Monday, August 18, 2008
Travel Industry
In an era where climate change and resource scarcity are becoming ever more prevalent, the travel industry must brace itself for some significant changes in travel patterns. For the eco-minded traveler, these changes are welcome, as they are leading us towards a more sustainable future. Small shifts are already occurring, with, for example, many travelers opting to vacation closer to home. Thus far, most changes that have taken place have been personal and voluntary. However, we are beginning to see indicators of a larger-scale trend. Case in point: Many U.S. airline companies are now charging for checked baggage, a move that could have seemingly been avoided if the cost was incorporated into a ticket price increase. However, an unforeseen benefit of excluding this tax from the published fare is that it educates the traveler not to pack as much, which in turn cuts fuel costs via improved airline fuel economy. After all, a lighter plane is one that burns less fuel, reducing the amount of greenhouse gas emissions released into the atmosphere. The baggage tax may be a blessing in disguise, although the extra cost for the consumer can sting temporarily. The idea of taxing individuals for their specific impact on natural resources and the environment is not a new concept. In many European countries, gasoline taxes account for over half the price at the pump. The net effect of decades of high gas prices has been an increased emphasis on public transportation, as well as the development of more efficient automobiles and stronger metro-area planning and development. A similar phenomenon is now occurring in the U.S. According to the American Public Transportation Association, Americans took 2.6 billion trips on all modes of public transportation in the first three months of 2008, a 3.3 percent increase, or almost 85 million more trips than in the same period last year. Dwindling resources and elevated energy prices are causing the travel industry to rethink the way we do business. No longer is sustainability a concern reserved for environmentalists, rather it is becoming a focus of any company interested in thriving during these challenging times. Fortunately, we have many great examples of industry leaders paving the way, including the stories below, which should serve as an inspiration to all of us! Happy reading and all the best,
4hoteliers
I deal with a lot of leaders that confuse delegation with empowerment. I am often told, “I don’t micro manage, I empower my employees.” However, when we start digging into specific situations, we often uncover the difference between delegation and empowerment. It is really not that difficult to ascertain the difference. Delegation is simply getting someone else to perform a specific task for you. “Tom, can you move these for pallets for me to make some room for a new shipment coming in tomorrow?”Empowerment sets a little higher expectation that encourages the employee to use their own creativity and innovation.“Tom, our warehouse is getting pretty full and we have a new shipment coming in. Can you figure a way to solve this problem for me?”In other words, just telling an employee what to do is not empowerment because it doesn’t allow him to use his own creativity. In fact, many times delegation can be construed as micro managing simply because the employee feels offended that he is given directions that are too specific. So…. If you even have the slightest thought that your employees may consider you a micro manager, try these tips and see if your empowerment skills improve.
Analyze your leadership model. Do you hold things close to the vest? Are you reluctant to share information? Are you afraid of giving up control? If you answered yes to any of these questions you have a challenge on your hands. Your answers may be very telling with regard to your skills as a leader. Remember, a leader is only as good as the people they surround themselves with.
Create a skills assessment inventory for every key employee. Supplement that exercise by creating a training and development matrix to improve the overall competency of the organization. Include yourself in the assessment. Communicate the purpose in a positive fashion to the employees.
Consider doing a 360 review that includes you as a leader or create an anonymous survey for employees to rate the entire management team, including you, and the company culture itself.
Utilize your skills assessment to make sure you have the right people in the right seats and identify future potential leadership.
Stop answering questions and start asking them. When an employee asks you what they should do, ask them what they think they should do.
Search for projects, issues or challenges that you would normally tackle and create a project team or empower an individual to solve the problem. Do this even if you think you have the answer.
Let your employees fail. The hardest thing to do is watch an employee make a mistake. But, unless the mistake is life threatening or is going to cost the company thousands of dollars, it is a better learning process if the employee learns from his own mistake.
Provide more than just skill training and product training. Create an employee development program for those employees that show potential for future stardom. This development program must be based on empowering these employees to make tough decisions. Intern programs are also effective as a platform for development.
Results happen in various ways. Remember, you may have a specific way of doing things but it may not be the only way. As long as the employee is getting the results expected, give them praise. Your way may not be the best or only way. Micro managing may make you feel in control but in reality you are only hurting yourself and the company. It only limits an employee’s ability to be innovative and creative. This can cost the company thousands of dollars because it is the creativity and innovation of your employees that maximize the profitability of your company.Leadership is About TrustThe easiest way to suppress discretionary energy, the energy given willingly – no matter what it takes, is a style of micro management that scrutinizes every decision an employee makes. It can kill their spirit. If any of your employees even joke about you being a micro manager…. Back off. Where there is smoke there is usually fire.Micro Management is a SymptomMicro Management is often just a symptom of ineffective planning, too much compassion and the inability to judge performance and develop bench strength. Developing a strategic plan for your company is a very effective way to address any or all of these challenges. I often tell my clients that the most valuable part of a strategic plan is the development process itself. Running a company with a shoot from the hip mentality often encourages micro management and does not allow employees to develop their skills and maximize their potential. One of the many warning signs is a high turnover rate. The reason is simple; good employees just won’t tolerate micro management and they will leave to find employment that will challenge them and help them grow.It’s About LeadershipSimply put, effective leaders don’t micro manage. In fact, they cringe at the thought of it. Why? Because they recognize that one of their primary responsibilities is the development of future leaders for the organization. You just can’t develop future leaders by micro managing.Micro managing can be an indication of the following:
Lack of trust in your employees. This is not good because it often leads to a lack of trust in you as a leader
Fear of lost control. This is often demonstrated by a parochial attitude about turf or position in the organization. This may also indicate a lack of self confidence and low self esteem.
Panic response to emergency and crisis. The micro manager often feels alone on an island and when a crisis hits they may panic and respond reactively without much thought, planning or discussion.Employee development, succession planning and bench strength are just three of the key principles for success. These become obvious once you start developing a strategic plan. Sales growth, profit growth, operational and service excellence are factors we all recognize easily because they can be easily measured. However, I submit to you that you can have the best sales plan, an excellent service and operational plan and if you ignore employee development through effective leadership your success will be limited. So, focus on the leadership skills of every manager in your company. Do an employee survey. Don’t be afraid of the word “micromanagement”. Discuss it with your managers, your employees and do an honest management self assessment. And….. if you don’t have a strategic plan, start right now. Call or e-mail me if you want help in putting your plan together. I can help make your strategic plan really work and the value you get from it will be easily recognized by bottom line growth.
Analyze your leadership model. Do you hold things close to the vest? Are you reluctant to share information? Are you afraid of giving up control? If you answered yes to any of these questions you have a challenge on your hands. Your answers may be very telling with regard to your skills as a leader. Remember, a leader is only as good as the people they surround themselves with.
Create a skills assessment inventory for every key employee. Supplement that exercise by creating a training and development matrix to improve the overall competency of the organization. Include yourself in the assessment. Communicate the purpose in a positive fashion to the employees.
Consider doing a 360 review that includes you as a leader or create an anonymous survey for employees to rate the entire management team, including you, and the company culture itself.
Utilize your skills assessment to make sure you have the right people in the right seats and identify future potential leadership.
Stop answering questions and start asking them. When an employee asks you what they should do, ask them what they think they should do.
Search for projects, issues or challenges that you would normally tackle and create a project team or empower an individual to solve the problem. Do this even if you think you have the answer.
Let your employees fail. The hardest thing to do is watch an employee make a mistake. But, unless the mistake is life threatening or is going to cost the company thousands of dollars, it is a better learning process if the employee learns from his own mistake.
Provide more than just skill training and product training. Create an employee development program for those employees that show potential for future stardom. This development program must be based on empowering these employees to make tough decisions. Intern programs are also effective as a platform for development.
Results happen in various ways. Remember, you may have a specific way of doing things but it may not be the only way. As long as the employee is getting the results expected, give them praise. Your way may not be the best or only way. Micro managing may make you feel in control but in reality you are only hurting yourself and the company. It only limits an employee’s ability to be innovative and creative. This can cost the company thousands of dollars because it is the creativity and innovation of your employees that maximize the profitability of your company.Leadership is About TrustThe easiest way to suppress discretionary energy, the energy given willingly – no matter what it takes, is a style of micro management that scrutinizes every decision an employee makes. It can kill their spirit. If any of your employees even joke about you being a micro manager…. Back off. Where there is smoke there is usually fire.Micro Management is a SymptomMicro Management is often just a symptom of ineffective planning, too much compassion and the inability to judge performance and develop bench strength. Developing a strategic plan for your company is a very effective way to address any or all of these challenges. I often tell my clients that the most valuable part of a strategic plan is the development process itself. Running a company with a shoot from the hip mentality often encourages micro management and does not allow employees to develop their skills and maximize their potential. One of the many warning signs is a high turnover rate. The reason is simple; good employees just won’t tolerate micro management and they will leave to find employment that will challenge them and help them grow.It’s About LeadershipSimply put, effective leaders don’t micro manage. In fact, they cringe at the thought of it. Why? Because they recognize that one of their primary responsibilities is the development of future leaders for the organization. You just can’t develop future leaders by micro managing.Micro managing can be an indication of the following:
Lack of trust in your employees. This is not good because it often leads to a lack of trust in you as a leader
Fear of lost control. This is often demonstrated by a parochial attitude about turf or position in the organization. This may also indicate a lack of self confidence and low self esteem.
