Academic Articles in Hospitality Sales (Feiertag Collection)
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This is a collection of peer-reviewed academic research in the area of Hospitality Sales that may be of interest to hospitality industry managers and executives.
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Browsing Academic Articles in Hospitality Sales (Feiertag Collection) by Content Type "Thesis"
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- Defining Best Practices In Hotel Sales During A Difficult Economy 2008-2010Flitter, Brandon L. (2011-05)This study studied the effect of economic change on the hotel industry between 2008 and 2010 and profiled possible economic recovery markers for 2011. The literature review covered the elements that have changed in the travel market profiling how the consumer in all segments reacted to the downturn. Business travelers cancelled movements, cut budgets or truncated the length of trips while leisure travelers chose to not travel or limit movements. At the same time hotels saw an increase of room supply in the United States as room rates fell. It then became the responsibility of the hotel sales department to find way to recover lost revenue even as they were directly affected by the change in market and performance expectations by ownership. Budgeting, time, staffing and morale became key 3 elements to understand how a sales staff responds and how they could use “Best Practices” to discover alternative revenue streams. The study profiled three best practices learned based on the research. They were Best Practices to overcome decreased overall hotel service operation levels, to Overcome Decreased Marketing Dollars and to Overcome the lack of individual and group Sales Manager Support.
- Embracing self service technology for hotel productivity growthNeo, Kee Chuan (University of Nevada, Las Vegas, 2010)This paper explores the various ways in which self-service technology (SST), if employed by the hotel industry, can actually contribute to the productivity growth in Singapore. The study provides an understanding of customer’s technology acceptance and readiness by utilizing the two widely extended and accepted approaches, Technology Readiness Index (TRI) and Technology acceptance model (TAM). The study also evaluated the four common self-service technology channels: electronic kiosks, the Internet, mobile devices, and the telephone applications. From an investigation on past studies, it is found that Singapore is receptive to self-service technology. Self-service technology thus could bring a highly respectable return on investment (ROI) to the Singapore’s hotel industry, as illustrated by ROI models in this paper. Moreover, hotels could leverage on a number of Singapore’s government funding to optimize their investment on SST. With the government’s master plan (iN2015) platform to realize the intelligent nation by 2015, hotels could benefit from the self service technology features that this platform is offering. Various avenues to ride on this platform and recommendations are featured.
- Identifying the Optimal Combination of Hotel Room Distribution Channels: A DEA Analysis with a Balanced Scorecard ApproachDolasinki, Mary Jo (Graduate Thesis and Dissertations, 2016)The hotel industry has experienced changes brought on by growth, customer expectations and the proliferation in the use of e-commerce and online distribution channels. Future hotel success depends on how effectively hotel revenue managers are able to manage all of the different booking channels to maximize hotel revenue. This study represents a new approach for hotels, the use of a Data Envelopment Analysis-Balanced Scorecard (DEA-BSC) model to measure efficiency of distribution channel mix as measured by balanced scorecard results. DEA-BSC was chosen for this study because while traditional business models typically focus on one performance measure like profit, DEA-BSC considers multiple metrics simultaneously (Zhu, 2014a). Inputs for this study included the percentage of rooms sold revenue of five distribution channels including C-Res/Voice, GDS, brand.com, OTAs, and property/relationship sales. Output was consolidated BSC average. Hotels (DMUs) for the study included fifty-three select service hotels managed by a hotel management company with hotels located throughout the United States. Findings indicated that the DEA-BSC model was able to use channel mix as inputs and consolidated BSC average as output to identify efficient (benchmark) hotels and inefficient hotels. Findings also provided measurement and direction regarding the gap between the hotels that were efficient vs. those that were not. The model could not provide information on whether one output was more effective than another in contributing to the success of a hotel (DMU), but findings generated by the DEA-BSC model provided each inefficient hotel (DMU) with benchmark comparison information to assist the inefficient hotel (DMU) to become efficient.
- The Impact of Sustainable Growth Indicators on Hotel’s Financial ManagementTildikova, Galina (2014-10)The aim of the thesis was to investigate whether there is a link between hotels’ financial management and managerial decisions using a Sustainable Growth model and applying the Profit and Risks Graph, based on the DuPont equation. The hotel groups analyzed were the Marriott group, the Hilton group, and the Starwood group. The research objectives were to find out if sustainable growth indicators influence the manager’s decisions at a hotel. The thesis applied the case study research method. A documentary type of secondary data from the annual reports of the hotel groups of 2012 and 2013 was used. The author used the return on equity part of the sustainable growth model to analyze this data. After the calculations were made, the share of the profit of each type of the hotel’s business activity was determined. Then the Profit and Risks Graph instrument was applied to obtain a visual picture of a hotel’s weaker points. The results show that there is a link between the managers’ decisions and the financial management of the hotel. As the profit from each type of business activities was represented by a financial indicator, the author analyzed the relationships between them and described the decisions each of the hotel could make to increase their profit. In conclusion, the author described the areas of business decision-making, connected them to the hotels, answered the research questions, and indicated the action the hotels could take to promote their profitability.
- Recommending a productivity model for Singapore hotels: A critical review of productivity models adopted by researchers and hotel operatorsGoh, Hwee Noi (University of Nevada, Las Vegas, 2010)The business challenges and intensely competitive environment in today’s economy make productivity a key factor for organizational survival. This paper examines what productivity means to the services industry, in particular, to the hotel industry. This is underpinned by an investigation of the fundamental differences between goods and services and the implications on productivity measurement and control in the manufacturing and services industries. The purpose of this paper is to critically review productivity measurement and control methods used by researchers and hotel operators in order to find a model suitable for the hotel industry in Singapore, taking into consideration the local cultural expectation and legal context.
- Revenue Management and it impacts on its actors in the hospitality industryLe Torc’h, Maëla (2013)Since its apparition in the seventies due to the deregulation of airlines companies, Revenue Management has evolved and became strong strategic management tool for companies of services. Some of the industries concerned by this management are airlines companies, hospitality industry, railway industry, restaurants, entertainments parks, etc… We focused our study on the hospitality industry. This industry is currently one of the most active in the world and there is strong competitiveness within it. Hospitality industry is made of many actors as customers and the different departments of a hotel; as marketing and accounting, all of them are part of the main important actors. Indeed, customers are the basis of the hospitality industry, without them the services does not exist. However, in order for a hotel to work properly, it is necessary to have supporting activities that will help the service to be offered. Then, as Revenue Management is about increasing the revenues to generate more profits but also to generate more sales by identifying the right customer for the right product at the right time, we can deduce that it is related to the marketing and accounting services that assume these functions. This study has demonstrated the links that can be made between the Revenue Management and customers but also to the different departments of a hotel. Indeed, the pricing made through Revenue Management is based on the customers’ segmentation and especially their willingness to pay. Finally, departments of the hotel can be linked to Revenue Management because of the need of this one to be coordinated with them about sales, profit and turnover to reach.