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20171029044508managing_the_hotel_guest_experience_2.doc
hosp_1015_term_assignment_week_9_2_.docx
schedule_template__1_.xlsx
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UNIVERSITY:
Managing the Hotel Guest Experience
Subtitle of Paper (if any)
Team Member 1 name, Team Member 2 name, etc.
Submitted in partial fulfillment of:
Course Number, Course Name
Professor’s Name
Date
1. Classification
The hotel, in this case, will be a full-service hotel. It will be located in San Diego. Being a
full-service hotel is to mean that the hotel will provide various services to the guests. The hotel
will provide accommodation services at various levels depending on the type of guests visiting,
parking areas will be provided, free internet, services at the front desk for the guidance of guests,
bar and restaurant services, facilities for the sake of health and fitness, facilities for business
activities, pets will be allowed access to the hotel as well as other services that are important for
the stay of the guest. Cleaning services too will be made available. A full-service hotel has been
chosen in this case to ensure that all the services that a guest requires are within reach, especially
during travel as well as when looking for a place to hold business meetings. The hotel uses a
simplistic idea that is very welcoming to all our guests while still allowing for a homely feel. It
will provide convenience and will meet the customers at their various points of need. It will
provide more services than most of the hotels in this level provide.
2. Brand
The chosen brand for this hotel is the Four Points Brand. Most importantly, it focuses on
people traveling or looking to engage in business activities. People who are planning on
engaging in small conventions are also covered in this. It offers a homely feel, which can be
enjoyed by people traveling on business on an individual or group basis, as well as people
traveling as a family. The artsy feel that is brought out by the brand helps one get to understand
different cultures, bringing modernization and authenticity into a guest’s experience. The
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comfort is also a bonus to the stay. The colors embraced as well as the brightness help bring out
the lively aspect out of the overall experience. Another reason behind choosing this brand is the
fact that at the end of the stay, the productivity of guests improves to great lengths. It is a brand
that has caught with some of the others that it found already in the market, making it quite a
competitive brand and one that has grown to outshine the rest of the brands. It is a brand that is
slowly taking over the hotel branding market with a bright future for the hotel in question as
well. It falls within the classic select brand segment (Harvey, 2014).
3. Management
An independent management company will be picked to oversee management of the hotel in
question. There are various reasons why this is a good decision to make as opposed to choosing a
brand as a representative in management. It is an important decision made because this would
mean that employment to a lot of people will be made possible, tourism numbers will increase
thus being a good reflection on the company’s progress and it will also be a good way of greatly
contributing to the local economy thus contributing to the growth and development of the
country. Independent management companies allow for the authenticity and personalization of
various experiences for the sake of guests coming in instead of the experience of “one size fits
all” kind. These companies are also efficient in the case of being economically friendly to their
customers as opposed to the branded companies which will ask for a lot of cash for demands to
be met. The independent management companies are also not limiting themselves to the big
hotels, instead they are focusing on those hotels and accommodation facilities that are affordable
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to the group of people looking to have fun, enjoy their stay and do this at a minimum cost. On
this note, they are focused on the needs of guests as opposed to the standards. These companies
are focus less on bureaucratic ways and more on the experience that the guest has at the hotel.
Uniqueness in the provision of local experiences as opposed to going by the book in different
areas is an important aspect. There is also the aspect of originality when it comes to then
concepts provided. These independent management companies allow for the creativity of various
products and ample space to showing creativity and uniqueness in identity (Pizam, 2010).
4. Location
The hotel will be strategically located in San Diego, California. It will be located along W
Broadway Street in the block in between Kettner Boulevard and Pacific Highway. This is a
strategic location because it is on a major street that is busy and easily accessible from various
places. At the same time, people visiting will have an option of visiting a hotel that has not been
experienced much before, with the advantage of bringing new ideas to the table.
5. Average Daily Rate
Seasons
Average Daily Rates
Economy (in $)
Luxury (in $)
Dec – Feb (Winter – peak season)
220
440
March – May (Spring – low season)
180
360
Jun – Aug (Summer – peak season)
220
440
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Sept – Nov (Autumn – low season)
180
360
200
400
Average Hotel in question rates (rack
rate)
Discounted rates
Discounted rates
(econ.)
