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Chapter 1 The Traditional Hotel Industry

Chapter 1 The Traditional Hotel Industry. Understanding the Hotel Business (1 of 6). The Service Culture A Cyclical Industry Housekeeping How Hotels Count and Measure. Understanding the Hotel Business (2 of 6). Occupancy

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Chapter 1 The Traditional Hotel Industry

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  1. Chapter 1The Traditional Hotel Industry

  2. Understanding the Hotel Business (1 of 6) • The Service Culture • A Cyclical Industry • Housekeeping • How Hotels Count and Measure

  3. Understanding the Hotel Business (2 of 6) • Occupancy • The relationship between demand (the number of rooms actually sold) and supply (the number of rooms available for sale) • Measures the hotel’s “share of the market”, so it measures quantity • Occupancy Rate in % = Rooms Sold / Rooms Available for sale

  4. Understanding the Hotel Business (3 of 6) • Sales per Occupied Room (Average Daily Rate, ADR) in $ • The dollar amount received for each room sold • Measure the quality of the business. • Problem: What if only one room is sold, but at a high rate. ADR can be misleading. • Average Daily Rate = Room sales (measured in dollars) / Number of rooms sold

  5. Understanding the Hotel Business (4 of 6) • REVPAR (Revenue per Available Room) in $ • The relationship between revenue per room and the total room inventory available • Measure how well management fills rooms, without cutting prices • REVPAR = Room Revenues/Sales in $ / Number of rooms available for sale

  6. Understanding the Hotel Business (5 of 6) • Double Occupancy • Refers to any room in which there is more than one person • Double occupancy increases per-room revenue, if rates are per-person • In full-service hotels, double occupancy leads to more additional sales • % of double occupancy = (No. of guests – No. of rooms occupied.)/No. of rooms occ.

  7. Understanding the Hotel Business (6 of 6) • Break-Even Point • To break even is to have neither profit nor loss • Break-even points are important, because there is no profit until that point is reached • Break-even points are expressed in occupancy percentages

  8. Special Characteristics of the Hotel Business (1 of 6) • Perishability • At midnight, value of unsold inventory is $0 • Tomorrow we are selling tomorrow’s inventory • Puts pressure to sell “now” • Location • Fixed • Cannot move or “deliver” to high demand areas • Changing value of fixed location • Re-routing of highway could devastate business • Marketing and sales promotion very important • Need to bring customers to hotel

  9. Special Characteristics of the Hotel Business (2 of 6) • Fixed Supply, but Varying Demand • Example: Our hotel only has 100 rooms • Today only 50 are sold, revenue is lost • Tomorrow, Super Bowl in town, but I can only sell 100 rooms! • No way to make up lost revenue • No way to increase production to meet increased demand

  10. Special Characteristics of the Hotel Business (3 of 6) • High Operating Costs • Capital Intensive • Labor Intensive • Hassles of dealing with labor • Costs of dealing with labor • High Fixed Costs – Low Variable Costs • Even at low/no occupancy we incur fixed costs • Mortgage, utilities, salaries, marketing, etc. • Variable costs per occupied room are low • Cost of cleaning, replacing linen, utilities used etc., • Need to make or exceed Break Even Point • High profits, once we exceed break-even point

  11. Special Characteristics of the Hotel Business (4 of 6) • Seasonality • Within Year • Business fluctuates from winter to spring to summer to fall in most hotels • Within Month • Business fluctuates from early to mid to late part of the month • Within Week • Corporate/Downtown hotels busy on weekdays, empty on weekends • Leisure hotels busy on weekends, empty on weekdays

  12. Special Characteristics of the Hotel Business (5 of 6) • Solutions to Seasonality • Extend Season • Have new activities and sales promotions before and after “traditional” season to extend it. • Seek New Markets • Disney gets families in summer and winter holidays and targets conventions, “empty-nesters” year round • Location • Open properties in areas with counter-season • Shift employees between properties • Mixed Use Development • Build hotel in area with multiple sources of guests • Westin Galleria in Dallas gets corporate crowd on weekdays and tourist/shopper crowds on weekends

  13. Traditional Classifications (1 of 8) • Size • The number of available room is the standard measure of size • Megahotel: 1500 rooms or more • (Exhibit 1-4) • Large hotel: 300 rooms or more • Medium hotel: 100 to 300 rooms • Small hotel: 100 rooms or less • Mom-and-pop motels: Small independent roadside motels family owned and operated • Declining in numbers from a high of about 60,000 in the 1960s

  14. Traditional Classifications (2 of 8) • Class • Average Daily Rate (Exhibit 1-6 ) • More expensive the hotel, better it is!! • Not true always! • $200 will get a small/medium room in Paris, France, but a great room in Paris, TX, USA!! • Room rate may be a function of location/real estate value, not room itself! • Rooms are more expensive in core downtown areas • Full-Service to Limited Service • More the services, better the hotel

  15. Traditional Classifications (3 of 8) • Not true always • More services are offered where labor costs are lower • Even small, cheap hotels in India offer room-service and money changing service! • Number of Employees • More the amenities, better the hotel! • Not true always! • Rating Systems • A standardized rating system allows the guest to make an informed decision

  16. Traditional Classifications (4 of 8) • Systems of stars, diamonds, etc. • Authors rating system for hotels in the USA (Exhibit 1-7) • More the stars or diamonds, better and more expensive the hotel • Ratings are valid only within system or country • A “Five Star” hotel in India is not the same as a “Five Star” hotel in France. • Look for amenities/level of service needed to qualify!

  17. Traditional Classifications (5 of 8) • Type • Commercial Hotels • Residential Hotels • Landlord/tenant relationship between hotel and guest • Extended-Stay • More home-like with kitchenettes, fireplaces, laundry facilities • Extended Stay America, Residence Inns (Marriott) • Resort (Exhibit 1-9) • The Megaresort- large, self-contained resorts. Multiple entertainment and recreational facilities. • Guests need not leave the property during their entire stay!

  18. Traditional Classifications (6 of 8) • Plan • European Plan • Room Only • Continental Plan • Room + “Light” Breakfast • Continental Breakfast = Juice + Rolls + Tea/Coffee • Bed & Breakfast

  19. Traditional Classifications (7 of 8) • American Plan (AP) • Room + B/F + Lunch + Dinner • No credit for meals not consumed! • Modified American Plan • Room + B/F + Dinner or Lunch • May need to specify which one in advance • May use coupons for either meal • Always check what you will get in advance! • Same terms mean different things to people!

  20. Traditional Classifications (8 of 8) • Variations on the Themes • Bed and Breakfast (B&B) • Airbnb • Boutique Hotels • Trophy Hotels • Big name hotels often bought for prestige rather than for profit • Waldorf-Astoria in New York City

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