hospitality industry (1)

8/2/2019 Hospitality Industry (1)

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HOSPITALITY INDUSTRY

PRESENTED TO: PROF. SUPRIYA BHUTANI

PRESENTED BY:

ANUJ GOSAI (2)

JIGNESH HIRANI (13)

RITU MALIK (19)


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WHAT IS HOSPITALITY MANAGEMEN? Hospitality management is the sum total

organization involved in planning, controlling,supervising and co-ordinating all the humanand other material resources which meant toprovide comfort, conveniences, satisfaction andacceptable services to guests or any persons ina friendly and hospitable atmosphere in orderto minimize complaints, uncomplimentarystatements and to reduce waste of theseresources.

INTRODUCTION


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Hospitality management industry has beenclassified into three major parts,

Different types of hospitality industry such as

HotelMotel

Guest Houses

TYPES OF HOSPITALITY MANAGEMENT


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India has the potential to become the number onetourist destination in the world with the demand growingat 10.1 per cent per annum, the World Travel andTourism Council (WTTC) has predicted.

The WTO (World Travel Organisation) predicts that Indiawill receive 25 million tourists by year 2015.

Major attractions in India are the world's highestmountains, miles of coastline with excellent beaches,tropical forests and wildlife, desert safari, lagoonbackwaters, ancient monuments, forts and palaces,adventure tourism and, of course, the Taj Mahal.

THE GROWING HOSPITALITY INDUSTRY IN INDIA


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Existing hotel rooms in India: 202,963, source

FHRAI

Revenue of the Indian hotel industry FY 2009-

10: US$ 137.36 (INR 47,889.03 crore)

30% of this revenue i.e. US$ 41.2 million (INR

14,366.7 crore) went back into the market in FY

2008-09 as operating expenses

CURRENT SCENARIO


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NUMBER OF HOTELS IN INDIA


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Strengths A very wide variety of hotels is present in the country

that can fulfill the demand of the tourists.

There are international players in the market such as Taj

and Oberoi & International Chains.

Thus, the needs of the international tourists travellers

are met while they are on a visit to India.

Manpower costs in the Indian hotel industry is one ofthe lowest in the world.

This provides better margins for Indian hotel industry.

SWOT ANALYSIS


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The cost of land in India is high at 50% of total project cost asagainst 15% abroad

This acts as a major deterrent to the Indian hotel industry

The hotel industry in India is heavily staffed. This can be gauged

from the facts that while

Indian hotel companies have a staff to room ratio of 3:1, this ratio

is 1:1 for international hotel companies

High tax structure in the industry makes the industry worse off

than its international equivalent

In India the expenditure tax, luxury tax and sales tax inflate the

hotel bill by over 30%. Effective tax in the South East Asian

countries works out to only 4-5%

WEAKNESS


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In the long-term the hotel industry in India haslatent potential for growth.

This is because India is an ideal destination for

tourists as it is the only country with the mostdiverse topography.

For India, the inbound tourists are a mere 0.49%

of the global figures.

This number is expected to increase at a

phenomenal rate thus pushing up the demand

for the hotel industry.

OPPORTUNITY


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Guest houses replace the hotels This is a growing trend in the west and is now

catching up in India also, thus diverting the hotel

traffic

Political turbulence in the area reduces tourist

traffic and thus the business of the hotels

Changing trends in the west demand similar

changes in India, which here are difficult

to implement due to high project costs.

THREATS


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THE THREE-STAGE MODEL OF SERVICE CONSUMPTION

PRE-PURCHASE STAGE: Awareness Need: Vacation, Tours, A place to relax enjoy and

have

Information Search: Internet, Journals, Word of Mouth,

Evaluation of Alternatives: Comparison of the rates, selecting thebest package,


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Service Encounter Stage:



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Post- Encounter Stage: Evaluation through feedbackforms, satisfaction of consumers, spreading positive

word of mouth



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Functional Risk: Will I be able to experience good room service?

Will I be able to enjoy and relax in the hotel?

Financial Risk:

Will the charges will be high? Will I incur lot of other costs inspite of paying the regular

charges?

Temporal Risk:

Will the have availability of room? Will the service be slow and unmanageable?

PERCEIVED RISK


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Physical Risk: Will the food served will harm my health?

Will I get sick while travelling long distance?

Psychological Risk:

Will my things/luggage will be safe here? Is the security level high here?

Social Risk:

Will my family like this place?

Is this place suitable for family/friends meeting? Sensory Risk:

Will I get a comfortable room for my family/friends?

Will the view from my room be good?

