Hotel Business Review: Week of Dec 22, 2014

James Houran
  • Executive Leadership
  • Three Steps for Using Leadership Assessments to Pinpoint Personal Strengths and Weaknesses
  • The sobering truth is that personal and professional development hinges on the ability to be self-critical. Frankly put, when you're not self-critical - when you do not honestly examine yourself - you'll never be aware of performance blind-spots, much less improve your efficiency and effectiveness over time. Those two elements are the heart of competency. For leaders in hospitality or in any industry for that matter, performance feedback - if given at all – typically consists of summarized or edited comments in a traditional 360-degree appraisal. This article presents candid, insider information that walks you through three fundamental issues on how to use the right type of assessments to yield a personal SWOT analysis (strengths-weaknesses-opportunities-threats). Read on...

Marcus  Nicolls
  • Guest Service / Customer Experience Mgmt
  • Creating “Wow!” Experiences
  • Create a “Wow!” experience for your guest every time by focusing on the right, few things. So often today's leaders only focus on actions that aim at delivering the right results. When leaders expand their focus to evaluate the way people think and act--and that there are reasons why they believe the way they do—they can begin to shape the beliefs of their employees and begin to create Wow! experiences for your customers consistently. Read on...

Philip  Antoon
  • Revenue Management
  • Generating a Cash Benefit from Previously Disposed Hotel Assets
  • If you have conducted renovations to your hotels in the past and disposed of a portion of such properties as part of the renovation (i.e. partial roof replacement, etc.), you may be eligible to generate a cash tax savings based on recently released IRS regulations. The following article provides a brief explanation of the relevant tax regulations, the nature of an asset disposition study, how to assess if you may be able to generate a cash tax savings, the nuances associated with performing an asset disposition study, and an example of an analysis conducted for a hotel, and relevant deadlines. Read on...

DECEMBER: Hotel Law: The Biggest Challenges

Mark S. Adams

The relationship between hotel owners and managers continues to evolve. Hotel management agreements historically were long-term. Fifty to sixty year terms were common. However, in the last few years, hotel owners have successfully negotiated shorter contract durations and other more favorable terms, even from the largest and most sought-after major brands. This trend is likely to continue and expand as brands realize that hotel owners have the power to terminate so-called no cut, long-term hotel management agreements, despite contrary provisions in the contract which courts now routinely ignore as a matter of public policy. Read on...

John R. Hunt

The past year has witnessed a continued surge in the number of federal wage and hour cases filed against businesses throughout the United States, including those in the hospitality industry. At the same time, the U.S. Department of Labor has engaged in enforcement initiatives directed at hotels, restaurants and bars. All of this has occurred against a backdrop of proposed regulatory reform that could affect the way in which hotel and restaurant operators compensate their employees. This article reviews some of the more important developments in these areas. Read on...

William A. Brewer III

Tension between hotel owners and hotel management companies comes as no surprise during tough economic times. But even in times of improved economic prosperity, some hotel owners are intolerant of management companies that fail to manage assets in the most effective and profitable manner possible. This results in certain owners seeking, or being compelled, to convert their asset to a different brand, or in some cases no brand at all. They do so to protect their long-term economic interests in markets that have proven to be cyclical. In this piece, we explore important considerations regarding the respective rights and responsibilities of owners and managers in such circumstances. Read on...

Lonnie Giamela

Retaliation lawsuits are the most common claims brought against employers before governmental agencies and are increasing in frequency in the civil court system. According to the Equal Employment Opportunity Commission (EEOC), in 2013, a retaliation claim was made in 41.1% of all charges submitted to the EEOC. This is more than discrimination based on race and more than discrimination based on disability. Even more concerning is the consistent uptick in retaliation allegations. Retaliation claims have increased in number every year since 1997. So, what can employers do to protect themselves against this ever-growing liability? First, employers must understand what retaliation is. Next, employers must be able to issue spot when a particular set of facts poses a high risk for a retaliation claim. This article will attempt to do both. Read on...

Coming Up In The January Online Hotel Business Review

Feature Focus
Mobile Technology: The Necessity for a Well-Defined Strategy
Mobile technology has altered the way the world does just about everything. With mobile devices in our hands (smart phones and tablets) and media and information up in The Cloud, the possibilities for immediate, worldwide, personal access are limitless. Smart mobile devices are dictating how we live our lives and as a result, these developments are game-changers for all businesses, but especially for service industries, including the hotel sector. These advancements are literally redefining how guests interact with a hotel in virtually every aspect of its operation, and savvy hoteliers who are implementing the latest mobile technologies and best practices in each critical channel will steal market share from their competitors, decrease dependency on their Online Travel Agents, and generate incremental revenues which will substantially increase their bottom line. A well-defined mobile strategy is no longer a "nice-to-have" but an essential weapon in an industry that is evolving at a blistering pace, and those operations that are slow to respond do so at their peril. The January Hotel Business Review will examine which mobile strategies some operators have adopted in order to meet these challenges, and will report on the solutions that are proving to be most advantageous for both companies and their guests.