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117 Hospitality Management Essay Topic Ideas & Examples

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Hospitality management is a thriving industry that encompasses a wide range of topics and areas of study. Whether you are a student looking for inspiration for your next essay or a professional looking to delve deeper into the field, we have compiled a list of 117 hospitality management essay topic ideas and examples to help you get started.

• The role of customer service in the hospitality industry
• The impact of technology on hospitality management
• Sustainable practices in the hospitality industry
• The importance of employee training in the hospitality industry
• Trends in hotel design and architecture
• The rise of Airbnb and its impact on traditional hospitality businesses
• Food safety and hygiene in the hospitality industry
• The psychology of hospitality: understanding guest behavior
• The role of social media in marketing hospitality businesses
• The future of hospitality management: trends and predictions
• The impact of globalization on the hospitality industry
• Crisis management in the hospitality industry
• The rise of experiential hospitality: creating memorable guest experiences
• Diversity and inclusion in the hospitality industry
• The role of ethics in hospitality management
• The impact of COVID-19 on the hospitality industry
• The importance of branding in the hospitality industry
• The role of revenue management in the hospitality industry
• The impact of online reviews on hospitality businesses
• The psychology of pricing in the hospitality industry
• The role of food and beverage in the hospitality industry
• The rise of sustainable tourism and its impact on hospitality businesses
• The importance of strategic planning in the hospitality industry
• The role of leadership in successful hospitality management
• The impact of cultural differences on hospitality management
• The role of innovation in the hospitality industry
• The importance of customer loyalty in the hospitality industry
• The impact of changing consumer preferences on hospitality businesses
• The role of human resources in the hospitality industry
• The impact of artificial intelligence on hospitality management
• The rise of food tourism and its impact on hospitality businesses
• The importance of crisis communication in the hospitality industry
• The role of design thinking in hospitality management
• The impact of climate change on the hospitality industry
• The rise of wellness tourism and its impact on hospitality businesses
• The importance of emotional intelligence in hospitality management
• The role of storytelling in hospitality marketing
• The impact of social responsibility on hospitality businesses
• The rise of virtual reality in the hospitality industry
• The importance of customer feedback in the hospitality industry
• The role of data analytics in hospitality management
• The impact of mobile technology on the hospitality industry
• The rise of food delivery services and their impact on traditional hospitality businesses
• The importance of customer engagement in the hospitality industry
• The role of community engagement in hospitality management
• The impact of celebrity endorsements on hospitality businesses
• The rise of pop-up hospitality experiences and their impact on the industry
• The importance of risk management in the hospitality industry
• The role of innovation in hotel design and architecture
• The impact of cultural events on hospitality businesses
• The importance of networking in the hospitality industry
• The role of storytelling in hospitality management
• The impact of artificial intelligence on guest experiences
• The rise of virtual reality in hospitality marketing
• The importance of user-generated content in hospitality businesses
• The role of branding in the success of hospitality businesses
• The impact of influencers on the hospitality industry
• The rise of food tourism and its impact on local economies
• The importance of cultural sensitivity in hospitality management
• The role of sustainability in the success of hospitality businesses
• The impact of technology on guest experiences
• The rise of experiential marketing in the hospitality industry
• The importance of personalization in hospitality management
• The role of data privacy in the hospitality industry
• The impact of food trends on hospitality businesses
• The importance of social media marketing in the hospitality industry
• The role of customer feedback in improving guest experiences
• The rise of eco-friendly practices in the hospitality industry
• The importance of employee engagement in hospitality management
• The role of artificial intelligence in revenue management
• The rise of food festivals and their impact on local economies
• The importance of community engagement in hospitality management
• The role of mobile technology in enhancing guest experiences
• The impact of virtual reality on hospitality marketing
• The rise of personalized experiences in the hospitality industry
• The role of design

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Essays on Hospitality

Market segmentation for hospitality industry, history and importance of tourism and hospitality industry, tourism and hospitality services management: case study on a sunny resort, characteristic and importance of the tourism and hospitality industry, hospitality and guest service management in hotels, challenges for the growing hospitality and tourism industries in the united states of america, top similar topics.

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Home — Essay Samples — Life — Career — Preparing For A Successful Career In The Hospitality Industry

Preparing for a Successful Career in Hospitality: Career Goals

• Categories: Career Hospitality Success

About this sample

Words: 1085 |

Published: Jun 17, 2020

Words: 1085 | Pages: 2 | 6 min read

Works Cited

• Johnson, R. C. (2019). Career Planning and Succession Management: Developing Your Organization's Talent-for Today and Tomorrow. Routledge.
• Peterson, R. L., & Stunkard, W. F. (2018). Introduction to Hospitality Management. Pearson.
• Chathoth, P. K., Olsen, M. D., & Williams, A. M. (Eds.). (2016). Strategic Management in the International Hospitality and Tourism Industry: Content and Process. Routledge.
• Morrison, A. M. (2013). Hospitality and Travel Marketing. Cengage Learning.
• Cook, S., & Hsu, C. (2020). Building Cultural Intelligence in Hospitality and Tourism. Apple Academic Press.
• Hinkin, T. R., Tracey, J. B., & Enz, C. A. (2008). Scale Development: Theory and Applications. Sage Publications.
• Lencioni, P. (2012). The Advantage: Why Organizational Health Trumps Everything Else in Business. Jossey-Bass.
• Pierce, J. L., & Newstrom, J. W. (2015). Leaders and the Leadership Process. McGraw-Hill Education.
• Conger, J. A. (1998). Charismatic and transformational leadership in organizations: An insider's perspective on these developing streams of research. The Leadership Quarterly, 9(2), 145-179.
• Avolio, B. J., & Yammarino, F. J. (Eds.). (2013). Transformational and Charismatic Leadership: The Road Ahead. Emerald Group Publishing.