Panic response to emergency and crisis. The micro manager often feels alone on an island and when a crisis hits they may panic and respond reactively without much thought, planning or discussion.Employee development, succession planning and bench strength are just three of the key principles for success. These become obvious once you start developing a strategic plan. Sales growth, profit growth, operational and service excellence are factors we all recognize easily because they can be easily measured. However, I submit to you that you can have the best sales plan, an excellent service and operational plan and if you ignore employee development through effective leadership your success will be limited. So, focus on the leadership skills of every manager in your company. Do an employee survey. Don’t be afraid of the word “micromanagement”. Discuss it with your managers, your employees and do an honest management self assessment. And….. if you don’t have a strategic plan, start right now. Call or e-mail me if you want help in putting your plan together. I can help make your strategic plan really work and the value you get from it will be easily recognized by bottom line growth.
Lodging Industry
Lower RevPAR Forecast Reflects Impact of Recession - PKF Hospitality Research has announced that it has lowered its 2008 forecast for a key hotel industry metric, revenue per available room or RevPAR, from up 4.5 percent to up a below-average 3.0 percent. The new RevPAR forecast appears in the firm’s recently released first quarter 2008 Hotel HorizonsSM report. The change was based on revised projections by Moody’s Economy.com, PKF-HR’s primary economic forecasting agency, which now is calling for a U.S. recession this year due to deteriorating economic fundamentals.Declining economic fundamentals, fueled by the turmoil in the capital markets and the escalating price of oil, portend a much weaker domestic economy for the months ahead, according to Economy.com. Its 2008 estimate of Real Personal Income Growth, a key measure of lodging industry performance, now is only 1.6 percent, down from an estimate of 2.6 percent as recently as the fourth quarter of last year. While this is certainly not good news for lodging industry participants, PKF-HR still believes that the typical U.S. hotel will enjoy increases in both revenues and profits, but at a more modest pace.“Our econometric forecasting model focuses on Real Personal Income and Total Employment as the primary indicators for lodging demand,” said Mark Woodworth, president of PKF Hospitality Research. “These economic measures are forecast to exhibit minimal growth during the first part of 2008, but start to climb back to their equilibrium levels during the latter months of the year. Accordingly, we are forecasting the demand for lodging accommodations to inch up 0.9 percent in 2008. This pace of demand growth is approximately half of the long-term annual average, but still represents a net gain in accommodated room nights for the year. When looking at 2008, we believe that U.S. hotel owners and operators will struggle to grow their revenues and profits, but market conditions will not be as damaging as we saw back in 1991 or 2001.”Woodworth noted that the 2008 first quarter is expected to be moderately positive for hotels, but added that lodging performance will deteriorate as the year progresses. He suggested that the downswing should be relatively short-lived, however, with a turnaround expected in the 2009 first quarter.Supply and DemandUnfortunately for U.S. hotels, the forecast of sluggish demand growth occurs during a period of increases, albeit modest ones, in lodging supply. In 2008, PKF-HR estimates that a net count of 115,000 new hotel rooms will become available. With the demand for hotel rooms lagging the supply of new inventory, the U.S. national average occupancy rate is expected to decline a full point, from 63.2 percent in 2007 to 62.2 percent in 2008.“The pipeline for hotel development has swelled in recent years to extremely high levels, but the high cost of building materials and disciplined lending has limited the number of projects that actually made it to the construction stage. The increase in supply we are observing in 2008 and into 2009 is related to hotels begun prior to the onset of more restrictive lending practices,” Woodworth said.Further tightening within the lending community, combined with the continued strength in commodity prices, will once again be a formidable hurdle for developers in most markets in 2008 and 2009. Therefore, looking down the road, PKF-HR is projecting a lull in new supply openings from 2010 through 2012. “Forecasts of economic recovery, plus a slowdown in the pace of new supply, will lead to increasing occupancy levels beyond 2009,” Woodworth explained.InflationDespite the increased competition and declining occupancy levels in 2008, PKF-HR is forecasting average daily room rates to rise above the expected rate of inflation. “After analyzing historic periods of economic recession and rising inflation, PKF-HR found that hotel managers have been able to pass along inflationary increases to their guests,” Woodworth observed. “Accordingly, we are forecasting room rates to rise 4.7 percent in 2008. This exceeds both the 2.7 percent projected pace of inflation for 2008, and the 3.5 percent long-term annual average change in room rates
Business Customer Service
Why do we call this area of business customer service? Is it a service to have customers wait in long queues at the counter or to dangle endlessly on the line while the phone never gets answered, or to be stranded forever in the voicemail Bermuda Triangle?Most companies really do believe they are customer focused, but the reality is not in what the companies think, but in what the customers think... and no one ever really asks them. There are too many stupid policies that favor only the business while ignoring the customer's needs.For example, go to any discount department store. Go to the dressing room to try on some clothing. Oops! Now you notice that a sign says only three garments allowed at one time. What a stupid policy. Why is this here? Because of shoplifting, of course. But only 3 percent of customers steal, so the store has just inconvenienced and alienated 97 percent of its patrons.This sort of "no-care attitude" has led me to conduct an intense three-year research study of poor customer service, which will be explored in my upcoming book, Lip Service: 50 Hysterical Stories of Horrible Customer Service.On the other hand, we always hear great things about great companies: Nordstrom, Lexus, L.L. Bean, Ritz-Carlton, Disney, Motorola, Cooker, Southwest, British Airways, among others. The answer to their success is simple, but we would rather talk about them than do anything ourselves.The No. 1 secret: non-stop training.All companies must find good people with good attitudes (the managers must have better attitudes), and reinforce those attitudes every day. The policies must always favor the customer.The No. 2 secret: have fun.Here is an example of a good policy at work. The 1990s buzzword "empowerment" means nothing by itself. It needs substance. Ritz-Carlton Hotels has a simple mission statement which reads: "We are ladies and gentlemen serving ladies and gentlemen." Each person always carries a little plastic card with them that has 20 sayings on it. Saying No. 9 reads: "Any employee who receives a guest complaint 'owns' the complaint." The sentiment alone is not good enough. The first-line employees have the authority to spend up to $2,000 to satisfy a customer, and the managers can spend up to $5,000. Not bad.Yes, simple training and empowerment together. Can your company do this every day?About Hal Becker www.halbecker.com Hal Becker is a nationally known expert on Sales, Customer Service, and Negotiating. He conducts seminars or consults to more than 140 organizations a year. His client list includes IBM, Disney, New York Life, Continental Airlines, Verizon, Terminix, AT&T, Pearle Vision, Cintas, and hundreds of other companies and associations.At the age of 22, he became the #1 salesperson among a national sales force of 11,000, for the Xerox Corporation. Six years later in 1983, he survived terminal cancer only months after launching Direct Opinions, one of America's first customer service telemarketing firms that facilitates more than two million calls per year with offices throughout the U.S.A. and Canada.In 1990, Hal sold Direct Opinions to devote time for consulting and presenting lectures around the world.Hal is the author of "Can I have 5 Minutes Of Your Time?" which is now in its 18th printing and is used by many corporations as their "Sales Bible." He has also authored two other best sellers "Lip Service," one of the nations foremost books on customer service, and "Get What You Want," a fun, upbeat and fresh approach to negotiating.He has been featured in publications including The Wall Street Journal, Inc Magazine, Nations Business and hundreds of newspapers and Radio/TV stations around the world, and is currently syndicated in over 45 newspapers and magazines.Hal has received the Toastmasters International Communication and Leadership Award. He is one of only eight people in the world to be given this honor.Inc. Magazine has voted Hal as one of the nation's top speakers in the Area of Sales and Customer Service. He is also a CSP, or Certified Speaking Professional, which is the highest earned designation presented by the National Speakers Association.After battling terminal cancer, Hal founded the Cancer Hotline, a non profit organization that provides support and assists cancer patients and their families. He donates proceeds of his books to this cause.
