Fiction Hotel Management And Operations Pdf


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Library of Congress Cataloging-in-Publication Data: Hotel management and operations / edited by Denney G. Rutherford, Ivar Haglund, and Michael J. O' Fallon. HOTEL MANAGEMENT. AND OPERATIONS. f o u r t h e d i t i o n. Edited by. Denney G. Rutherford, Ph.D. Endowed Chair Emeritus. School of Hospitality. elements not found in some operations, as some hotels lack food and members of the management team or executive committee of a large hotel include a.

Hotel Management And Operations Pdf

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Second, I want to thank Rotchy Barker, who was my first trading mentor. He took me into his Page How the Turtle W. Results 15 - 30 Hotel Management and Operations PDF - Ebook download as PDF File .pdf), Text File .txt) or read book online. management. Hotel operations are chiefly concerned with providing accommodation, food . Hotel Management – Viewed from Above – Michael N. Chibili discusses typi-.

Denney G. Rutherford, Ph. Michael J. While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation.

Technology —Recruitment. For example. Unlike hard flags. This shared goal strengthens and energizes the relationship between the two partners. Both the owner and the branded distribution company enter into the agreement with the same primary objective: Above all. Travel influencers are the intermediaries between consumers and the travel product and include travel agents.

The efficiency of the operation is assured by a focus that is almost entirely on the most important part of this business relationship—the generation of brand awareness and measurable room-night revenue for each affiliated hotel or resort. The branded distribution company receives no revenue if it does not deliver to the hotel or resort.

Contract terms: The terms are typically shorter. In certain cases. In contrast. Keeping in step with competitive chain hotels presents a significant challenge to independent owners. The fact that management contract fees are charged and collected. Its sole focus is on customer acquisition and management. Such misunderstandings can sour what should be a mutually supportive relationship. Given the advances in technology and the profitability pressures put upon chain hotels by shareholders.

The same conflict can arise between the independent owners of a hotel property. In addition. To address this. A branded distribution company has an inherent advantage going into this new competitive arena. A franchise relationship can cause a similar conflict and put a financial and operating burden on an owner. The owners of property within a branded distribution company must relinquish a minimal amount of control and decision making.

It is often the case that strategic asset management concerns conflict with day-to-day tactical operating needs. Walk into any hotel. This separation of skills. From Guam to Malta. By providing the independent owner with a global brand and the technology and expertise to acquire profitable new customers. The OPM oversees the following aspects of a project: Berlin to St.

Opening a hotel is one of the most rewarding jobs in the hospitality industry despite its frustrating and exhausting aspects. Independent hotels and resorts that align themselves with a branded distribution company will not only continue to operate profitably in the new global marketplace. When these visions are successfully melded.

The focus is to ensure a good flow for guests. Everything you see. The role of an OPM is to pull together the visions of the architect. I have been an operations project manager OPM since and have opened over 40 three-. The OPM is the third person hired. If ice machines are offered for guest selfservice.

Internet access. The same space accommodates a cocktail reception for 1. The housekeeper closets should be centrally located on guest room floors to cut down on access time. Are spare outlets offered for guest use computer. If sold for a guest all-day meeting.

Arrange for a key rack to hold the keys for each valet parking stall. Are ample electrical and telecom outlets placed exactly where the TV. If valet parking is offered. This requires 80 6-foot round tables. A short theater meeting setup for 1.

Given a This all boils down to ensuring ample storage space for equipment not being used— at least 1. The ice machine room requires the proper utilities. A 6-foot. Will they hold up to abusive use? Do they have sharp corners that will snag guest clothing?

Do the bedside lamps give off enough lumens so guests can read in bed? Does the room meet or exceed every operator brand standard? These model rooms serve as sales tools for the sales and marketing staff selling group rooms up to three years before opening.

Once the titles and staff counts by position are finalized. Are the rollaway beds. Is the closet rod hung so the ironing board organizer and iron board fit in the closet?

Is the thermostat location convenient for guest access? Are the case goods dresser. Moving goods from the back of the house to the front requires careful planning to ensure that precious labor dollars are used efficiently. Add a little more for a full-service resort. These include office space rental before moving into the hotel. Additional costs include labor. This budget typically consists of three major categories.

Sales and marketing activities comprise advertising. The list of goods typically exceeds 2. Each of these pieces is used to build the pre-opening staff plan budget. Typical guest room items include bedding frames. Rounding out the budget are all of the miscellaneous items. The labor cost is taken directly from the pre-opening staff plan. Hiring a position that does not conform to the plan. Housekeeping equipment includes vacuums guest room and wide-area units.

