Module Code: TH40016E David Mackrory Ariene Lengyel Submited by: Katerina Aleksandrova International Hotel Management Studedent No: 21094597 03/12/2010 I. You are a receptionist at the Turner hotel 1. Explain why good salesmanship is important when you carrying out your duties It is an art of influencing people, persuading them to purchase the product. The success of business now depends as to how well the goods are sold in the market. Salesmanship can be defined as the art of personal persuasion employed to induce others to buy. In other words, according to Prof.
Whitehead, “Salesmanship is the art of so presenting an offer that the prospects appreciate the need for it and a mutually satisfactory sale follows. ” Good salesmanship involves honesty, concern for the customer first, a friendly personality, ambition and self-motivation as well as self-discipline. Above all, a positive, optimistic attitude will bring forth not only alot of money, but happiness and freedom only few people will ever enjoy. Selling is one of the most important marketing activities in most organizations. The scope for selling has increase substantially during the past few decades due to growth in the trade and industry.
Persuasive selling Selling is one of the most important marketing activities in most organizations. The scope for selling has increase substantially during the past few decades due to growth in the trade and industry. Persuasive selling skills are being used not only by organizations whose objective is to earn profit but also by non-profit 2. Explain, with examples what selling techniques you might use when checking in a guest 1. Identifying customers and their needs 2. Marketing sales presentation and organizing demonstration 3. Computer basics and needs and used in selling techniques 4. product knowledge
You should approach confidently and great the customer with a great big smile, and if you are too busy with other duties inform them that you will return in a moment. While the customers are considering the options it is good time to suggest them some other promotions (never try to force or embarrass a customer into accepting something which they do not want. Know your facilities, hotel services be familiar with the hotel and learn how long it takes to finish tasks, If the customer asks you questions about the menu and you answer confidently and correctly, they will have confident in you and respect your knowledge
What the benefit of giving recommendation to the customers ? 1. Timing (efficient) 2. Selling high profit / quality items. 3. The guest know the promotion Package. 4. You look more Professional. 5. Guest satisfaction. Often after asking a lot of questions I was able to guess what they want and need. The more accurately I guessed the more successful I was in selling to them. 1) cross selling – people tend to buy other stuff that they didn’t think of buying, but bought nevertheless just because the counter staff suggested to you. – Book returns at check-in and check-out. Train guest service agents to ask about return reservations at check? n. For example, it is normal for clerks to maintain a friendly conversation with guests during the check? in process. Use these conversations to discover opportunities for advance bookings: “Would you like to reserve a room now for your return trip home? ” A real example lies in the pricing policy of a serviced apartment in Shanghai (the one known to hold monthly Power Breakfast Hour sessions). Instead of reducing the prices for the bigger and better suites, they increase the prices of the smaller (and less attractive) standard rooms such that the price difference between the 2 types of rooms is still about EUR10 – 15.
Needles to say, the strategy works. It is one of the few cases outside of the F;B industry where the more expensive products consistently sold much faster than the cheaper one. 2) Up-selling has to be an attractive value proposition and an “easy” decision – “Ask about our …… offer? ” on a tent-card at check-in could possibly work well. 3) Be sure that your staff are trained in selling the benefits of the up selling offer. Many will feel uncomfortable at rejection handling; therefore they don’t sell it in a motivated fashion to begin with regardless of the bonus on offer. ) cross-selling and up selling – You are on business travel, and you arrive late at the hotel. The counter staff smiles at you, but tells you that all the suites are taken up and enthusiastically informs you that if you were to “downgrade” to a standard room, you will get EUR10 off plus another EUR10 voucher for any of the hotel’s F;B outlets (moon cakes included). If you gladly accept the offer, it will be a fresh new way of looking at up-selling and cross-selling. 1. Price room rates according to selling point. Inspect rooms for uniqueness, room size, features, location, and guest request.