Indian Hospitality Industry in Transition
In this article we have tried to assimilate and share our thoughts on the micro and a macro level, changes which will become dominant issues for the Indian hospitality industry in the next three to five years.The hospitality industry is seeing good times, better than ever before. Hotels across all segments are reporting strong occupancies and average rate. A buoyant domestic economy, the aviation and real estate boom, initiatives to liberalize foreign investment and improve infrastructure and, perhaps, most importantly, efforts to communicate the Brand India message have contributed to strong demand conditions in most cities across the country, with the result that India is, today, one of the world’s fastest growing hotel markets. From a seven-eight brand hotel market a few years ago, India will be a 40-brand hotel market by 2010, redefining both the personality and structure of the hospitality industry as it stands today. Clearly, some very important changes will be required, at a micro and a macro level, and these adjustments will become dominant issues for the industry in the next three to five years. With the influx of international brands and global funds, the Indian hospitality sector will witness fundamental alterations in its organization and management and the industry’s impact will be felt in corporate boardrooms. One of the important areas of reorganization, that this article attempts to look at, is to do with the existing structure within most hotel companies operating in India. About 80% of the existing cumulative inventory in the market today is individually owned. The existing structures within these companies will have to pave way for leaner and more accountable systems. We feel that the current organizational structure in majority of Indian hotel companies is weak and top heavy. Such a structure cannot be sustained for long, in light of the changing face of the industry. The old paradigm of loyalty and experience will have to change, as companies can no longer afford to have people sitting in the corporate office with no work. Organizations will become more accountable to the environment.Matters relating to corporate governance, talent retention and strategic development will emerge as core issues in the coming years. Questions will be raised on the governance and profitability of hotel companies. Who are its promoters, what are their core competencies and what are their long-term plans? How efficient is the strategic and core operational group of the organization? Hotel companies will have to take a serious look at increasing the accountability of their top management and boards. Moreover, this sector has not paid due attention to a fundamental question, “Who are the leaders and where are they?” The leaders will be more accountable and visible to the public eye and will have to demonstrate a vibrant work environment in their respective organizations. The emergence of the new class of first-time entrepreneurs will be another new development. They will play a dominant role in changing the current equation in the country. This would throw open new opportunities and challenges to both existing and international players.The most fundamental change would arise from emergence of strong international competition, which would require domestic hotel chains and existing players to ’shape up’. Marriott, Hilton, Starwood, Accor, Golden Tulip, and Hyatt are among the companies that are planning to expand their presence in India. The regional offices of these companies will witness a more active and robust structure in place in the country. Accompanying the entry of new branded properties will be stiff competition for talent. According to our preliminary estimates, there are about 55,000-60,000 rooms presently under construction and this amount accounts for only 50% of the estimated demand of 100,000-125,000 rooms over a five-year horizon. At an average of 1.5 employees per room, there will be demand for 187,500 new jobs in operations and at the managerial level. Money will no longer be the only motivation; those seeking to make a career in hospitality will closely evaluate the hotel’s/company’s work environment and work culture and opportunities to learn and grow. We foresee some of the international companies having larger operations in India than several domestic players. Indian hospitality will see the rise of the Marketing and Finance functions. Both functions, we believe, will play the role of key drivers and will also be largely responsible for shaping the future of the companies. Senior-level Marketing and Finance executives will assume top leadership positions in the country. The role of General Manager would undergo a sharp shift, from its traditional mode of ‘managing things’ to a more focused approach on improving bottom line. The General Manager will play the role of Marketing Guru and wear new hats everyday. Moreover, the GM would no longer necessarily be someone with a background in hotel operations; he or she could emerge from non-operational areas of Marketing to Finance. The General Manager of tomorrow would be a sharper, more focused and agile animal.The Sales function would erode and merge with Marketing in the true sense! Current sales structures would need to be transformed and those heading this function would have to do serious thinking in order to attract and retain their people. Operational areas will see the emergence of ‘specialists’, from the kitchen to the bar, who would mostly be expatriate chefs, to cater to the better-informed, and more discerning, traveler of today. The Kitchen, the Back Office and other functional areas would become more demanding and difficult to manage. The average span of the worker right from GM to trainee will be time-bound; and this would change continuously, becoming a critical issue for Human Resource managers. Service issues will play a crucial role in the success of operations. The industry would provide a huge opportunity for expatriates to come and work in India. This in turn, would result in Indian managers gaining new training, as well as exposure to cultural changes on the shop floor. HVS Executive Search’ five years of industry experience has enabled us to assimilate crucial issues affecting employees working in this sector. We have tried to focus on two key issues, or areas, that we believe merit priority attention at this time: the Human Resource (HR) function and Compensation. HR: HR would be the single most important issue that would make or mar the organization of tomorrow. Intervention must be from the very top in order to get clear, visible time bound action. Talent scouting and retention would need a lot of emphasis, and HR would need to take direct responsibility for attracting talent from outside the industry. All non-operational areas would require constant attention. Internal attitudinal and behavioral training should be provided to the functional heads; and a dedicated effort must be made to understand, and attempt to meet, the needs and aspirations of a more demanding generation of employees. Compensation: Life is not the same! The booming Indian economy has led to many industries offering significantly better remuneration; the Indian hotel industry, too, will have to rework, or even overhaul, its compensation policies and practices. Unfortunately, many employers do not even have compensation experts to track the market reality. The functions of Operations and Sales need special attention, especially in view of scarce talent. Companies need to look at costs differently and add more purchasing power to the employee.Is it not ludicrous that the Head of a key department in one of India’s most respected hotel companies has a monthly salary less than that of a fresh recruit from a premier MBA school? How will the industry be more vibrant and competitive if the anomalies are so large? Unlike other industries we do not have any new supply as it is controlled and limited. It would indeed be paradoxical to have to pay a US Dollar salary to hire a Housekeeper because one could not retain the available talent! Incentives and bonus to employees could be made more transparent and flexible keeping in mind the interest of the employee.The opening of the retail sector would pose a serious threat to the industry by way of more demand for trained manpower. Moreover, an increasing demand for expatriates in the industry would force the Human Resources specialist to be aware of recent trends and compensation practices. To conclude, I would like to say that we, at HVS, are proud to be associated with and happy to witness the meteoric rise of the Indian hospitality industry. We will witness the steady emergence of this sector, which we expect will surge ahead of several other sectors in the coming years. There are ample opportunities within this industry, and this augurs well for the future.Natwar Nagar, Director with HVS International’s New Delhi office, has more than eight years of experience in the area of human resources. He spearheaded the HVS Executive Search division in India in the year 2001and is presently heading the division. Natwar has a strong background in head-hunting, together with an in-depth understanding into the working of both multinational corporations and domestic companies, operating across various industries in
Hospitality Group
I am surprised by the resistance I have received to this simple idea. We in the hospitality industry need to remember the definition of hospitality and guest. I was raised to believe that it was my duty as a host to offer a guest a seat and make them comfortable. Why do we insist that our guests, who have been standing in lines all day, stand in line and walk up to a front desk that has been built high enough to be a barrier that separates our guests and the staff? By getting our guests off their feet, we create an unhurried opportunity to explain the amenities that the hotel has to offer and why whey will want to return to this hotel. This attention to personal assistance will become imperative as the extended-stay segment grows. Choice Hotels recently announced that the extended-stay segment is the fastest growing segment in the hotel industry. These guests are an anomaly to the way hotels think and operate. They are not just visiting an area, they are actually living in it, whether it is for a week or several months. Extended-stay guests need directions to the grocery store, restaurants, gas stations, etc. They need advice and suggestions for haircuts, office supplies, social outings, and countless other details. They are away from their family, friends, coworkers, and even pets. A friendly face that actually cares for them is essential aspect of the enjoyment of their long stay. It should be our goal to re-educate our guests that they are more important than industry guidelines. The best time to let a guest know that they will be treated differently by our hotel is by being friendly and hospitable during check-in. This is the perfect opportunity to surprise our guests and show them that we care about them and their reasons for staying with us. By removing the barriers that hotels have imposed on themselves, we will get back to the basics of being in the hospitality industry.Hamister Hospitality Group is one of the hospitality industry’s fastest growing hotel management companies. Founded in 2004 by Hamister Group, a leader in assisted living and health care management for over 25 years, the company now manages five hotels in Tennessee and Kentucky. These properties include: Nashville Smyrna Fairfield Inn & Suites, Nashville Smyrna Sleep Inn & Suites, Knoxville Airport MainStay Suites, Louisville Sleep Inn, and Lebanon Tennessee Sleep Inn & Suites
It seems to me that throughout the first half of the story, Odysseus was quick to boast and make sure everyone knew who he was and how great he was, but towards the end of the story suddenly he is able to keep his mouth shut (and not let his wife or the suitors know his true identity). For example, Odysseus couldn't keep his mouth shut not once, but twice when he and his companions were trying to leave the land of the cyclopes without getting killed. He just had to tell Polyphemos his real name, instead of just letting him think his name was really Nobody and not further endangering himself and his companions. But after reading Chapters XVII through XX, I am kind of curious as to why Odysseus's character now has the willpower to keep from revealing himself. All those times he cried and cried with his companions, either over men that died or about not being able to get home, but now when he is face to face with Penelope, finally getting to see her and talk to her after so long, albeit in disguise, now he is able to watch her agonize over him and keep his composure. Personally, I think if I had to sit and watch a loved one cry because they think they lost me, I wouldn't be able to keep from consoling them, revealing my true identity, or crying myself. Why do you all think that the story was told in this way? Is Homer just keeping Odysseus' character from revealing himself because it adds suspense to the story? This is one of my favorite parts of the story because I know if I had been writing the story I would have just had Odysseus come home and reveal himself immediately and have a happy reunion with his wife and son. But the way Homer keeps Odysseus's identity a secret is much better and keeps people interested in the rest of the story. The way that Odyssues is able to keep his identity hidden even when he's getting stools thrown at him by suitors in his own house just strikes me as being out of character for him.