If hiring has already begun and the opening date changes. Housekeeping must also keep an inventory of guest request items including humidifiers. Food and beverage front-of-the-house items include flatware knives.

If the opening date changes within three weeks of the original plan. If the hotel opening date is delayed for any reason. On the hotel administration side. One of the largest and most complicated purchase orders is for staff uniforms.

What percentage of spare uniforms are needed in reserve? Once these questions are answered. The uniforms of the culinary and engineering staffs are often stained and must hold up to numerous launderings.

Do we need summer and winter uniforms? Will the uniforms be laundered by the hotel or the hotel associates? How many extra servers are needed for a capacity dinner function in the ballrooms? Is the intent to have a large percentage of parttime staff? Which uniforms need custom embroidery restaurants. My recent Kona. The fitted uniforms are issued a few days before opening day. The uniform order is placed 90 to days before the first uniformed staff is hired.

Banquet items include all of the above plus tables. Operations and the interior designer review the look and feel the options available. Most goods are delivered to a local warehouse and pulled for delivery to the site as the general contractor completes construc-.

The largest purchase order—typically over pages long—is for a full-service kitchen and includes everything a chef needs to produce the menus being sold at the hotel.

Each position housekeeper. The invoices covered over pages! Before quantifying uniform needs. Housekeepers and bellpersons require durable uniforms that breathe and can handle lots of bending and stretching. An army of seamstresses then takes the pants. Each order is tracked to ensure it is delivered to the proper location on the desired date. Every utensil.

To quantify the sizes required. The uniforms are delivered and sorted prior to the individual fitting process. For the room Kona project. This package includes every sign needed to. These include the restaurants. Making friends with the local waste-hauling service is a priority. Then they unboxed These logos are incorporated into the signage package. The OPM works with the marketing department to develop the identity for the unique areas within a property.

The text must be correct. Among the other vendors are those dealing in copier services. Once they completed this task. Once the goods are on site. The unpacking process requires a plethora of workers. These kinds of tasks must be carried out for each of the 2. The project manager schedules and directs all of these vendors. When the construction schedule changes.

These large orders include bed sets 21 foot shipping containers for the Kona project. During the five-week Kona installation process.

Then the unit is placed in a guest room on the nightstand. Once receiving and distribution begins on site. The recent Kona project included 1. Some goods are shipped directly to the site to eliminate double handling. Artwork and furnishings are installed in the public areas. This process is referred to as the mass hire. While hotels continue to make extensive use of travel-agent-oriented global distribution systems GDSs. Sixteen-hour days are the norm. The next step is to find the next project and do it all again!

Liquor and food storerooms are filled. To interview this many job seekers. Departmental training includes teaching staff to make beds. Housekeeping closets are stocked. As soon as the general manger cuts the ceremonial ribbon. The OPM coordinates all of these details so that the operations team can focus on the recruitment.

On average. The first few days on the job are dedicated to group training. In the second week of training. The general contractor completes all small details such as paint touch-ups. Once the offer letters are accepted.

On day three. This is the time that all hands are on deck. HR requires office space. The mass hire is typically conducted over a two. This works out to over 1. Rehearsals are conducted for all aspects of the operation. Rooms are cleaned. Such a perception has developed for several reasons. Travel products in particular have proven to be suitable for sale on line. Price is key to selling successfully on line.

An Analysis of Hotel Company Practices 27 medium has prompted a change in the way in which hotel rooms are being distributed. The Internet has dramatically changed the way people communicate. The typical Internet user—an affluent. As Jack Geddes. PC hardware Forrester Research. Booking volumes are also forecast to climb.


Such expectations. No other benefit—whether saving time. While such promotions can help dispose of unsold inventory. That study was limited. Similar or even greater levels of savings can be made by hotel companies. The International Hotel Industry: Corporate Strategies and Global Opportunities London: Economic Intelligence Unit.

In a survey. Companies such as EasyJet. These factors have combined to make consumers associate on-line booking with good value. Electronic distribution is rapidly evolving for hotels. I believe. According to Jupiter Media Metrix Those rates are constantly in flux. If rates are not consistent across channels. An Analysis of Hotel Company Practices 29 The availability of numerous points of sale poses some interesting questions.

Two of those companies Disney and Club Med were removed from the listing because they operate resorts and distribute their rooms largely as part of packages. In this paper. While this strategy means that the findings are not representative of the industry as a whole and. The companies were chosen based on the ranking of the top hotel brands published in Hotels magazine in July The objective of this study. Research has shown that consumers shopping for travel on line almost always check more than one site before purchasing.

