Abstract
This paper explores the strategies and methods used in the hotel industry when targeting a more mature demographic as well as the importance of increasing nationalism despite the political situation around the world. There are several important factors to recognize in the aging population and its travel activities such as price, convenience and location. The writer of this paper details the key priorities for strategic hotel management including the importance in satisfying the customer regardless of age or nationality. The writer also considers the scope of the mature traveler's impact on strategic hotel management and marketing.
Topics covered in this paper include:
Introduction and Overview
The Effects of the Aging Population on Tourism and the Hotel Industry
Growing Nationalism
Conclusion
Bibliography

From the Paper
"For the aging population, a reduction in room charges may also be a means of getting more business from elderly travelers. It is important that, when reservations are made, that the reservations clerk confirm if a Senior Discount applies. There are, of course, many travel professionals who specialize in creating tours for senior citizens, and these bookings would normally inform the hotel about such discounts."

Tags:business, tourism, senior, aging, mature, travel, finance, nationalism, politics

Abstract
The paper describes how a manager instituted the necessary strategic reforms of the Desert Palms Hotel and Casino by addressing the property's financial statements, the operational aspects of the property, the organizational hierarchy at the property, the evaluation of the property's processes and by significantly reducing the marketing and advertising expenses of the property. The paper also discusses the proposed water park at the site and provides a RBV and SWOT analysis for the casino. In addition, the paper explains the different types of strategic control and concludes that the Desert Palms Casino is in the right direction for making progress if it is able to build the water park.

From the Paper
"Just six months earlier, Robert Hoffman had been a happily retired 55-year-old man in the habit of watching Oprah every morning and taking a long afternoon nap. After 30 years in the gaming business, 20 spent as the General Manager of the Gold Strike Inn and Casino in Boulder City, Nevada, he had welcomed retirement with open arms. When the call came from Michael Sharp, CEO of National Gaming, Inc., to consider taking over the helm of the Laughlin property, Hoffman was intrigued by the challenge but reluctant to step out of his comfortable retirement routine. Mr. Sharp was confident in Hoffman's ability to turn the property around in a couple of years, and told him he would be back in retirement before he knew it. The sales pitch worked, and a few weeks later, he arrived on the scene to assume the top spot at the Desert Palms."

Tags:RBV, SWOT, analysis, expenses, marketing, human, resources, strategic, control

Abstract
This paper examines the hospitality industry, one of the largest industries in both global and national contexts. It looks at how the industry is composed of fifteen segments including lodging (hotels), commercial food service (restaurants and catering), institutional food service, casinos, cruise lines, travel agency services, event services, convention hosting, arena services, sport complex management, resorts, parks, clubs, tourism and transportation services related to the other segments of the industry. It show how this complex industry accounts for more jobs, sales and tax revenues than any other single industry in most countries and how the segments of the hospitality industry are interdependent and rely on one another for overall success.

Outline
Introduction
Defining Hospitality
Importance of Industry
Structure of Text
Tourism, Travel and the Hospitality Industry
Status of the Industry
Importance to Hospitality
Agency Relations Trends
Property Development
Development
Design
Acquisition and Financing
Creating Value
Brand Management
Franchising
International Operations
Tourism, Travel and the Hospitality Industry
Status of the Industry
Importance to Hospitality
Agency Relations
Trends
Property Development
Development
Design
Acquisition and Financing
Creating Value
Brand Management
Franchising
International Operations
Strategic Management
Industry Relationships
External Environment
Importance of Change
Planning
Finance Management
Revenue Control
Yield Management
Cost Control
Financial Statement Analysis
Balance Sheet
Income Statement
Cash Flow Statement
Legal Issues
Contract Law
Liability Exposure
Diversity Issues
Discrimination Law
Employment Law
Information Management
Computer Systems
Data Management
Data Analysis and Application
Operational Technology
Check-In and Check-Out
Security Technology
Guest-Oriented Technology
Guest Room
Technology
Special Facilities
Operations Management
Security and Loss Prevention
Sanitation Issues
Maintenance Management
Energy Management
Organizational Management
Organizational Structure
Organizational Behavior
Organizational Communication
Organization of Work
Human Resource Management
Functions
Recruitment and Retention
Compensation Management
Marketing Management
Planning
Strategy Development
Promotion
Sales Management
Developing Customer Value
Lodging Management
Food and Beverage Management
Casino Management
Event Management
Conventions
Conferences
Resort Management
Professional Standards
Codes of Conduct
Best Practices
Benchmarking