It seems to me that throughout the first half of the story, Odysseus was quick to boast and make sure everyone knew who he was and how great he was, but towards the end of the story suddenly he is able to keep his mouth shut (and not let his wife or the suitors know his true identity). For example, Odysseus couldn't keep his mouth shut not once, but twice when he and his companions were trying to leave the land of the cyclopes without getting killed. He just had to tell Polyphemos his real name, instead of just letting him think his name was really Nobody and not further endangering himself and his companions. But after reading Chapters XVII through XX, I am kind of curious as to why Odysseus's character now has the willpower to keep from revealing himself. All those times he cried and cried with his companions, either over men that died or about not being able to get home, but now when he is face to face with Penelope, finally getting to see her and talk to her after so long, albeit in disguise, now he is able to watch her agonize over him and keep his composure. Personally, I think if I had to sit and watch a loved one cry because they think they lost me, I wouldn't be able to keep from consoling them, revealing my true identity, or crying myself. Why do you all think that the story was told in this way? Is Homer just keeping Odysseus' character from revealing himself because it adds suspense to the story? This is one of my favorite parts of the story because I know if I had been writing the story I would have just had Odysseus come home and reveal himself immediately and have a happy reunion with his wife and son. But the way Homer keeps Odysseus's identity a secret is much better and keeps people interested in the rest of the story. The way that Odyssues is able to keep his identity hidden even when he's getting stools thrown at him by suitors in his own house just strikes me as being out of character for him.
Basics of Hospitality
We have had these facts drilled into all of our heads so much that these three aspects of a guest's stay have become almost a religion. We have even trained our guests to judge hotel experiences by the industry's "national" standards. This is fine for guests whose needs and preferences are identical to the majority. However, I believe that while concentrating only on cleanliness and speedy procedures we have forgotten to meet the many other needs of our corporate and leisure guests.This emphasis on check-in, check-out, and cleanliness are truly the basis for a satisfied guest, but these aspects of the hotel experience are not exclusive in their importance. We need to get back to basics. We need to remember that each and every one of our guests is a unique person and has different needs and expectations for their stay. Our guests are probably strangers to the area. Instead of abandoning our guests in their clean rooms and leaving them wondering how to accomplish their goals for their stay, we should make them feel that they have a friend nearby. We can be a helpful assistant by providing transportation alternatives, giving directions, providing information about the area, or aiding them in countless other ways. Hotels know that guests often need these additional services, but how they choose to provide them has isolated our guests even further. For example, many guests need directions to their meetings, the store, restaurants. Our industry has determined that we should have a business center to meet these needs: that way guests can get on the computer and use MapQuest. Another example: guests need wake-up calls. The industry's solution is automated wake-up calls that guests can set by the touch-tone phone. We are teaching our guests that the front desk cannot be bothered with this and they should do it through a machine. Why not let the guests know that we will be glad to set a wake-up call or actually show them directions on a printed map? Once again, I agree with giving the guests the option of setting a wake-up call themselves, but I want the guests to have the choice of hearing a friendly voice wishing them a good morning. In the hotel industry we try to convince guests that we understand their needs, and that we appreciate their business so much that we are constantly striving to provide solutions to all of their problems. We only ask that they do not bother the front desk because the front desk needs to concentrate on a speedy check-ins. Why do we not help our guests as friends? This is how we could really show our guests that we appreciate their patronage.Sounds simple, doesn't it? But remember, we have trained our guests that they are flying solo. How do we let our guests know that we are truly there for them? We have to show our guests that we will treat them as friends. The most productive time to re-educate our guests is during the check-in process. The option of a speedy check-in should be always available. It is true that most guests do not want or need anything more than to quickly get to their room. But this does not mean that we cannot offer more at check-in. Our guests are usually very tired when they arrive at the hotel: they have been traveling, standing in line at the airport and car rental, and running to make deadlines and flight times. Many of them would like to have a short rest even before check-in. How do we know who these guests are? The answer is simple--ask them! Give them the option of a quick check-in or sitting down for a few moments by having chairs at the front desk and offering them a seat when they walk up. Guests who want a swift check in will simply refuse the chair. Even though they do not take advantage of our offer, we show that we truly care for their comfort. If they accept, we have shown them that they are more than a seat assignment on an airplane, a compact car renter, or just a credit card. We have the perfect opportunity to prove that we care for them and can be of crucial assistance. When we ask "How are you doing?" and "Is there anything else I can do for you?", we remind them that they are our guests and that we will personally help them.
Treatment of Guests.
agree with you that the guest host relationship in the Odyssey is very interesting. I did not grow up in a small foreign town but I did grow up in the rural south and i can remember a time when we did not worry about locking our doors at night. We knew all of our neighbors and it was nothing to invite in a traveling salesman or mormons for tea or coffee. I miss the casual nature of the way things have been in the past. Today there is so much violence that people dont stop to help their fellow man for fear of cosequences to themselves. In that respect the Greek world had a hand up on us. My question is in our modern world did we change safety for technology? It seems that with every new convience there is a new way for thieves to come in to our lives. On example is with the advent of the internet there is an easier way to get credit information or even driving directions to someones house right to thier frount door. Did the Greeks have it right? Respect thy neighbor and inreturn you hopfully get the same in return weather or not you know the person
One of the oldest cannons of business is to know your customer - The hotel industry has taken this piece of advice and made a science out of it. Endless surveys and studies tell us that the majority of guests are male corporate clients whose main expectations are a quick check-in, a clean room, and a quick check-out. We have had these facts drilled into all of our heads so much that these three aspects of a guest's stay have become almost a religion. We have even trained our guests to judge hotel experiences by the industry's "national" standards. This is fine for guests whose needs and preferences are identical to the majority. However, I believe that while concentrating only on cleanliness and speedy procedures we have forgotten to meet the many other needs of our corporate and leisure guests.This emphasis on check-in, check-out, and cleanliness are truly the basis for a satisfied guest, but these aspects of the hotel experience are not exclusive in their importance. We need to get back to basics. We need to remember that each and every one of our guests is a unique person and has different needs and expectations for their stay.
One of the oldest cannons of business is to know your customer - The hotel industry has taken this piece of advice and made a science out of it. Endless surveys and studies tell us that the majority of guests are male corporate clients whose main expectations are a quick check-in, a clean room, and a quick check-out. We have had these facts drilled into all of our heads so much that these three aspects of a guest's stay have become almost a religion. We have even trained our guests to judge hotel experiences by the industry's "national" standards. This is fine for guests whose needs and preferences are identical to the majority. However, I believe that while concentrating only on cleanliness and speedy procedures we have forgotten to meet the many other needs of our corporate and leisure guests.This emphasis on check-in, check-out, and cleanliness are truly the basis for a satisfied guest, but these aspects of the hotel experience are not exclusive in their importance. We need to get back to basics. We need to remember that each and every one of our guests is a unique person and has different needs and expectations for their stay.
Hospitality dress code
Tokyo Dress CodeFor business, smart clothes are essential with suits for men and tailored dresses or suits for women. Tokyo business people tend to be fairly formal in their dressing habits. Outside of business, casual dress is fine for most things although you may feel more comfortable if dressed in smart casual attire.Greeting Someone in TokyoThe Japanese custom is to bow when meeting somebody. When to bow and how much to do so is something that is very complicated and deeply ingrained in Japanese culture. Visitors are not expected to understand this and it is acceptable to shake hands. However, it will always be appreciated if you attempt a slight bow. Business cards are considered highly important so remember to take a good supply with you. Cards should be handed over in a rather courteous manner using both hands. They should be received in the same manner, treated with respect and referred to often, if only in ritual. Tokyo Business Hours and BankingBusiness hours in Tokyo, Japan, are 09:00 to 17:00, Monday to Friday.
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Vastu for hotels
Vastu for hotels helps a great deal in ensuring that the hotel will witness a booming business, with the arrival of more and more number of guests. There are a plenty of things that are taken into consideration, while suggesting the right Vaasthu remedies for hotels like the selection of site, location of the kitchen, placement of different electronic equipments, placement of reception counter, location of different rooms and many more.Here are some Vaastu tips for hotels:
Ground floor would be apt for the reception and restaurant purpose.
There must be adequate provision for light, ventilation and a large open space for the kitchen, so ground floor can be used. For placing grinders, ovens etc, southeast corner would be appropriate.
First floor can be used for constructing conference hall.
For balcony purpose, choose eastern or northern portions.
If you wish to construct a storeroom, then opt for southern, western or southwestern zone.
For installation of AC, southeast location would be apt.
For electric generator and transformer installation, southeast direction is absolutely fine.
Washbasin placement should never be in the center of the hall. It can be done in the north, east or northeast directions.
If you want to construct water bodies to attract tourists, then the right place for their construction is in the direction of north, east or northeast. Also these directions are appropriate for the main entrance.
Ground floor would be apt for the reception and restaurant purpose.
There must be adequate provision for light, ventilation and a large open space for the kitchen, so ground floor can be used. For placing grinders, ovens etc, southeast corner would be appropriate.
First floor can be used for constructing conference hall.
For balcony purpose, choose eastern or northern portions.
