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Friday, March 5, 2010

Managers vs Leaders

It is very easy to be a manager; but it is very hard to be a leader who leads and develops people.
· Managers only look at what is happening today. They want the day to pass by.
· Leaders manage and look at the whole picture. They think about today because it will affect their tomorrow.
· Managers are selfish. They want to control everything so they can get credit for everything.
· leaders are unselfish. If they see a team member successes, it makes them feel proud.
· Leaders blame no one, but managers blame everyone.
· Managers think about their growth and career advancement.
· leaders work very hard to help their team members grow and advance.
· Managers give orders to the team.
· Leaders communicate and share information with the team.
So, are you a manager or a leader?

Sunday, March 29, 2009


Daily Digest for Thursday Mar 26, 2009


Featured News
A Call for Immediate Action Regarding a Threat to Organic Food
Appointments & Promotions
Seasoned Designer Joins Apollo Renovation Team
Changes in the Rezidor's IR Organization
HFTP Extends Board Application Deadline to April 4
Preferred Makes Six New Appointments
Langham Promotes Katie Benson to Regional VP
Business & Finance
Change Coming for Australia's Major Owners
Hotel Investment Activity Across Canada Drops
Global Hotel Prices Drop 12%
Tropicana and Creditors Reach Agreement on Reorganization Plan
HREC Arranges Sale of Houston Hampton Inn
Holiday Inn Melaka Joins Earth Hour
Las VegasTakes Pro Meetings Stance
AHLA: Senator Will Not Support the Employee Free Choice Act
Starwood Hotels Moves Downtown
Hotel Openings & Acquisitions
Novotel to Open in Manado, Indonesia
Park Inn comes to Saudi Arabia and Oman
Homewood to Build in Birmingham Area
Equities Opens Hampton in Brunswick, GA
Aloft Deal for Chapel Hill, NC
Former Holiday Inn Now Doubletree Collinsville/St. Louis
Hotel Packages, Renovations, & Awards
Shangri-La to Launch CustomStay
Life Heritage Resort Hoi Debuts Life Spa
Chicago Ritz Unveils New Guestrooms and Suites
Millennium Bostonian Finishes $25 million Makeover
Doubletree in Times Square Hilton HHonors Reward Offer
Conference & Event News
Keeping Ahead in Current Economy is Focus at Controllers Conference
CHTA Sets Speakers and Agenda for Investment Conference
EMCVenues to Host MEET USA-MidWest - May 28 – 29
U.S. Travel Association Announces Six Finalists for Innovator of the Year
Products & Services
Bridgeport Conference Center Partners with UniFocus
A Customer’s Perception Starts in the Lobby
Convention & Visitor Bureau News
Sample Sumptuous Sonoma County
New Reasons to Visit Sonoma's Wine Country
Read more of today's headlines ...


Spas, Health & Fitness
Critical Steps to Open Your Spa Effectively
By Gary Henkin, President & Founder, WTS International
Spas are as susceptible as any service business to the challenges and pitfalls of today’s difficult economic environment. The perception was that spas and the luxury service segment (hotels, retail products, restaurants, etc.) were reasonably insulated to severe economic downturn. We know now that this isn’t the case, and spas are facing challenges that didn’t exist just six months ago. In order to position your spa to maximize the chance for operational and financial success, one should pay more attention today to the pre-opening and planning phases. Creating a delineative identity in combination with a well thought out timeline for opening will give your spa the best chance for a successful launch.
Read full story

Saturday, March 21, 2009

Communication

Again,
What makes a hotel five stars is how the teams communicate among each other. What makes a five stars hotel different to another five stars hotel is the way its teams share the informations among themselves.

Luxury is service! It is not only amenity or location.

Luxury service is luxury communication,

How many times you stayed at a hotel and felt that all of its staff were confused?

How many phone calls you made just for an extra towel?

How many surveys and profile questioners have you answered hoping to get the room you like?

Luxury stay means smooth check in, check out and minimum phone calls to the front desk asking for your requests.

Encourage your employees to know your guests better.

Ask every department to share their knowledge about a guest with other departments.

Learn your guest preferences and communicate them. With every employee.
Don't just send an email with the subject line FYI.

Discuss the guests preferences, talk about them, come up with new ideas, and do your best to give every guest what he/ she asks for.

Every guest specially the repate one should have issues- free stay.

Tuesday, March 17, 2009

Hotel Executive


Daily Digest for Tuesday Mar 17, 2009

Featured News

Business & Finance

Hotel Packages, Renovations, & Awards

Hotel Openings & Acquisitions

Conference & Event News

Products & Services

Appointments & Promotions

Read more of today's headlines ... 