(luxury)
Singles/Individuals (Business)
160
400
Singles (Backpackers)
140
380
Family groups
135
370
Business groups
155
390
Seniors
150
390
The peak seasons fall in the Winter and Summer. This is to mean that guests pay and spend
the most during these periods of the year, with a lot of people traveling at the time due to the
weather at those times of the year. The hotel will make the best of the peak and low seasons,
with the marketing team doing its best to get the word out there for more guests to find their way
to the hotel, and in greater numbers to help with meeting the margin. The peak seasons usually
attract the greatest number of guests. Therefore, marketing will be done better in the months
preceding the peak seasons to ensure that the hotel meets its goals and targets by the time the
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peak seasons dawn on us. Marketing for the peak seasons will begin earlier to help bring more
numbers to the hotel.
6. Average Wage Rate
The average minimum wage rate for full-time employees in the hotel industry is $7.25 at
both the federal and state level. However, various individual states have a higher minimum wage
rate than $7.25, with the states promising to increase to $12 and above by the end of the year
2018. This will ensure that they all adhere to the federally mandated change. Hoteliers will,
therefore, get paid more salaries than what they have used to already (Dubofsky, 2013).
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References
Dubofsky, M. (2013). The Oxford encyclopedia of American business, labor, and economic
history. New York: Oxford University Press.
Harvey, C. (2014). Hotel branding: A collection of the most creative hotel brands from around
the world. Place of publication not identified: Gingko Press.
Pizam, A. (2010). International encyclopedia of hospitality management. Amsterdam:
Elsevier/Butterworth Heinemann.
7
Johnson and Wales University
Managing the Hotel Guest Experience
Subtitle of Paper (if any)
Team Member 1 name, Team Member 2 name, etc.
Submitted in partial fulfillment of:
Course Number, Course Name
Professor’s Name
Date Submitted
MANAGING THE HOTEL GUEST EXPERIENCE
Management Organizational Chart for the Hotel
General Manager
Resort Manager
Director of Human
Resources
Director of
Engineering
Director of SPA
Director of Rooms
Director of Security
Director of Marketing
Director of Golf,
Recreational activities,
and Social Facilities
Director of Finance
Director of Food and
Beverages
Skills and responsibilities for each job position
General Manager (GM)
❖ The main skill required for the GM is Masters in Business Administration (MBA) degree
coupled with effective management capability.
❖ He will be responsible for overseeing the day-to-day operations and goals of the hotel.
❖ Direct the creation of goals and help in drafting execution plans (O’Fallon & Rutherford,
2011).
❖ Ensure there is coordination between managers and directors, and employees.
❖ Oversee the quality of service and products at the hotel.
❖ Formulate and communicate strategy in reaching all goal and objectives (Sangar, 2006).
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Resort Manager
❖ This position requires associates or bachelor’s degrees in hospitality and effective
management capability.
❖ Will be mandated with overseeing the day-to-day operation of lodging facility (Sangar,
2006).
❖ The oversee product stocking, and direct sales campaigns as well as marketing.
❖ He will also manage and coordinate the directors under him to perform and deliver
quality products and services.
Director of Human Resources
❖ The required skill here is degree in human resources or other equivalent degree.
❖ He will be responsible for overseeing cost effective use of human personnel.
❖ They are also responsible for budgeting, training and development, labor relations,
remuneration, staffing and recruitment (Sangar, 2006).
❖ They plan and design effective use of human resources to propagate the business to the
next level.
Director of Marketing
❖ This position requires a Bachelors or Master’s degree in Marketing
❖ The person will be responsible for creating and implementing the brand strategy.
❖ Creating the marketing strategy for existing and new products and services (Sangar,
2006).
❖ Oversee the marketing strategy including events, campaigns, public relations and digital
marketing.
❖ Working with the sales department to ensure that the goals and targets are met.
2
Director of Golf, Recreational activities, and Social Facilities
❖ The major responsibilities include organizing and planning group and individuals
recreational activities.
❖ Ensure that all rules and regulations are met in regard to playing the various games and
recreational activities.