If you wish to construct a storeroom, then opt for southern, western or southwestern zone.
For installation of AC, southeast location would be apt.
For electric generator and transformer installation, southeast direction is absolutely fine.
Washbasin placement should never be in the center of the hall. It can be done in the north, east or northeast directions.
If you want to construct water bodies to attract tourists, then the right place for their construction is in the direction of north, east or northeast. Also these directions are appropriate for the main entrance.
About Tourism
India is one of the popular tourist destinations in Asia. Bounded by the Himalayan ranges in the north, and surrounded on three sides by water (the Arabian Sea, Bay of Bengal, and the Indian Ocean), with a long history and diverse culture, India offers a wide array of places to see and things to do. In 2004, foreign tourists visiting India spent 15.4 billion USD - the ninth highest in the world. India is also ranked among the top 3 adventure tourism destinations.
India – the land to travel to, a haven of tourism delights, a civilization to tour through. Tourists come to India for its wealth of sights, cultural exuberance, diversity of terrain and in search of that special something, an extra punch that only India promises and delivers. Teeming with over a billion people who voice over a million concerns in fifteen hundred different languages, India is where people live with variety, thrive on diversity and are too familiar with largeness to let it boggle them. Mud huts and mansions face off across city streets. Lurid luxury and limp living are inhabitants of the same lane. From the smoky mangroves of the Sunderbans to the steaming Thar Desert, sizzling cities like Mumbai and Delhi to the scintillating villages of Khajuraho and Hampi, from the heights of the Himalayas to the deep blue waters around the Andamans, India is a travel haven – a tour package that frustrates and delights, as demanding as it is rewarding. It demands that the traveler be prepared for its own strange forms of tourism offerings - the crowds at Pushkar, for pushy mendicants at Haridwar, for high commercialism at spiritual retreats. But equally, it means that he be prepared for an overwhelming warmth in the people, ease of conversation, and to be stunned into speechlessness by the beauty, sometimes the manmade and often the natural.But what exactly is it that gets two and a half million people to pack their bags, book their tickets, buy industrial size cans of suntan lotion and enough toilet paper to supply the entire population of Liechtenstein for a month, and wing their way to India? Given that this is the land of the Taj, granted too that tea, tobacco, tempestuous democracy and terrific travel are a great combination but surely that's not reason enough. There must be more because between truisms and half-truths, India has inspired more than any one place's fair share of travel lore. And, perhaps that's what it is - the legends of India - that's what inspires people from far and near to travel here, to sort out for themselves what's true and what's just a whole lot of tourism pamphlet hype.
India – the land to travel to, a haven of tourism delights, a civilization to tour through. Tourists come to India for its wealth of sights, cultural exuberance, diversity of terrain and in search of that special something, an extra punch that only India promises and delivers. Teeming with over a billion people who voice over a million concerns in fifteen hundred different languages, India is where people live with variety, thrive on diversity and are too familiar with largeness to let it boggle them. Mud huts and mansions face off across city streets. Lurid luxury and limp living are inhabitants of the same lane. From the smoky mangroves of the Sunderbans to the steaming Thar Desert, sizzling cities like Mumbai and Delhi to the scintillating villages of Khajuraho and Hampi, from the heights of the Himalayas to the deep blue waters around the Andamans, India is a travel haven – a tour package that frustrates and delights, as demanding as it is rewarding. It demands that the traveler be prepared for its own strange forms of tourism offerings - the crowds at Pushkar, for pushy mendicants at Haridwar, for high commercialism at spiritual retreats. But equally, it means that he be prepared for an overwhelming warmth in the people, ease of conversation, and to be stunned into speechlessness by the beauty, sometimes the manmade and often the natural.But what exactly is it that gets two and a half million people to pack their bags, book their tickets, buy industrial size cans of suntan lotion and enough toilet paper to supply the entire population of Liechtenstein for a month, and wing their way to India? Given that this is the land of the Taj, granted too that tea, tobacco, tempestuous democracy and terrific travel are a great combination but surely that's not reason enough. There must be more because between truisms and half-truths, India has inspired more than any one place's fair share of travel lore. And, perhaps that's what it is - the legends of India - that's what inspires people from far and near to travel here, to sort out for themselves what's true and what's just a whole lot of tourism pamphlet hype.
Media hotels and hospitality
We shall also be carrying out mass media communication in newspapers, TV, cinema and outdoors to create general awareness about the Atithi Devo Bhavah programme and to communicate to key stakeholders as to how it is in their own interest that foreign tourists be treated well and should go back happily from our country.
Role of the India Tourism Offices
The India Tourism offices of Delhi, Jaipur, Agra, Mumbai, Aurangabad, Goa and Hydrabad have a crucial role to play in the campaign. They act as nodal agencies to facilitate and coordinate the essential part of the program ie. Training. The nodal offices as we term it will have the following roles:
a)Provide their cooperation and support to make the training programs run in an effective mannerb)Registering the stakeholders who are contacting them for the purpose of training and deciphering the information to us, so thatthey can be contacted and made a part of the training program c)Re-registration of the stakeholders who underwent a training program after six months, the stakeholders will approach them forthe purpose of re-training and re-certification
ATITHI DEVO BHAVAH
'Atithi Devo Bhavah' is a Social Awareness Campaign aimed at providing the inbound tourist a sense of being welcomed to the country. The campaign targets the general public as a whole, while focusing mainly on the stakeholders of the tourism industry. The main components of the campaign are training and orientation to taxi drivers, guides, immigration officers, tourist police and other personnel directly interacting with the tourists, while simultaneously creating a brand equity for the trained persons.
"Atithi Devo Bhavah" involves Sensitisation, Screening, Induction, Training & Orientation, Certification and Feedback of key stakeholders of the Tourism industry in India.
As Smt. Renuka Chowdhury, the Minister of State for Tourism (Independent charge) says 'Atithi Devo Bhavah' is a nationwide campaign aimed at sensitising people about India's rich cultural heritage, its preservation, cleanliness, hospitality and bringing out an attitudinal shift among the masses towards tourists. It is a symbolic representation of India's age old hospitality and with this campaign, we are trying to re-install in the stakeholders a sense of pride and responsibility towards tourists, while positioning India as a popular tourist destination worldwide." The Ministry of Tourism is thus looking at both the macro and micro perspective by promoting destinations on the one hand and bringing about a sea change in the mindset and behaviour of people, on the other.
Role of the India Tourism Offices
The India Tourism offices of Delhi, Jaipur, Agra, Mumbai, Aurangabad, Goa and Hydrabad have a crucial role to play in the campaign. They act as nodal agencies to facilitate and coordinate the essential part of the program ie. Training. The nodal offices as we term it will have the following roles:
a)Provide their cooperation and support to make the training programs run in an effective mannerb)Registering the stakeholders who are contacting them for the purpose of training and deciphering the information to us, so thatthey can be contacted and made a part of the training program c)Re-registration of the stakeholders who underwent a training program after six months, the stakeholders will approach them forthe purpose of re-training and re-certification
ATITHI DEVO BHAVAH
'Atithi Devo Bhavah' is a Social Awareness Campaign aimed at providing the inbound tourist a sense of being welcomed to the country. The campaign targets the general public as a whole, while focusing mainly on the stakeholders of the tourism industry. The main components of the campaign are training and orientation to taxi drivers, guides, immigration officers, tourist police and other personnel directly interacting with the tourists, while simultaneously creating a brand equity for the trained persons.
"Atithi Devo Bhavah" involves Sensitisation, Screening, Induction, Training & Orientation, Certification and Feedback of key stakeholders of the Tourism industry in India.
As Smt. Renuka Chowdhury, the Minister of State for Tourism (Independent charge) says 'Atithi Devo Bhavah' is a nationwide campaign aimed at sensitising people about India's rich cultural heritage, its preservation, cleanliness, hospitality and bringing out an attitudinal shift among the masses towards tourists. It is a symbolic representation of India's age old hospitality and with this campaign, we are trying to re-install in the stakeholders a sense of pride and responsibility towards tourists, while positioning India as a popular tourist destination worldwide." The Ministry of Tourism is thus looking at both the macro and micro perspective by promoting destinations on the one hand and bringing about a sea change in the mindset and behaviour of people, on the other.
Tourism hospitality
A pioneer initiative by Ministry of Tourism, Government of India that will help tap into the full potential of tourism in India. Ministry of Tourism, Government of India has introduced “Atithi Devo Bhavah Program”- A nation wide campaign that aims at sensitising key stakeholders towards tourists, through a process of training and orientation. The endeavour is to boost tourism in India, which in turn would act as a catalyst for India’s economic growth. To launch a national level initiative that works at many levels to address all the above issues.
Atithi Devo Bhava aims at creating awareness about the effects of tourism and sensitizing people about preservation of our rich heritage & culture, cleanliness and warm hospitality. It also re-instills a sense of responsibility towards tourists and re-enforces the confidence of foreign tourist towards India as a preferred holiday destination.
The entire concept is designed to complement the ‘Incredible India’ Campaign.
