Hospitality Operations Management - Marriott Hotel - Case Study Example

Hospitality Operations Management Affiliation Table of Contents Introduction 3 Product and Services:3 Seasonality Impact on Hospitality management: 4 Disadvantages: 4 Advantage: 5 Customer profile: 5 Backpackers and Solo Travelers 5 Couples 6 Families 6 Business Travelers 6 Marketing Materials 7 Hotel Management: 7 Major Departments 7 Accounting department: 8 SWOT analysis: 8 Strengths: 8 Weaknesses: 9 Opportunities: 9 Threats: 9 Conclusion: 9 References: 10 Introduction The hospitality productiveness is developing very swiftly and subsidizing approximately 10 % of the world’s Gross Domestic Product. In the last eras the hospitality industry has got an abundant prominence of the dynamic process of growth and development. Subsequently the hospitality industry is intensifying worldwide and encouraging its development in a fluctuating multicultural environment. Hospitality is being erected at regional, nationwide and global echelons. Intercontinental concerned with hospitality industry with different companies, contends also locally and regionally. An inordinate number of gauges demonstrations the emblem of economic development anticipated by the International Monetary Fund and this development will be disseminated haphazardly in emergent countries with six percent and two percent in advanced nations. Hospitality industry establishes many sub sectors; hotels and restaurant is one of the furthermost cradle of economic development. Marriot hotel was originated in 1927 by Alice S. And J. Willard Marriot. Today it is contended by J.W. Marriott, Jr.It is chairman of the board and chief executive officer and president and chief operating officer. It perseverance is To become the foremost benefactor and implementer of relaxation and vacation experiences in the world. To augment the lives of our customers by generating and empowering unsurpassed vacation and relaxation experiences.  Product and Services: The Marriott Hotel pursues to renovate individuals up the pyramid by proposing them services along the way. Suspects (those who the Marriott Hotel goals as they appropriate the target market well) will be accessible a navigated simulated tour of the hotel by a sentient hotel employee. Predictions (those who stay the Marriott Hotel website or call or email to express attentiveness) will, when suitable, be presented smaller rooms at the inferior end of the price continuum so that they impression a slighter commitment when they come to stay.Customers (those who have visited the hotel once) will be presented package deals for numerous night stays, for example, one night free after a three night stay. Premium customers (those who have stayed at the hotel more than once) will be offered admittance to the penthouse suite, an option that cannot be acquired by those who have only stayed at the hotel once.Champions (those who have remained at the hotel more than twice) will be requested for a free weekend if they take part in a focus group session to deliberate the hotel. (Robert, 1999) Elsewhere the room offerings, a wide range of supplementary services and conveniences will be offered, some with additional charge and some free with room charge. These include: In-room dining Concierge service Complimentary gourmet mainland breakfast and coffee Fitness center Indoor lap pool Valet parking Bag service Business center (with reservation and additional fee) Wireless internet (free throughout the hotel) Restaurant and lounge Board and meeting rooms (with reservation and additional fee) All of these services and conveniences are accessible to all visitors at the Marriott Hotel. Seasonality Impact on Hospitality management: Disadvantages: Seen as a foremost problematic by most authors in the tourism sector, seasonality is often professed as conveying a number of disadvantages to the business themselves as well as to the public and the district, in relative to employment, budgets and conveniences and lately raised environmental features. (Richard, 1996) From a monetary point of assessment, seasonality can comply any investments into the business due to the short length of extraordinary season and the unpredictability of return on revenue.Additionally, there is a great jeopardy of under- and over- utilization of possessions. It is indispensable to indicate that there is a requirement to cover annual fixed costs during the high-season and engender proceeds in a limited time, which requires a respectable quality cash flow management’s a result, businesses are required to intensify prices during crowning seasons and lessen rates in assume periods to fascinate customers. This is predominantly upsetting small businesses, for which seasonal terminations would be the further most lucrative solution. Another thought fuldelinquent of seasonality is the consequence of employment. Seasonality creates periodic employment, underemployment and unemployment. The asymmetrical variations in the mandate, creates a configuration of employing people on a seasonal basis, which pointers to a repeatable budget of recruitment and training. The high recruitment costs instigated by seasonality tips to lessening in remuneration packages. In addition, the possessions of seasonality upon employment in the sightseeing industry have been supplementary explored and it is contended that employees show deficiency in appropriate training and career opportunities as well as commitment which