Because they check prices in several places. I decided to focus this study on the behavior of the top international hotel brands. Two related questions. I seek to answer those questions. Foremost among these is: Is there consistency between the room availability and prices being offered over each of the channels? Unlike in the physical world.

An exhaustive analysis of the rates being offered by all hotels would be virtually impossible. Murphy et al. It is interesting to note that this represents a considerable advancement when compared to surveys made only a few years ago. Omitted from the study were the auction-style web sites.

While not collectively exhaustive.. Where the product requested was available on the system. I incorporated voice channels into the study by analyzing the rates offered by the toll-free number to the central reservations service CRS. I recorded only the first rate quoted by the agent. Although better rates could probably be achieved by haggling..

Expedia and Travelocity. Approximately four-fifths of the major brands used the GDS-based intermediaries Expedia and Travelocity.

As shown in Table 1. I ignored rates not available to the general public e. After checking the web sites. I decided that negotiating would leave no systematic way of consistently determining the lowest rate. To help ensure consistency.. Data were collected by repeatedly offering to reserve a standard double room for specified dates in a selected property from each of the brands using each of the distribution channels discussed above.

Five major types of electronic businessto-consumer distribution channels were identified from the literature. The above process was repeated for five sets of alternative dates to reduce the possibility of error due to system malfunctions or other exceptional circumstances.

As another point of comparison. Offering hotel rooms via the company web site is almost universal. In that case. The company that did not make a CRS number available was in the economy sector. This is best demonstrated by an example encountered in the study. As can be seen from Table 1. It was difficult to make a general observation about which of the several channels is consistently least expensive on average. Presenting a variety of rates to the customer has both positive and negative implications.

These findings are not in themselves surprising.

From a positive perspective. On the other hand. Clearly such a scenario would be confusing and frustrating for any customer wishing to book that property. Mean prices. Examination of its property database reveals a large percentage of independent hotels. An unresolved question is why the major brands do not exploit this distribution channel. In other words. If the brands studied are subdivided into classifications based on their targeted market segment.

The foregoing discussion was based on an overall look at hotelroom sales distribution. As will be discussed below. While it could be speculated that the reason for this might be that economy properties are more likely to have a single fixed price for their product irrespective of demand. Segment breakout. By the same token. Haggling required. This anecdotal finding suggests that negotiation might have resulted in lower prices. This is a longstanding CRS practice.

When coupled with the 46 percent of cases where the same rate is offered irrespective of the channel used. The situation is different at the upper end of the market. With mid-price products. Expedia offer the highest probability of finding the best rate available for high-end properties.

This finding. Furthermore it can be seen that consumers at the low ends of the market are far more likely to obtain low rates through direct company-owned channels.

For economy brands. Irrespective of the market segment. Although no single channel consistently offers the lowest prices. Yet over one-third of the brands I studied now offer consistent pricing across multiple channels. It is interesting to note. As compared to the first-offered CRS price. While the use of CRS-based reservations has fallen slightly. Previous research found less than 10 percent of companies had consistent pricing and cited the lack of integration among the various inventory databases used to manage inventory as a possible cause.

Most companies offer multiple rates to customers over each channel. The study revealed that the majority of hotel brands now use simultaneous. Displaying too many rates. Given that this study has found that many of the rates being offered over alternative channels are more or less the same for many hotels.

Presenting a small number of tightly defined rates would be the most appropriate solution. Most companies offer multiple rates on each channel. In many cases. Coupled with this matter is the fact that customers have become more knowledgeable about and comfortable with e-commerce issues in general.

In this way. More interesting. The implications for the hotelier are more pressing. Since the number and variety of ways that a consumer can book a hotel room has become undeniably manifold. My findings suggest that many hotel chains are not actively managing the room rates being offered in their portfolio of electronic distribution channels. A small number of companies offer consistent pricing irrespective of the channel being used to make the booking.

Economy brands seem to be the only ones in the industry as a whole displaying a logical on-line pricing strategy in terms of the relationship between the cost of using a channel and the rates offered there and also in terms of actively managing their channels of distribution. This would seem to argue for having high rates on the channels that have high-cost structures and low prices on those with lowcost structures.

The greater the number of intermediaries. So-called upmarket hotel brands are. The lowest prices are offered on channels with the highest transaction costs. As was discussed earlier. Informal follow up to the study revealed that this may be due to the proactive approach of the on-line companies in contacting hotel companies on practically a daily basis and encouraging them to reduce their rates in return for better positioning on their search listings. Claudio Capaccioli. Once consumers conclude that they will usually find better prices on a third-party channel.