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Hospitality Industry: Impact of the COVID-19 Pandemic Essay

Introduction, the impacts of covid-19 on the hospitality, travel and leisure, the use of formative feedback, the cultural and behavioral expectations, the importance of peer-to-peer support.

COVID-19 pandemic has disrupted the operations in the hospitality and travel industry. To prevent the virus from spreading, governments stopped people from moving internationally and in their own countries. People need to be able to move freely from one place to another for hospitality, travel, and leisure activities to run effectively (Mehta et al., 2021). This helps students think more about the approach and examine learning, which assists them learn more. Formative feedback also assists learners in meeting their learning goals because it tells them how they are doing as they go through the process of learning. By formalizing the approach, educators can assist students in developing skills.

Cultural perspective is common in business studies because it helps explain how people behave and why they are different. For example, some cultural expectations are respecting other people’s opinions, listening more when in a conversation, and treating people well (Luthans & Doh, 2018). The next thing to think about is how important it is for people to help each other and work together to help them learn. Peer-to-peer learning is a way for students to work together to reach their educational goals. It enables learners to work through new concepts with others, especially those doing the same thing. It also gives them a chance to teach and be trained by one another.

Hospitality is one of the industries most impacted by the COVID-19 pandemic. It is an industry consisting of restaurants, hotels, amusement parks, entertainment, other tourism-based services, and many more. When governments across the globe restricted the movement of people in and out of the country, the hospitality industry operations were halted (Mehta et al., 2021). For example, there was a significant drop in customers visiting the hotels, amusement parks and many others. I did not leave my country when the bans were introduced. Therefore, restrictions issued by officials lead to a decline in the number of customers visiting the hotels and revenues.

The travel industry is among the hardest-hit sectors by the COVID-19 pandemic. The pandemic led to a collapse of international travel. The authorities in my country introduced a series of measures to protect their citizens from the pandemic (Mehta et al., 2021). One of the measures that placed the travel industry at a standstill was the ban on international movement. According to the World Tourism Organization, the number of travelers dropped significantly when the travel bans were announced. The local travels were not enough for the airports because people were afraid of moving from one place to another. As a result, the travel industry, especially those relying on tourists, was adversely impacted.

COVID-19 pandemic did not spare leisure activities because people were advised to stay at home. Social distancing policies were introduced around the world to stop the spread of coronavirus disease in 2019 (Mehta et al., 2021). These measures have included temporary restrictions on large gatherings and the closure of public facilities, which have limited people’s ability to go on trips and give them more time to do things at home, like gardening and painting, instead. For example, when the authorities introduced social distance policies, I was one of the people affected. I was unable to visit the places that I used to visit previously.

Teachers use formative feedback to help learners focus more on approaching, organizing, and evaluating learning, which contribute to better learning outcomes. This is done in classrooms all the time in various ways, such as in written and spoken form (Ellegaard et al., 2018). Effective formative feedback should be able to close the gap between what the learners are doing and what they want to do. One principle is to close the gap between how well you do now and how well you want to do. It is about what teachers do after they give feedback to their students. Teachers develop ways to improve students’ learning through feedback and show them what they need to do to improve their performance.

In my view, formative feedback is the most important thing one can do to help and guide a child toward academic excellence. Students make mistakes before they are graded, which allows them to improve their work and get a better overall grade (Ellegaard et al., 2018). Students get formative feedback as they work on their work for the final summative exam. This makes sure that they have done everything they can to improve and improve their work. This is one of the best ways to teach, based on my opinion. It relieves students’ stress and makes them more aware and open to learning. It gives the student a better chance to think about and get help from the tutor when a problem with a certain topic comes up.

Formative feedback is important because it lets individuals figure out what’s different. In my view, it helps one to know how they did at learning and how they wanted to do at learning. For example, educators can see how well students understand a subject by having them ask questions in class and talking about what they are learning. Thus, teachers can help low-achieving students meet the requirements for their tests (Ellegaard et al., 2018). The increased motivation caused by formative feedback makes it easier for the learners to figure out what they do not know about learning. Because formative feedback is used, learners are given free advice and instructions for solving problems.

As business and management students, there are various cultural and behavioral expectations. The first expectation is to understand others based on their culture. People act in ways that are linked to their cultures (Luthans & Doh, 2018). As a result, it is important to know how coworkers act when one is in the workplace. Prospering in the workplace means setting up a workplace culture that includes other cultures and incorporating that culture into the workplace. It is important to know how people from different cultures act in the workplace. Culture shapes how people interact with each other, communicate, and understand the world around them in the work environment.

Business and management students are expected to behave professionally. Students are supposed to respect each other’s rights in and outside the school environment (Luthans & Doh, 2018). All students must follow these rules of professional behavior. For example, as a student, I am supposed to respect my colleagues by avoiding disruptive behavior such as participating in non-class-related operations during class sessions. Therefore, students are supposed to acquire appropriate behavior to foster teamwork and a positive relationship with other stakeholders.

Peer-to-peer learning is a way for students to work together to reach their educational goals. It allows students to work together on new ideas and materials with the person who is also participating in the activity (Maccabe & Fonseca, 2021). The teacher encourages students to learn from each other. Peer-to-peer education also gives students the chance to teach and be taught, broadening their perspectives and making them more connected. Students need to learn from each other because they take part in the peer evaluation system for discussion assignments. Therefore, the grades that the students get from their peers also play a role in their overall grades.

People who use the e-learning platform should post their responses to reading assignments on the discussion board in the classroom. In my view, because their work is being looked at, the students who have their work looked at must also look at and give a grade to the work of their peers. The experience gives the students new ideas and knowledge about their peers, and it helps them improve their critical thinking skills (Maccabe & Fonseca, 2021). It also gives students the skills they need for their whole education and career, preparing them for a global society. Furthermore, peer-to-peer learning leads to developing the ability to listen respectfully and respond constructively.

