问题描述：
4 Analyse operational and managerial issues reflecting recent development in the hospitality industry
5 Compare and contrast the issues at operational and management levels
6 Evaluate the change in the role of hospitality staff in different contexts
7 Assess the impact these changes have had on different stakeholders
8 Openly reciprocate ideas and viewpoints to underpin potential projection of trends or developments
9 Explain predictions of trends and developments
10 Provide a rationale and justification to support predictions of trends and developments
问题解答：
4、
Someone said that:
· “A condo-hotel operation requires a relatively significant tweak to the operator’s business model and strategic plan. Having a powerful yield management system in place is critical to the ongoing success of the hotel. Managing yield curves based on typical market consumption patterns, tempered against changing dynamics in the available inventory due to owner usage and participation options for the rental program will create a new, revolutionary type of yield management system. This system will be dedicated to managing the fair and equitable rotation of all units while still maximizing hotel ADR and occupancy in the short and long terms. You have to manage the total condo-hotel and hotel inventory to be sure that it is yielding the rates and availability to meet each of your business segments’ needs and is doing so in an efficient and effective manner.” – Mark Birtha, vice president, development, Edge Group, developers of the W Las Vegas Hotel, Casino and Residences.
· “Properties developed 20 or 30 years ago with condo-hotel units often have to grade units and have a sliding scale for higher or lower quality units. Operators are attempting to control this better this time around by requiring reserves for replacement and consistent capital improvement programs. However, all hotels eventually need more capital improvement than the typical 4%-5% reserves will fund, resulting in a capital shortfall. At that point, the operator is at the mercy of the unit owners who will decide to fund capital expenditures out of pocket—or not.” – Daniel Peek, Regent Street.
http://www.hotelsmag.com/article/CA6485312.html
The hospitality industry has gone through tremendous change over the last decade. Some changes have been dictated by technological advances, such as the shift from mainframe access via dumb terminals and green screens, to the current emphasis on above-property applications leveraging data from a single source. Other changes, such as the increased use of the Internet spawned a plethora of new opportunities along with new intermediaries. And, of course, the economy and geopolitical events have impacted our industry.
Through it all technology and improved business processes have had an enormous impact in transforming this industry—real-time access to inventory, transparency across multiple channels, campaigns targeted with laser precision at niche segments, seamless exchange of operational information and key performance data – all have had a profound impact on the industry.
Indeed, change has been the one constant, as it will be in the future. With this frame of reference, this article examines the 10 trends expected to impact the hospitality industry in 2005 and the coming years.
1. Saying ‘No’ to Commoditization: Watching their neighbours in the airline space, hoteliers will do everything in their power to avoid commoditization. Embracing and expanding upon the natural variances between hotel properties and services will be critical. Seeking to emulate such successes as the Westin Heavenly Bed? there will be increased focus on new product/service development and differentiation. While such activities will go beyond IT, technology holds the ability to both drive and enable substantial product differentiation.
2. Increasing Spending: With RevPAR up hoteliers are once again able to make investments in their future. According to IBM’s 2004 Global CEO Study, 83 percent of CEO’s surveyed will be focusing on revenue growth over the next three years.1 An increased appreciation for the ability new technology and business processes can drive business value will lead to meaningful increases in IT spending. The focus on investments will enable revenue growth, including new products, new services and customer intimacy enhancements.
3. Understanding the Customer: Traditionally, CRM in the hospitality industry was largely the loyalty program, with value based on room nights and customers grouped into loyalty program tiers.
4. Delivering Personalized Experiences: While the notion of personalized service has been discussed for some time, and successfully implemented in limited cases (e.g., Wyndham By request), today the capability to expand and deliver personalized service at a reasonable cost is reality.
5. Going Direct: While online intermediaries have in the past outmanoeuvred online direct sales, this trend continues to reverse itself.
6. Expanding Online Distribution: Online direct distribution has traditionally focused on the transient and unmanaged business segments.
7. Strengthening Brand Value: Rising occupancy and ADR traditionally encouraged hoteliers to go independent. However, in 2005 and beyond strong branding will be more important than ever. Not only are brands increasingly blanketing the globe (both within and outside of the hospitality industry), but a strong brand is necessary to drive online direct bookings, to differentiate and avoid commoditization, and to provide leverage against online intermediaries.
8. Building Self-Service: Self-service is now an accepted way-of-life in the airline industry, and travellers will increasingly embrace this form of interaction if not prefer it for their hotel stays. Indeed, while we have seen self-service infiltrate the large, full-service hotels this trend will expand into mid-scale properties.
9. Growing the Revenue Picture: Hoteliers will increasingly demand access to the full revenue picture that is required to manage their business. As previously mentioned we see a future in which customer information is leveraged to deliver personalized campaigns and packages. A future in which online direct sales go beyond room nights to include restaurant reservations and spa reservations – in short a future in which the brand delivers value through more than room nights alone.
10. Planning for the Future: Hotel revenue is up which enables these organizations to finally look to deferred investments in their infrastructure and plan ahead.
Focus will be key as investments in non-core, non-differentiating functions are not generally the best use of limited capital. As such, hospitality companies will increasingly focus their capital investments in truly differentiating functions, while turning to outsourcing and its many benefits for that which is non-core. This will not only improve the organization’s focus, but will deliver world-class capabilities, capital outlay reductions, flexibility, scalability and more.
5、
In hotel, management includes software and hardware. Software is service quality, hardware is hotel facilities. So, software impact issues at management levels and hardware impact issues at operational levels. Everyday the hotel will have more different customers; every customer’s needs are different. And the needs from customers may change every day and every time. So, if the hotel has a nice operation, but it’s more important to have a nice management structure. Operation can not change but manager can change. So, that is the different from operation and management.