From the Paper
"In 1988, tourism once again began a rise. This time, however, the crisis in the Middle East that eventually erupted into the Gulf War brought tourism to a screeching halt. When the Gulf War ended, tourism was once again expected to begin a growth phase. By that time, however, the United States had entered into another economic recession, and economic activity in most of the other industrial nations had begun to slow. At that time, recovery in the travel industry was not expected to occur until the mid-1990s."

Tags:commercial, food, service, casinos, travel, agency, parks, clubs, tourism

Abstract
In this paper the author identifies the hospitality and tourism industry as one of the fastest growing industries in the America with hotels, motels, and restaurants remaining open 24 hours a day, seven days a week to meet the demands of society.He reports that the food service industry employs more than 11.3 million workers making the food service industry one of the leading generators of job growth worldwide.Using these facts he highlights the best ways to strategically manage such an industry to meet its growing demands and changes. Strategies Core Competencies Sustainability

From the Paper
"All the hotels, pubs and restaurants were diversifying their customer base, in particular to even out peaks and troughs in demand by attracting a mix of business and leisure customers, while the contract catering companies also balanced corporate clients with leisure functions, high street retailing and specialist supply to hotels. While two-thirds of the establishments were expanding or diversifying their product service range, there was some contrasting evidence of increasing segmentation and specialization."

Tags:work, capability, ownership, labor, workforces, employees

Abstract
The paper explains how the organizational culture of Shangri-La Hotels and Resorts is based upon a five-tier organizational design. The paper goes on to discusses how the critical success factor in the organization culture at Shangri-La hotels is the delegation of authority that encourages the employees to take initiatives on their own. The paper examines how in China, employees were reluctant to make decisions on their own, and so the management of the company focused upon continual training and communication to impress upon the employees the importance of taking initiatives on their own. The paper demonstrates how this has given the company a sustainable competitive advantage. The paper also provides recommendations to the company regarding future strategies and technology systems.

Outline:
Introduction
Critical Review
Recommendations
Conclusion

From the Paper
"Shangri-La Hotels and Resorts had been established in Singapore by Malaysian-Chinese tycoon Robert Kuok. Soon after its founding, the company quickly differentiated itself from competition by uniquely positioning on distinctive Asian standards of service and hospitality. By 2006, the company had diversified its operations into four main areas: hotel ownership and operations, property development, hotel management and spas. By this time the company had also become the largest hotel chain in Southeast Asia. This position had been built based on the intangible resource of it service model which was to delight the customer each and every time. Shangri-La hospitality was built around five core principles: respect, humility, courtesy, helpfulness and sincerity. These core principles formed the basis for the company's service model (http://www.shangri-la.com/)."

Tags:competencies, employees, initiatives, authority, decision-making, customer, satisfaction

Abstract
This three-page undergraduate paper discusses hotel management. The author examines the tasks a hotel manager performs, the training required to become a hotel manager, and the challenges and rewards involved in a career in the hospitality field.

Abstract
The paper outlines a marketing strategic plan based on the known marketing tools and techniques. The paper then analyzes the marketing strategies used in the Japanese market and what it offers to buyers, sellers, manufacturers and investors thereby showing the connection between marketing and the accomplishment of the corporate goals. It also shows how the process of strategic marketing planning determines the accomplishment or failure of the targeted performance and goals of an organization.

