Nowhere are the logistical challenges of everyday hospitality work more evident than in the front-of-house arena. When you have 300 rooms, 80 parking spaces and an incoming wedding reception bringing 60 more cars in less than an hour, you face a logistical nightmare. But when first impressions are the key to your reputation, the true challenge is to look past such day-to-day tests and provide your guests with a uniquely positive welcome.

Rancho Valencia Resort & Spa, located in San Diego's exclusive community of Rancho Santa Fe, is currently undergoing an extensive $30 million renovation and transformation. The resort is focusing its efforts on wellness and relaxation with the re-launch of its award-winning spa and fitness facilities. Spa Director Stephanie Baxter writes on the hurdles of renovating and re-launching a spa, and how to overcome these challenges without loosing your inner peace and tranquility.

Full pattern length of stay controls are a fundamental building block of hotel revenue management. Better modeling of real-world reservations requests, accounting for variable costs, rejecting the false notion that hotel nights are independent, and simply giving the hotel revenue management team more “degrees of freedom” - all drive the need for FPLOS. The benefits of FPLOS (length of rental, in this case) were proven quite dramatically in the rental car industry two decades ago. Yet most hotels have not implemented FPLOS, and most reservation systems cannot handle FPLOS controls. Hotels without FPLOS are losing 1.5% to 3% additional revenues using optimal rate management alone.

You don't need a lawyer to tell you that bribery is illegal. But defining what exactly “bribery” means is often not as simple as it seems. Under the US Foreign Corrupt Practices Act, bribery is the act of influencing a foreign official for the purpose of obtaining or retaining business by offering anything of value to gain an improper advantage. Other laws and other countries have different definitions. Understanding these differences can be the difference between doing business legally and costly legal battles, fines and even jail time.

Are you aware of the term 'drip pricing' for hotels? Market and advertise the base daily room rate then divulge additional, and exceedingly compulsory, fees after a customer has signed on the dotted line. These extras might include anything from resort fees, housekeeping charges, fitness room fees (whether you use it or not) to amenity surcharges for local phone calls, in-room internet access or bottled water. Even with most federal laws dictating that charges for these items must be wholly visible and conspicuously outlined, the consensus amongst guests is that such tactics are frustrating and deceptive; not exactly the adjectives you'd attribute as loyalty builders.

This article addresses how Computer Telephony Integration (CTI) can be used to fill the gap that exists between in-person and over the phone customer service in the hospitality industry. Typically, customer service via the phone lacks the personal touch that comes naturally with in-person service. Implementing a CTI solution into contact centers helps decrease cost per call, improves telephone customer service by integrating caller background information, and increases revenue by building brand loyalty and repeat visitors.

If you're looking for a good standard by which to evaluate your guest service priorities, or if you're simply looking for inspiration, you need only scroll through any basic management, human resources or motivation psychology textbook. Look up Maslow's Hierarchy of Needs, a highly referenced and diagram-friendly developmental psychology theory. Or better yet, just give the Wikipedia page a cursory glance. Interestingly, we can use Maslow's principles to detail hotel guest behavior in terms of what their basic expectations will be and how they will act when certain expectations aren't met. From there we can distinguish what services or hotel features will be seen as fundamental rights versus which will be seen as value-added, loyalty-building drivers.

According to attendees at this year's HSMAI Revenue Optimization Conference (ROC), revenue managers wear a lot of hats these days. When asked to define their roles before the keynote address, just a few of the many answers included “forecaster, analyst, strategist, system designer, marketing guru, talent manager, social media expert, data miner, sales support and, channel manager.” With this many labels, it can be challenging for revenue managers to navigate the arena and decipher the best use of their time and energy. In order to help revenue managers stay on track and better position their organizations for long-term success, below are five high-level tips for raising the bottom line.

Sheraton Hotels and Resorts launched a global Social Hour campaign in key markets in the spring of 2012. The Sheraton Seattle Hotel in downtown Seattle is one of the first properties to offer the unique wine program, which enhances the sense of community and belonging offered at each Sheraton property. The program has been well received by travelers and guests as we continue to grow and expand the offerings associated with the wine program.

Hyatt Regency Waikiki Beach Resort and Spa announces the use of locally-sourced, sustainable products along with healthier menu options. The transition, which began in 2011 as part of a complete overhaul of its dining outlets is now reflected across the property, as part of a new corporate food and beverage philosophy, 'Food. Thoughtfully Sourced. Carefully Served'. Highlights include: at least five local ingredients on every menu; cage-free eggs on all menus; vegan, gluten-free and vegetarian choices on all menus; and smaller portions. Vincent Brunetti, executive assistant manager and food and beverage director shares his thoughts about this transition.