Last year we had 3.3 million visitors, but when you consider that Singapore gets 7 million a year. Thailand 9.6 million a year. Malaysia 11.5 million.There is no reason why we can’t aim to increase our numbers by 100%. And that too would be just a beginning. However to do this we need to change our attitude towards those who visit us. Often tourists are Mistreated, Cheated and rudely dealt with.It’s simple logic, if someone in a house is rude to you, as a guest, you don’t encourage your friends and relations to go there.This is perhaps the reason why in spite of an incredible wealth of Tourist spots, Cultural Attractions, Natural Wonders and Destinations for the soul, India still isn’t amongst the top 15 tourist destinations Of the world. The time has definitely come to get together to change this.We’ve lost touch with the hospitality we were famous for. Now it’s a time that we make an effort to make it a part of us again.
Atithi Devo Bhava aims at creating awareness about the effects of tourism and sensitizing people about preservation of our rich heritage & culture, cleanliness and warm hospitality. It also re-instills a sense of responsibility towards tourists and re-enforces the confidence of foreign tourist towards India as a preferred holiday destination.
The entire concept is designed to complement the ‘Incredible India’ Campaign.
Last year we had 3.3 million visitors, but when you consider that Singapore gets 7 million a year. Thailand 9.6 million a year. Malaysia 11.5 million.There is no reason why we can’t aim to increase our numbers by 100%. And that too would be just a beginning. However to do this we need to change our attitude towards those who visit us. Often tourists are Mistreated, Cheated and rudely dealt with.It’s simple logic, if someone in a house is rude to you, as a guest, you don’t encourage your friends and relations to go there.This is perhaps the reason why in spite of an incredible wealth of Tourist spots, Cultural Attractions, Natural Wonders and Destinations for the soul, India still isn’t amongst the top 15 tourist destinations Of the world. The time has definitely come to get together to change this.We’ve lost touch with the hospitality we were famous for. Now it’s a time that we make an effort to make it a part of us again.
THE WARMTH OF INDIAN HOSPITALITY
I have recently been witness to such amazing feats of hospitality, such as special preparation of food and arrangements, while reading E.M Forster's novel, A Passage to India, which depicts India during the British colonial era. Amongst themes of cultural awareness, British and Indian relations, respect, and tolerance, Forster weaves aspects of Indian culture and daily life throughout the novel. Forster provides many examples of Indian hospitality through his main characters, Dr. Aziz, a Muslim doctor from Chandrapore, and the English Cyril Fielding, Mrs. Moore, and Adela Quested. Fielding hosts a Bridge Party in the honor of Mrs. Moore and Miss Quested when they arrive in India. During the party, Mrs. Moore, curious about Indian culture and in search of the "real India," wonders if another guest, Mrs. Bhattacharya, would mind her visiting some day. When asked what day is convenient, Mrs. Bhattacharya, a proud Indian woman, quickly retorts, " All days are convenient." When asked what time, she retorts, " All hours," and when it is revealed that her family has plans to travel to Calcutta the day of the prospective visit, Mrs. Bhattacharya's husband, "says something swiftly to his wife in Bengali," and explains that they will still see Mrs. Moore on the day as planned ( Forster 44). Changing plans or rescheduling events at the announcement of a visit from a guest is not unusual. This scene illustrates the idea of company before family and plans. Vishal Jani, a proud Indian teenager, agrees with the priorities of Mr. and Mrs. Bhattacharya: "The guest is the first priority: prior plans become secondary and inconveniencing your family is never an issue" ( Jani Interview). A Passage to India shows Indian hospitality in gestures of generosity. In one scene, Dr. Aziz arrives at Mr. Fielding's home in Chandrapore to find Fielding dressing in an adjoining room. Appearing in unfinished attire, Fielding exclaims, "Blast! I've stamped on my last collar stud." Dr. Aziz gestures to his collar, yet Fielding will not take Aziz's collar stud unless it is a spare. Dr.Aziz assures him that it is a spare, yet beyond Fielding's view, Dr.Aziz, a true Indian gentlemen, begins to, "wretch off his collar and pull out of his shirt the back stud, a gold stud, which was part of a set that his brother-in-law had bought him from Europe" (Forster 68). He carefully, "replaced his collar and prayed that it would not spring up at the back during tea" (Forster 68). As simple a gesture as loaning a collar stud is an example of the extent of generosity that Indian people will go through for others. Such spontaneity is characteristic of Indian hospitality. During a scene in which Aziz takes Mrs. Moore and Adela to the Marabar caves, Aziz takes pleasure in knowing that he was, "an obscure young man who had been allowed to show courtesy to visitors from another country, which is what all Indians long to do"( Forster 157). With lavish accommodations, elephant rides, and splendid fare, Aziz assures that, " hospitality had been achieved" (Forster 157). For Aziz, and according to my research, for most Indians, hospitality has been achieved when the host's, "honor was involved in their [the guests'] happiness" ( Forster 157). Forster stresses the point that hospitality is beneficial not only to the guest, but to the host as well. A guest in India may receive the pleasure of being respected and cared for, but a true host, when being hospitable, finds, "that it is more blessed to give than to receive," for when helping a guest and more importantly a friend, "giving and receiving become one" ( Forster157). In addition, A Passage to India, shows that for Indians, hospitality is not only a beneficial ideal but also a priority and even a dream. Aziz explains to Miss Quested and Mrs. Moore that, " one of the dreams of my life is accomplished in having you both here as my guests" (Forster 158). Even the poorest of Indians with, " no more elephants than one, none sometimes" and, "only a little food," would "have it arranged nicely" and "never cease to show hospitality" (Forster 158). Above all else, Forster touches on the idea of fulfilling one's duty by being hospitable. Although by the end of Aziz's venture to the Marabar caves, guests were coming and going as they pleased, "Aziz was unassailable. The wings that uplifted him did not falter, because he was a Mogul emperor who had done his duty." Aziz's duty as a proper host and Indian was to, "give his guests as good a time as he could…" (Forster 176). By bringing great pleasure, security, and comfort to his guests, Dr. Aziz fulfills his duty as an Indian and a human being. Accordingly, I believe Forster uses Indian hospitality, in the novel A Passage to India, as a depiction of the purest form of respect. Throughout the novel, Forster shows that Fielding, an Englishman, has been changed in his stay in India. Fielding had been witness to the great extent of Aziz's Indian hospitality and some of this passion for helping others has influenced him. In a scene in A Passage to India, Adela Quested faces enormous obstacles after repealing her charge of sexual assault against Aziz in court, a crime he never committed. As she leaves the courtroom, a sea of prideful Indians seems to engulf her. As Fielding sees that Miss Quested is in danger from the moving crowd, he reaches out his hand, telling her, "Come this way with me- quick- I'll put you into my carriage" (Forster 258).Fielding then excuses the state of his carriage since he, " doesn't know whether this suits you ( Miss Quested)" but, explains that at least " you're [Miss Quested] safe" (Forster 259).Even though, " he wants to be rejoicing with Aziz," over his acquittal, Fielding changes his plans to make sure Miss Quested is protected. He has witnessed the warmth of the Indian people and attempts to show this warmth to Adela. In addition to my recent readings, I have been fortunate enough to befriend a few people of Indian descent in my daily life. I have indeed been witness to the overflowing generosity and warmth of Indian hospitality. Indian people are extremely willing to provide comfort to others, as seen in their treatment of guests. Beyond an outstretched hand and warm words, home-cooked meals, wonderful lodging, and interesting conversation are always offered to visitors. They feel honored if they share their time, especially meals, with guests. Indian people always put their guests before themselves and offer the best of what they have. From my research, my reading of Forster's A Passage to India, and my interaction with Indian people, I truly believe that the warmth of Indian hospitality is a direct reflection of the warmth of Indian people.