From the Paper
"Choosing the market of Japan for a close analysis from the standpoint of marketing strategies and principles being employed in the international market is most suitable decision, keeping in mind the fact that Japan has the world's second most large economy. This is because Japan "occupies an important position in virtually every industry and business activity worldwide" (Genzberger & Hinkelman, Introduction)."

Tags:technology, manufacturer, consumer, distribution, communication

Abstract
The paper discusses the constraints experienced in the supply chain of ABI and identifies seven forms of waste at the company. The paper also explains eight distinct work streams that will drive the improvement of the beer and soft drinks supply chains and looks at two areas where the company can improve these processes. In addition, the paper provides suggestions and recommendations for change and presents an action plan. The paper concludes with a personal note from the author on what he has learned about managing a plant. The paper includes many color graphs and diagrams.

Outline:
Introduction and Background
Application of Operations and Logistics within Your Business Unit or Section.
Key Issues - 7 Forms of Waste
Areas for Improvement
Account Manager-RTM Processes
Stock Ordering, Control, Levels and Management Systems
Action Plan - ABI Vaal - Projects Garmin/Kopanang
Conclusion

From the Paper
"The business under discussion is ABI, the Soft Drink Division of SAB Ltd. The core business model focuses on the provision of a wide range of beverages to the South African market, in the specific provinces where ABI operates. The plant at which I am employed is in Vanderbijlpark, commonly known as the Vaal.
"Our plant used to be a production plant, focusing on production and haulage southwards to the Free State including Welkom, Klerksdorp, Bethlehem and Kroonstad, which was not viable from Johannesburg. This production has ceased and we now receive our product from various manufacturing plants including Midrand and Devland. The plant is now a sales and distribution depot for the Vaal area."

Tags:supply, chain, logistics, change, distribution, customer, satisfaction

Abstract
This paper first looks at the limitations of franchising the Embassy Suites Hotels corporation. Then, the paper shows a long list of items on the corporation's Uniform Franchise Offering Circular, or UFOC and explains and details as to what exactly they might mean for the prospective franchisee and hotel owner. Finally, a conclusion is made, based upon the proposed relationship and financial benefits and liabilities, including the sources that have been studied.

From the Paper
"This paper will discuss and dissect the issue of the limitations of the Embassy Suites Hotels corporation's franchise program and its Uniform Franchise Offering Circular (UFOC). This document is one that is offered up to potential owners and purchasers of franchises at least ten days before said purchase. The purpose of this circular is to best educate and inform potential franchisees of this, or any, hotel corporation just what limitations there are within said corporation and what liabilities these limitations might pose for franchisees and their franchises. The second section will discuss the various items that a franchisor is required to divulge in the UFOC and these items will be studied on the current UFOC from Embassy Suites Hotels. The first set of items to be listed on the Embassy Suites UFOC are those numbered 1 through 4."

Tags:hotel, franchise, management

Abstract
This paper uses the tools of the strategic alignment model, benefits matrix and project management methodologies to develop a plan for a website upgrade for a hotel,The Galaxy International, to improve its business process management. The upgraded website, the author reports, will improve the automation of the process of interacting with the customers. The paper recommends that the implementation of the plan to be conducted using the PRINCE methodology, which facilitates the communications between the top management and the employees.

Table of Contents:
Executive Summary
Introduction
Business Context
Impact on the Organization
Business Benefits
Project Management
Advantages of Using the PRINCE Methodology
Disadvantages of Using the PRINCE Methodology
Management Load
Conclusion

From the Paper
"The company will have to invest substantial resources in the form of man hours and equipment in order to make the upgraded website operational. However the company should go ahead with the investment because otherwise the status quo means that the existing website will not be able to cater to the needs of the changing market conditions. The information that is available in the existing website is too limited to make it of strategic value either to the employees at Galaxy International or to its consumers at Mega Airlines."

Tags:misalignments morale, process mapping, fail-safing formalization