PERCEIVED RISK


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Reservation

Valet

Parking

Reception

Baggage

Service

CocktailBar

RestaurantEntertainment/

Sports / Exercise

Telephone

Wake-upCall

Room

Service

Business

Center

Cashier

A Bed for the

Night in an

Elegant Private

Room with a

Bathroom

CORE AND SUPPLEMENTARY SERVICE IN A LUXURY HOTEL


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FLOWER OF SERVICE


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Information - Reg. the org.,, promotion schemes etc.Through website, call

service, sms, employees etc.

Consultation - Reg. the choices of class, routes to a destination & special

menus for frequent visitors

Order taking - Booking - through phones, fax and internet Call Centres, Company

Website & Agents

Hospitality - Most important differentiating factor

Safe keeping - Luggage & Children

Exceptions - Special requests reg. meal preferences, special amenities

for elderly people or children, medical needs etc.

Billing - Charges split, E-mail bills etc.

Payment - Credit card, Travellers cheque, Special payment privileges

for frequent visitors


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SUPPORTPROCESS

CON

TACTPERSON

(BackStage)

(On

Stage)

CUST

OMER

Hotel ExteriorParking

Cart forBags

DeskRegistration

PapersLobby

Key

ElevatorsHallways

Room

Cart forBags

RoomAmenities

Bath

Menu DeliveryTray

FoodAppearance

Food BillDesk

LobbyHotel Exterior

Parking

Arriveat

Hotel

Give Bagsto

BellpersonCheck in

Go to

Room

Receive

Bags

Sleep

Shower

CallRoom

Service

Receive

FoodEat

Check outand

Leave

Greet andTake

Bags

ProcessRegistration

Deliver

Bags

Deliver

FoodProcess

CheckOut

Take Bagsto Room

TakeFood

Order

RegistrationSystem

PrepareFood

PHYSICAL

EVIDENCE

Line of Interaction

Line of Visibility

Line of Internal Interaction

RegistrationSystem

BLUE PRINT FOR OVERNIGHT HOTEL STAY


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Environmental

Dimensions

Perceived

ServiceScape

Ambient

Conditions

Temp, air

qu,noise,mu

sic,scent

Space/

Function

Layout,equip,furnishing

Signs,

Symbols &

Artefacts

Cognitive

Emotional

Psychological

Customer

Response

Moderator

Employee

Responses

Approach

or

Avoid

Approach

or

Avoid

Social Interaction

Between

Customers &

Employees

Holistic

Environ-

ment

Moderators Internal Responses

Customer

Responses

Employee

ResponseModerator

Cognitive

Emotional

Psychological

An Integrated Framework Bitners Service Scape Model


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THE GAPS MODEL


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The knowledge gap:

Hotel managers must know and understand what their guests expect from

their stay, including all tangibles and intangible components

The size of the gap is dependent on the extent of upward communication ,

the number of layers of management, the size of the organization

The extent of marketing research to identify customer expectations

The policy gap:

It is measured by how well the service design specifications match up to

managements perception of customer expectations

The extent of this gap is dependent on managements belief that service

quality is important and that it is possible, as well as the resources that are

available for the provision of the service.

THE GAPS MODEL


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Delivery Gap: Since individuals perform the service, the quality may be affected by such

factors as skill level, type of training received, degree of role congruity

or conflict, and job fit

The process is further complicated by the customers participation in the

service encounter

Communication Gap:

Hospitality companies use advertising, personal selling, and

sales promotion to inform, persuade, and remind guests about its products

and services

Showing beautifully appointed hotel rooms, refreshing swimming pools, andluxurious lobby areas in an advertisement communicates to the target

customers.

The extent of communications between the company and the advertising

agencies will affect the size of the gap.

Over-promising is commonly responsible for the communication gap.

THE GAPS MODEL


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RUSSELLSMODEL

AROUSING

EXCITING

PLEASANT

RELAXINGSLEEPY

BORING

UNPLEASANT

DISTRESSING

RUSSELLS MODEL OF AFFECT


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Problem: Non- Availability of rooms (during vacation)

Information:

Lack of research, planning

Over doing promotions, unable to manage the rush

Procedures: Confused/ delayed room selections

More and more cancelations

Over reservations

Desire to earn more income Front-Stage personnel:

Few Employees

Untrained/undermotivated employees

ROOT CAUSE ANALYSIS


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Inability to handle such situations

Late/delayed/slow response to customers

Backstage Personnel:

Late cleaners

Unavailability of the required staff

Facilities Equipment

Cleaning and maintaining tools

Materials used and required by customers

Failures in services Material Supplies:

Late food service/room service

Lack of things required by customers

ROOT CAUSE ANALYSIS


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Customers:

Being rude and making unnecessary demands

Arriving late

Over booking of rooms/ cancellations

Other causes: Peak period

Less rooms

Unnecessary Promotions

ROOT CAUSE ANALYSIS


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THANK YOU

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