❖ Ensure there is effective use of safety rules.
❖ Organize for first aid services if needed.
❖ Direct groups in case of any environmental dangers like wildlife.
Director of Finance
❖ This position requires a bachelors or master’s degree in accounting, finance or an
equivalent course.
❖ He will be responsible for guiding the financial planning and budgeting for the company.
❖ Evaluate and asses the company’s financial position and create equivalent means for
sustainability (Sangar, 2006).
❖ Oversee that all accounting and finance employees do their responsibilities as required.
❖ Prepare and display the financial performance as well as financial reports of the hotel.
❖ Make forecasts and foresee expected financial challenges or problems.
Director of Engineering
❖ Oversee all engineering activities and groups including refrigeration, plumbing,
heating/cooling, recycling, electrical, parking areas, painting, carpentry and structural.
❖ He will also be responsible for energy and green initiatives, and fire and life safety.
❖ He will also oversee all maintenance activities of the facility (O’Fallon & Rutherford,
2011).
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❖ He will be reporting to the general managers, advising on how best to carry out
engineering activities and projects at low costs.
Director of SPA
❖ Ensuing the cleanliness of the SPAs
❖ Ensuring there is customer satisfaction.
❖ Designing new SPA designs and services (Sangar, 2006).
❖ Ensuring that rules and regulations regarding use of SPA is adhered to.
Director of Rooms
❖ They will be responsible for planning effective use of rooms.
❖ Forecasting clients flows to enable for effective planning to capture all clients.
❖ Managing cleanliness and sanitation in the rooms (O’Fallon & Rutherford, 2011).
❖ Managing rooms’ organization and decorations.
Director of Security
❖ The candidate must have a bachelor’s or master’s degree in Public Security or an
equivalent field.
❖ They will be responsible for analyzing security data for any dangers to the organization.
❖ Enforcing and ensuring adherence to set security policies (Sangar, 2006).
❖ Carrying out investigations in regard to security.
❖ Planning for personal and premises security.
❖ Investigating on crimes done in the premises and reporting the culprits to the relevant
authorities.
Director of Food and Beverages
❖ Ensure that quality food is provided.
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❖ Design new menu designs and food combinations.
❖ Ensure that cleanliness is maintained both in the kitchen and in the hotel.
❖ Engage in budgeting and purchasing to provide all raw materials on a timely basis.
❖ Forecasting food costs and customer turnout.
❖ Manage labor costs in regard to the food and beverages section.
❖ Ensure that all rules and regulations pertaining to food and beverages is followed as
required.
In case there is need to eliminate one management position
In case there arises need for eliminating one of the positions, the Director of SPA would
be the likely position to eliminate. This is because this department does not have extensive
services and responsibilities as compared to the other departments like Food and Beverages,
engineering or say the department of Golf, Recreational activities, and Social Facilities. In
addition, the services offered through the SPA department are highly related with the department
of Golf, Recreational activities, and Social Facilities, enabling for easy elimination of the SPA
department (O’Fallon & Rutherford, 2011).
The services offered under this department can easily be shifted to the department of
Golf, Recreational activities, and Social Facilities. This is because SPA services can be
significantly classified as recreational or social services, thus fitting aptly under this category. As
such, the director of Golf, Recreational activities, and Social Facilities will manage the services
that were initially offered through the SPA department (Sangar, 2006).
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References
O’Fallon, M. J., & Rutherford, D. G. (2011). Hotel management and operations. Hoboken: John
Wiley & Sons, Inc.
Sangar, J. P. (2006). Hotel management. New Delhi: Anmol.
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HOSP 1015 – Managing the Hotel Guest Experience
Term Project
Week 9: Developing a weekly schedule
DUE: Week 9, Sunday, 11:59 PM Eastern
Value: 35 points
1. You need to develop a one week schedule for your Housekeeping employees.
2. Using the Excel spreadsheet that is provided in this week’s assignment, you will
prepare a schedule for the week.
a. The day-by-day occupied rooms forecast has been given to you for the
week.
b. Using the Staffing guideline, determine how many hours you will need to
schedule each day.
c. You must staff the hours as closely as possible to the staffing guide each
day.
