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1
Bovsh, Lyudmyla, Larysa Hopkalo, and Alla Rasulova. "Idiversification approach to customer-oriented management of hotel and restaurant businesses." Scientific Horizons 23, no. 11 (November 26, 2020): 88–100. http://dx.doi.org/10.48077/scihor.23(11).2020.88-100.
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The relevance of the study of diversification approach to customeroriented management of the hotel and restaurant businesses is caused by the need to find areas of business management in the context of deepening economic crisis. The hotel and restaurant business in Ukraine has been in a crisis plateau for a long time, which changes in the types and nature of influence and over time only exacerbates market and economic risks. The viral pandemic, which has halted many hotel and restaurant businesses, has drawn the attention of scientists and experts to the importance of mitigating risks through other sectors of the economy that were less affected or on the contrary, benefited from quarantine restrictions. Cancelled services reservations caused significant losses, and only subjects of hotel and restaurant business, which had a financial safety margin and / or diversified business, were able to stay on the market and use this time to strengthen customer orientation through CRM-systems, branding, development of diversified business concepts in the framework of concentrated diversification. The purpose of this paper was to determine the theoretical aspects of the formation of diversification policy and development of the customer-oriented approach for the hotel and restaurant business. The paper deals with the internal capabilities of the hotel and restaurant entities for reorientation, re-profiling, and diversification of the business, which are determined on the basis of modelling the hotel service system. To consider the features of the diversified approach, a number of general scientific and specific methods were applied, which allowed to formulate the theoretical provisions of the directions of diversification. Restrictions on access to the current operating performance of hotels and restaurants in the conditions of the pandemic have created certain information gaps in the development of practices of the application of customer-oriented tools and technologies, areas of diversification. Therefore, directions for future research are the study of successful results of diversification activities for hotel and restaurant businesses in Ukraine and around the world
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R, Isnaini Nur, Kartika Hendra TS, and Yuli Chomsatu Samrotun Samrotun. "ANALISIS KONTRIBUSI DAN EFEKTIVITAS PAJAK HOTEL DAN RESTORAN TERHADAP PENDAPATAN ASLI DAERAH." eBA Journal: Journal Economics, Bussines and Accounting 5, no. 2 (August 31, 2019): 11–19. http://dx.doi.org/10.32492/eba.v5i2.841.
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Regional Original Income is revenue from collection of local taxes, regional retribution, management of separated regional wealth and other income. Hotel tax and restaurant tax are included in local taxes. Hotels and restaurants are potential sectors because their growth from year to year shows a significant increase that can spur the economic development of Surakarta City. The purpose of this study is to determine the contribution and level of effectiveness of hotel tax and restaurant tax on PAD in Surakarta City. The research was conducted at the Surakarta City Financial and Asset Management Revenue Agency. The analytical method used is descriptive method that is analyzing data on hotel tax realization and restaurant tax from 2013-2017. The overall results of hotel tax receipts and restaurant taxes contributed significantly to PAD. Whereas the level of effectiveness of hotel tax receipts and restaurant taxes in Surakarta City from 2013-2017 varied but, almost as a whole, were very effective with levels ranging from more than 100%.
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Lin, Shin-Yi, and Chia-Chi Chang. "Tea for Well-Being: Restaurant Atmosphere and Repurchase Intention for Hotel Afternoon Tea Services." Sustainability 12, no. 3 (January 21, 2020): 778. http://dx.doi.org/10.3390/su12030778.
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Afternoon tea has become a popular leisure activity in Taiwan. Most hotels, restaurants, and cafes have started to provide an afternoon tea service in addition to their regular menus. Restaurant atmosphere research has largely focused on single environmental factors in upscale restaurants. Several studies have indicated that a restaurant’s atmosphere influences the degree of customer satisfaction, thereby affecting their well-being and repurchase intention. However, the relationships between a restaurant’s overall atmosphere, its degree of service performance, and customer well-being have rarely been explored. This study utilized the Mehrabian–Russell environmental psychology model to investigate the relationships between hotel restaurant atmosphere, service performance, customer well-being, and repurchase intention for afternoon tea services. The results indicated that a hotel restaurant’s atmosphere and service performance influence customer well-being, which can positively affect customers’ repurchase intentions.
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Okhota, Vitalii. "Foreign experience in personnel management in the hotel and restaurant business." INNOVATIVE ECONOMY, no. 3-4 (May 2020): 127–32. http://dx.doi.org/10.37332/2309-1533.2020.3-4.18.
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Purpose. The aim of the article is systematization of the main directions of effective foreign experience of personnel management in the field of hotel and restaurant business. Methodology of research. The works of domestic and foreign scientists on effective foreign experience in personnel management in the hotel and restaurant business are the theoretical and methodological basis of the study. The tasks set in the work are solved by means of methods: analysis and generalization – at disclosure of the basic directions of the leading foreign experience of personnel management in the field of hotel and restaurant business; system approach and abstract and logical – in determining the possibilities of application of the considered methods in the domestic conditions of development of the subjects of the researched sphere. Findings. The main directions of effective foreign experience of personnel management in the field of hotel and restaurant business are systematized. It is established that the main areas of successful experience of foreign countries in the management of personnel of the hotel and restaurant industry include: the personnel management system of the hotel and restaurant industry, based on the use of kaizen strategy, which is typical of Japanese management; the American approach to the personnel management system, which is applied to the entire service sector in the country (including the hotel and restaurant business) and is based on a decent assessment and remuneration of employees for the work performed (“Pay for Performance”); competency approach used in the hotel and restaurant industry in the West and based on the guideline for training employees to manage their own knowledge, skills and abilities, i.e. be able to learn and develop independently (through the introduction of a generic model and corporate competency model). Originality. The substantiation of possible directions of adaptation of effective foreign experience of personnel management in the sphere of hotel and restaurant business to conditions of functioning of the Ukrainian establishments of the specified sphere has received further development. Practical value. The use of successful experience of foreign countries in the management of personnel of the hotel and restaurant industry will contribute to the further improvement of the system of training, retraining, advanced training and competitiveness of the hotel industry of Ukraine. Key words: personnel management, hotel and restaurant business, competency approach, kaizen strategy, implementation, generic model, corporate competency model, adaptation.
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Stoyko, Igor, and Roman Sherstiuk. "14 principles of Wilhelm Edwards Deming for quality management of hotel and restaurant ambassador." Socio-Economic Problems and the State 22, no. 1 (2020): 66–78. http://dx.doi.org/10.33108/sepd2020.01.066.
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The possibility of implementing a quality management system in the hotel and restaurant complex of Ukraine based on the William Edwards Deming’s principles of quality management to meet the requirements of ISO 9000 quality standards and Hazard Analysis and Critical Control Points (HACCP) is substantiated in the article. The purpose of the study is to adapt the William Edwards Deming’s principles of quality management to their implementation in the hotel and restaurant business to ensure the stability of services quality in the modern market, the orientation of managers on creation of conditions for the enterprise’s continuous improvement. Standard DSTU ISO 9000-2015 "Quality management systems. Fundamentals and vocabulary" provides seven general principles of quality management, specific to all activities: customer focus, leadership, employee engagement, process approach, improvement, decision-making based on evidence, relationship management. Ensuring these principles makes it possible to manage the quality of enterprises, including the hotel and restaurant industry. The quality management of hotel and restaurant services is considered as a set of interconnected subjects, objects, principles, methods and functions of management, focused on the development and satisfaction of quality requirements and reduction of its costs. Ukraine has a significant potential in the development of hotel and restaurant services. The expansion of the hotel and restaurant business infrastructure is required as well as the establishment of institutions for employees’ training and retraining. The priority is to develop the country’s own regulatory framework that would regulate the quality of services in this area. The quality management system of hotel and restaurant services must guarantee the customer’s requests satisfaction while being served in the hotel and restaurant at all stages and at all levels. Therefore, the issue of development and practical application of the enterprises’ internal standards which determine the general components of the hotel and restaurant services quality is of great importance.