INDIAN HOSPITALITY
India's foreign tourism revenues grew by a record 33.8 per cent in 2007 amid a big campaign by the country to draw more overseas visitors. Foreign exchange earned from tourism climbed to $11.96 billion last ar from $8.93 billion the previous
Indian hospitality is legendary. The maxim of hospitality in India has crossed generations and is not only learned but truly believed by each individual. The Sanskrit saying, "Atithi Devo Bhava," or "the guest is truly your god," dictates the respect granted to guests in India ("Indian " 1). Each one is treated with the utmost consideration and each Indian extends more than his hand to a visitor. From the Indian man on the street, who when asked for directions, accompanies his company to their destination, to an Indian couple's wedding invitation to a foreign visitor, to the sign reading, "The Holy City Welcomes You" at the Varanasi airport, India extends her arms wide to make a guest feel at home. Indian hospitality is not only spontaneous but also quiet. The Indian people are as Geeta Heble, a proud Indian woman, describes, "not ostentatious in speech or in treatment of guests" ( Heble Interview). For all Indians, hospitality, though not ostentatious, is a priority. The Indian people feel that their guests must be given proper hospitality, which certainly requires extreme care and attention. Although the head male of the clan, usually the grandfather or great grandfather, is the most prominent symbol of the family, the women are the backbone of traditional hospitality. Despite fulfilling her duty as a wife and a mother, a true Indian woman takes pride in herself, her family, and her house and will not let a guest go away unfed or unhappy from her home. An Indian woman shows her talents and her warmth through food and is known for her ability to serve fare to her guests, whether they be invited or uninvited ( "Indian" 2). As soon as a guest arrives, every amenity is offered. The woman of the house provides water for the guest upon entry and then asks any preferences for food or drink ( Heble Interview). Then, female guests gather in the kitchen with the women as they prepare delicious food while male guests gather with other males to discuss news or events. When the food is prepared, the entire family and the guests sit down to eat. Customarily, the family talks of members' health, children's progress in school, and relationships while they eat. In addition, the guests are usually asked the details of any recent travels or tragedies. The majority of the conversation is done by the hosting family who attempt to show their pride in hospitality by not forgetting to mention every detail (Jani Interview). Once the main meal is finished, whoever wishes to retire, does so. Whoever is awake will talk with the guests and partake in more intimate conversation or a few games. If any children are up, they will always try to teach the guest new games, but if not, the time after a meal provides quality moments for the female guests to really get to know the women and the male guests to really get to know the men. Unlike the intense period of food preparation, the women, at this time, are more personal and laid back. Their duty, as a cook and host, has been done ( Jani Interview). When time comes for the guest to retire, each family, in accommodating guests, takes important criteria into the decision such as the number of guests, the bathing and sleeping facilities, privacy for a lady guest, space for children, and the luxury of attending waiters ( "Extending" 2). Traditionally, the best bed in the house is given to the honored guest ("Extending" 2). I have recently been witness to such amazing feats of hospitality, such as special preparation of food and arrangements, while reading E.M Forster's novel, A Passage to India, which depicts India during the British colonial era. Amongst themes of cultural awareness, British and Indian relations, respect, and tolerance, Forster weaves aspects of Indian culture and daily life throughout the novel. Forster provides many examples of Indian hospitality through his main characters, Dr. Aziz, a Muslim doctor from Chandrapore, and the English Cyril Fielding, Mrs. Moore, and Adela Quested. Fielding hosts a Bridge Party in the honor of Mrs. Moore and Miss Quested when they arrive in India. During the party, Mrs. Moore, curious about Indian culture and in search of the "real India," wonders if another guest, Mrs. Bhattacharya, would mind her visiting some day. When asked what day is convenient, Mrs. Bhattacharya, a proud Indian woman, quickly retorts, " All days are convenient." When asked what time, she retorts, " All hours," and when it is revealed that her family has plans to travel to Calcutta the day of the prospective visit, Mrs. Bhattacharya's husband, "says something swiftly to his wife in Bengali," and explains that they will still see Mrs. Moore on the day as planned ( Forster 44). Changing plans or rescheduling events at the announcement of a visit from a guest is not unusual. This scene illustrates the idea of company before family and plans. Vishal Jani, a proud Indian teenager, agrees with the priorities of Mr. and Mrs. Bhattacharya: "The guest is the first priority: prior plans become secondary and inconveniencing your family is never an issue" ( Jani Interview).
Indian hospitality is legendary. The maxim of hospitality in India has crossed generations and is not only learned but truly believed by each individual. The Sanskrit saying, "Atithi Devo Bhava," or "the guest is truly your god," dictates the respect granted to guests in India ("Indian " 1). Each one is treated with the utmost consideration and each Indian extends more than his hand to a visitor. From the Indian man on the street, who when asked for directions, accompanies his company to their destination, to an Indian couple's wedding invitation to a foreign visitor, to the sign reading, "The Holy City Welcomes You" at the Varanasi airport, India extends her arms wide to make a guest feel at home. Indian hospitality is not only spontaneous but also quiet. The Indian people are as Geeta Heble, a proud Indian woman, describes, "not ostentatious in speech or in treatment of guests" ( Heble Interview). For all Indians, hospitality, though not ostentatious, is a priority. The Indian people feel that their guests must be given proper hospitality, which certainly requires extreme care and attention. Although the head male of the clan, usually the grandfather or great grandfather, is the most prominent symbol of the family, the women are the backbone of traditional hospitality. Despite fulfilling her duty as a wife and a mother, a true Indian woman takes pride in herself, her family, and her house and will not let a guest go away unfed or unhappy from her home. An Indian woman shows her talents and her warmth through food and is known for her ability to serve fare to her guests, whether they be invited or uninvited ( "Indian" 2). As soon as a guest arrives, every amenity is offered. The woman of the house provides water for the guest upon entry and then asks any preferences for food or drink ( Heble Interview). Then, female guests gather in the kitchen with the women as they prepare delicious food while male guests gather with other males to discuss news or events. When the food is prepared, the entire family and the guests sit down to eat. Customarily, the family talks of members' health, children's progress in school, and relationships while they eat. In addition, the guests are usually asked the details of any recent travels or tragedies. The majority of the conversation is done by the hosting family who attempt to show their pride in hospitality by not forgetting to mention every detail (Jani Interview). Once the main meal is finished, whoever wishes to retire, does so. Whoever is awake will talk with the guests and partake in more intimate conversation or a few games. If any children are up, they will always try to teach the guest new games, but if not, the time after a meal provides quality moments for the female guests to really get to know the women and the male guests to really get to know the men. Unlike the intense period of food preparation, the women, at this time, are more personal and laid back. Their duty, as a cook and host, has been done ( Jani Interview). When time comes for the guest to retire, each family, in accommodating guests, takes important criteria into the decision such as the number of guests, the bathing and sleeping facilities, privacy for a lady guest, space for children, and the luxury of attending waiters ( "Extending" 2). Traditionally, the best bed in the house is given to the honored guest ("Extending" 2). I have recently been witness to such amazing feats of hospitality, such as special preparation of food and arrangements, while reading E.M Forster's novel, A Passage to India, which depicts India during the British colonial era. Amongst themes of cultural awareness, British and Indian relations, respect, and tolerance, Forster weaves aspects of Indian culture and daily life throughout the novel. Forster provides many examples of Indian hospitality through his main characters, Dr. Aziz, a Muslim doctor from Chandrapore, and the English Cyril Fielding, Mrs. Moore, and Adela Quested. Fielding hosts a Bridge Party in the honor of Mrs. Moore and Miss Quested when they arrive in India. During the party, Mrs. Moore, curious about Indian culture and in search of the "real India," wonders if another guest, Mrs. Bhattacharya, would mind her visiting some day. When asked what day is convenient, Mrs. Bhattacharya, a proud Indian woman, quickly retorts, " All days are convenient." When asked what time, she retorts, " All hours," and when it is revealed that her family has plans to travel to Calcutta the day of the prospective visit, Mrs. Bhattacharya's husband, "says something swiftly to his wife in Bengali," and explains that they will still see Mrs. Moore on the day as planned ( Forster 44). Changing plans or rescheduling events at the announcement of a visit from a guest is not unusual. This scene illustrates the idea of company before family and plans. Vishal Jani, a proud Indian teenager, agrees with the priorities of Mr. and Mrs. Bhattacharya: "The guest is the first priority: prior plans become secondary and inconveniencing your family is never an issue" ( Jani Interview).
SAS HOSPITALITY
For the fast-growing and highly competitive hospitality and entertainment industries, sustaining top-line and bottom-line growth is everything. Hotels and entertainment companies are challenged with building the brand, tapping emerging markets that are reshaping world tourism, focusing on human assets and leveraging technology.
Hotels and entertainment companies need to maximize revenue from existing assets and investments, build customer value and sustain a reliable workforce. A number of business issues in particular present challenges for hospitality and entertainment providers:
Difficulty measuring total customer value The number of siloed operational systems for reservations and ticketing, player tracking, property management, retail, entertainment, food and beverage, spas and other areas makes it hard to obtain a single customer view.
Inability to model customer preferences and behaviors Accurately predicting which offers are most effective for particular guests ultimately builds customer loyalty. It is critical to make an impression on guests at every touch point to increase the frequency of visits and increase their spend per visit.
Ineffective targeting and promotionsMarketers need better ways to identify and address new market segments and understand which guests to target based on behavioral trends and potential value. They also need the ability to track customer communications and measure results to learn whether promotions are driving new business.
Incomplete demand forecasting and pricing optimization Better inventory and pricing management requires visibility into customer-specific buying behavior, pricing history and performance. Many organizations also lack the ability to optimize pricing using methods that account for dynamic market conditions and profitability implications
Hotels and entertainment companies need to maximize revenue from existing assets and investments, build customer value and sustain a reliable workforce. A number of business issues in particular present challenges for hospitality and entertainment providers:
Difficulty measuring total customer value The number of siloed operational systems for reservations and ticketing, player tracking, property management, retail, entertainment, food and beverage, spas and other areas makes it hard to obtain a single customer view.
Inability to model customer preferences and behaviors Accurately predicting which offers are most effective for particular guests ultimately builds customer loyalty. It is critical to make an impression on guests at every touch point to increase the frequency of visits and increase their spend per visit.
Ineffective targeting and promotionsMarketers need better ways to identify and address new market segments and understand which guests to target based on behavioral trends and potential value. They also need the ability to track customer communications and measure results to learn whether promotions are driving new business.