Sales & Marketing: Customer Loyalty

Make the “G” and the “E” in GREEN Stand for “Guest Experience”

By Rob Rush, CEO, LRA Worldwide
As the definition of “green” intersects with “sustainable” and both mature in the marketplace, and it becomes abundantly clear that a “green” hotel needn’t detract from the guest experience, it will behoove hospitality professionals to a) Get on the bus, as sustainable practices will be a required “cost of entry” practice in the future, not a marketing initiative; and b) Figure out how “green” can actually enhance the guest experience.

Read full story 


Friday, March 13, 2009

Mr. Manager

Mr / Ms. Manager:

talks like a recorder.

reads any book about management.

sounds like a book.

has a fake smile 24/7.

thanks you, then makes you feel bad in a second.

never gives you a straight answer.

is a yes man to his bosses

wants to look good; not his department

acts like a politician.

can not motivate his team.

keeps too much information from his assistants

always makes his team worry.

does not want you to advance.

is not open to new ideas.

always has meetings which his team has no idea about.

is not realistic.

is not a good listener.

does what is good for him; not for the team.

brags about how much information, and contacts he knows.

does not trust his assistants.

does not teach his team.

does not care about his team opinion.

does not share good news with his team.

does not know how to communicate with his pairs.

Every good idea is his, and the bad one is not.

So,Please DON'T be like him/ her..

Saturday, February 21, 2009

Front Office Sells!!!

Sales people spend hours on the phone trying to get a lead. They send hundreds of emails daily trying to get the meetings’ planners to the hotel. They invite travel agents for lunch and Fam Trips. They send gift cards to the corp travel agents.

They do all the hard parts and don’t do the easy ones!

In every hotel, there is a guest who walks into the hotel for different reasons; resturant, bar, visiting, or attending a conference.
Some of these walk in guests stop by the front desk looking to see a room. Front desk usually calls sales if anyone can show the room, but 99.9% the sales coordinator says: all of the sales managers are busy!

So the front desk agent goes up with the walk in guests to show them the room.

Front desk agents are not trained enough to be sales persons. They don’t know the right questions to ask in order to get the sales lead. As result of this, the hotel lose a potential business because no one from the front office team will follow up with the guest. On the other hand, sales people ask hundreds questions about the business, where did the guest stay before and so on.

Sales team should scheduel a manger everyday to cover all walk in guests. They can create a walk in calendar and every sales manger covers it one day. You can not afford to turn down any kind of business!!

Saturday, January 10, 2009

DD vs Starbucks!


DD is running a huge ad campaign against starbucks.
I am one of so many people who love DD coffee, but still go to starbucks.

A lot of people agreed that DD coffee was better than starbucks and it was also cheaper. But why we still go to starbucks instead of DD. The answer is service.

Starbucks gives a five star service through professional well trained team.

On the other hand, DD employees seem confused and a little bet rude.

If you go to any starbucks in the world, you will find almost the same product and the same style of service. That means starbucks corp spent the money and time to bring its entire employee at the same level.

But DD in Manhattan is totally different to the one in Queens for example.

You cannot use DD gift cards at some DD stores!
Some DD stores don't accept credit cards!

DD should spend the money for training and improving its service instead of attacking starbuck.

DD does not have to proof to people that its coffee is better than starbucks

All DD has to do is to bring people to its store and the quality of coffee and service will talk

Monday, August 25, 2008

Assistant Front Office Manager: AFOM

Position Purpose:
Assist the Assistant Director of Rooms in directing and supervising the operational activities of the hotel’s front office within corporate and hotel guidelines to provide the highest standards of courteous service while permitting acceptable profit levels. Provide daily supervision of Front Office Agents to ensure The Waldorf Astoria’s high standards of quality are met. Handle guest problems/concerns as they occur throughout the day. Produce daily Occupancy Analysis Report.



EXAMPLE OF DUTIES:

ESSENTIAL FUNCTIONS

Average
Percent
of Time

80
%
Operation Management

§ Direct, control, and manage 3 supervisors and 19 line professionals
§ Manage all front desk functions heavily focused on daily arrival and departure process
§ Participates and conducts quarterly and annual reviews
§ Creates and delivers daily pre-shifts and training topics
§ Sets inventory and analyzes same day booking and cancellation activity to manage day of sellouts. Determines same day pricing strategy
§ Handles any customer complaint. Participates in hotel quality forum focusing on continuous operation improvement.
§ Administers and oversees Front Office upsell program
§ Full participation in Front Office business plan
§ Interviews and helps recruit new team members
§ Coordinates and conducts individual and team training and development sessions
§ Maintains a professional environment for team ensuring high morale and job satisfaction
§ Analyzes daily arrival figures. Coordinates room assignments and blocking to ensure customer satisfaction. Manages Customer Relationship Management program across desk.
§ Manages lobby traffic influencing arrival and departure patterns. Makes staffing adjustments based on activity.
§ Develops individual and team agendas focusing on operational efficiency, quality improvement, and/or financial benefits

20
%
Financial Management

§ Manages daily Front Desk payroll. Approves overtime. Analyzes productivity reports and makes staffing decisions based on changing arrival/departure patterns.
§ Accurate forecasting and management of labor and expenses to meet Rooms Department margins
§ Responsible for forecasting of weekly, monthly, and annual periods
§ Manages day of pricing and inventory controls to ensure maximum occupancy and revenue
§ Maintains cash bank up to $10,000
§ Participates in ordering of weekly departmental supplies
§ Analyzes and approves daily room allowances. Implements programs to reduce such expense.
§ Executes Travel Agent Commission report
§ Analyzes and administers automated coupon program. Runs reports, which give detail of reason for expense.