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Gracia, Esther, Arnold B. Bakker, and Rosa M. Grau. "Positive Emotions." Cornell Hospitality Quarterly 52, no. 4 (January 27, 2011): 458–65. http://dx.doi.org/10.1177/1938965510395379.
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Although customer quality evaluations is a recognized precursor to loyalty, several studies have indicated that loyalty also depends on favorable customer emotions toward a hotel or restaurant. This model of developing loyalty can be summarized as a process that begins with the customer’s favorable assessment of service quality; continues with positive feelings toward the establishment; and ends with loyalty behavior, including repeat purchases and favorable recommendations. To assess this process, a cognitive-affective-conative model is tested, using separate constructs to clarify the specific role of customers’ positive affective responses in enhancing customer loyalty. Based on a sample of 586 hotel customers and 571 restaurant customers from 120 Spanish establishments, the results of the multigroup structural equation modeling analyses confirmed the proposed hypothesis that service quality increases positive affective responses, and these, in turn, increase customer loyalty. Thus, positive affective responses partially mediate the relationship between service quality perceptions and customer loyalty in hotels and restaurants simultaneously. These results suggest that customer loyalty in hotels and restaurants may follow a process were cognitive evaluations and emotions play an important role.
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Lee, Seoki, and Qu Xiao. "An examination of the curvilinear relationship between capital intensity and firm performance for publicly traded US hotels and restaurants." International Journal of Contemporary Hospitality Management 23, no. 6 (August 23, 2011): 862–80. http://dx.doi.org/10.1108/09596111111153510.
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PurposeThis study sets out to examine the potential curvilinear relationship between capital intensity and firm value for the US hospitality industry, specifically including publicly traded US hotels and restaurants, during the period 1990‐2008.Design/methodology/approachThis study performs a pooled regression analysis to examine the proposed relationship. The sampled companies are from the period 1990‐2008, consisting of 281 and 1,406 observations for the hotel and restaurant industries, respectively. The study additionally performs the analysis for the 1990s and the 2000s separately for a comparison purpose.FindingsThe findings support the U‐shaped relationship between capital intensity and firm performance during the 2000s for both hotels and restaurants, while no relationship exists during the 1990s.Research limitations/implicationsWhile the results may not be generalizable to private or non‐US hotels and restaurants, the findings should provide hotel and restaurant executives and managers with valuable information for developing their strategies with regard to the capital intensity level.Originality/valueBased on the two perspectives regarding capital intensity's impact on a firm (i.e. positive and negative), a possible proposal suggests that the relationship between capital intensity and a firm's value may not be linear, but possibly curvilinear. Considering the importance of capital intensity in the hospitality industry, examinations of the issue would be beneficial for the hospitality industry.
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Bryindzia, Zinoviy, and Andrii Kulyk. "Pragmatics of improving planning and management in the hotel and restaurant business." INNOVATIVE ECONOMY, no. 7-8 (2020): 56–64. http://dx.doi.org/10.37332/2309-1533.2020.7-8.8.
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Purpose. The aim of the article is substantiation of expediency of strategic planning of activity of hotel and restaurant business and formation of model of strategic management that will allow to activate potential of subjects of managing and to provide their stable development in strategic perspective. Methodology of research. The authors used empirical, statistical and questionnaire research methods to identify the factors influencing the activities of hotel and restaurant business. It allowed substantiating the stages of business planning and describing their implementation, the formation of an improved model of strategic management, development of proposals for baseline indicators. It is expedient to make decisions on the basis of indicators concerning directions and the purpose of development of business on rendering of services in this sphere. Findings. The reasons for the imbalance of the hotel and restaurant business are analysed and the need for strategic planning and management in this area is substantiated. The stages of planning of hotel and restaurant business are defined taking into account current and strategic factors of its development that will allow to form balance between the realized services and their needs in the market. A model of strategic management of the hotel and restaurant business has been developed, which is focused on the existing social and economic level achieved in this area, resource potential and assessment of the initial conditions and opportunities for development. The main problems of the hotel and restaurant business have been identified, taking into account which will allow to achieve a positive result in the long run and to form a sufficient level of competitiveness of business entities. Originality. The organizational and methodological bases of formation of effective management of hotel and restaurant business which are based on theories of sustainable, competitive and innovative development that will allow to develop various scenarios of business development taking into account current and strategic factors are deepened. Practical value. The obtained results form an important methodological basis for improving the mechanisms of strategic planning and management of hotel and restaurant business entities, as well as allow to form competitive and functional strategies for their development in the long run. Key words: hotel and restaurant business, model of strategic management, stages of planning, business plan, current factors, strategic factors.
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Zhehus, O. V., and O. V. Illiashenko. "Customer Loyalty Management in Hotel and Restaurant Establishments in the Face of New Challenges." Problems of Economy 3, no. 45 (2020): 118–25. http://dx.doi.org/10.32983/2222-0712-2020-3-118-125.
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The article proves that the current situation, which is characterized by a political and socio-economic crisis in Ukraine, has been complicated by the consequences of the COVID-19 coronavirus pandemic, and together they have led to new challenges in the hotel and restaurant industry. The actual value of the chosen area of research is stipulated by the necessity to develop modern and marketing management technologies, which could help hotel and restaurant establishments to survive, adapt, and develop in the face of today’s challenges. One of the priority areas for management is the assessment of customer loyalty and finding solutions to increase it. In order to further develop theoretical aspects and practical tools within the issues analyzed, the characteristics of consumer loyalty have been substantiated, with respect to the specific features of the hotel and restaurant industry and the scientific and methodical approach to its estimation and management. Hotel and restaurant product has been presented as a combination of material product, services, and vibes, which together form a unique trade offer in the hotel and restaurant industry. Bearing this in mind, the authors of the article have proven the fact that customer loyalty in hotel and restaurant establishments is characterized by the customer’s satisfaction, commitment, advocacy and impressions, which together reflect the customer’s perception of an establishment, his/her attitude to it and future intentions. To assess and manage customer loyalty in the hotel and restaurant industry, a structural and logical framework has been built, which governs the stages of the study. Taking into account the methodological tools of the research, an algorithm for assessing customer loyalty of hotel and restaurant establishments has been designed, which should be used when compiling a customer satisfaction survey. An index method for estimating the loyalty level has been suggested, which helps to find partial loyalty indices by feature, and the integrative indicator. A scale for identifying the level and stage of the customer loyalty formation regarding hotel and restaurant establishments has been made up. The use of the suggested scientific and practical approach will help to identify the level of customer loyalty to a hotel or restaurant establishment, in general and by feature, to make informed management decisions in accordance with the stage of the customer loyalty formation. To increase the customer loyalty for a hotel and/or restaurant establishment in the face of modern challenges, a number of practical recommendations are given, which could provide the unique competitive advantages of a certain hotel product, help introduce modern information technologies, and improve the service quality.
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Dennington, Lloyd J., Linsley T. DeVeau, and Robert H. Wilson. "Financial Management Education Taught in Hotel and Restaurant Management Schools." Journal of Hospitality Financial Management 1, no. 1 (September 1991): 25–30. http://dx.doi.org/10.1080/10913211.1991.10653613.
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Dennington, Lloyd J., Linsley T. DeVeau, and Robert H. Wilson. "Financial Management Education Taught in Hotel and Restaurant Management Schools." Journal of Hospitality Financial Management 1, no. 1 (September 1991): 87. http://dx.doi.org/10.1080/10913211.1991.10653627.
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Ніфатова, Олена М., and Катерина Л. Ковальова. "ШЛЯХИ ПІДВИЩЕННЯ ЕФЕКТИВНОСТІ УПРАВЛІННЯ ПЕРСОНАЛОМ ГОТЕЛЬНО-РЕСТОРАННОГО БІЗНЕСУ." Bulletin of the Kyiv National University of Technologies and Design. Series: Economic sciences 119, no. 1 (May 23, 2018): 45–54. http://dx.doi.org/10.30857/2413-0117.2018.1.5.