The Covid-19 Pandemic had an effect on hospitality, travel, and leisure. As a result, the authorities introduce measures to reduce the spread of the Covid-19 virus. The formative feedback helps the students think about what they have learned. With formative feedback, teachers can help low-achieving students meet the requirements for the tests. The cultural point of view is common in business studies because it explains why people do well and why they do not. In business and management, all the different cultures should be considered. In addition, peer-to-peer learning helps students learn because it gives them new ideas and perspectives and helps them improve their critical thinking skills.

Ellegaard, M., Damsgaard, L., Bruun, J., & Johannsen, B. F. (2018). Patterns in the form of formative feedback and student response. Assessment & Evaluation in Higher Education , 43 (5), 727-744. Web.

Luthans, F., & Doh, J. P. (2018). International management: Culture, strategy, and behavior . McGraw-Hill.

Maccabe, R., & Fonseca, T. D. (2021). ‘ Lightbulb’moments in higher education: peer-to-peer support in engineering education . Mentoring & Tutoring: Partnership in Learning , 29 (4), 453-470. Web.

Mehta, M. P., Kumar, G., & Ramkumar, M. (2021). Customer expectations in the hotel industry during the COVID-19 pandemic: a global perspective using sentiment analysis. Tourism Recreation Research , 1-18. Web.

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IvyPanda. (2023, February 17). Hospitality Industry: Impact of the COVID-19 Pandemic. https://ivypanda.com/essays/hospitality-industry-impact-of-the-covid-19-pandemic/

"Hospitality Industry: Impact of the COVID-19 Pandemic." IvyPanda , 17 Feb. 2023, ivypanda.com/essays/hospitality-industry-impact-of-the-covid-19-pandemic/.

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IvyPanda . 2023. "Hospitality Industry: Impact of the COVID-19 Pandemic." February 17, 2023. https://ivypanda.com/essays/hospitality-industry-impact-of-the-covid-19-pandemic/.

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IvyPanda . "Hospitality Industry: Impact of the COVID-19 Pandemic." February 17, 2023. https://ivypanda.com/essays/hospitality-industry-impact-of-the-covid-19-pandemic/.

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Essay: Hospitality industry

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Hospitality industry

HOSPITALITY INDUSTRY

Thehospitality industryconsists of broad category of fields within the service industry that includes lodging , restaurants , event planning , theme parks , transportation , cruise line , and additional fields within the tourism industry.

The hospitality industry is a several billion dollar industry that mostly depends on the availability of leisure time and disposable income. A hospitality unit such as a restaurant, hotel, or even an amusement park consists of multiple groups such as facility maintenance, direct operations (servers, housekeepers , porters, kitchen workers, bartenders , etc.), management, marketing, and human resources.

The hospitality industry covers a wide range of organizations offering food service and accommodation. The hospitality industry is divided into sectors according to the skill-sets required for the work involved. Sectors include accommodation, food and beverage, meeting and events, gaming, entertainment and recreation, tourism services, and visitor information.

Usage rate is an important variable for the hospitality industry. Just as a factory owner would wish to have his or her productive asset in use as much as possible (as opposed to having to pay fixed costs while the factory isn’t producing), so do restaurants, hotels, and theme parks seek to maximize the number of customers they "process".

In viewing various industries, " barriers to entry " by newcomers and competitive advantages between current players are very important. Among other things, hospitality industry players find advantage in old classics (location), initial and ongoing investment support (reflected in the material upkeep of facilities and the luxuries located therein), and particular themes adopted by the marketing arm of the organization in question (such as a restaurant called the 51st fighter group that has a WW2 theme in music and other environmental aspects). Very important is also the characteristics of the personnel working in direct contact with the customers. The authenticity, professionalism, and actual concern for the happiness and well-being of the customers that is communicated by successful organizations is a clear competitive advantage.

HOSPITALITY INDUSTRY INCLUDES

ø accommodations.

• Destination spas
• RESTAURANT AND BAR
• Public houses
• Restaurants
• TRAVEL AND TOURISM
• Airline Cabin Staff
• Travel agents

TOURISM OF INDIA

Tourismis the largest service industry in India, with a contribution of 6.23% to the national GDP and 8.78% of the total employment in India. India witnesses more than 5 million annual foreign tourist arrivals and 562 million domestic tourism visits.The tourism industry in India generated about US$100 billion in 2008 and that is expected to increase to US$275.5 billion by 2018 at a 9.4% annual growth rate.The Ministry of Tourism is the nodal agency for the development and promotion of tourism in India and maintains the " Incredible India " campaign.

According toWorld Travel and Tourism Council, India will be a tourism hotspot from 2009-2018,having the highest 10-year growth potential.TheTravel & Tourism Competitiveness Report 2007ranked tourism in India 6th in terms of price competitiveness and 39th in terms of safety and security.Despite short- and medium-term setbacks, such as shortage of hotel rooms,tourism revenues are expected to surge by 42% from 2007 to 2017.

India has a growing medical tourism sector . The 2010 Commonwealth Games in Delhi are expected to significantly boost tourism in India.

The following table provides the major tourist attractions in India by state:

HOTEL INDUSTRY IN INDIA

Over the last decade and half the mad rush to India for business opportunities has intensified and elevated room rates and occupancy levels in India. Even budget hotels are charging USD 250 per day. The successful growth story of ‘Hotel Industry in India’ seconds only to China in Asia Pacific.