Categorize these elements as a basis for room rate differential from which to sell. For example, a down and out, end room, with Jacuzzi tub, overlooking a wooded stream, which is the most ? often requested room would sell for more than an upstairs room located farthest away from the stairs. Creating a variety of room rates allows for creative up selling by your staff. Moreover, a variety of room rates allows for a basis of negotiation when booking a reservation. 3. Examine your property from a guest’s point of view for curb appeal 3. Draw guests in with price. Not all properties want to compete on price.
However, if you need to sell rooms, price is an effective motivator. Consider a changeable letter board or an electronic sign which can display a message. Advertise your lowest possible price. Use price as an opportunity to upsell on the basis of features. As occupancy increases, consider raising rates. This is especially true if, for example, your property’s walk? in traffic increases after 6 p. m. (with an average 20 requests) and you have just 15 rooms left to sell at 4:30 p. m. 4. Mine demographic data from registration cards. Watch for patterns and useful information among variables such as zip codes, e? ail, company, number in party, arrival days and times, and special requests. For example, zip code patterns suggest areas that you can identify for advertising. E? mail addresses allow you to communicate with your guest history easily, quickly, and almost without charge. A recurrence of a particular company would allow you to investigate the possibility of creating special rates and/or bill? to accounts. Number in party and special requests can assist you in providing an adequate number of no? smoking rooms, rates for late checkouts, rollaways, daytime rates, etc.
With this information gathered about the customer you can take this and provide a “personalized welcome pack” and leave it in their room. Everything they’ve selected on the booking page is already in your office and all you need to do is print off information on those interests and add them into their welcome pack. If your personnel is there for customer service and NOT sales they will never promote/sale the products the way they need to be. Many business travelers may not be able to take advantage of up selling offers because their company policies would not accept the claim on expenses.
II. Discuss the type of check in system that you would expect to see at the Turner Hotel? How Hotel Tracker works Once a company’s account is set up, using Hotel Tracker is relatively straightforward and requires no changes to current booking processes. 1. Conform installs the Hotel Tracker booking tool with a company’s Travel Management Company (TMC), Hotel Booking Agent (HBA) or in-house agent. 2. When a booking’s made, Hotel Tracker assigns a unique number to it. The booking agent confirms it, using the Hotel Tracker account to guarantee the booking. 3.
Employees travelling on business enjoy their hotel stay and when ready to leave, they check and sign the invoice, with no need to make any payments themselves. 4. When they check out, the company’s Hotel Tracker account is charged directly by the hotel. The hotel then posts the invoice to the TMC, HBA or in-house booking agent. 5. Once a month, the company receives a statement via an encrypted email sent by the TMC or HBA, with booking details and breakdown costs to help with Management Information A. a guest with reservation – could be divided on 7 stages –
Preregistration- intended to accelerate the registration process. At this stage the reservation agent might ask questions and by using the collected info to provide a “personalised welcome pack” and leave it in their room. Preregistered guests only need to verify registration information and sign. Guest folio is created with room and rate assignment Creating registration record – Use suggestive selling techniques to sell rooms and to promote other services and facilities of the hotel, contents guest’s method of payment and planned date and departure.
Front desk always has to confirm the dates of departure and room rate. Assigning the room and rate – includes identifying and allocating the available room by taking into account the reservation information, room status information and how appropriately the room meets the customers needs. Establishing the method of payment – effective account settlement during the registration will reduce the potential of subsequent collection problems. Issuing the room key – issuing the key is the final process of registration.
If hotels provide bell service front desk should ask if the guest would like assistance with the luggage. Fulfilling special guest requests – part of the registration is to make sure that any special requests made by guests are acknowledged and dealt with. Customers could get disappointed very quickly if they arrive at their room and find that the hotel did not admirate a request. Self-registration terminals might be located in the lobby. B. ‘’a chance’’ guest A chance guest is a person who has come to hotel without any prior reservation.
I n such cases hotels do not have any obligations to provide accommodation to walk in guests if there is no available room. On the other hand, accommodating ‘’ chance’’ guests can boost sales and daily occupancy if managed properly. How do we consider who to be walked? – -Length of stay – guests with shorter stays (one night) will be walked. Resort hotels could also offer to already accommodated guests to spend their last night at a luxury airport hotel for free (Wirtz et al, 2002:15) –Regular clients – Walking a regular client might incur more negative impacts than walking a first-comer.