Incomplete demand forecasting and pricing optimization Better inventory and pricing management requires visibility into customer-specific buying behavior, pricing history and performance. Many organizations also lack the ability to optimize pricing using methods that account for dynamic market conditions and profitability implications
Hospitality
In June 2005, U.S. Secretary of Labor Elaine L. Chao announced a series of investments totaling more than $2 million to address the workforce needs of the hospitality industry. These investments result from forums which the U.S. Department of Labor hosted over the past year with industry leaders, educators, and the public workforce system to identify the industry’s hiring, training, and retention challenges.
DOL has sought to understand and implement industry-identified strategies to confront critical workforce challenges. It has listened to employers, representatives from industry associations, and other stakeholders in the hospitality industry regarding their efforts to identify challenges and implement effective workforce strategies. However, the challenges they face are too complex for one organization to solve alone. DOL’s Employment and Training Administration is supporting comprehensive partnerships that include employers, the public workforce system, and other entities that have developed innovative approaches that address the workforce needs of business while also effectively helping workers find good jobs with good wages and promising career pathways in the hospitality industry.
This set of workforce solutions is based on the hospitality industry’s priorities that address issues such as:
Image: Like other service sectors, hospitality careers are often stereotyped as low-wage and entry-level with little opportunity for advancement. Consequently, qualified workers, especially youth, are unaware the range of hospitality careers available.
Recruitment: Historically the hospitality industry had drawn heavily from the youth labor pool to meet their workforce needs, but in recent the industry has been left with an insufficient pipeline of new workers to satisfy demand. Faced with a shrinking pipeline of workers, the hospitality industry is increasing its recruitment efforts towards youth and developing targeted strategies for previously untapped labor pools.
Retention: High turnover is a key challenge in the hospitality industry. The restaurant, hotel and lodging sectors have difficulty retaining skilled workers because of the negative image that the industry faces.
Language skills: English proficiency is a key challenge because a large percentage of the hospitality workforce does not speak English as their primary language. Employers seek language training programs that allow workers to effectively perform their job, which includes providing good customer service and understanding safety requirements.
Employability/Soft Skills: Employers have difficulty finding workers who possess basic “soft skills,” which are often a prerequisite for success in a customer service-oriented field.
Consistent training models and skills certifications: The hospitality industry as a whole lacks consistency and portability in their training models and skill certifications. Many employers run their own internal training programs for entry-level workers, which makes it difficult to monitor the content of training and the skills acquired.
The grants are intended to provide genuine solutions, leadership, and models for partnerships that can be replicated in different parts of the country
DOL has sought to understand and implement industry-identified strategies to confront critical workforce challenges. It has listened to employers, representatives from industry associations, and other stakeholders in the hospitality industry regarding their efforts to identify challenges and implement effective workforce strategies. However, the challenges they face are too complex for one organization to solve alone. DOL’s Employment and Training Administration is supporting comprehensive partnerships that include employers, the public workforce system, and other entities that have developed innovative approaches that address the workforce needs of business while also effectively helping workers find good jobs with good wages and promising career pathways in the hospitality industry.
This set of workforce solutions is based on the hospitality industry’s priorities that address issues such as:
Image: Like other service sectors, hospitality careers are often stereotyped as low-wage and entry-level with little opportunity for advancement. Consequently, qualified workers, especially youth, are unaware the range of hospitality careers available.
Recruitment: Historically the hospitality industry had drawn heavily from the youth labor pool to meet their workforce needs, but in recent the industry has been left with an insufficient pipeline of new workers to satisfy demand. Faced with a shrinking pipeline of workers, the hospitality industry is increasing its recruitment efforts towards youth and developing targeted strategies for previously untapped labor pools.
Retention: High turnover is a key challenge in the hospitality industry. The restaurant, hotel and lodging sectors have difficulty retaining skilled workers because of the negative image that the industry faces.
Language skills: English proficiency is a key challenge because a large percentage of the hospitality workforce does not speak English as their primary language. Employers seek language training programs that allow workers to effectively perform their job, which includes providing good customer service and understanding safety requirements.
Employability/Soft Skills: Employers have difficulty finding workers who possess basic “soft skills,” which are often a prerequisite for success in a customer service-oriented field.
Consistent training models and skills certifications: The hospitality industry as a whole lacks consistency and portability in their training models and skill certifications. Many employers run their own internal training programs for entry-level workers, which makes it difficult to monitor the content of training and the skills acquired.
The grants are intended to provide genuine solutions, leadership, and models for partnerships that can be replicated in different parts of the country
Friday, August 8, 2008
partners in hospital
The Hospitality Partners is a boutique hospitality consulting firm that serves global clients from the international hospitality, tourism and real estate industries with innovative product, branding and operational solutions. Founded and led by Piers Schmidt and Bruce Hutchison, The Hospitality Partners offers its clients a creative yet pragmatic approach to strategic and marketing problems. Informed by experience but unconstrained by convention, THP combines the best of big consulting firm knowledge with the fervour and originality The Hospitality Partners is a boutique hospitality consulting firm that serves global clients from the international hospitality, tourism and real estate industries with innovative product, branding and operational solutions. Founded and led by Piers Schmidt and Bruce Hutchison, The Hospitality Partners offers its clients a creative yet pragmatic approach to strategic and marketing problems. Informed by experience but unconstrained by convention, THP combines the best of big consulting firm knowledge with the fervour and originality of passionate individuals. of passionate individuals.
hotels
BIN EID is a Hospitality dedicated Executive Search & Management Consulting Firm highly specialized in Hotel Industry focusing primarily on 5 star hotel sector and its operation is global in scope. We are associated with World Class Hotels (Multi-National Chains), Individual properties, Luxury Resorts, Golf Clubs and other Hospitality clients through out the Gulf Region (United Arab Emirates, Bahrain, Qatar, Kuwait, Oman, Saudi Arabia and other Gulf Countries), Far East, Asia and expanding fast to other parts of the World.
BIN EID understands that leadership capital plays a key role in any organisation's performance. Your organisation's ability to earn profit, thrive and grow depends on the talents and performance of your people. In an age of extreme executive mobility employing the top performers can make the real difference between success and failure.
BIN EID specialises in recruiting General Managers, Department Heads, and their direct reports as well as other senior level executive positions. Our expertise includes - search, identification, evaluation and delivery of all senior positions in the Hotel and Hospitality industry
BIN EID understands that leadership capital plays a key role in any organisation's performance. Your organisation's ability to earn profit, thrive and grow depends on the talents and performance of your people. In an age of extreme executive mobility employing the top performers can make the real difference between success and failure.
BIN EID specialises in recruiting General Managers, Department Heads, and their direct reports as well as other senior level executive positions. Our expertise includes - search, identification, evaluation and delivery of all senior positions in the Hotel and Hospitality industry
online hospitality
TravelCLICK Showcases Collection of Unique Independent Hotels at NBTA in Los Angeles
Visit TravelCLICK July 27-30 at Booth #2455
CHICAGO (July 23, 2008) — TravelCLICK, Inc., the leader in hotel ecommerce solutions and a top source of independent hotels worldwide for travel agents and corporate travel managers, will showcase its comprehensive portfolio of unique independent hotels at the National Business Travel Association Show in Los Angeles from July 27-30.
TravelCLICK offers independent properties with a strong sense of character—each providing a unique stay experience. The portfolio includes a wide range of properties for almost every price range and travel need, from exclusive luxury resorts to limited service properties.
Booked on chain codes WV, LM, and VE, TravelCLICK's independent hotel collection offers a satisfying guest stay alternative for corporate travelers desiring a unique experience:
Thousands of hotels worldwide covering all major destinations
Luxury resorts, business hotels, conference centers, and more
Full range of budget options for every travel need
To simplify processes for travel agents and corporate travel managers, TravelCLICK provides current inventory and accurate rate information—including best available rate (BAR) to ensure competitive pricing—as well as preferred last room availability.
For more information on the TravelCLICK hotel portfolio, visit TravelCLICK at NBTA in booth #2455 or email info@travelclick.net.
About TravelCLICK, Inc.
TravelCLICK (www.travelclick.net) is the leading provider of ecommerce solutions that increase bookings and optimize revenue for hotels worldwide. Under chain codes WV, LM and VE, TravelCLICK represents a growing portfolio of unique independent hotels that offer an alternative to a brand hotel stay for travel consumers around the world. To aid its hotels in driving demand and online conversion, the company offers a full set of solutions including reservations and distribution management, market intelligence-based decision support, and hotel marketing services featuring Internet marketing and GDS media. Serving the hospitality industry since 1999 and headquartered in the Chicago area, TravelCLICK serves more than 13,000 hotels in 140 countries.
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Contact: Katrina Pruitt-Andrews +1 410 257 9154 kpandrews@travelclick.net
This is a way for hospitality industry managers to find just what they want from the hospitality suppliers and manufacturers. Take advantage of Hospitality Index and you will have a solution to your supply needs without having to spend hours surfing for information on the net. Hospitality Index does not offer a mega conglomeration of supplies from other industries. Our focus is solely hospitality and its needs.
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