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Dan Brown

The ultimate responsibility and goal of a hotel manager is to achieve a profit for the hotel's owner and ensure that the hotel's guests are happy with their stay. To that end, a hotel manager acts behind the scenes at a hotel like a puppeteer with numerous day-to-day responsibilities for nearly all aspects of a hotel's operations, including, but not limited to, supervising and managing personnel, marketing, sales, security, maintenance, and food and beverage operations. READ MORE

Gini Dietrich

We are well into the 21st century, and as technology continues to advance all around us, the business climate is changing. PKF recently forecast that lodging is going to be down again in 2009, but that capacity is on the rise. With the combination of both, profits are expected to also decrease. However, the lodging industry is adept at taking cost out when demand drops, and using bloggers and other social media to continue your communication efforts is critical. READ MORE

Jane Segerberg

We are no longer mouthing the words, "Doing business in a brand new way". With the recent changes in the economic climate and subsequent changes in travel patterns and customer loyalty, we are doing business in a brand new way and saying "Who do we want to attract and who do we want to keep as loyal customers?" In the spa business, the anchor currently is the Baby Boomers. READ MORE

Michael Goldstein

We've equipped our stylish guest rooms with the most current, cutting-edge technology, provided unparalleled bedding made from the finest Egyptian cotton and luxurious spa-like guest baths and products. Yet all of those amenities and appointments can quickly dissipate in the eyes of our guests if they do not encounter employees who are responsive to their needs and sincerely hospitable. Simply put, it's paramount to remember that the most logical and practical way to outperform your competition is directly through your employees. They are the ambassadors for your hotel - and should be recruited and trained to complement and enhance your multi-million dollar assets. READ MORE

Nina Curtis

It should be known by now that all we do is connected to selling. We sell concepts, dreams, fantasies, hope, results, and more. But so often we only think that the products on the shelf are all that we sell, but this is far from the truth and usually the last thing we sell, if we sell at all. It would behoove all of us to take inventory on what we are really selling so that we know how to clearly and consistently market it to our potential guest. READ MORE

Greg Pesik

We know why hoteliers look to bring groups to their venue. That answer is simple: Revenue. As I have said in past articles, group events represent a $30 billion+ market opportunity for hotels, and over 30% of a hotel's total revenue on average. Many hotels rely on group events for over 50% of their revenues. In order to tap into this opportunity hotels are scrambling to line up their calendar of events for the year ahead. One question I get from many customers, colleagues and friends in the business is the following: "Once we have booked a healthy amount of group events, are there any additional ways to identify and generate more revenue from each event so we can take our group revenue up to the next level?" These folks are always glad when I answer that question with a firm "Yes." The question is how, and read on to find out more! READ MORE

Roberta Nedry

How many times does the guest feel like they are the one waiting versus the wait staff waiting on them? What are the timing issues that make or break a service encounter? How does timing impact the overall guest experience as a service factor? Consider making time to analyze 'time' with employees who have "time" with guests. The 'weight' of the wait in the world of service delivery should not be underweight or overweight! READ MORE

Steven Belmonte

The consumer marketplace is being transformed by a generation of socially-aware individuals who would like to see companies they patronize and work for take the lead in making the world a better place. Surveys have long validated the growing power of the baby boomer generation, and businesses should not dismiss those unique wants and needs. On top of that, the younger Generation Y members are voicing their desire to embrace causes they are passionate about. To the hotelier, this means that guests and employees want a promise of social vision and to be a part of a brand that advocates social improvement. READ MORE

Tom LaTour

In the past five years, the fractional ownership buzz has been amplified within the luxury space -- and throughout popular culture as well (nee Hard Rock "condotels"). The result of this attention? Resort owners and developers around the world are tapping into the fractional ownership trend. By all indications, there's a paradigm shift occurring away from hotel rooms and more toward luxury vacation lifestyle experiences. Consequently, these new ultra-luxe fractional resorts are catching the eye of developers and investors alike who want to be well positioned when the economy regains its strong footing and luxury consumers start flexing their buying power again. READ MORE

Jed Heller

A well conceived and executed marketing strategy can be the key success factor for small hotel owners, whether the property is privately owned or a small franchise within a large chain. In today's uncertain economy, many hotel owners are rethinking their marketing strategy and re-evaluating the magnitude of their financial investment as they can't afford to waste their limited funds allocated to marketing. But, they can't survive without a marketing investment either. Logic dictates that owners must get the biggest bang for their buck with their marketing spending. READ MORE

Joanna Harralson

Whether your property has a morning coffee n' croissant cart or a more extensive food & beverage take-out venue, are you certain that the correct safeguards are in place to protect your profits? Here are some questions that could uncover weaknesses that can result in your venue's bottom line being compromised. READ MORE

Steve Kiesner

In the short term, using natural gas and electricity more efficiently is vital. For the lodging industry, energy conservation is a well-recognized element in lowering costs. On average, America's 47,000 hotels spend $2,196 per available room each year on energy, according to the U.S. Environmental Protection Agency (EPA). There are also a number of quick and easy steps your company can take right now to step up its control over energy use. These are probably already second nature to you, but here are 10 no- or low-cost ideas to start saving energy today: READ MORE

Dennis M. Baker

Companies look to utilize diverse-owned suppliers for a variety of reasons ranging from regulatory requirements to constituency expectations to deep-seeded corporate philosophies. As a provider of supply chain management services to the hospitality industry, Avendra has developed an approach to building relationships between customers and diverse-owned businesses that seems to work for all parties. In order to set up, maintain and monitor a successful supplier diversity program, we believe there are three vital steps. READ MORE

Naseem Javed

There are three types of business names, Healthy, Injured or on Life-Support. Corporations must know the hidden the powers of their names. Each business name has several components often invisible to marketing executives and these characteristics and split personalities determine the success or failure of a name. To measure the effectiveness of a name or to see how much extra luggage a name is burdened with, following are the guidelines for a general check up. READ MORE

Steven Belmonte

For the hotel franchising industry, friendships are most keenly important not with one's workers or lenders, or even with the employees and executives of one's franchise company. Indeed, the most important bonds are to be formed with other entrepreneurs who have cast their lots with that particular franchise company and figuratively or in reality hoist the same franchise flag every morning in order to properly welcome weary travelers to the inn. For it is they who know best the struggles and obstacles to success faced 365 days a year by a hotelier in a franchisor/franchisee relationship. And it is they who are the most likely sources of information and problem solving that eventually can lead to enhanced bottom lines and the attainment of success in the hotel industry. READ MORE

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