That’s why they should never be walked. Room rate – Usually hotels walk guests who have paid the lowest rates. This means that hotels prefer to accommodate direct customers at the expense of the clients sent by touroperators and travel agents. Such an approach, although financially reasoned in the short-run, might cause the termination of the contract between the hotel and the touroperator/travel agent in the long-run, especially in systematically walking guests of touroperators and travel agents (Kotler, Bowen, Makens, 1996:439-440).
If the agent can not accommodate a guest then he should refer him to other hotel of that hotel group or to any hotel nearby. By this way if local hotels maintain good relationship with each other then high percentage of such guests can be accommodated. Relocating or walking guests must be done with great care and concern. Guests who believe that the hotel has not acted in their best interest may be very upset. They may cause interruption and may refuse to come back again in future. Furthermore, they may criticize the hotel to friends and colleagues creating large negative image of the brand.
Walking a guest should be done by manager and not front desk. Hotels should pay for all the nights the guest is relocated and attempt to bring the guest back as quickly as possible by adding free transportation to and from the relocated hotel. 1. treat guest warmly as like as registered guest / create atmosphere in witch the guest does not feel hesitated 2. ask for length of stay and room preference 3. check for room availability – if such room is available in those days 4. if not then offer another room 5. quote the room rate and room facilities . if guest agree then proceed for reservation as described above. Otherwise, if the guest wants then send him to another hotel. 4. Explain the necessity of overbooking and its legal implications in relation to Turner Hotel Every time someone phones a hotel for reservation, he or she forms a contract with the hotel for a room. A common practice in hotel or other company is deliberately to accept more reservations than it has rooms available, on the presumption that a certain percentage of people will not show up.
If the agent gets it right, he/she should end up with just about the right number of guests, and the room revenue for that night will be close to the optimum. If a room is not available for a guest with reservation due to hotel overbooking or if a guest stayed over technically the hotel breaches the contract. Hotels do not have the legal right to overbook. A hotel must find a room for everyone who has a reservation and shows up on time. In exchange for your card number, the hotel or rental agency promises to have a room for you no matter when you show up.
If you have a guaranteed reservation with a hotel, it must provide you with a room, either at that hotel or at another comparable establishment. The downside of a guaranteed reservation is that if you don’t show up and haven’t cancelled your reservation, you will be billed for one night in the room or one day’s use of the vehicle. In a civil suit for breach of contract, the guest could be covered by compensatory damages including payment for travel to a different hotel, and additionally costs of lodging or any other associated with the inconvenience.
In the criminal law telling a customer that he is booked when you are actually following a policy of overbooking may represent a false trade description and an offence under Section 14 of the Trades Description Act. Kotler, Bowen and Makens (1996) analyse the problem as a demand management strategy and outline possibleconflicts caused by overbookings like destroying long-term relationships with customers, their companies and travel agencies, in particular (pp. 439-440).
Wirtz et al (2002) add that overbookings and other inventory control revenue management practices could cause perceived unfairness or change in the nature of the service as well as perceived lack of customer appreciation (p. 18 – Table 1). The costs of involuntarily displacing clients could be enormous, including the potential of future lost business, and poor word-of-mouth (p. 14). In order to avoid or recover from such problems the authors advice that companies should design service recovery programmes and apply preferred availability policies for loyal customers.
Baker, Bradley and Huyton (1994) provide an insight into these practical issues of overbooking and examine the procedures in walking guests (pp. 67-68, 129-132), while Kimes and McGuire (2001:11) point out that the key to a successful overbooking policy is to obtain accurate information on no-shows, cancellations, and last minute customers to set levels of overbooking that maintain an acceptable level of customer service. -From their practical experience managers know that not all Booking confirmed for a particular date will be really used.