clues to difficulties in quality service. An additional area obstructed by seasonality, environmental protection and protection, has been investigated. The variations in mandate can male treatment the local environment by generating high level of air pollution, noise and enlarged possibility of misconduct and intimidation due to over capacity.It is also discussed in the works that the high demand at definite times of the year puts a compression on the transport system, heavy circulation and over tiredness of the infrastructure. (Robert, 1999) Advantage: Unquestionably, the literature delivers an impact that seasonality in tourism is a foremost exertion, seen as a “’problem’ to be ‘tackled’ at a policy, marketing and operative level”. However, some authors have distinguished that further the limited research on the compensations of seasonality to terminus areas, there are assured benefits of the pattern. One extent of importance is the environmental side, as only the off-season permits the environmental pressure to be abridged and reserve to be improved. Further benefits are recognized in relative to rendezvous. The seasonal stipulation affords a need for unpremeditated and part-time work permitting locals to earn some additional income. (Richard, 1996) The local communal can contemplate seasonality in a positive manner as low-demand seasons deliver residents in time to rest and this is indispensable for small “family businesses” where owners` involvement is high. In addition, the compression from over-crowding in the elevated season on the transportation system is condensed, permitting time for reconstruction on the substructure if needed. Customer profile: Backpackers and Solo Travelers Backpackers and solo travelers characteristically craving to devote more time discovering the city than the outlay of time at the hotel. As such, they prize stumpy prices over conveniences and services. The hotel industry lodges this group of travelers by submission, bare bones lodgings in exchange for per-night prices at a division of higher end hotels. Irena Ateljevic elucidates in her book, "Backpacker Tourism," that solo travelers and backpackers are often measured "dirty words" in the tourism and hospitality industry, but she elucidates such tourists can also be the maximum yielding. Because this group often needs to mingle with other travelers as part of the involvement, hotels often create common sprawls and collective areas as part of the property. Couples Couples are another demographic of the hotel diligence. Romantic partners pursue quiet locations, candlelight restaurants and first-class bedding. Though couples may verve off-site to appreciate surrounding fascinations, a premium is placed on room internal and hotel conditions. Numerous lodgings proposed recently wedded couple bundles in a try to draw honeymooners to stop on the premises. Such bundles incorporate room administration rebates, on location amusement arrangements and possible room overhauls. Jessica Salver, creator of "Brand management in the Hotel Industry," clarifies sterile couples have more disposable salary than families, accordingly asking for extravagance products all the more much of the time. (Peter, 1995) Families Families have very precise needs. They entail kid-friendly and low-priced restaurants, on-site production areas, performing and preferably, discounts for supplementary rooms in which their kids can halt. Couples with babies require extra enhancements, for example, supporter seats, wide stroller-accommodating paths and changing ranks. Open air spaces are also looked-for for parents with loud, raucous children. Hotels objective this group of consumers by offering condensed price child menus and discounts to kid-friendly lures, such as glee parks. Business Travelers Business voyagers are an appreciated consumer group in the hotel industry because of their inclination (or, their companys willingness) to pay sophisticated room prices. This group prizes reckless Internet access, admittance to electronic devices like fax machines, printers and scanners and induction to parlors. Tom Powers, writer of the book, "Prologue to the Hospitality Industry," refers to an American Hotel and Lodging Association study that designates this group accounts for 48 percent of guests. They also have a propensity to endure in their room most of the time, thus necessitating hotels to deliver attention to feature regarding the excellence of bedding, room service offerings also outfitting, for example, work areas with Internet access hookup. Marketing Materials Marriot Hotel uses a professional photographer and design firm to produce the following materials: Web site Email newsletters Direct mail - postcards and letters Newspaper and magazine ads Virtual tour presentation Showcasing pack for corporate business advancement The marketing kit will be modified towards preference travelers and business travelers by having discrete sets, images, lists of services, case studies, and testimonials. The simulated tour will also be modified towards desire or business travelers based on the attentiveness of the prospect. The virtual visit will be scripted, in spite of the fact that it will comprise room for communication between the prospect and the journey guide as well as time for questions to be answered. Hotel Management: Major Departments The hotel of nowadays is an extremely organized commercial unit, whether it is the minor owner-managed hotel or area