What happens when hotels reach that "awkward age"

The article focuses on the study conducted by the Cornell University Center for Hospitality Research regarding the value of the hotels. The researcher administered the study due to the real estate changes of the value of the hotels in unexpected ways. Results showed that the widely used technique in valuing hotels, the discounted cash flow, should be used in different ways. According to professor Jack Corgel, his research will recognize the nearly total separation between the ownership and operations in the hospitality industry.

Withiam, G. (2008). What happens when hotels reach that "awkward age". Hotel & Motel Management, 2008 Vol. 223 p16-16

Measuring the cost of quality in a hotel restaurant operation

Purpose - The objective of this research is to apply the cost of quality (COQ) concepts in a hotel restaurant environment using the PAF (prevention, appraisal, and failure costs) model. Then use the percentage of sales approach to evaluate the significance of the COQ measures in the PAF model. Design/methodology/approach - This research involved reviewing available literature on the COQ framework. Then through the process of interviews and secondary data collection, an analysis of the COQ measures in the PAF model was accomplished. Findings - While researchers suggested that the COQ should be 2 to 4 percent of sales, the actual findings were 12 to 16 percent over a two-year period. These findings help the restaurant quality management team to reevaluate the quality of food and services, and provide justification for more investment in prevention activities. Practical implications - The practical implication from this study was that an investment in prevention activities in the PAF model for the restaurant did lead to reduction in failure costs (internal and external) and appraisal costs. Originality/value - This study demonstrates that the COQ measures used in the PAF model can improve the quality of food and services provided to the restaurant customers, and therefore, result in improvement in overall profitability.

Ramdeen, C. (2007). Measuring the cost of quality in a hotel restaurant operation. International Journal of Contemporary Hospitality Management, Volume 19 pages 286-295

AN EXAMINATION OF HOTEL CORPORATE PHILANTHROPY BEHAVIOR.

This study evaluated five hotel corporation philanthropy behavior by examining how those hotels give back to society and the objectives of their efforts. Information was gathered from each hotel company's website and annual report. The results indicated that current hotel corporate philanthropy efforts include environmental considerations, community issues, and relationships with national and international charities and causes. Strategies which assist hotel corporations to effectively plan philanthropic efforts were provided

Cita:
Diorisio, C., & McCain, S. (2007, July). AN EXAMINATION OF HOTEL CORPORATE PHILANTHROPY BEHAVIOR. Consortium Journal of Hospitality & Tourism, 12(1), 37-45. Retrieved October 17, 2008, from Hospitality & Tourism Complete database

Valuing Limited- Service Hotels: A Pragmatic Framework from a Broker's Perspective.

This article presents a hotel broker's perspective of the limited service hotel market. The discussion attempts to bridge the gap between the theoretical framework by which an appraiser typically ap–proaches an appraisal assignment for a lim–ited-service hotel and the real world motiva–tions and behaviors of buyers and sellers in actual purchase transactions. Rather than offering quantita–tive models, this article focuses on the buyer-behavior aspect of the valuation process for a limited-service hotel property.

Hinton, Byron B. (2008). Valuing Limited- Service Hotels: A Pragmatic Framework from a Broker's Perspective. Appraisal Journal, Volume 76 p47-53

International hotels.

The average growth in international tourist arrivals was 4.5 per cent in 2006, which is substantially above long-term expectations and is a very positive sign for the hotel industry. Hotel chains are rapidly expanding and developing in key markets and the outlook for 2007 is good. The results, however, throw up some interesting pointers on how the global hotel market is changing and how the world's emerging markets are generating increased travellers year on year. The three emerging markets of China, India and the Gulf States are seeing the largest growth opportunities of the industry. It is predicted that between India and China, a total of 1.4 million additional branded hotel rooms will soon be required. The world's largest tourism spend market in the USA still has some room for growth, which is predicted in both domestic and outbound terms to double from $830bn to $1.6tn by 2015. Interestingly, this growth is predicted to be mostly at the luxury end of the market. Increased travel by this silver segment will keep Europe as the number one tourism exporting region, delivering some 730 million travellers by 2020. Education and training establishments will be needed at an international standard to retain good quality hotel staff. The industry must also not lose touch with its local roots and like many industries it must ‘think globally and act locally’. Hoteliers need to define the brand persona including operations, sales, marketing and service delivery so they are adapted to the different needs of their target generational segment. Customer loyalty will depend on a hotel operator's ability to deliver the brand promise consistently throughout their hotel experience so creating a brand premium.Journal

Cita:
Harvey, B. (2007, July). International hotels. Journal of Retail & Leisure Property, 6(3), 189-193. Retrieved October 17, 2008, doi:10.1057/palgrave.rlp.5100061

An Examination of Quality Management in Luxury Hotels.

The purpose of this case study was to analyze and compare the total quality management (TQM) practices of three luxury hotels. Leadership, guest and market focus, and information and analysis emerged as the three most significant TQM factors successfully implemented in these three hotels. The human resource focus factor was less successfully integrated into these hotels' operations. Although the three hotels claimed that they managed their processes effectively, these processes were not as well-designed or complex as in many other quality-conscious companies. Strategic planning emerged as one of the most difficult factors to implement. The general managers interviewed argued that these six factors contributed positively to their hotel's business results. Managerial and research implications are also discussed.

Cita:
Sila, I., & Ebrahimpour, M. (2003, April). An Examination of Quality Management in Luxury Hotels. International Journal of Hospitality & Tourism Administration, 4(2), 33-59. Retrieved October 17, 2008, from Hospitality & Tourism Complete database.