Because of different reasons some of the guests do not arrive and are considered no show, other bookings are cancelled or amended in the last minute, the stay of other guests is reduced, and the rooms remain unsold. For non guaranteed reservations this percentage is much higher than for guaranteed bookings. -Rational hotel managers aim at maximizing the revenues and profits of hotels. If they limit the reservations to the available capacity of the hotel because of no shows and late cancellation some of the rooms will be empty and the goal of maximizing the revenues and profits will not be fulfilled. Hotel services are perishable and cannot be stored or moved to other geographical location. The lost revenue from each unsold room is gone forever (Kotler, Bowen, Makens, 1996:84-85). -Hotels have fixed capacity. In order match capacity with demand they react to short-run changes in demand with changes in prices and the number of confirmed rooms. Consider minimum stays and drastic rate deviation during special events. For example, one hotel’s rack rate is $75; The ADR is $59. During homecoming weekend at the nearby university, demand is such that the property charges $100 per day with a two? night minimum.
This rate and minimum stay holds until 15 days before the event. Inside of two weeks, the property first drops the minimum stay and then the rate in order to help ensure a sell out. Three days before the event, the rate increases to $150, but no minimum stays on remaining rooms. The community accepts the policy due to market conditions. |Actual bookings |Overbooking forecast | |Bookings |7% out of 317 overbooked | |297 317 | |No show |No show 7% out of 317 | |7 |22 | |Arrivals |Arrivals 93% out of 317 | |290 |295 | |Revenue 290 x ? 390 |Revenue 295 x ? 390 | |113100 |115050 | |Profit : ? 950 | | 5. A request has been received from Excelsior Tours for a group booking for 40 rooms double occupancy. The group plans to arrive on 23rd of June and depart on 26th of June. (A). Explains the benefits to a hotel of accepting group bookings? As described in ‘’ Principles of hotel front office operations (Sue Baker, Pam Bradley, Jeremy Huyton) Group booking creates volume business – significant number of rooms are booked. No matter what type of group it is- company, incentive or tourists the business has the following characteristics. The group usually arrives the same day, at the same time and are on the same room rate. *Groups can be pushed in low seasons when higher selling profit is desired *Influence repeat business * Prospect for bigger profit by promoting other-revenue – earning hotel facilities (B). What factors should the Turner Hotel Front Office Manager consider when deciding whether to accept the reservation request from Excelsior Tours? (Sue Baker)1994 Preparing for a group booking involves the front office department, food and beverage, housekeeping, maintenance, accounts for bill settlement, banqueting for functions. what circumstances should be listed in the contract regarding confirmation dates for final numbers, advance deposits, penalty charges when cancelling the booking * what prices should be stated to maintain balance between good profit and at the same time not to lose the customers * are there enough rooms from that type available to allow the group to be placed in the hotel * special requirements about food and beverage * deadline for confirmation and for receipt of room list, payment details for guest extras HOUSEKEEPING 1. A hotel executive housekeeper is responsible for the housekeeping function within a given facility. This doesn’t mean that they handle the actual day-to-day cleaning responsibilities, but rather oversee them. They are the first line of defense if a problem arises within the housekeeping function, and therefore they must keep apprised of everything that is happening within the department at all times. The hotel executive housekeeper handles all functions associated with that department.
Not only do they handle all of the managerial responsibilities, but they may also be responsible for managing the budget for the department as well. They are a part of the management team and therefore must be able to provide assessments and updates on what is going on within the housekeeping department at all times. They handle all personnel issues in some capacity for the housekeeping function. They handle the hiring, firing, and disciplinary actions if they become necessary. They work by auditing and assessing how well the housekeeping function is working, and they provide any points for improvement. As they are solely responsible for the success or failure of the housekeeping function within that hotel, they must be able to account for all activities at any given time.