Hotels in India’ have supply of 110,000 rooms. According to the tourism ministry, 4.4 million tourists visited India last year and at current trend, demand will soar to 10 million in 2010 – to accommodate 350 million domestic travelers. ‘Hotels in India’ has a shortage of 150,000 rooms fueling hotel room rates across India. With tremendous pull of opportunity, India is a destination for hotel chains looking for growth. The World Travel and Tourism Council, India, data says, India ranks 18th in business travel and will be among the top 5 in this decade. Sources estimate, demand is going to exceed supply by at least 100% over the next 2 years. Five-star hotels in metro cities allot same room, more than once a day to different guests, receiving almost 24-hour rates from both guests against 6-8 hours usage. With demand-supply disparity, ‘Hotel India’ room rates are most likely to rise 25% annually and occupancy to rise by 80%, over the next two years. ‘Hotel Industry in India’ is eroding its competitiveness as a cost effective destination. However, the rating on the ‘Indian Hotels’ is bullish. ‘IndiaHotel Industry’ is adding about 60,000 quality rooms, currently in different stages of planning and development and should be ready by 2012. MNC Hotel Industry giants are flocking India and forging Joint Ventures to earn their share of pie in the race. Government has approved 300 hotel projects, nearly half of which are in the luxury range. Sources said, the manpower requirements of the hotel industry will increase from 7 million in 2002 to 15 million by 2010.

With the USD 23 billion software services sector pushing the Indian economy skywards, more and more IT professionals are flocking to Indian metro cities. ‘Hotel Industryin India’ is set to grow at 15% a year. This figure will skyrocket in 2010, when Delhi hosts the Commonwealth Games. Already, more than 50 international budget hotel chains are moving into India to stake their turf. Therefore, with opportunities galore the future ‘Scenario of Indian Hotel Industry’ looks rosy.

S.W.O.T ANAYLISIS FOR HOTEL INDUSTRY IN INDIA

• 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 of the lowest in the world. This provides better margins for Indian hotel industry.
• India offers a readymade tourist destination with the resources it has. Thus the magnet to pull customers already exists and has potential grow.
• The cost of land in India is high at 50% of total project cost as against 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%.
• Only 97,000 hotel rooms are available in India today, which is less than the Bangkok hotel capacity.
• The services currently offered by the hotels in India are only limited value added services. It is not comparable to the existing world standards.

Opportunities:

• Demand between the national and the inbound tourists can be easily managed due to difference in the period of holidays. For international tourists the peak season for arrival is between September to March when the climatic conditions are suitable where as the national tourist waits for school holidays, generally the summer months.
• In the long-term the hotel industry in India has latent potential for growth. This is because India is an ideal destination for tourists as it is the only country with the most diverse 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.
• Unique experience in heritage hotels.
• 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. In India examples of the same are Insurgency in Jammu Kashmir and the Kargil war.
• Changing trends in the west demand similar changes in India, which here are difficult to implement due to high project costs.
• The economic conditions of a country have a direct impact on the earnings in hotel industry.
• Lack of training man power in the hotel industry

SEGMENTATION TARGETING POSITIONING OF HOTEL INDUSTRY

Segmentation pattern of hospitality industry.

• Star rated hotels
• 5star deluxe
• Heritage hotels
• Heritage classic
• Constructed between 1920-1935
• Heritage grand
• Prior to 1920
• Constructed between 1935-1950
• Budget hotels
• Facility hotels
• Business hotels
• For conference, seminar halls to suite the corporate guest
• Airport hotels
• Located near airports suitable for short stay travellers
• Honeymoon hotels
• Mostly located at hill station and specially to suit honeymoon couples
• Unclassified

Star Rated Hotels

• It forms 30% of industry.
• Eg : ITC,Taj Group, Oberoi Group, ITDC
• 4 star & 3star : For middle level business, executive/leisure travelers.
• 2 star & 1 star: Around tourist spot, preferred by domestic tourist.
• 5 star Deluxe & 5 star: Luxury at high price, 27 % Govt. approved rooms.
• Built over 18000 sq.m Area

INTERCONTINENTAL HOTEL GROUP

The InterContinental brand began in 1946 as part of Pan American Airways under Juan Trippe , when the first hotel opened in Belem , Brazil . In 1981, holding company InterContinental Hotels Corporation was sold to UK-based company Grand Metropolitan . As GrandMet focused it core business and expanded into fast food through the purchase of Burger King , ICH was sold to fund the restructure in 1988 to Japanese based Saison Group.

Immediately following WWII, Pan American World Airways had a vision of mass civilian international business and leisure air travel and so began trailblazing its way across the skies of the Americas, Europe, Africa, Asia and the Middle East. Thus came the birth of the world’s first international hotel brand – InterContinental Hotels & Resorts.

The goal was to assist local developers in the design, construction and management/operations of individual hotels in important international gateway destinations and traffic centres. The first truly international hotel brand in the world, each hotel was designed to provide an experience uniquely and distinctly its own. The InterContinental brand became the symbol of glamour, sophistication and success that years later, continue to define international travel and commerce.

From the early days, the hotel brand of choice for foreign dignitaries, heads-of-state, royalty, rock-stars, celebrities and those seeking a unique experience. The hotel count many names among the past and current guest list, including George V and Queen Mary, Prince Rainier and Princess Grace, Ava Gardner, Josephine Baker, Nat King Cole, Imelda Marcos, Margaret Thatcher, Louis Armstrong, President and Mrs. Reagan, President Chirac and Prince William… to name just a few.

The guests, both then and now, have always had a passion for travel. And the hotels has always embraced and celebrated their local cultures. These common values have shaped the spirit of InterContinental over the years. And today the brand and the staff around the world embody this heritage.

With a worldwide portfolio of over 150 hotels in 65 countries, InterContinental Hotels & Resorts has been welcoming frequent international travelers for more than half a century. A pioneer in the development of the hotel industry, InterContinental properties successfully blend consistent global standards with the distinctive cultures of their locations to deliver a truly authentic and local experience.