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The paper discusses the ways to enhance the personnel management efficiency in hotel and restaurant business by suggesting an integrated method of traditional personnel management and new strategies and techniques affecting the employee motivation in the hotel and restaurant sector. The relevance and the need to implement the key personnel management tools in the hotel and restaurant business to increase its competitiveness in the services market have been grounded. It has been estimated that human resources management in the hotel and restaurant business employs a range of methods and managerial decisions which directly affect the overall business processes arrangements for hospitality industry personnel to attain the organizational objectives through ensuring high service quality. During the study, the following research methods have been applied: analysis and synthesis – to identify the strengths and weaknesses of personnel management methods and styles in the hotel and restaurant business; a method of statistical observations – to analyze the HoReCa hospitality industry development indices. Based on the study of best practices of HoReCa world market leaders, the most effective management styles have been identified. It is argued that successful and efficient use of primary, fundamental theoretical concepts in the personnel management context will facilitate further economic development and business stability under market uncertainty and volatility. Evidence is provided that the modern personnel management process in the hotel and restaurant business accumulates the major research findings on employee management and a set of contemporary mechanisms associated with their interaction, promoting creativity of staff, integration of efforts to achieve the goals set. Proactive employee-management interaction proves to be a positive indicator of hotel or restaurant effective performance.
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Wauran, Anita Ludia Vivian. "An Analysis of Contribution From Hotel and Restaurant Taxes to Manado City District Own Revenue." Indonesian Journal of Social Science Research 1, no. 1 (December 31, 2020): 10–18. http://dx.doi.org/10.11594/ijssr.01.01.02.
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One of the efforts in financing regional development is to increase re-gional income sourced from regional taxes. The Manado City Govern-ment in carrying out the effort to increase the regional tax is carried out by the Regional Tax and Retribution Management Agency as a place to carry out the Regional Government's authority in the context of decentralization in the area of regional income, especially in the area of Manado's local tax.The source of revenue from District Own Search Revenue ofManado City comes from local taxes, such as hotel taxes, restaurants, entertainment, billboards, parking, water and land taxes, swallow nests, Land and Building taxes P2, BPHTB, PLN and Non PLN Street lighting taxes, minerals non metal and rock.This researchaims to find out how much the contribution of hotel and res-taurant taxes can be generated as District Own Search Revenue with the growth of tourism that continues to increase coupled with the growth of hotels and restaurants in Manado City, with the benefits of the research is expected to provide input to the Manado City govern-ment in efforts to increase District Own Search Revenue through ho-tel and restaurant taxes.This researchuses a contribution analysis, with the average contribution of hotel and restaurant tax realization to District Own Search Revenue per year of 7.06% and the level of effectiveness of hotel and restaurant taxes running fluctuations from year to year.
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Faldini, Mandala. "ANALISIS MANAJEMEN HOTEL SYARIAH YASMIN HOTEL AND RESTAURANT DI KABUPATEN BANGKA BARAT (TINJAUAN FATWA DSN MUI NO: 108/DSN-MUI/X/2016)." ASY SYAR'IYYAH: JURNAL ILMU SYARI'AH DAN PERBANKAN ISLAM 3, no. 2 (December 26, 2018): 108–25. http://dx.doi.org/10.32923/asy.v3i2.1173.
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This study aims to determine the implementation of Yasmin and Restaurant management in accordance with the National Sharia Council (DSN) Indonesian Ulema Council (MUI) Fatwa No. 108 / DSN-MUI / X / 2016 concerning Islamic hotels. This research is a qualitative research with a descriptive exploratory approach. The method used is an in-depth interview with the Manager of the Yasmin Hotel and Restaurant, accompanied by observation and documentation. The data analysis technique used is the James Spardley model of data analysis techniques through four stages, namely: Domain Analysis, Taxonomic Analysis, Componential Analysis, Cultural Theme Analysis. The results of this study indicate that the implementation of Yasmin hotel and restaurant management in West Bangka Regency is in accordance with the MUI DSN fatwa No: 108 / DSN-MUI / X / 2016.
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Bharwani, Sonia, David Mathews, and Amarpreet Singh Ghura. "Business model innovation in the Indian hospitality industry." Worldwide Hospitality and Tourism Themes 11, no. 4 (August 12, 2019): 362–77. http://dx.doi.org/10.1108/whatt-04-2019-0018.
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Purpose This study aims to explore the reasons for the rise of independent, stand-alone restaurants and ascertains the benefits of outsourcing food and beverage (F&B) in luxury hotels in India from the perspectives of the strategic partners involved in such an alliance. The study also proposes different formats for F&B outsourcing in luxury hotels. Design/methodology/approach An exploratory study was carried out by collecting primary data from 16 Hotel General Managers and F&B operations experts through qualitative, semi-structured, personal and in-depth interviews. NVivo12 software was used to carry out a qualitative thematic analysis of the data. The primary data collected were triangulated with secondary data gathered through literature review of academic papers, industry reports and studies on the trends of restaurants in luxury hotels being outsourced. Findings The study focusses on the antecedents of the rise of stand-alone restaurants in the Indian hospitality industry. To combat the competitive disruption arising because of this trend, the study posits the business model innovation of outsourcing F&B operations in luxury hotels. Practical implications The benefits of a strategic alliance from the perspective of both parties – the luxury hotel and Michelin-star chef or branded/marquee restaurant – are elucidated. Further, three broad formats, which can be adopted for speciality restaurant outsourcing are also proposed. Practitioners, researchers and educationists in the hospitality industry would find the implications of this study useful in the context of the present customer-centric business environment where hotels are constantly striving to meet the exponentially rising bar of guest expectations in an increasingly globalised milieu. Originality/value The study proposes a preliminary road map for internationalisation of F&B operations through the business model innovation of outsourcing operations of in-house specialty restaurants by luxury hotels in the Indian context.
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Boone, Juliette M. "Hotel-Restaurant Co-Branding." Cornell Hotel and Restaurant Administration Quarterly 38, no. 5 (October 1997): 34–43. http://dx.doi.org/10.1177/001088049703800533.
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Maliuga, L., and O. Zagorodniuk. "Crisis management of hotel and restaurant business enterprises." Collected Works of Uman National University of Horticulture 2, no. 96 (June 2020): 131–41. http://dx.doi.org/10.31395/2415-8240-2020-96-2-131-141.
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Lo, Ada S., Lawrence D. Stalcup, and Amy Lee. "Customer relationship management for hotels in Hong Kong." International Journal of Contemporary Hospitality Management 22, no. 2 (March 9, 2010): 139–59. http://dx.doi.org/10.1108/09596111011018151.
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PurposeThe purpose of this study is to investigate how hotels are implementing customer relationship management (CRM) practices at the property level.Design/methodology/approachSemi‐structured in‐depth interviews were conducted with 45 hotel managers from 17 hotels. The interviews were recorded, transcribed, and analyzed using content analysis.FindingsAll participating hotels have practices in place to manage customer relationships. The most commonly cited goal for CRM is guest retention. Evaluation and control are perceived as very important activities not only to create value for the customers, but also to track the performance of the guest contact departments and the customers' evaluations of the hotel/restaurant experiences.Research limitations/implicationsThe sample is probably biased towards hotels that are most interested in CRM and are heavily weighted towards higher tariff properties.Practical implicationsThe study modified Buttle's CRM value chain to analyze hotels' CRM practices. Results of the study provide a source for industry practitioners to compare and benchmark their practices and to obtain useful CRM ideas.Originality/valueCRM‐related research in the hotel industry has looked at a variety of specific practices and its role in achieving overall objectives at the corporate strategic level. Yet, no research has been done to investigate CRM practices at the property level for hotels using the CRM value chain.
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Кузина, О., O. Kuzina, М. Раденович, M. Radenovich, Р. Ашурбеков, and R. Ashurbekov. "Personnel Management in the Hotel Business: the Importance of Training." Management of the Personnel and Intellectual Resources in Russia 8, no. 1 (March 27, 2019): 56–60. http://dx.doi.org/10.12737/article_5c505cbd8d07f2.12912050.