The hotel executive housekeeper must maintain relationships with all of the employees within their department. They are responsible for their performance and therefore must be present often. They often work in conjunction with other departments to ensure that the room and the grounds are clean, and that the hotel guest has a positive experience. They are responsible for ensuring that all of the necessary equipment is in place for their employees, and they handle any training that is necessary. Having an associate’s degree is quite common in this position, and may be something that the individual works towards to get the position. Education isn’t necessarily as important of a factor in this role as is experience. | | | |Group |Mail |Drop-Off |Personal |Phone | |Are Visual Presentations Possible? |Yes |Yes |Yes |Yes |No | |Are Long Response Categories Possible? |Yes |Yes |Yes |??? |No | |Is Privacy A Feature? |No |Yes |No |Yes |??? | |Is the Method Flexible? |No |No |No |Yes |Yes | |Are Open-ended Questions Feasible? |No |No |No |Yes |Yes | |Is Reading ; Writing Needed? |??? |Yes |Yes |No |No | |Can You Judge Quality of Response? |Yes |No |??? |Yes |??? | |Are High Response Rates Likely? |Yes |No |Yes |Yes |No | |Can You Explain Study in Person? Yes |No |Yes |Yes |??? | |Is It Low Cost? |Yes |Yes |No |No |No | |Are Staff ; Facilities Needs Low? |Yes |Yes |No |No |No | |Does It Give Access to Dispersed Samples? |No |Yes |No |No |No | |Does Respondent Have Time to Formulate Answers? |No |Yes |Yes |No |No | |Is There Personal Contact? |Yes |No |Yes |Yes |No | |Is A Long Survey Feasible? |No |No |No |Yes |No | |Is There Quick Turnaround? |No |Yes |No |No |Yes | |Fig. 6 Organizational chart of housekeeping dep. In large hotel(Allen, M 1990) http://www. socialresearchmethods. net/kb/survaddi. php 4. Identify 10 typical security risks and suggest ways that the hotel could minimise these risks Computer data system crashes down/loss of power – ensuring the data is backed up by routine computer file back up prevents loss of critical historical data if computer Is damaged or stolen. It might be effective to have a portable laptop build up to transmit data via satellite telephone. • Security of documents – before discarding any professional or financial records should be shredded by cross cut shredder. • Computer records invasion–Personal files and records should be kept in a secure place with restricted access. Computer passwords should be used to stop unauthorised access. • Theft by employee/ theft by guest – creating systematic inspections of facilities may sometimes help to identify possible threats to safety and security. Appropriate security equipment such as cameras and alarms.
Screening and background check of employees. This is a basic step in lodging security. Employees should be trained to react when observe suspicious activities. • Civil disturbance, kidnapping – General Visitors number monitoring and location of in-country visitors by recording their names on a visitor’s list. Appropriate level of lighting for all areas at risk, including parking lots. Many criminals prefer dark places. Periodic risk assessments by managers. To know its risks and effectively plan to prevent it. For example, the hotel is attracting more female business travellers or airline flight crew, either might be attractive target for thieves or sexual predators. Giving out the guest room number – making sure the gust locks their door as robberies happen when the door is left unlocked. • Key loss by housekeeping/unauthorized usage of keys – creating a program of key control- each day keys should be given to employees who have a need for them by signature. If lost any key should be reported immediately. • Terrorist attacks, bombs • Cash security – well trained staff who does not leave the workplace unattended. Common trust between the staff. Employees could be part of the security system into the organisation. 5. Prepare a list of methods that the hotel might employ to restrict the entry of soil into the building. Give details on each method and illustrate your answer with photographs if possible.
Pay particular attention to some of the specific problems faced by the food and beverage department in this respect and make suggestions as to how these might be overcome, or minimised. Studies have shown that as much as 85% of dirt in a building comes in right through the door. Having the proper matting can make all the difference. What is the proper amount of matting? If space allows, it is recommended that people should take six steps on matting while entering a building. Good matting will hold as much as double its weight in dirt. This may take a little more time to maintain the entrance, but will save a lot of time cleaning carpets and refinishing floors.