SUPPORTIVE FUNCTIONS

In addition to performance of the essential functions, this position may be required to perform a combination of the following supportive functions, with the percentage of time performing each function to be solely determined by the supervisor based upon the particular requirements of the company.

· Participate in AOD Program
· Perform check-in/out as part of operational role


PHYSICAL REQUIREMENTS:

List the physical requirements for standard performance of this job. Include only those physical requirements which are either very important or essential to the performance of the job and required on a regular basis. This includes, but should not be limited to, physical activities such as lifting, pushing, pulling, climbing, walking, hearing,driving, sight, travel, etc.

Frequency Key: Never – 0 hours; Rare – up to 1 hour; Occasional – 1-3 hours; Frequent – 3-6 Hours; Constant – 6-8 hours



Physical Activity Frequency
Sitting Frequent
Walking Frequent
Climbing stairs Occasional
Crouching/Bending/Stooping Frequent
Reaching Frequent
Grasping Frequent
Pushing/Pulling Occasional
Near Vision Constant
Far Vision Constant
Hearing Constant
Talking Constant
Smell Occasional
Lifting/Carrying(# lbs) Frequent up to 15 lbs.
Travel Rare





OTHER DUTIES


Assimilate into The Hilton Family PRIDE/CARE culture through understanding, supporting and participating in all elements of PRIDE/CARE. Demonstrate working knowledge of the service standards.

Regular attendance in conformance with the standards, which may be established by Hilton from time to time, is essential to the successful performance of this position.



SAFETY REQUIREMENTS

OSHA laws require the use of the following Personal Protective Equipment (PPE) when performing work duties that have the potential of risk to your health or safety:
X None

Team members will be trained in the proper use and care of assigned PPE. The hotel provides the required PPE. It is your responsibility to report defective, damaged or lost PPE, or equipment that does not fit properly, to your Manager.


ORGANIZATIONAL RELATIONSHIPS

Positions directly reporting to this position (titles):

· Front Office Supervisor



SPECIFIC JOB KNOWLEDGE, SKILL AND ABILITY

The individual must possess the following knowledge, skills and abilities and be able to explain and demonstrate that he or she can perform the essential functions of the job, with or without reasonable accommodation.

§ Ability to effectively deal with guests, some of whom will require high levels of patience, tact and diplomacy to defuse anger and collect accurate information and resolve conflicts.
§ Ability to access, analyze and interpret complex information required to perform the job.
§ Ability to instruct subordinates and accomplish goals on a timely basis.
§ Ability to read, listen, communicate, and follow written and/or verbal information and instructions effectively in English.
§ Working knowledge of all operations departments of the hotel.
§ Extensive knowledge of hotel guest rooms, public space and hotel facilities.
§ Ability to effectively deal with internal and external customers.
§ Basic operation knowledge of computer system.
§ Considerable skill in the use of calculator to prepare moderately complex mathematical calculations without error.
§ Manual dexterity necessary for typing.

Wednesday, July 23, 2008

The Address Unveils New Cairo Resort Hotel

JULY 21, 2008.
The Address Hotels & Resorts, Emaar's new premium hotel brand, has signed its first hotel property in Egypt – The Address, Uptown Cairo. The hotel will be the flagship brand of The Address brand in Egypt and is scheduled to open in 2011.The US$2.1 billion Uptown Cairo is located on 1,000 hectares within Mokattam Hills. Uptown Cairo features several residential villages, a Business Park, resorts, spa, sports & leisure facilities, a sprawling shopping mall and a world-class golf course. Uptown Cairo is easily accessible from Maadi, Heliopolis, Nasr City and Central Cairo.Mr Marc Dardenne, Chief Executive Officer, Emaar Hospitality Group, said: “The Address Hotels & Resorts is a truly global brand from Emaar Hospitality, and by managing its first international project in Egypt – one of the fastest growing tourist destinations – we are underscoring our capabilities to offer world-class hospitality services in international markets. Uptown Cairo is a spectacular master-planned community located in the Mokattam Hills and The Address, Uptown Cairo will offer a distinctive hotel experience for guests with our focus on

Tuesday, July 1, 2008

 

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