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The enterprises human assets or, put more conventionally, its human resources tend to be one the most significant costs for most hospitality enterprises. In most hotels the payroll is the single biggest cost item, whilst in restaurants and bars it is usually second only to material costs. A valet, cleaning personnel and restaurant servers have different requirement than check-in clerks, concierge providers and managers. Yet, the entire workforce is a reflection of a hotel’s hospitality culture, which is why everyone needs to be trained from top to bottom on certain specific values and standards. The effective management of these human resources is therefore vital to the success of the enterprise.
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Gordin, Valery, Julia Trabskaya, and Elena Zelenskaya. "The role of hotel restaurants in gastronomic place branding." International Journal of Culture, Tourism and Hospitality Research 10, no. 1 (March 7, 2016): 81–90. http://dx.doi.org/10.1108/ijcthr-05-2015-0049.
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Purpose – This paper aims to display the role of hotel restaurants in gastronomic place branding. The authors view hotel restaurants as having a great potential in the promotion of local gastronomy. Design/methodology/approach – The research was done in several stages. First, the authors selected six destinations (Lapland, Catalonia, Saint Petersburg, Marseille, Parma and Munich) according to the classification of gastronomic brands based on the settlement type. Second, the authors studied conceptions of hotel restaurants located in these destinations to see how they reflect local gastronomic brands. For this purpose, restaurant menus, verbal descriptions of interiors and names of establishments were analyzed using elements of content analysis. Finally, the authors conducted several interviews with hotel managers in one of the destinations to distinguish the challenges of gastronomic branding within hotel restaurants. Findings – The results allowed defining the role of hotel restaurants in gastronomic branding depending on the following factors: hotel’s affiliation with a chain, hotel’s star rating and destination type. Practical implications – The authors argue that gastronomic branding raises attractiveness of hotels, its restaurants and destination on the whole. This research was presented to the Tourism Committee of St Petersburg, resulting in increased attention to gastronomic branding among the city authorities. Originality/value – The role of hotel restaurants in gastronomic branding has not been studied previously. However, hotel restaurants differ from other actors of gastronomic branding due to the necessity to comply with hotel’s conception, brand and standards.
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Chen, Beverly Shih-Yun. "What makes restaurants successful?" Hospitality Insights 2, no. 1 (June 18, 2018): 10–12. http://dx.doi.org/10.24135/hi.v2i1.22.
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Independent restaurants face multiple challenges to their survival, including low entry barriers that create intense competition, industry norms of low pay, long working hours and a hard-working environment that can render it hard to recruit suitable employees, and a lack of support from the industry to the restaurateurs. Evidence shows that independent restaurants suffer from higher failure rates when compared to franchise restaurants [1, 2]. This has been attributed to a lack of resources, especially when compared to the chained or franchised restaurants that have financial, technical and marketing support [3]. These challenges increase the failure rate for independent restaurants.
The aim of this research was to consider the notion of ‘success’ among Auckland’s restaurateurs, and to gauge how the restaurant industry perceive their own definition of success and the main factors influencing restaurant ‘success’ [4]. Previous studies have predominantly measured the success of restaurant businesses by their profitable financial rewards [5, 6]. However, this measure ignores other important aspects of restaurant operation such as the longevity of operation, customers’ satisfaction levels, relationships with employees and society, and restaurateurs’ own personal achievements.
The research adopted a qualitative approach involving in-depth interviews with eleven independent restaurateurs to explore the underlying factors they perceived as affecting restaurant success. A qualitative research approach helps the researcher understand people and the social and cultural contexts in which they live and work [7]. The independent restaurateurs were selected through purposeful sampling to select information-rich cases [8]. The participants were owner-operators of independent restaurants in Auckland city, and the restaurants they owned were either casual/formal-dining or styles in between.
The study findings suggested different measures of success among restaurateurs, which have implications for how the industry comes to understand and gauge business success or failure. Notably, instead of the commonly reported financial criteria, restaurateurs in this study related success to their personal achievements and satisfaction; for instance, reaching their own personal goal(s) of opening and operating a restaurant, receiving culinary related awards, and gaining media attention.
The study revealed three main factors as the important influencing factors of a restaurant’s success: the operational environment; stakeholders; and management factors. Firstly, the operational environment of restaurants included intense competition, a constantly changing environment and changing consumer trends. In particular, the intense competition was considered to have a significant impact on the success of restaurants.
Secondly, the positive association between stakeholders and a restaurant’s performance was also acknowledged. Four key stakeholders – restaurateurs, customers, suppliers and employees – were identified as influential in restaurant success. A good relationship with stakeholders was seen as beneficial to a restaurant’s operation. A successful restaurant was perceived to have loyal customers, trustworthy suppliers, and employees with good skills and knowledge. Out of these stakeholders, the restaurateurs were considered the foundation of the success of restaurants, as they control the management factors. Because of this key role, restaurateurs are required to have an in-depth understanding of the restaurant industry and the ability to manage and operate the restaurant. At the same time, restaurateurs need to find a balance between their work and personal lives.
Thirdly, management factors were also felt to have an impact on independent restaurant success. This typically included decisions about the restaurant’s location, purchasing and ordering, hiring and training staff, price and quality of products, and marketing and financial control.
The study provided a number of recommendations for how to successfully manage a restaurant. Firstly, thorough pre-entry research and a careful decision-making process will provide a good foundation for the business. Secondly, during the operation, tight financial control and effective marketing should be applied. Finally, a management system is needed in order to stay viable in the long term. A management system consisting of a standard operation manual and an extensive training programme can allow efficient restaurant operation without the restaurateur’s continued presence.
In conclusion, this study found that restaurateurs in Auckland related the ‘success’ of their restaurants to factors other than just financial performance including personal success such as personal progression and the satisfaction gained during the operation. The operating environment, stakeholders and management factors were found to be important influences affecting restaurant success. The research recommends that a well-designed management system is vital for the long-term success of an independent restaurant business.
The full research project can be accessed here: http://aut.researchgateway.ac.nz/handle/10292/8431
Corresponding author
Beverly (Shih-Yun) Chen can be contacted at beverlyc@ais.ac.nz
References
(1) Camillo, A. A.; Connolly, D. J.; Kim, W. G. Success and Failure in Northern California: Critical Success Factors for Independent Restaurants. Cornell Hospitality Quarterly 2008, 49(4), 364–380. https://doi.org/10.1177/1938965508317712
(2) Parsa, H. G.; Self, J. T.; Njite, D.; King, T. Why Restaurants Fail. Cornell Hotel and Restaurant Administration Quarterly 2005, 46(3), 304–322.
(3) Parsa, H. G.; Self, J.; Sydnor-Busso, S.; Yoon, H. J. Why Restaurants Fail? Part II – The Impact of Affiliation, Location, and Size on Restaurant Failures: Results from a Survival Analysis. Journal of Foodservice Business Research 2011, 14(4), 360–379. https://doi.org/10.1080/15378020.2011.625824
(4) Chen, Shih-Y. Lessons Learned: A Qualitative Case Study of Restaurant Success in Auckland, New Zealand; Master’s Thesis, Auckland University of Technology, New Zealand, 2014.
(5) Gu, Z. Analyzing Bankruptcy in the Restaurant Industry: A Multiple Discriminant Model. International Journal of Hospitality Management 2002, 21(1), 25–42. https://doi.org/10.1016/S0278-4319(01)00013-5
(6) Kim, H.; Gu, Z. Predicting Restaurant Bankruptcy: A Logit Model in Comparison with a Discriminant Model. Journal of Hospitality & Tourism Research 2006, 30(4), 474–493. https://doi.org/10.1177/1096348006290114
(7) Merriam, S. B. Qualitative Research: A Guide to Design and Implementation. San Francisco, CA: Jossey-Bass, 2009.
