Many hotel operators calculate their energy usage in a vacuum. The singular focus on achieving the highest possible 'heads-to-beds' rate leaves little time for tracking energy usage. Some hotel managers commit to tracking this data but without the thorough understanding of how these usage rates vary across multiple site locations. Others have no idea how their rates compare to those of competitors in the hotel marketplace. This offers little insight into what their organization is doing well, or, more importantly, where they can improve. The result: Exorbitant energy costs negatively offset the profits from strong heads-to-beds rates, leaving operators to wonder where they went wrong. And if they don't figure it out soon, their business-and their bottom line-will pay. Literally. READ MORE

Small hotel franchisees and independent hotel operators concerns are the same as larger chains, in that they must pay employees, stock inventory, buy furnishings, and deal with heads-to-beds issues. Also like larger hotels, smaller operators have little time to manage the costs of the one thing hotels couldn't be without: utilities. But unlike larger establishments, they often don't have the capital to spend on full-service solutions that manage utility expenditures. That's about to change. Some energy management companies are providing a solution that gets smaller operators in on the ground floor of energy management. In fact it's so easy to use, all they need is a fax machine or a scanner. READ MORE

The hot topic at every hotel conference over the last year has been "financing"; i.e., how to get it! It is clear that the credit crisis has now infiltrated and affected literally every industry that requires real estate financing, from residential to hospitality. So what hope do we boutique hotel developers have if more "conventional" hotels are running into trouble? Well, with a lot of ingenuity, collaboration, talent, friends in high places, a compelling project, and, of course, at least a "sliver" equity capability, boutique hotels can be developed. READ MORE

One of the biggest challenges to break into the international market is recognizing, preparing for, and embracing the differences between the hospitality industry in the U.S. and other countries around the globe. Distinguishing the differences among these different cultures is vital and recognizing and adapting to the needs will place you way ahead of the pack as you go global. READ MORE

So what exactly is the difference between a passive jobseeker and an active jobseeker? Active jobseekers are those who are consistently applying for positions networking constantly and vigorously sending out their resumes. According to a recent CareerBuilder.com survey, 23 percent of hospitality workers identify themselves as active jobseekers. So what does all this mean to you, the hotel employer? In short, passive jobseekers make up a significant part of potential candidates, and therefore, are a critical component to your recruitment program. READ MORE

Occupancy numbers appear to be disturbingly lower than usual for this current off season. No doubt that this is due, at least in part, to rising prices across the board, the inevitable reaction to soaring fuel costs. Many of our guests, both the individual travelers and the corporate meeting planners, are finding the need to do some serious belt-tightening. Even our wealthy travelers are reconsidering their vacation plans. What that means to the hotels and resorts is that we need to sell more to the people who are already in our properties. We must encourage everyone on staff to find all the opportunities to "cross sell" our facilities and motivate our guests to spend, spend, spend, beyond just paying the basic room rate. READ MORE

Hopefully, it will be the only part of your strategic Public Relations plan that you will never have to execute: a crisis plan is often times the most important part of the communications strategy. A crisis is usually referred to as an event that can affect a property in a negative way. This can be anything from a fire, to a guest relations issue, a computer glitch, or it can result from a renovation, a management change, new ownership, etc. The effects of a crisis can be short term or long term, and many times the damage can be irreversible. When a crisis is handled poorly, it affects your reputation, brand management, and most of all your credibility- and when credibility is badly damaged, the affects can be fatal to your business. READ MORE

What happens when seafood smells fishy? Or when the smell of French fries shows up where French fries are not being served? Why do guest or even employee noses curl up or curl down when certain smells are encountered? The smells that surround us affect our well-being throughout our lives and hospitality leaders have a "scent-sational" opportunity to guide the impact of smell in guest service delivery and impact. READ MORE

The group events business is booming. In fact for hotels such as Fairmont, IHG and Hyatt, group events-everything from corporate events and trade shows to family weddings and reunions-are huge business. To be exact, they represent a $30 billion market that comprises up to 60% of their revenue. As I have stated in previous articles, technology today plays a big role in attracting meeting planners, securing their business and retaining them as long-term customers. In these articles I have looked at the specific types of technologies that hotels should be looking at-everything from collaborative online group management technologies, to Blackberry mobile phones and automated room list solutions. Now it's time to take a step back. What promise and possibilities do these technologies really allow the hotel to offer meeting planner looking to find a home for their next event? READ MORE

"When something stinks, it's usually the head." This fishing phrase has interesting applicability for hoteliers. In fact, when hotel guests receive unsatisfactory service at a restaurant or are displeased with their hotel stay, it could be the result of a number of things, but the most likely reason for these problems is a lack of, or poor leadership team. Although often overlooked, having a strong and knowledgeable leadership team is one of the most important assets at any hotel property. In fact, it is the leadership team that determines the success of the property, particularly during renovation, an economic downturn or a slow season. A hotel's leadership not only affects the guests, but also the entire staff and the overall services provided. READ MORE

Through the months, I have written on several aspects of spa retail management and this issue's topic on Creating a Strategic Retail Plan is crucial for the future success and sustainability of the spa as a strategic business unit (sbu) of the hotel. As a sbu of the hotel, the spa's strategic retail plan should consider the overall strategy of the hotel and find ways to create a congruent plan of action so that seamless results are achieved. This sends a dynamic message in the branding of the spa as a cohesive unit. READ MORE

If the lobby is the heart and the guestrooms the soul, the foyer serves as the connective tissue of a hotel or resort. A series of pathways and vistas that break the guests' visual experience in a way that doesn't give everything away all at once while, a foyer, at the same time, prepares and connects them to what comes next. Here are five elements that must be taken into consideration when designing foyers for their maximize impact and efficiency. READ MORE

Brand standards not only effect the guest experience, but they also effect the value placed on the hotel by hotel owners, lenders and investors. The juxtaposition between the desire of the brand to upgrade its brand standards and the desire of the hotel owner, lenders and investors to keep a tight grip on the bottom line can be complicated - and the brand standards are a critical component in the equation. The pendulum appears to be swinging in the direction of greater influence being exerted by the easily recognized and well known branded hotels. The credit world finds comfort in a name on a hotel that has a solid history and reputation, and investors seem to be similarly eased by mobilizing capital resources into a branded hotel. But what is the brand standard in the area of hotel operations and management? READ MORE

While hotels spend tremendous time and energy looking for strategic ways to make the most of their operation, they often fail to look at the fact that the property sits in the middle of a large parking facility. This facility often takes up as much real estate as the hotel itself, but because parking is outside of the core focus of the industry, hotel parking facilities are rarely strategically managed. Utilizing an asset management approach for parking is equally as effective as it is for rooms income, and can often make a significant improvement to an asset's overall value. READ MORE

Becoming green is not a one-time thing: it requires a concerted effort over time from a number of people and departments. This article will outline some recent trends in developing an environmentally responsible corporate policy, the steps to build a green program in a property or group of properties, and information about what should be covered by written policies and procedures. READ MORE