• 1946 InterContinental Hotels Corporation founded by PanAmerican World Airlines.
• 1947 The first property, the Hotel Grande in Belem, Brazil, is inaugurated.
• 1981 InterContinental Hotels Corporation is sold to UK-based company Grand Metropolitan.
• 1988 Grand Metropolitan sells InterContinental Hotels Corporation to Japanese based

Saison Group.

• 1998 Bass PLC acquires InterContinental Hotels Corporation.
• 2001 Prestigious InterContinental Hong Kong purchased for £241 million.
• 2006 InterContinental celebrates 60 years of history, simultaneously launching two flagship hotels
• 2007 InterContinental celebrates the opening of its 150th hotel – InterContinental Dubai Festival
• 2008 InterContinental opens two new hotels in China in celebration of the 2008 Olympics –
• 2009 A first, two new co-branded luxury resorts opened in Okinawa, Japan – ANA
• 2009 InterContinental Fiji Golf Resort & Spa opened as the sole destination resort on Natadola Beach

SOME OF THE KEY DATES OF THE HOTEL

InterContinental Hotels & Resorts is born as the International Hotels Corporation on 4 April, 1946. International changes its name to InterContinental Hotels Corporation in 1947 to reflect its intention to develop around the world. In 1949, the first InterContinental hotel begins operating in Belém, Brazil.

Early expansion of the hotel brand develops along owner Pan American World Airway’s routes in Latin America. InterContinental’s first Caribbean properties are also inaugurated in the 1950s.

InterContinental opens its first hotels outside Latin America and becomes the first international hotel brand to establish a presence in the Middle East, Asia/Pacific and Africa. The group opens its first four hotels in Europe within a two-week period in 1963. The Six Continents Club, the industry’s first global guest-recognition program debuts.

InterContinental breaks into the U.S. market, assuming operations for the Hotel Mark Hopkins in San Francisco (now InterContinental Mark Hopkins San Francisco). InterContinental New York (now InterContinental The Barclay New York) was also added to the brand’s U.S. portfolio late in the decade.

Pan American Airlines sells its interest in InterContinental. The new owners partner with Pan American Life insurance to build and open the 500-room InterContinental New Orleans. The InterContinental Miami and InterContinental The Willard Washington, D.C. are added to the collection.

InterContinental re-enters the Mexican market by signing a joint venture with President Hotels, adding properties in Cancun, Cozumel, Mexico City, Los Cabos, Puerto Vallarta, and Ixtapa.

InterContinental continues plans to drive growth around the world with key focus on resorts and development in the United States.

InterContinental launches Concierge Programme and Aston Martin Racing sponsorship. InterContinental London Park Lane reopens after £76m refurbishment. InterContinental opens first-ever hotel in Boston, Massachusetts, United States.

InterContinental partners with National Geographic. For the first time since 1959, Aston Martin has triumphed at the legendary 24-Heures du Mans in France, the world’s most prestigious motor sport event. InterContinental announces ‘Insider Experiences.’

INTERCONTINENTAL MARINE DRIVE

Description: A jewel in the Queens Necklace the new InterContinental Marine Drive is strategically located in the heart of India’s commercial capital and in close proximity to Nariman Point, the central business district. The hotel is an ideal place for business travellers alike.

Accommodation:

Hotel Intercontinental Marine Drive offers a total of 59 rooms . All the rooms are centrally air conditioned and are equipped with latast amenities like Coffee Maker in Room, Hairdryers, Available, Mini Bar, Safe Deposit Box, Television with Cable.

S.W.O.T ANYLISIS FOR INTERCONTINENTAL MARINE DRIVE

• Location: Facing the marine drive – This location is the queen’s nekles enables the guests to have a perfect view of the sunset as well as the sunrise. Breathtaking view of the sea.
• Brand name”INTERCONTINENTAL”- Intercontinental group of hotels have their hotels worldwide.
• Variety -Availability of a variety of rooms gives the guest a wide range to select from to suit the purpose of their visit better.
• Modern Facilities- Modern facilities like swimming pool at the top floor of the hotel. Modern gym facilities
• Restaurant- KEBAB KORNER , CORLEONE and DOME
• DOME- It is a roof top restaurant showing the sunset at marine drive
• Staff: Well trained and courteous- The staffs are trained under the brand standards of “INTERCONTINENTAL” and is followed in each and every property
• Facilities given are similar to that of the customers- Facilities and services provided to the customers are similar to that of the competitors
• Location: Marine drive is a high traffic area and thus accessibility becomes tedious and so is a bit of an issue.
• Hotel Size: The hotel is small in size.
• Coffee Shop: The coffee shop service is very slow creating not such a good impression on the customers and they don’t have air conditioning in coffee shop.
• Parking area: The hotel has a very small parking area.
• Staff food: The staff food does not taste good.

OPPORTUNITIES

• Increasing banquet facility – Increasing the banquet facility area enables the property to conduct more and more events, parties,etc which will help in increasing the sales of the hotel
• Promotional Programs: Promoting Intercontinental rewards guest loyalty program and group reservations at discounted rates.
• Business Clientele: Mumbai will always stay a business hub, so business clientele can be attracted by offering schemes for companies.
• The recent terror attack on Mumbai- This attack to a large extent has resulted in the decline of tourist inflow into the city and has resulted in the decreasing sales of the hotel industry in the whole of Mumbai
• Other major competitors around the city- The presence of other major 5 star as well as 5 star deluxe competitors is a big threat for intercontinental because even they attract a lot of customers to their property which results in the decreasing sales of the property
• Economic Recession: the economic recession has hindered people’s spending capacity and thus the company business can be affected.

Reviews for InterContinental Marine Drive

Intercontinental marine drive: first class comfort.