(8) Goldman, K. L. Concept Selection for Independent Restaurants. Cornell Hotel and Restaurant Administration Quarterly 1993, 34(6), 59–72.
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Gopalakrishna-Remani, Venugopal, John James Cater III, and Jerry James Massey. "Restaurant operations at the Rose Capital Inn: a case study exercise." CASE Journal 12, no. 1 (January 4, 2016): 104–21. http://dx.doi.org/10.1108/tcj-11-2014-0063.
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Synopsis This case study exercise highlights the importance of food supplier selection and forecasting to minimize food cost and maximize profit for a hotel restaurant. The importance of data analytics in supplier selection is emphasized. The case exercise provides students with a more comprehensive understanding of spoilage and the calculation of food cost percentage, which should save the hotel restaurant under study significant dollars, help the environment, and strengthen the operation. The events described in this case are based on real world experiences. Research methodology This research uses a data driven problem-solving approach to accurately forecast food requirements and minimize spoilage. Relevant courses and levels Because of its focus on restaurant operations, the case exercise is appropriate for senior-level undergraduate courses or graduate courses in Operations Management, Restaurant Food and Beverage Management, Hotel Management, and Data Analytics.
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Breiter, Deborah, and Kathleen Newman. "Older Women Students in Hotel, Motel, and Restaurant Management." Hospitality & Tourism Educator 2, no. 2 (July 1989): 14–37. http://dx.doi.org/10.1080/23298758.1989.10685396.
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Raihan, Muhammad, Susi Sarumpaet, and Dewi Sukmasari. "Penerimaan Pajak Daerah Kota Bandar Lampung Sebelum Dan Sesudah Penggunaan Tapping Box." IQTISHADUNA: Jurnal Ilmiah Ekonomi Kita 10, no. 1 (June 29, 2021): 91–108. http://dx.doi.org/10.46367/iqtishaduna.v10i1.337.
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The research objectives were to examine the differences between the achievement of tax revenues in Bandar Lampung before and after using the tapping box; moreover, to analyze the implementation, obstacles, and efforts to overcome the obstacles during the use of the tapping box. This research uses mixed methods, namely quantitative and qualitative approaches. This study uses primary and secondary data. Primary data includes interviews with the regional tax and retribution management agency (RTRMA) and restaurant, hotel, entertainment, and parking businesses. Secondary data includes reports on the realization and target of restaurant taxes, hotel taxes, entertainment taxes, and parking taxes every month during the 2017-2019 period, totalling 24 data obtained from the RTRMA of Bandar Lampung. The hypothesis testing was using paired sample t-test. The results showed significant differences in the tax achievement of restaurants, hotels, entertainment, and parking between before and after using the tapping box sequentially. The implementation of the use of tapping box was going well, and it is proven that the tax achievement of restaurants, hotels, entertainment, and parking increases every month. So, the use of the tapping box already provided supervision to taxpayers. So, tax leaks can be minimized and increase the original local government revenue of Bandar Lampung.
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Шевчук, Юлія Андріївна. "МОДЕЛЬ ФОРМУВАННЯ ОПТИМАЛЬНОЇ ІЄРАРХІЇ ЦІЛЕЙ ФУНКЦІОНУВАННЯ ПІДПРИЄМСТВ ГОТЕЛЬНО-РЕСТОРАННОЇ ІНДУСТРІЇ." Bulletin of the Kyiv National University of Technologies and Design. Series: Economic sciences 133, no. 2 (August 19, 2019): 89–99. http://dx.doi.org/10.30857/2413-0117.2019.2.8.
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The article presents the research findings on building an optimal goal hierarchy for businesses in the sector of hotel and restaurant industry. A mathematical rationale has been provided for setting objectives in the context of ensuring effective hospitality management by hotel and restaurant businesses based on a set of key performance indicators. It is argued that every managerial action must be focused on problem solving. According to the research results, a solution is a management decision aimed at gaining the maximum to achieve certain goals. Failure to set optimal goals makes impossible to shape a management problem which, in turn, translates into absence of the need for making management decisions. Goals contribute to shaping the criteria for evaluating the feasibility of proposed management decisions as well as mapping the criteria for assessing the ultimate predicted outcomes. However, most often, objectives sought to be achieved by top management of hospitality industry companies are perceived quite differently by the staff. In this context, the system of goals is a critical instrument for management decision making and problem solving related to organizational issues in managing businesses of hotel and restaurant industry. Thus, the flexibility of organizational structures in a management paradigm within the hospitality industry is associated with the dynamic process of designing the optimal goal hierarchy to achieve good performance in the sector of hotel and restaurant industry. The author assumes that the estimation of the relevant flexibility of organizational structure management by hospitality industry businesses can be attained through the suggested classification of management goals.
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Hotra, Victoria. "CONCEPTUAL PRINCIPLES OF HOTEL AND RESTAURANT BUSINESS DEVELOPMENT." Management 33, no. 1 (August 27, 2021): 115–22. http://dx.doi.org/10.30857/2415-3206.2021.1.11.
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BACKGROUND AND OBJECTIVES. In Ukraine, not all issues relating to modern theoretical, methodological and applied foundations of enhancing the development of hotel and restaurant business are covered. There is a need for in-depth scientific research of theoretical aspects of the formation of methods of organizational and financial resource provision of tourism development at the national and regional levels, the definition of priorities and determination of ways to improve the efficiency of management of the complex use of the rich recreational and tourist potential of Ukraine.METHODS. Methodology of scientific research are general scientific and special research methods: dialectical method of research of processes and phenomena in their interrelation and development, system-structural analysis (when studying the conceptual foundations and systematization of methodical approaches to management of development of hotel-restaurant business); methods of group analysis and statistical approaches, economic-statistical methods, comparison (when analyzing social and economic preconditions, opportunities and motives of development of hotel-restaurant business), methods of analysis of the economic and social situation (when analyzing social and economic preconditions, opportunities and motives of development of hotel-restaurant business).FINDINGS. The elements of functional support for the development of domestic hotel and restaurant business are substantiated.CONCLUSION. The study of domestic hotel and restaurant business, in particular the regional market of tourist services, is based on the assessment of the environment of market activity. It involves the use of a comprehensive approach to the application of theoretical and applied foundations of sectoral and territorial analysis and aims to form the leading levers of development of hotel and restaurant business.
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Kim, Kyung-Ja, and Kanghwa Choi. "Bridging the Perception Gap between Management and Customers on DINESERV Attributes: The Korean All-You-Can-Eat Buffet." Sustainability 11, no. 19 (September 23, 2019): 5212. http://dx.doi.org/10.3390/su11195212.
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Our study is based on the premise that there are differences between the key service attributes that restaurant managers prioritize and crucial DINESERV attributes that are important to customers’ perception of their experience at a restaurant. This paper investigated the perception gap between operators and customers on the service attributes of Korean all-you-can-eat buffet restaurants, and it suggests strategic alternatives to bridge this perception gap. To investigate this perception gap, we first used the analytic hierarchy process (AHP) to determine the priority ranking of the service attributes that restaurant managers employ for enhancing customer satisfaction. Second, we used the importance-performance analysis (IPA) methodology to reveal the importance that customers place on individual restaurant service attributes and how they affect customer satisfaction. Finally, this paper integrated AHP and IPA to scrutinize the perception gap between managers’ prioritization and customers’ view of the importance of DINESERV attributes. The theoretical contribution of this study is the proposed integrated AHP-IPA model that combines the manager and customer perspectives. This model differentiates our study from previous studies that analyzed operator prioritizations and customer perceptions separately. Furthermore, we offer strategic alternatives for managing service attributes that are suitable for multiple types of buffet restaurants, including hotel, specific, and casual buffet restaurant types that are categorized by the food served and service procedures employed.
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Kucherenko, I. M. "MODERN OPPORTUNITIES AND REQUIREMENTS TO TRAINING OF SPECIALISTS IN THE SPHERE OF HOTEL AND RESTAURANT MANAGEMENT ABROAD." Scientific bulletin of the Southern Institute of Management 1, no. 3 (September 30, 2016): 66–69. http://dx.doi.org/10.31775/2305-3100-2016-3-66-69.
