre- ate an atmosphere and culture that encourage change and innovation.
They must embrace an innovative climate of excitement about change, recognis- ing that frontline employees are the most aware of these changes and de- velopments. Chibili highlights that managing quality ensures that customers obtain the service experience they expect.
Central to this is the need to establish a clear definition of ser- vice standards being offered and presented to guests. As such, service quality management requires an approach that monitors the services deliv- ered to guests, identifying and correcting points of service breakdown when they occur. January Dr. It is a history that has evolved as major civilisations appeared and devel- oped. Facilities offering hospitality to travellers and guests have existed across centuries; they have evolved in their offerings by constantly adapting to the wishes of their most important stakeholders.
This chapter introduces the hospitality industry from the perspective of its evolution over time and covers its origins as far back as ancient times through its transformations during centuries of pre- and post-industrial revolution, eventually ending with a look at what the future holds for the industry.
To be able to better understand the complex world of the hospitality industry, it is necessary to trace its origins, which began in the early days of human civili- sation, and to see how it has evolved to the present day. Such evidence can be traced back to around BC, and owes much to the Sumerians with their invention of writing cuneiform , money, and the wheel.
Prior to these inventions, nomadic peoples travelled as a way of life, seeking out any conveniences from place to place. In those days, peo- ple travelled either on foot or on animals and as such could not cover great Convenient distances in a day.
Upon nightfall, they would seek convenient places that places could provide them with such basic necessities as water, food, fuel, and 1 shelter. When they travelled in groups for safety purposes, these groups were called caravans. Figure 1. At points where they had to stop, lodging facili- ties tended to appear. These would have been known by different names in various parts of the world. As Hammurabi shown in the translation in the fragment in Figure 1. This nearly complete example of the Code is carved into a black diorite stele in the shape of a huge index finger 2.
Black diorite stele with the Code of Hammurabi script carved into the diorite stele. It is currently on display in the Louvre Museum in Paris, France. The Greeks developed thermal baths in vil- lages designed for rest and recuperation, while the Romans developed an extensive network of roads throughout their empire. This extensive network of roads created the need for lodging facilities for travellers, which later cul- minated in the construction of mansions that catered to the needs of those travelling on imperial duty.
The Romans also constructed thermal baths across their empire, which span across most of Europe and the Middle East. They built some 10, inns stocked with food and bever- ages 25 miles apart, to aid their officials as they travelled across the Ro- man Empire. These were relatively small and simple operations, basically fulfilling the housing needs of travellers by providing them with a spare room at a price.
Some of these inns have remained famous to date, such as: — The Angel Inn in Grantham, Lincolnshire, United Kingdom, which was opened in and is regarded as the oldest surviving English inn. Signs began to be used to identify those establishments that had something special to offer travellers. The roads became safer and new junction points were created, which eventually led to the founding of new towns. From the Industrial Revolution till The period of the Industrial Revolution had a very significant influence on the history of the hospitality industry.
This period was characterised by rapid changes in economic and technological development. These hotels were needed to cater to the needs of the rising establishment of managerial and middle classes taking care of new companies, as well as a growing demand for both leisure and business travel.
These classes had the necessary wealth to be able to move conveniently from place to place. These hotels were constructed to accommodate a very mobile aristocracy, as well as wealthy industrialists. Possibly, the best known of these youngsters was James Boswell, who kept an elaborate journal of his travels and experiences. Though the Grand Tour was primarily associated with British nobility and wealthy established gentry, similar trips were made by wealthy young men from Northern European countries.
From the second half of the 18th century onward, some American and other overseas youths joined in; participants began to include more members of the mid- dle classes now that rail and steamship travel made the journey less cumbersome.
It is said that this was City Hotel the first building in America specifically built for the purpose of being a hotel. With its 73 rooms, it was considered to be a very large property in a city with approximately 30, inhabitants. The City Hotel also provid- ed meeting rooms and eventually became the social heart of the city.
It was the largest hotel in New york until , and stayed operational till Rating sys- tems are as varied as the organisations employing them, but over the years several of these systems have proven to be of greater value to guests in helping them make their accommodation decisions. There are multiple clas- sification criteria, including price, function, location, particular market seg- ment, and distinctiveness of style or offerings.
The diversity and changing patterns of the use of hotels often impede precise classifications, and new forms of accommodation are being introduced to cater to specific needs. Structurally speaking, no matter the size or type of the hotel, it will have a formal structure that permits it to distribute responsibility and authority amongst the different levels of management and staff. There are many rating schemes and organisations worldwide, many of whom use the star symbol to categorise hotels.
The Michelin Red Guide is designed on Premise the premise that only reviews by anonymous, professionally-trained experts can be trusted to be accurate.
TEXT 2. The France guide is introduced. Source: travel. Hotels do not pay to be included in the ratings, but can submit an applica- tion. To become AAA Approved, the hotel must first meet 27 basic require- ments covering comfort, cleanliness and safety. If the hotel is approved, AAA sends out anonymous inspectors to evaluate the hotel and assigns a dia- mond rating from one to five. In the Diamond Rating system was intro- Diamond Rating duced for lodgings, with restaurants included 12 years later.
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