Write a professionally formatted memo to your General Manager requesting approval
of your schedule for the week.
Note: When using the Excel spreadsheet for parts of your assignment, you will need to
insert the relevant parts of the spreadsheet into your Word document by copy/paste
function.
You will submit ONLY your Word Document.
Submit your assignment via the Assignment Link in Week 9.
FORMAT Requirements (for ALL Sections of the Team Project)
Your paper must meet the following requirements. These are designed to allow you to
submit a professional quality paper.
1. Each paper must have a title page (sample below).
2. Margins must be 1.5 inches on the top and bottom and 1 inch on each side.
3. Each page must be numbered at the bottom of the page, centered, in the footer
section of the page (Use Word Footer functionality). The Title Page is not
numbered.
4. Paper must be double spaced, with each paragraph beginning indented.
5. There must be no spelling and no grammatical errors.
6. The tone of the paper must be professional.
7. Each paper must be submitted through Turnitin using the Turnitin link in the
course as instructed by your professor.
8. When using the Excel spreadsheet for parts of your assignment, you will need to
insert the relevant parts of the spreadsheet into your Word document by
copy/paste function.
Essential Elements:
Each section of your paper must be logically organized, based on the assigned items. It
should be easy to read, and move sequentially through the content you are presenting.
The “why” of your decisions is as important as the “what”. You must be able to describe
and defend the reason/thought process you used to arrive at your decision.
There is not necessarily a “right answer” to many of these points. Your performance on
the paper will be based not so much on what you chose, but WHY you chose it. Was
your choice logical and based on the facts available? Was your choice based on creating
a competitive advantage?
For example, if you are presenting the location of your hotel. Why did you locate your
hotel there? What are the advantages to this location and what will you do to maximize
these? Are there any disadvantages and if so, what could you do to minimize them. It
is important that you use any information that has been presented in the class to date,
along with your knowledge.
Under no circumstances are you to use the term “as stated before” or “as stated above”,
and then repeat what you said earlier. This is both annoying an unprofessional.
Use professional terms, not slang. Assume you are writing this note to your investors
or to your boss.
Title Page Example:
Johnson and Wales University
Title of Paper
Subtitle of Paper (if any)
Team Member 1 name, Team Member 2 name, etc.
Submitted in partial fulfillment of:
Course Number, Course Name
Professor’s Name
Date Submitted
HOSP 1015 Managing the Guest Experience
Scheduling Practice
Steps in the Scheduling Process:
1 Use the given Forecast of Occupied Rooms each night.
2 Apply the staffing guide to calculate the number of hours to be scheduled each day.
3 Enter the NUMBER OF HOURS (not the start and stop time) for the employees you schedule.
No Overtime (over 40 hours a week)
Two consequetive Days off for each employee
4 Save the Excel File.
5 Copy the Schedule into your approval memo (Word Document). As a PICTURE.
6 Complete your approval memo and submit as your team assignment.
HOSP 1015: Scheduling Form
Date
Day
10/26
Monday
10/27
Tuesday
10/28
Wednesday
10/29
Thursday
Forecasted Occupancy
100
120
120
90
Guest Room Attendant – Required Hours
Amy
Brad
Carly
David
Frank
Gretchen
Holly
Isabella
Jake
Kelly
Laura
Mike
Total Scheduled Man Hours
Variance to Staffing Guide (+/-)
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
Runners – Required Hours
Nathan
Ophelia
Paula
Raymond
Sarah
Total Scheduled Man Hours
Variance to Staffing Guide (+/-)
Laundry Attendants = Required Hours
Tim
Victoria
Walter
Yuni
Zach
Total Scheduled Man Hours
Variance to Staffing Guide (+/-)
0,0
0,0
0,0
0,0
10/30
Friday
10/31
Saturday
11/1
Sunday
60
50
40
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
0,0
HOSP 1015: Staffing Guide
Guest Room Attendant
Runners
Laundry Attendants
0,5
0,1
0,05
Man Hours Per Occupied Room
Man Hours Per Occupied Room
Man Hours Per Occupied Room
For each of the positions above, you are allowed to schedule to the forecasted rooms occupied.
…
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