Not to mention that it will lower the amount of dust in a building, and help increase the indoor air quality. High performance matting system help stop dirt and water at the door, store soil and water into the facility as well as provides slip resistant safe surface. http://thecleanestimage. com/blog/2010/09/28/stop-dirt-at-the-door/se the indoor air quality. Scrapers When placed outside the entranceways, they aggressively scrape dirt from shoe bottom as much as 50% before occupants even enter the building and trap it in the mat. Window covers and Squeegees Used for cleaning windows without the need of scaffolding or a ladder. Scrubbing Machines Strip hard non carpet floors by applying stripping solution and scrub the surface.
Creating a cleaning schedule, including every part of the restaurant, and will make sure that it is followed daily, the cleanliness of all equipment, tools and physical-building surfaces. The planning of regular cleaning of all food storage areas must be part of cleaning schedule. Disinfection with hot water (82C), bleach, detergent, sanitizers, covering the ventilation windows with net. Containers and bins should be covered with lid creating risk for pest activity in the area. (Manager’s duties and responsibilities) 6. Prepare a summary of employer’s and employee’s responsibilities under Health and Safety Work Act 1974. The main responsibilities as an employee are: to take reasonable care of your own health and safety • if possible avoid wearing jewellery or loose clothing if operating machinery • if you have long hair or wear a headscarf, make sure it’s tucked out of the way (it could get caught in machinery) • to take reasonable care not to put other people – fellow employees and members of the public – at risk by what you do or don’t do in the course of your work • to co-operate with your employer, making sure you get proper training and you understand and follow the company’s health and safety policies • not to interfere with or misuse anything that’s been provided for your health, safety or welfare • to report any injuries, strains or illnesses you suffer as a result of doing your job (your employer may need to change the way you work) • to tell your employer if something happens that might affect your ability to work (eg becoming pregnant or suffering an injury) – your employer has a legal responsibility for your health and safety, they may need to suspend you while they find a solution to the problem, but you will normally be paid if this happens • if you drive or operate machinery, to tell your employer if you take medication that makes you drowsy – they should temporarily move you to another job if they have one for you to do The main responsibilities as an employee are: to take reasonable care of your own health and safety • if possible avoid wearing jewelery or loose clothing if operating machinery
• if you have long hair or wear a headscarf, make sure it’s tucked out of the way (it could get caught in machinery) • to take reasonable care not to put other people – fellow employees and members of the public – at risk by what you do or don’t do in the course of your work • to co-operate with your employer, making sure you get proper training and you understand and follow the company’s health and safety policies • not to interfere with or misuse anything that’s been provided for your health, safety or welfare • to report any injuries, strains or illnesses you suffer as a result of doing your job (your employer may need to change the way you work) • to tell your employer if something happens that might affect your ability to work (eg becoming pregnant or suffering an injury) – your employer has a legal responsibility for your health and safety, they may need to suspend you while they find a solution to the problem, but you will normally be paid if this happens • if you drive or operate machinery, to tell your employer if you take medication that makes you drowsy – they should temporarily move you to another job if they have one for you to do In the UK, health and safety legislation is drawn up and enforced by the Health and Safety Executive and local authorities (the local council) under the Health and Safety at Work etc. Act 1974. Increasingly in the UK the regulatory trend is away from prescriptive rules, and towards risk assessment. Recent major changes to the laws governing asbestos and fire safety management embrace the concept of risk assessment.