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Schools of hotel and tourist management abroad is a special type of educational institutions. As a rule, they are located based on the being or operating hotels. Respectively students comprehend hospitality subtleties in the conditions as close as possible to real. In this article the analysis of activities of educational institutions in the sphere of tourist and hotel management is provided, education systems and, modern opportunities and requirements to training of specialists are considered. Upon termination of such educational institutions students are completely prepared, trained and competitive for the introduction in the corporate world of business.
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Anisa, Nur. "Pengelolaan Pengadaan Barang Operasional Restoran Skyline Di Hotel Ibis Padang." JURNAL PENDIDIKAN DAN KELUARGA 10, no. 1 (December 29, 2018): 106. http://dx.doi.org/10.24036/jpk/vol10-iss1/502.
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Abstract.This research is motivated by the poor management of the procurement of skyline restaurant operational goods due to the frequent situation of urgent goods but the user rarely directly engages in receiving goods, is not right in planning procurement of goods, organizational structure is not lived properly, and lack of communication in ordering goods. This research is a descriptive study with a qualitative approach. The sampling technique used was purposive sampling which consisted of purchasing staff and F&B Manager. Data collection techniques are carried out using interview, observation, and documentation methods. Data analysis techniques are used through three stages, namely: data reduction, data presentation, and conclusion.Based on the results of research conducted, it was found several things related to the management of the procurement of skyline restaurant operational goods, namely: purchase requests, supplier selection, purchase orders, receipt of goods, and recording of purchase transactions whose entire process must pay attention to several management functions including planning, organizing, directing and monitoring so that the management of the skyline restaurant operational goods procurement runs well and there is no loss for employees or hotels.
Keywords: Management, Procurement of goods, Restaurant
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Alhammoud, Morhaf Farhan, Alexander M. Zobov, and Hassan Almyshrqi. "Labor performance as one of the elements of personnel control and management in hotels in Syria." RUDN Journal of Economics 27, no. 2 (December 15, 2019): 303–12. http://dx.doi.org/10.22363/2313-2329-2019-27-2-303-312.
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Increased productivity is one of the least studied and challenging aspects of hotel and restaurant business management. The requirement to ensure productivity growth in order to survive and sustain business, including in Syria’s resurgent hospitality industry, is becoming increasingly important for managers. The active work of hotel managers in motivating and controlling staff in hotels should be a relevant and popular element in the development of a modern entrepreneurial culture, and better service. This article discusses what service productivity means, especially in the hospitality industry. This is confirmed by a study of the degree of compliance of the respondent hotels, which have become the object of the study, and labor productivity indicators in order to find a suitable standard of measurement and management system for the hotel industry in Syria. The article also provides an overview of the latest trends in the hotel business of Syria and a detailed analysis of the current tourism situation in Syria, including the study of the productive capacity of the labor force in the field of tourism and hotel in Syria on the basis of age, gender and educational level of workers in this field. This study has an important impact in determining how to increase production capacity in the sector of tourism and hotel in Syria.
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HAMM, MICHAEL W., MARIA DENICE SCHNAAK, and BERNADETTE GARCHINSKY JANAS. "Nutrition Knowledge and Attitudes of Hotel and Restaurant Management Students." Journal of the American Dietetic Association 95, no. 10 (October 1995): 1158–59. http://dx.doi.org/10.1016/s0002-8223(95)00313-4.
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Bogdanović, Mario, and Stefanija Maračić. "Unaprjeđenje organizacije rada odjela hrane i pića na primjeru restorana hotela Radisson Blu Resort Split." Oeconomica Jadertina 6, no. 2 (November 12, 2017): 4. http://dx.doi.org/10.15291/oec.1340.
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The essence of the catering industry is providing food and beverages services. The food and beverages department provides the food and beverages in the hotel industry, with its restaurant being the most visible part where the food and beverages supply and demand takes place. The researching of this organizational segment is important because it contributes to the understanding and improvement of the
organizational efficacy of the food and beverage department, in particular the restaurant units of the catering organizations. The aim of this paper is to explore the organization of work within the food and beverage department in the Hotel Radisson Blu Resort in Split. The proposed research evolves around the problems of the organization of work of a specific restaurant Fig & Leaf located in the Radisson Blue Resort Split Hotel. The research was conducted by means of questionnaire that included all the employees of the restaurant (N=20). Certain problem areas have been identified in the restaurant’s organization of work: a) a sub-optimal number of employees; b) multiple chain of commands; c) problems of sub-optimal organizational structures in the work of the restaurant; d) problems regarding certain aspects of the organizational culture of the restaurant relating to team work, participatory decision-making, inter-personal trust. For the diagnosed problems in the organization of the restaurant organizational solutions were offered aimed at improving management. This way of solving the organizational sub-optimality can be generally applied within the restaurant business.
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Thomas, Michael Lee, and Linda Greef Mullen. "The Creole Connection: What Happens Next?" Journal of Business Case Studies (JBCS) 5, no. 5 (June 24, 2011): 93. http://dx.doi.org/10.19030/jbcs.v5i5.4725.
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The purpose of this case is to demonstrate the importance of target market selection and positioning, particularly for businesses in small college towns. Additionally, other marketing and management issues are presented to stimulate understanding of the multitude of variables that impact restaurant success. This case is intended for those interested in marketing, management, entrepreneurship, hotel/restaurant management or retailing areas.
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Ivanova, Ludmila, Julieta Trifonova, and Ilinka Terziyska. "Study on some factors for healthy nutrition environment in restaurants in Southwestern Bulgaria." Tourism and hospitality management 18, no. 2 (2012): 259–66. http://dx.doi.org/10.20867/thm.18.2.6.
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The purpose – The purpose of the study is to conduct a regional survey in tourist companies in Southwestern Bulgaria for examining some key factors for building/forming a healthy nutrition environment. Design – The special focus is given to analysis of the key factors for creating healthy nutrition environment in restaurants. Methodology – A cross sectional survey conducted including 34 respondents from 120 operating hotels with restaurants in Southwestern Bulgaria and 30 independent restaurants in Blagoevgrad, Kyustendil and Samokov – the three main towns in the area. The level of knowledge on healthy nutrition and healthy foods was assessed using a 5-rank scale and the healthy practices was conducted in the aspects: availability of healthy options, point-of-purchase information to facilitate healthy choices and promotion and communication of healthy foods. Approach- Implementation of healthy eating practice is studied in restaurants as the restaurant is one of the most important public places that form a healthy nutrition environment and create conditions for implementation of initiatives to support healthy food choices. Findings – It is indicated that the management staff of the surveyed tourist companies shows good level of knowledge and awareness on healthy nutrition issues. Despite good theoretical knowledge, however, the implementation of healthy practices in the restaurant business is insufficiently developed. There is no clear concept for introduction of healthy eating practice in restaurants and there is no active communication with the client in this regard either. The main conclusion focuses on the need of collaboration between nutrition specialists, academic institutions in tourism, and restaurant and hotel entrepreneurs to implement the principles of healthy eating in out-of-home settings. The originality of this research – The originality of the study lies in the fact that for the first time in Bulgaria the preconditions for the formation of a healthy environment in restaurants are explored.
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Davydova, Oksana, and Valentina Protsenko. "Methodical aspects of the neutralization of risks of innovative managing the development of hotel and restaurant enterprises." SHS Web of Conferences 67 (2019): 06011. http://dx.doi.org/10.1051/shsconf/20196706011.
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The article proves the necessity to intensify the activity of hotel and restaurant busness which will allow to avoid risks or to minimize their impact in order to increase the level of competitiveness in the domestic and foreign markets. It is proved that HACCP system can provide requirements of the modern world in the manufacture of safe products and provision of safe services. The main advantages provided by the hotel and restaurant enterprise are the development and implementation of HACCP system in Ukraine. A structural logical scheme of evaluating one of elementary risks of HACCP system implementation to the activities of the hotel and restaurant business is constructed in accordance with the proposed approach. The method of neutralizing risks of innovative management of the development of hotel and restaurant business is worked out.