• Graced with views over the Arabian Sea, the Intercontinental Hotel in Bombay has an enviable location on Marine Drive. The hotel was recently renovated to give it a sleek modern design. At the Intercontinental, visited the hotel for a lunch at its very famous restaurant, Kebab Korner. The hotel is also known for its rooftop bar/lounge, Dome, one of the city’s trendiest bars where the well-to-do meet for cocktails while the sun sets over the Arabian Sea. The Intercontinental is an excellent alternative to the Taj Mahal Palace Hotel when visiting Bombay.
• Great Hotel with roof top pool and cocktails. Definately worth a visit to watch the sun set over the Sea. Can recommend the Long Island Iced teas they pack a punch.
• Great location, pool on the third or fifth floor, Indian and International restaurants. A magnet for starwatching in ‘Bollywood.

Dining Facility in Intercontinental Marine Drive Mumbai

Intercontinental Marine Drive offers the following dining options for the guests:

• Dome: The al fresco rooftop venue which serves a wide range of international grills
• Kebab Korner: Offers a prime selection of North Indian fares
• Corleoné: A home-style Italian restaurant
• Czar: The ideal venue to enjoy your favorite drink
• Lobby Lounge: Serves an array of light snacks and drinks In-room dining facility is also available for guests who want to dine in the privacy of their rooms.

ABOUT THE COMPETITORS

·hyatt regency.

Hyatt Regency Mumbai is a 5 star hotel located on Sahara Airport Road in Mumbai (Bombay), India offering various luxuries. Hyatt Regency is Mumbai’s premier gateway hotel. The hotel is adjacent to Mumbai’s international airport and minutes from the domestic terminals. The hotel is also close to Santacruz domestic airport. Hyatt Regency Mumbai is the preferred hotel for business travelers visiting the city of Mumbai. The hotel is also host to Club Prana Spa to give a refreshing and relaxing experience to its guests.

Sahara Airport Road,

Mumbai, India 400 099

Tel: +91 22 6696 1234 Fax: +91 22 6696 1235

·GRAND HYATT

Grand Hyatt Mumbai Hotel is in the centre of Mumbai (Bombay), India. More than a hotel, Grand Hyatt Mumbai is a multi-dimensional lifestyle complex set on 12 acres of landscaped gardens & water features. Located just ten minutes from Mumbai’s domestic airport and 20 minutes from the international airport, the hotel is in close proximity to Bandra-Kurla complex, Mumbai’s rapidly developing business district. The Grand Hyatt Mumbai hotel complex features luxurious accommodation, contemporary serviced apartments, dining & entertainment options, spa, recreation & fitness facilities. It also features conference & exhibition spaces & an international shopping plaza. The complex’s multiple lifestyle features makes it a Mumbai destination in itself increasing the excitement amongst visitors and thus attracting more guests.

Off Western Express Highway, Santacruz (East),

Mumbai, India 400 055

Tel: +91 22 6676 1234 Fax: +91 22 6676 1235

ITC GRAND MARATHA SHERATTON

ITC Maratha is imbued with the elegance of North Mumbai’s rich history, enclosing its own Royal Garden of lush trees and quiet nooks. This oasis, tucked amid the city’s vibrant mercantile trade and business centre, is a tree-ringed escape. This paradise providing complete solitude in the midst of the city crowd draws a lot of attention. Having proximity to Mumbai’s vibrant mercantile trade, ITC Maratha has a lot to discover within. With a 6,500 square foot Wellness Centre that combines ancient Indian and modern Western techniques into rejuvenating experiences, butlers at the ready, and a portfolio of five award-winning restaurants this hotel is a complete package for leisure trip. This includes Dum Pukht, which continues the royal dining traditions of the Nawab of Awadh and Dakshin. 386 immaculate rooms tailored to anticipate comfort wait, including an exclusive ladies wing with customized services. Indulge in the additional comfort of the Executive Club with Resident’s Lounge access, as well at the Towers and ITC One, each accompanied with butler service and boardroom access.

Sahar, Mumbai, India 400099

Tel: (91) (22) 28303030 Fax: (91) (22) 28303131

·THE LEELA KEMPINSKI

The Leela Kempinski Mumbai, a renowned luxury hotel in Mumbai, is set amidst 11 acres of lush landscaped gardens, cascading waterfalls, lotus pools and fountains. It is a scene worth seeing. It lies in the close proximity to the North Mumbai Central Business region. The hotel is best-suited for all types of travelers and is truly a heaven of generous tranquility enveloped with warm hospitality. The hotel offers high-tech technology with elegant decor to create a luxurious abode. To sum up, The Leela Kempinski Mumbai is the perfect destination for tourists seeking comfort, lavishness, and unforgettable experience of life. The hotel offers 423 splendidly adorned rooms, categorized into Premier City View Room, Royal Club Room, Royal Club Parlour Room, Executive Suite Room, Deluxe Suite Room, Junior Presidential Room, and Presidential Suite Room. All the rooms and suites boast of the newest amenities providing supreme comforts to the guests.

Mathuradas Vasanji Rd

Andheri East, Mumbai, Maharashtra 400059

022 66911234

TAJ LANDS END

TAJ LANDS END is situated in Bandra, an elite suburb of Mumbai, in the heart of the emerging business district of Mumbai, Taj Lands End boasts the city’s finest restaurants, conferencing, banqueting, and business centre facilities. It’s unique location makes the Taj Lands End an ideal choice for the traveler offering the best of both the worlds – business as well as pleasure. Strategically located close to the Bandra-Kurla, Andheri and Worli business districts, this hotel provides the ultimate in modern facilities and convenience. The hotel is situated 12 kms from the international and 8 kms from the domestic airport thus offering easy accessibility.