of a large chain of hotels. The association of a substantial lodging comprises of a real gathering of offices. (Peter & Michael, 1994) Front Office: “FRONT OFFICE” is a soul of a large hotel. The front office is organized conferring to the size of the hotel, the position and the type of client. Before the guests reach, the front office individual concoct for their arrival, and check them in when they emanate. On their Departure, they look at them , and a short time later we have work to do too. (Peter, 1995) Accounting department: The AP department typically handles a variety of vital errands. Such undertakings regularly incorporate invoicing clients, account receivable monitoring and collections, account reconciliations, payable processing, amalgamation of more than one entity under common ownership, capital budgeting, periodic financial reporting and analysis. 2.    Housekeeping Department: Includes cleaning and concocting bedrooms, corridors and bathrooms and making definite that they continuously supply of towels, soap and so on. Housekeeping   has to make definite that her departments are continuously up to standard and that all her supervise and ensure their work appropriately. (Bob, 1999) 3.    Kitchen: Where the food is formed for the guest. It is an imperative department of a hotel. The executive chef is the head of the kitchen. 4.    Restaurant: The department, which vends what the kitchen produces. Food and Beverage is assisted in the restaurant. This department is called the “Engine Room” of the establishments of a hotel. 5.    Maintenance: It is significant department of a hotel. Because when any delinquent happens in the room of a guest the maintenance department go there and resolve the problem. 6.    Safety and Security: It is one of the most imperative departments of the hotel because it the accountability of the hotel to safeguard a guests’   life safety and their possessions security. This department also takes care of the hotel property as well. (Bob, 1999) SWOT analysis: Strengths: Country ironic culture inheritance Government sustenance Upsurge in market share Weaknesses: Poor maintenance substructure Deliberate implementation Vulnerable to political events Opportunities: Intensifying income Uncluttered sky benefits New business occasions Threats: Change in worldwide traveler entries Growing competition Conclusion: Tourism is now one of the world’s largest industries and one of its fastest growing economic sectors. In many countries tourism is seen as a main instrument for local advancement, as it invigorates new monetary exercises. Tourism may have a positive monetary effect on the equalization of installments, on the job, on horrible pay and creation, however it might likewise have negative impacts, especially on the nature. Unplanned and uncontrolled tourism development can bring about such a weakening of the environment that traveler development can be bargained. The natures turf, being the real wellspring of visitor items, ought to along these lines be secured, keeping in mind the end goal to have further development of tourism and monetary advancement later on. This is particularly valid concerning tourism focused around the common habitat and in addition a verifiable social legacy. Reasonable tourism has three interconnected angles: natural, socio-social, and financial. Practicality infers changelessness, so practical tourism incorporates the ideal utilization of assets, including organic differing qualities; minimization of environmental, social and social effects; and boost of profits for protection and nearby groups. It additionally alludes to the administrative structures that are required to accomplish this. The paper gives a hypothetical structure to maintainable tourism. It embodies two sections. The principal part displays general perspectives on tourism and supportable financial advancement, and a few presumptions on the relationship in the middle of tourism and the earth. The second part focuses on methods and arrangement instruments. References: Bob Brotherton, (1999) "Towards a definitive view of the nature of hospitality and hospitality management",International Journal of Contemporary Hospitality Management, Vol. 11 Iss: 4, pp.165 – 173 David Kirk, (1995) "Hard and soft systems: a common paradigm for operations management", International Journal of Contemporary Hospitality Management, Vol. 7 Iss: 5, pp.13 – 16 David Kirk, (1995) "Environmental management in hotels", International Journal of Contemporary Hospitality Management, Vol. 7 Iss: 6, pp.3 – 8 Peter J. Harris, (1995) "A development strategy for the hospitality operations management curriculum",International Journal of Contemporary Hospitality Management, Vol. 7 Iss: 5, pp.29 – 32 Peter Jones, Michael Dent, (1994) "Improving Service: Managing Response Time in Hospitality Operations",International Journal of Operations & Production Management, Vol. 14 Iss: 5, pp.52 – 58 Peter Jones, Andrew Lockwood, (1995) "Hospitality operating systems", International Journal of Contemporary Hospitality Management, Vol. 7 Iss: 5, pp.17 - 20 Richard Teare, (1996) "Hospitality operations: patterns in management, service improvement and business performance", International Journal of Contemporary Hospitality Management, Vol. 8 Iss: 7, pp.63 – 74 Robert Johnston, (1999) "Service operations management: return to roots", International Journal of Operations & Production Management, Vol. 19 Iss: 2, pp.104 – 124 Read More