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S., Tsviliy, and Korniienko O. "POSTCORONAVIRUS MARKETING POLICY OF RETAINING LOYAL CONSUMERS OF HOTEL AND RESTAURANT PRODUCT." Scientific Bulletin of Kherson State University. Series Economic Sciences, no. 42 (June 25, 2021): 50–55. http://dx.doi.org/10.32999/ksu2307-8030/2021-42-8.
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The article is devoted to the study of post-coronavirus marketing policy of retaining loyal consumers of hotel and restaurant products. The understanding of the complex hotel and restaurant product, which is the final product of the hotel and restaurant industry, which covers the processes of production, sales, organization of consumption in accordance with the theory of marketing services. The specific features of the hotel and restaurant product in the concept of modern consumption are highlighted. The scheme of a complex hotel and restaurant product is offered. The profile of the segment of loyal consumers is made. The definition of the term "loyal consumer" is defined as a certain segment of the market of buyers of a complex hotel and restaurant product, which has chosen the range of goods, services and services of a hotel and restaurant enterprise, formed an appropriate and justified by its own decisions and impressions degree of commitment positive emotional attitude to it, demonstrates the rejection of alternative competitors. Criteria for forming loyalty for the consumer are defined. The main benefits of retaining loyal customers for the hotel and restaurant business are outlined. The basic requirements to the enterprise-manufacturer of a complex hotel and restaurant product from loyal consumers are grouped. The priority vectors of attention of the management of the hotel and restaurant firm in the formation of post-coronavirus marketing policy of consumer retention are indicated. The types of analysis that should precede policy development are substantiated. The main purpose and tasks of the postcoronavirus policy of retaining loyal consumers are formulated. Postcoronavirus directions of formation of a set of marketing functions concerning interaction with a segment of supporters of a product of the company are offered. The list of measures for effective interaction and management of a certain microsegment of the market of loyal consumers is made. Further scientific developments should be promising in the direction of creating a digital accounting system for the segment of loyal customers of the enterprise.Keywords: marketing, product, hotel, restaurant, loyal customer. Стаття присвячена дослідженню питань посткоронавірусної маркетингової політики утримання лояльних споживачів готельно-ресторанного продукту. Уточнено розуміння поняття комплексного готельно-ресторанного продукту, виокремлено його специфічні риси та запропоновано схему. Надано визначення терміну «лояльний споживач». Окреслено вигоди від утримання лояльних споживачів для готельно-ресторанного підприємства. Згруповано базові вимоги до підприємства-виробника комплексного готельно-ресторанного продукту з боку лояльних споживачів. Позначено пріоритетні вектори уваги менеджменту фірми при формуванні посткоронавірусної маркетингової політики утримання споживачів. Сформу-льовано головну мету і задачі розробленої політики. Запропоновано посткоронавірусні напрямки формування набору маркетингових функцій щодо взаємодії з сегментом прихильників продукту компанії. Ключові слова: маркетинг, продукт, готель, ресторан, лояльний клієнт.
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Tsviliy, Sergiy, Darya Gurova, and Tetiana Kuklina. "Marketing competitiveness of hotel and restaurant enterprise: theoretical approach and methods of definition." VUZF Review 6, no. 2 (June 29, 2021): 30–41. http://dx.doi.org/10.38188/2534-9228.21.2.05.
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The article considers topical issues of marketing competitiveness of hotel and restaurant business enterprises. The product marketing complex and the service marketing complex have been modernized by including the "period" element in the list of their components. The list of marketing functions of the manufacturer of a complex hotel and restaurant product has been supplemented with the function of implementing the time policy. The stages of the product life cycle are divided according to the principles of achieving effective interaction between producer and consumer based on cost structuring. The model of a complex hotel and restaurant product is presented. The principles of using a comprehensive approach to identifying different types of services in the process of integration in the direction of "producer-consumer" are formulated. An algorithm of effective actions of a hotel and restaurant enterprise to develop a marketing strategy to increase the level of competitiveness is proposed. The method of marketing assessment of the level of competitiveness of the hotel and restaurant enterprise on the basis of substantiation of quantitative criteria is developed. It is concluded that the role of digital services in the growth of a certain level of marketing competitiveness of the hotel and restaurant enterprise is growing rapidly. The priority directions for effective marketing management of the level of competitiveness of the hotel and restaurant enterprise are determined. The types of effects from the implementation of the results of the study in the practice of hotel and restaurant business are identified and grouped.
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Macaulay, James, and Thomas P. Cullen. "The Three M's of Service Industry Productivity: Misunderstood, Miscalculated and Mismanaged." Hospitality Education and Research Journal 12, no. 2 (February 1988): 443–51. http://dx.doi.org/10.1177/109634808801200245.
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Productivity in the hospitality industry is a major management concern. Productivity in hotels has not grown at all since 1979. In the restaurant industry, output has declined at an annual rate of 0.7 percent over the same period. While some productivity improvement techniques developed in manufacturing industries have ramifications for the hospitality industry, unique characteristics of the hotel and restaurant business mean that productivity improvement techniques borrowed from manufacturing have to be carefully selected and modified to be used in service industries. Since the work pace is largely determined by customer demand, and the service interaction is a crucial part of the total “product,” management must change its thinking about productivity before improvements are possible.
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Sulastri, Lalas, and Prima Nugraha. "SUPERVISION OF HOTEL AND RESTAURANT TAX LEARNING TO IMPROVE REGIONAL ORIGINAL INCOME (PAD) SUMEDANG DISTRICT." Journal of Economic Empowerment Strategy (JEES) 2, no. 1 (February 28, 2019): 13. http://dx.doi.org/10.30740/j.v2i1.32.
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To manage hotel and restaurant taxes, it is absolutely necessary to have sufficient supervision and to supervise the implementation of hotel and restaurant taxes carried out by the Regional Revenue Service. The purpose of this study, namely to determine the implementation of supervision of hotel and restaurant tax collection, things that hinder and efforts that must be done to overcome obstacles to the implementation of supervision of hotel and restaurant tax collection in increasing the original revenue of Sumedang Regency. The method used in this research is qualitative method. With eight informants of research, namely the Head of the Regional Revenue Service, Head of Planning and Operations Control, Head of Control and Supervision Section, Executive Staff of Operational Control Planning, hotel and restaurant management. The results of the study show that controlling of hotel tax collection and restaurant tax to increase Sumedang Regency's original revenue has been effective but not yet maximally this can be seen from still encountered several obstacles, including the competency of tax collector officers, budget constraints and low awareness of taxpayers. However, it is expected that in the future there will be improvements in line with efforts to be carried out by the Regional Revenue Service of Sumedang Regency.
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Sulastri, Lalas, and Prima Nugraha. "SUPERVISION OF HOTEL AND RESTAURANT TAX LEARNING TO IMPROVE REGIONAL ORIGINAL INCOME (PAD) SUMEDANG DISTRICT." Journal of Economic Empowerment Strategy (JEES) 2, no. 1 (February 28, 2019): 13. http://dx.doi.org/10.30740/jees.v2i1.32.
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To manage hotel and restaurant taxes, it is absolutely necessary to have sufficient supervision and to supervise the implementation of hotel and restaurant taxes carried out by the Regional Revenue Service. The purpose of this study, namely to determine the implementation of supervision of hotel and restaurant tax collection, things that hinder and efforts that must be done to overcome obstacles to the implementation of supervision of hotel and restaurant tax collection in increasing the original revenue of Sumedang Regency. The method used in this research is qualitative method. With eight informants of research, namely the Head of the Regional Revenue Service, Head of Planning and Operations Control, Head of Control and Supervision Section, Executive Staff of Operational Control Planning, hotel and restaurant management. The results of the study show that controlling of hotel tax collection and restaurant tax to increase Sumedang Regency's original revenue has been effective but not yet maximally this can be seen from still encountered several obstacles, including the competency of tax collector officers, budget constraints and low awareness of taxpayers. However, it is expected that in the future there will be improvements in line with efforts to be carried out by the Regional Revenue Service of Sumedang Regency.