Band Stand,

Bandra (West),

Mumbai 400 050,

Tel No. : (91-22) 6668 1234

Fax: ((91-22) 6699 4488

SEGMENTATION

Amongst the major metropolitan cities in India, namely Mumbai, New Delhi, Kolkata and Chennai, Mumbai is the most populous one. Also the land to man ratio of Mumbai is extremely small. Mumbai being the financial capital of the country carries a lot of business and also visitors from all parts of the world throughout the year. There are several factors that support this burgeoning growth and development of Mumbai. One very important factor is accommodation with Mumbai accommodation being regarded as one of the best in India.

Segmenting is dividing the guests according to their individual characteristics. This is done to help serve the varied nature of guests better. In a city like Mumbai it is essential and beneficial to do so keeping in mind the arrival of guests from different countries, cities and varied purposes. Different guests belong to different countries, cities and have different needs and different tastes. Out of all the guests there are some who come on leisure, business, and luxury. Segmenting your guest helps in designing the product you would like to offer to that clientele. For example: It is worthwhile to know whether the guest you are entertaining is on business or for leisure so that you can offer the wireless internet facility or the Spa facility accordingly. Also depending on the location and kind of guest the hotel has more frequently the cuisine offered can be modified to suit the customer needs better. Segmentation is an important task that needs to be carried out by the sales manager for a smoother operation of the hotel and to maximize profits.

Mumbai is a city that very well experiences all types of target market. All kinds of travelers can be seen in the city for some or the other purpose, these are mainly leisure, business and political travelers.

Once the segmentation is done it is necessary to target and identify a particular segment of guests. Some travel for leisure with family and friends, to tour the city and would like to know the attractions and places to visit. These guests are usually long staying guests and in a group. In respect to the stay of the guest, the requirements of the guests are different. Their demand is of immense luxury at an economic cost and all requirements fulfilled. Another group of guests are company executives and business men. This group usually stays for a short duration and cares more about convenience than luxury. Their demands are very basic. They want an accommodation for the time they are in town and place for their gathering. Their demands are not as high as that of leisure travelers.

As we can see that the demand for leisure, business travelers are different, the hotels in the city must be successful in fulfilling the demand for each type of guests that arrive in the city.

INTERCONTINENTAL attracts both business and leisure travelers to the city.

It has facilities to fulfill the requirements of all kinds of guest, it can easily attract all types of guests simultaneously. Being a 5-Star Deluxe hotel it offers immense amount of luxury to its guest in every possible manner. Mumbai being the financial capital of India, it caters to many business clienteles. For the purpose business gatherings, INTERCONTINENTAL is the best selection for every business gatherings

POSITIONING

There are many 5 star as well as 5 star deluxe properties in Mumbai and only a few have achieved the top segment position in the market of Mumbai. INTERCONTINENTAL MARINE DRIVE has positioned itself among the top in the market scenario of Mumbai giving its customers a taste of ROYALTY in the modern times. One of the top properties around the city of Mumbai, the styling of the luxurious rooms and masterfully maintained interiors gives the customers to enjoy as well as experience their stay in the property.

The INTERCONTINENTAL MARINE DRIVE is positioned to offer a wide range of comfort amenities and luxuries to all range of customers. It targets both families and business men. Thus this hotel is positioned such a way in the market where both the business as well as leisure guest can stay and experience the stay.

One must have a very thorough understanding of the positioning and market place to be able to understand marketing in the hospitality industry. Over the decades peoples choices of places to stay, food and beverages have changed drastically. In the hospitality industry it is also important to realize that there is a variety of consumers from completely different sections in society and with varied expectations. However, there is only thing common amongst all of these consumers; they all demand complete value for their money although in different forms. Comprehending this concept, understanding the needs of consumers, knowing the segmentations of the market, and selecting the best marketing tool to reach the consumers

The market segment is formed of several individuals who express similar needs and have similar expectations from the seller. In this case, the seller is INTERCONTINENTAL HOTELS who presents clients with hosting services. As their customer palette is formed of individuals who have similar, but not identical, desires and expectations, the strategies implemented should be structured on the same basis, but should also be flexible as to allow the satisfaction of numerous customers. INTERCONTINENTAL has chosen to define their limited service brands by scope of amenities, not necessarily customer service.

CONCLUSION AND RECOMMENDATIONS:

INTERCONTINENTAL MARINE DRIVE Mumbai’s SWOT analysis and marketing strategy discussion tells that their overall purpose is to keep both business and luxury craving crowd happy. Hence their actions concentrate on maintaining the quality of both luxuries and comforts and conveniences. Their strengths and actions fall in place for most part. Their renovation initiative is a good call keeping in mind their weakness of limited space. Also there are some weaknesses and threats they can work on to improvise their business.

Amongst some of their weakness, a few call for immediate attention. These are the ones that are very simple to deal but can also spoil the reputation. The coffee shop service can be improved to expedite. Also to deal with the traffic problem they can offer complementary car services in order to help customers access their hotel better and easier. Besides offering group packages for families can work for attracting tourists , which are generally the longer staying crowd.

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• Essay on Job

Hospitality Industry Essay

Type of paper: Essay

Topic: Job , Motivation , Employment , Industry , Performance , Employee , Workplace , Hospitality

Words: 1300

Published: 08/05/2021

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The hospitality industry for a long time has struggled to get the best performance and loyalty from its employees. Hospitality industry employees have been subjected to poor working conditions, poor pay, and long working hours among many other issues and this has led to poor performance and disloyalty from many of them. Employee motivation has been found to be the key that could unlock the potential of hospitality industry employees. For a long time the hospitality industry has failed to establish what truly makes employees motivated and satisfied with their jobs (Karatepe & Sokmen, 2006).