6、
In hotels, the General Manager is the executive manager responsible for the overall operation of a hotel establishment. The General Manager holds ultimate authority over the hotel operation and usually reports directly to a corporate office or hotel owner. Common duties of a General Manager include hiring and management of a management team, overall management of hotel staff, budgeting and financial management, creating and enforcing business objectives and goals, managing projects and renovations, management of emergencies and other major issues involving guests, employees, or the facility, public relations with the media, local governments, and other businesses, and many additional duties. The extent of duties of a hotel General Manager vary significantly depending on the size of the hotel and company; for example, General Managers of smaller hotels may have additional duties such as accounting, human resources, payroll, purchasing, and other duties that would usually be handled by other managers or departments in a larger hotel.
7、
There are more and more hotel recruit the GM from other country.
Such as European. Figurehead spoke person, leader in the hotel,
Experience to run 5-star hotels are the advantages to recruit the GM from other country.
Pricing, service, expectation are important to customers.
For customers, they expect hotels can meet their needs. Price can be suitable and the service can be good. M&C hotel said: The Group’s strategic service vision was launched on a global basis in 2006, by way of an initiative called Outstanding Service Experience (“OSE”). Our customers are now benefiting from this initiative and we are continuing to train new employees to ensure service levels are of a consistently high standard
Employee: re-train, service level required employment terms
The Company’s policy is to provide equality of opportunity for all employees without discrimination and continues to encourage the employment, training and advancement of disabled persons in accordance with their abilities and aptitudes, provided that they can be employed in a safe working environment. Suitable employment would, if possible, be found for any employee who becomes disabled during the course of employment.
8、
We can get an example to talk about the trend and development.
Trend, we can talk about the boutique hotel.
Boutique hotel is a term popularised in North America and the United Kingdom to describe intimate, usually luxurious or quirky hotel environments. Boutique hotels differentiate themselves from larger chain/branded hotels and motels by providing personalized accommodation and services / facilities. Sometimes known as "design hotels" or "lifestyle hotels", boutique hotels began appearing in the 1980s in major cities like London, New York, and San Francisco. Typically boutique hotels are furnished in a themed, stylish and/or aspirational manner. They usually are considerably smaller than mainstream hotels, often ranging from 3 to 50 guest rooms. Boutique hotels are always individual and are therefore extremely unlikely to be found amongst the homogeneity of large chain hotel groups. Guest rooms and suites may be fitted with telephony and Wi-Fi Internet, air-conditioning, honesty bars and often cable/pay TV, but equally may have none of these, focusing on quiet and comfort rather than gadgetry. Guest services are often attended to by 24-hour hotel staff. Many boutique hotels have on-site dining facilities, and the majority offer bars and lounges which may also be open to the general public.
Despite this definition, the popularity of the boutique term and concept has led to some confusion about the term. Boutique hotels have typically been unique properties operated by individuals or companies with a small collection. However, their successes have prompted established multi-national hotel companies to usurp the term and/or try to establish their own brands in order to capture a market share. The most notable example is Starwood Hotels and Resorts Worldwide's W Hotels, ranging from large boutique hotels like the W Union Square NY to the W 'boutique resorts' in the Maldives to true luxury boutique hotel collections like the Bulgari collection, SLS Hotels, Thompson Hotels, Joie De Vie hotels, and The Keating Hotel, among many others.
The concept of boutique or design hotels has spread elsewhere outside the US. A good example is Thailand where many boutique or design hotels are sprouting, especially in resort locations, such as Phuket and Hua Hin. Boutique hotels are even now appearing in such places as Indonesia, Shanghai, Iceland, Peru and Turkey. Boutique and design hotels are becoming increasingly popular in Far Eastern cities such as Bangkok, Singapore, Hong Kong and even Beijing.
9、
Dvelopment, we can talk about the Political stability.
Political uncertainty, no doubt, is an investor’s nightmare. It does disturb the flow of foreign direct investment plans both into the private sector as well as the government owned public sector units and that surely affects economic growth.
However, this argument is good only to a limited extent. Political stability is not necessarily an essential pre-requisite item for good economic growth. In actual practice, it is the other way around as it can be argued, that it is good economic growth, that essentially leads to political stability.
Therefore, when the Congress spokespersons talked of political stability without mentioning its correlation with economic growth, their apprehensions of coalition governments appeared misplaced. Further Congress talking political stability was like "the devil quoting the scripture". One can not but remember that it was the Congress that destabilized the governments of 5 Prime Ministers, viz. Mr. Charan Singh, Mr. Chandrashekar, Mr. H. D. Deve Gowda, Mr. Inder Kumar Gujral and of course Mr. Atal Behari Vajpayee. Every one, of these governments, was toppled on flimsiest grounds. Indeed, they could have easily lasted their full term, if and only if politics had taken the back seat.
10、
The politicians should realise that in the last decade or so, the scene in the country has undergone a sea change:
· India is a young country, where the average age is less than 26years.
· The literacy rate is continuously rising.
· The Primary Health Care services are improving.
· Female life expectancy rate and infantile survival rate are improving.
· There is a growing awareness of the need to let market forces decide on their role in the development of infrastructure projects.
· The power distribution has shifted from a centralized command structure to one where even the leader at local level has an opportunity to address his local aspirations at the national level.
Being the oldest party, one would expect the Congress to take the lead to junk this Ostrich like attitude and function like a mature political party instead of being a spoilsport.
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