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Chen, Annie, Norman Peng, and Kuang-peng Hung. "The effects of luxury restaurant environments on diners’ emotions and loyalty." International Journal of Contemporary Hospitality Management 27, no. 2 (March 16, 2015): 236–60. http://dx.doi.org/10.1108/ijchm-07-2013-0280.
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Purpose – This paper aims to examine diners’ luxury restaurant consumption behavior by incorporating diner expectations into a modified Mehrabian–Russell model. Consumers dine at luxury restaurants for reasons beyond fulfilling basic needs. However, little is known about the factors that contribute to diners’ emotions and loyalty toward luxury restaurants. Design/methodology/approach – To examine the proposed six hypotheses, qualitative and quantitative studies were performed. Following exploratory qualitative research, 310 consumers who dined at Taiwan’s five-star hotel restaurants were recruited for the main study. Data were analyzed using structural equation modeling. Findings – The results show that restaurants’ stimuli influence diners’ positive and negative emotions (organisms), which, in turn, affect their loyalty toward luxury restaurants (responses). Furthermore, customers with different levels of expectation react differently to stimuli. Practical implications – This study offers new empirical support for the proposition that diner expectation plays a role in building customer loyalty and, thereby, shades both theoretical and managerial understanding of the luxury restaurant consumption process. Originality/value – This study conceptualizes diners’ loyalty toward luxury restaurants (e.g. revisiting and recommending luxury restaurants) by examining the influence of restaurants’ stimuli, diners’ emotions and customers’ expectations toward luxury restaurants. Additionally, this study offers some managerial implications for practitioners.
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Arifin, Muhammad, and Muh Zainuddin Badollahi. "Relevansi Kurikulum Hospitality Politeknik Pariwisata Makassar terhadap Restoran di Sulawesi Selatan." Pepatudzu : Media Pendidikan dan Sosial Kemasyarakatan 16, no. 1 (May 31, 2020): 10. http://dx.doi.org/10.35329/fkip.v16i1.657.
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This study aims to see where the relevance of the spatial management study program curriculum to restaurants in South Sulawesi specifically chooses 3 regencies/cities that have a 3A visit level and tourism concept. By using quantitative descriptive. Based on research results found in the existing curriculum relevant to restaurants this can be used from the absorption of alumni who work in the hotel and restaurant sector as much as 98.94%. Besides that the waiting time for alumni to get an average job is 3-6 months.
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Dotsenko, V., T. Kosova, and O. Yaroshevska. "EFFICIENCY OF HOTEL AND RESTAURANT BUSINESS MANAGEMENT: CRITERION OF FINANCIAL RESULTS." Ekonomika ta derzhava, no. 6 (June 26, 2020): 28. http://dx.doi.org/10.32702/2306-6806.2020.6.28.
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Dotsenko, V. F., T. D. Kosova, and O. V. Yaroshevska. "Corporate Management in the Hotel and Restaurant Industry: Organization, Standardization, Financialization." Business Inform 6, no. 509 (2020): 181–89. http://dx.doi.org/10.32983/2222-4459-2020-6-181-189.
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Baitenova, L., M. Smikova, and L. Mutaliyeva. "Methodical aspects of marketing management in the hotel and restaurant business." International Journal of Academic Research 5, no. 2 (March 3, 2013): 30–33. http://dx.doi.org/10.7813/2075-4124.2013/5-2/b.4.
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HEIDAROVA, O., and V. PAIUK. "PROTECTION OF INFORMATION SYSTEMS AND TECHNOLOGIES IN MANAGEMENT HOTEL-RESTAURANT BUSINESS." HERALD of Khmelnytskyi national university 266, no. 1 (January 2019): 115–18. http://dx.doi.org/10.31891/2307-5740-2018-266-1-115-118.
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Schmelzer, Claire D., Patricia S. Costello, S. Lynn Blalock, and Peggy S. Meszaros. "Baccalaureate Hotel, Restaurant, and Institutional Management Programs in Home Economics Units." Home Economics Research Journal 18, no. 1 (September 1989): 53–60. http://dx.doi.org/10.1177/1077727x8901800106.
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Lee, Seonjeong (Ally), and Soon-Ho Kim. "Role of restaurant employees’ intrinsic motivations on knowledge management." International Journal of Contemporary Hospitality Management 29, no. 11 (November 13, 2017): 2751–66. http://dx.doi.org/10.1108/ijchm-01-2016-0043.
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Purpose This study aims to investigate the role of restaurant employees’ intrinsic motivations that influenced their knowledge-sharing behaviors and knowledge application behaviors, based on need theory and prior knowledge management research. Design/methodology/approach A cross-sectional, self-administered survey was used to collect data from employees who work in the food and beverage sections of hotels, coffee shops or restaurants. Findings Results from this study supported the role of employees’ intrinsic motivations to share knowledge with other employees and apply their knowledge to actions. Moreover, results identified employees’ knowledge application behaviors that influenced their innovative behaviors. Originality/value This paper investigated the role of restaurant employees’ intrinsic motivations on their knowledge management and innovative behaviors.
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Racela, Olimpia C., and Ravisara Narula. "Feature Suites Company Limited: The Management Contract of Manor Inn." Asian Case Research Journal 23, no. 02 (December 2019): 519–37. http://dx.doi.org/10.1142/s0218927519500214.
Full textAbstract:
Feature Suites Co. Ltd. (Feature Suites), a hospitality and restaurant business, had hired Agate Hospitality Group (Agate) in 1987 to manage the operations of its Manor Inn under Agate’s Modish hotel brand. The management contract between Feature Suites and Agate would end on 31 January 2018 and the ongoing 10 months of negotiations for contract renewal needed to come to a close. The two parties had different views on the level of the operator guarantees in return of the proposed maintenance budget of THB250 million. Feature Suites needed to decide whether to renew the existing contract or to pursue another alternative to manage its Manor Inn hotel operations.
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Judina, Olena Ivanivna. "Management system the sustainable development of enterprise of hotel and restaurant business based on cost monitoring." European Journal of Management Issues 27, no. 1-2 (June 25, 2019): 21–28. http://dx.doi.org/10.15421/191903.
Full textAbstract:
Purpose – to formulate and justify the optimal system model for managing sustainable economic development of a hotel and restaurant business.
Design/Method/Approach. A theoretical generalization, logical-critical and economic-mathematical analysis patterns of functioning of a business as an economic system, based on systemic, process and target methodological approaches.
Findings. The regularities of the business operating as an economic system are investigated. The system, target and process approaches to managing a business entity by developing a methodology related to the target functions formation of the individual subsystems and processes that make up the business activity are studied to identify patterns of their interaction and achieve an integrated result with the greatest efficiency. A structural-logical model of the control system is formed under the influence of disturbing environmental factors based on the objective functions and established vectors of sustainable economic development of the hotel and restaurant business, taking into account monitoring of its performance.
Practical implications. The research results allow formulating the target management system for the sustainable economic development of the hotel and restaurant businesses based on monitoring costs as elements of the resources consumed, and effectively get adapted to environmental changes through integration of engineering, technology, economics, planning and management methods.
Originality/Value. There was proposed a method for the system formation for managing sustainable economic development of a hotel and restaurant business based on cost monitoring, which, unlike existing ones, based on a set of system, process and target approaches and enables by differentiation processes occurring within the business and establishing patterns of their functional links with indicators of resource costs, provide forecasting and planning of performance.
Research limitations/Future research. These researches are the basis for the subsequent evaluation and prediction of the of the operation efficiency, optimize resource costs of production and commercial activities of business entities, to create a mechanism for sustainable development of businesses.
Paper type – theoretical.