Many scholars have emphasized on the need of motivation by noting that it is the prime determinant of employee behavior. It has been noted that high ability and high levels of training cannot lead to better performance if the employees are demotivated or under motivated at work. Weaver (1988) argued that many managers in the hospitality industry have experimented with many motivational theories but with minimal success because they are based on reward systems that have little meaning for the hospitality employees. A careful mix of intrinsic and extrinsic motivation has been deemed essential to get the best performance and loyalty from the hospitality industry employees.

Extrinsic motivation occurs whereby the employees are motivated to perform behaviors or engage in activities in order to earn rewards and avoid punishment. Extrinsic motivation includes pay satisfaction, job security and the general job satisfaction. Intrinsic motivation on the other hand, involves the employees engaging in behaviors because they are personally rewarding. Intrinsic motivation includes job autonomy, the opportunity to complete tasks, close friendships, and variety of tasks among many other factors. Intrinsic motivation is the performance of an activity because of its sake rather than because of the desire of external rewards. The blending of the two types of motivation has been found to lead to better performance among employees.

Frederick Herzberg, famed for his motivator-hygiene theory of job satisfaction, stated that every employee has two types of needs namely: the motivator needs and the hygiene needs. Primarily, motivator needs are related to how interesting the job is while the hygiene needs are associated with the physical context in which the job is performed. Extrinsic motivation mainly focuses on the motivator needs of the employee while intrinsic motivation dwells on the hygiene needs of the employee (Herzberg, 1959). Both extrinsic and extrinsic rewards motivate us to join and contribute to organizational success and promotion. Several studies have suggested that employees are either satisfied or dissatisfied with their jobs. Herzberg theory suggested that employees could experience both job satisfaction and job dissatisfaction simultaneously (Herzberg, 1959). A case in point is whereby an employee is satisfied with the pay he or she receives, but dissatisfied with the job itself. The dissatisfaction from either the intrinsic extrinsic sources could lead to poor performance, disloyalty and turnover intention. It is becoming more necessary for managers come up with a more efficient strategy to increase the overall job satisfaction to improve performance. Managers have to find a way of using both intrinsic and extrinsic motivation to boost employee performance, loyalty and job satisfaction. A critical analysis at the hospitality industry has identified many pit falls with regards to employees, which has led to poor performance and disloyalty, Inadequate pay, long working hours, poor working environments, low job security, lack of training and high employee turnover have been identified as some of the problems ailing the hospitality industry. The biggest challenge to employee motivation is that employees more than often motivate themselves, based on their perceptions of what they want to achieve and the methods they will use to achieve them. However, managers who are aware of what the employees want from their jobs are able to design work environments that would be able to accommodate all their needs and desires. At the same time, the well-informed managers are able to avoid the common obstacles to employee motivation (Simon & Enz, 1995). An organization knowing why its employees come to work on time, stay with the organization for most of their working years, and they are productive, would most likely work to ensure that the same is replicated.

Money has remained the most significant motivational strategy in most industries. Most managers in the hospitality have always employed this strategy to improve performance and increase employee loyalty. From an economic perspective, pay does extrinsically motivate the employees but it does not guarantee job satisfaction. Hospitality employees have continually been subjected to increased salaries and perks as a means to motivate them but that has had little effect on their job performance and loyalty. In as much as pay for performance has led to increased performance in some cases, employee job satisfaction and other intrinsic needs are usually overlooked. Increased pay may only cater for the short term needs of the industry but in the long run the industry may go back to poor performance. It should be noted that work environment also leads to improved employee performance. A better working environment for the hospitality employees would influence them and contribute to better performance. Work related stress may cause employees to be less motivated and committed, and this may lead to lower quality performance and productivity. Employees with a high level of job satisfaction would have healthier physical and psychological records that would result in higher performance, effectiveness and loyalty to the organization they are working for. Job satisfaction is one of the reasons for employee intentions of leaving an organization (Riley & Riley, 2000). Hence, job satisfaction can be a determinant of an employee’s motivation and intention of either staying or leaving an organization.

Job satisfaction is highly correlated with intrinsic and extrinsic job characteristics. Intrinsic and extrinsic motivation leads to long working hours, greater levels of satisfaction and competency among employees. A blend of intrinsic and extrinsic motivations has been proven to increase an employee’s job satisfaction and improve their job performance. A good way of dealing with the problem of how to effectively motivate employees in the hospitality industry is the sourcing of information from the employees themselves. The employees would respond to what ignites and sustain their desire to work. This information would be vital to the managers as it would help them with the redesigning of work, increasing pay to the employees, changing the work environment and giving more credit for work done. Many managers tend to forget that in the motivating of employees, the desire to do the job comes from within the employee rather than their immediate supervisors. The trick is usually not for the employers to assume that what motivates them would also motivate their employees.

In an industry that that continues to grapple with the problems of below standards of performance among employees and retention of their best employees, motivation would most definitely provide a concrete solution. A careful analysis of the intrinsic and extrinsic factors affecting employee motivation is essential in the achievement of increased performance and commitment among the employees. If the managers in the hospitality industry are able to satisfy their employees by understanding what motivates them, it would play a key role in ensuring of better performance, loyalty and even customer satisfaction (Riley & Riley, 2000).

Herzberg, F. (1959). The motivation to work. New York: Wiley. Karatepe, O. M., & Sokmen, A. (April 01, 2006). The effects of work role and family role variables on psychological and behavioral outcomes of frontline employees. Tourism Management, 27, 2, 255-268. Simons, T., and C. A. Enz. 1995. Motivating Hotel Employees: Beyond the Carrot and the Stick. Cornell Hotel and Restaurant Administration Quarterly, Feb 1995. 20-7. ABI/INFORM Global. Riley, M., & Riley, M. (2000). Managing people: A guide for managers in the hotel and catering industry. Oxford: Butterworth Heinemann. Weaver, T. (January 01, 1988). Theory M: Motivating with money. Cornell Hotel and Restaurant Administration Quarterly, 29, 3, 40-45.

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