Member states of the European Union have all transposed into their national legislation a series of directives that establish minimum standards of occupational health and safety. These directives (of which there are about 20 on a variety of topics) follow a similar structure requiring the employer to assess the workplace risks and put in place preventive measures based on a hierarchy of control. This hierarchy starts with elimination of the hazard and ends with personal protective equipment. (Employer’s and employee’s health and safety responsibilities, 2010) BIBLIOGTAPHY: 1. Allen, M (1990) Accommodation and Cleaning Services, page 17 1. Barth, S. (2006) Hospitality Law, Managing Legal Issues in the hospitality industry, Second Edition, The future hospitality manager and the legal environment, page 2-3 2. Barth, S. 2006) Hospitality Law, Managing Legal Issues in the hospitality industry, Second Edition, Your responsibilities when serving food and beverage, page 314 3. Barth, S. (2006) Hospitality Law, Managing Legal Issues in the hospitality industry, Second Edition, The hospitality industry in court, page 325 4. Boella, M. and Pannetta, A. (1996-1999) Principles of Hospitality Law, Second Edition, Law and Legal System, Legislation, page 2 5. Sherry, John E. H. (2001) Legal Aspects of hospitality management, Second Edition, chapter 4, Liability for the sale of goods and beverages, page 68; 6. Cornell University Law School (2010) Nolo’s Plain-English Law Dictionary, ‘’Criminal Law’’ [online] Available at: http://www. topics. law. ornell. edu/wex/Criminal_law [Accessed 26/11/2010] 7Employer’s and employee’s Health and Safety responsibilities , DirectGov [online] Available at: http://www. direct. gov. uk/en/Employment/HealthAndSafetyAtWork/DG_4016686 8. Food Standard Agency (2009) The Food Safety Act 1990 – A Guide for food businesses [online] Available at: http://www. newark-sherwooddc. gov. uk [Accessed 01/12/2010] 8. Guidance Notes on the General Food Law Regulation (EC) 178/2002, 2007 [online] Available at: http://www. food. gov. uk/foodindustry/guidancenotes/foodquid/generalfoodlaw [Accessed 01/12/2010] 9.
Hotel Executive Housekeeper Job Description, Career as a Hotel Executive Housekeeper, Salary, Employment – Definition and Nature of the Work, Education and Training Requirements, Getting the Job [online] Available at http://careers. stateuniversity. com/pages/7934/Hotel-Executive-Housekeeper. hml [Accessed on 02/12/2010] 10. Responsible Citizen (2010) The Law and its Role in a Community [online] Available at: http://www. responsiblecitizen. co. uk/role-of-law-incommunity. thml [Accessed 25/10/2010] 11. Ritson, B. (2004) Oxford Journals, Medicine, Alcohol and Alcoholism, Alcohol Licensing Laws: proposal for changes in Scottish law, Volume 39, Issue 1, p. 2-7 [online] Available at: http://www. alcalc. oxfordjournals. rg [Accessed 10/11/2010] References: 1. http://www. blurtit. com/search/? askquery=salesmanship 3. http://www. scribd. com/doc/18092000/Basis-Selling-Skills 4. http://www. sellingandpersuasiontechniques. com/ 5. http://www. csupomona. edu/~eamerritt/Strategies%20for%20Increasing%20Hotel%20Room%20Sales. pdf 6. http://www. barclaycard. co. uk/business/making-payments/medium-large/hotel-trac ker/ 7. http://ezinearticles. com/? Up-Selling-and-Cross-Selling-to-More-Profits? ;id=1438634 8. http://www. hospitality-school. com/hotel-walk-in-guest 9. Hotel Management and Operations, p. 120 Michael J. O’fallon , Denney G. Rutherford 10.
Kotler, Ph. , J. Bowen, J. Makens (1996) Marketing for hospitality and tourism. New Jersey, Prentice-Hall, ISBN 0-13-395625 11. Kimes, S. E. , K. A. McGuire (2001) Function space revenue management: applying yield management to function space. CHR Working Paper, The Centre for Hospitality Research, School of Hotel 12. Baker, S. , P. Bradley, J. Huyton (1994) Principles of hotel front office operations. New York ,Cassell, ISBN 0-304-32729-8 13. Wirtz, J. , S. Kimes, J. Ho, P. Patterson (2002) Revenue management: resolving potential customer conflicts. Working Paper Series. School of Hotel Administration. Part B Become a female? friendly property.
One of the fastest growing sectors of the lodging industry is single female travelers. Tap into this market by making subtle adjustments to your operating standards. For example, clip and maintain all hedges no higher than hood height. This helps provide additional security by reducing hiding places and shadows. Ensure that parking lot and walkway lighting maintains lighting conditions to a minimum of dusk illumination. Change remote corridor entries to operable only with room keys (and remove door props). Position security cameras throughout public areas. Review the amenity package. Review lighting quality and amount in the bathroom/dressing area. [pic][pic]