The propositions presented here are the fruit of these discussions as well as in-. Over the past two years. This study has shown that in many cases this is simply not the case. Put simply. Hotel companies need to take urgent action if they are not to lose control over the sale of their own product. At the very least. Irrespective of its root cause.


Because of this. The second section examines the current structure of the U. The recent slew of lawsuits between brands and ownership groups that allege data misuse confirms the often conflicted relationship between the entities.

The following section demonstrates why the current structure of the lodging industry creates a barrier to successful CRM adoption by hotel companies. We believe. One of the questions most often asked about CRM is. Customer Relationship Management CRM —a managerial philosophy that enables a firm to become intimately familiar with its customers—is currently gaining widespread popularity in many industries.

The final section of the article presents alternative scenarios as to how the dilemma may be resolved. At first glance. The firm no longer markets to customers. CRM is also. CRM focuses on maximizing revenue from each customer over the lifetime of the relationship by getting to know each one intimately Wilson. CRM differs from traditional marketing initiatives see Table 1. Firms that embrace CRM strive to provide consistent and personal customer service over time and across multiple touch points.

The first section introduces the CRM concept and discusses the potential benefits and risks it engenders. Six Continents —have partially misaligned interests and. This paper highlights the data-ownership dilemma and outlines several possible future scenarios leading to its resolution.

The bottom row lists well-accepted outcomes of datamining activities. Figures of between five and seven times as much have been quoted Kotler. An oft-quoted statistic is that companies can improve profitability by between 25 and 85 percent by reducing customer defections by 5 percent Reichheld and Sassre. Figure 1. Dean and Reynolds. Over time individual customers typically educate a company about their individual needs. Together those two sets of.

Properly implemented. Acquiring new customers is estimated to be more expensive than keeping existing ones Blattberg and Deighton. While the value of loyalty is currently being debated Reinartz and Kumar. The top row of effects leads to building relationships with customers and thus establishing customer loyalty. Many use the term in the highly specific sense of database marketing. IT allows customer data to be collected. An airline or a major international hotel chain must manage substantially larger amounts of data than does a small inn to achieve a similar relationship with its customers.

IT allows increased reach into new markets without high incremental entry costs. Some authors warn that substantial investments in CRM are not right for everyone Gronroos. In a small or niche business. Between and today. Failure to understand the scope. CRM is a broader concept than just technology. The result is an active. CRM is about customization. This definition highlights several key CRM concepts—that the company will actively seek out the right customers and.

Relationships differ as they develop. The objective is to achieve a comprehensive view of customers. We do not treat old friends in the same way as new friends or good friends in the same way as casual acquaintances Gamble et al. All members of the organization must understand and support the shared values required for CRM. The customer must become the focal point of the organization. This approach to CRM demands more than computer systems and information technology.

Such consistent personalized interaction requires integration and synchronization of many organizational functions. In turn. Although limited research about the effectiveness of CRM has been published to date..

Many chains have introduced information systems to improve the targeting of marketing and sales efforts.

Analysis of the lodging sector shows that. Only where the company reconfigures its operations to deliver a comprehensive view of the customer and to support consistent. By methodically collecting. In few other industries do customers provide the significant amount of information hotel guests divulge when making a reservation and during their hotel stay.

Companies such as Ritz-Carlton and the Savoy group historically maintained extensive manual guest-history systems recording guest preferences in an effort to better serve their best customers. In few other industries is there such potential to build up a comprehensive and accurate picture of the client. Providing outstanding personal service is certainly not a new concept in the hotel sector. Every interaction between the guest and the customer is an opportunity to refine knowledge about her or him and to further build a relationship.

As a consequence consumers are increasingly displaying less brand loyalty Gamble et al. As discussed earlier. Such systems can help the firm to assess the value of each customer as well as their propensity to respond to various offers.

Price competition is unattractive. In most cases. Developments in information and communications technologies have enabled automation and efficiencies in these processes. The lodging sector is ideally suited to applying the principles of CRM. A discussion of these technologies is beyond the scope of this article.

The technical challenge is subsiding due to recent developments in technology. When software applications are delivered using an ASP model. Historical developments with.

IT resources under the ASP model are not bought but acquired as a service. The exhibit also demonstrates that the average property size in North America is larger than that in Europe 56 versus 28 rooms. Two barriers currently prevent that from happening—a lack of standardization and ITsystem integration within each franchise. Implementing CRM at this level would help to increase consistency and personal service throughout the chain and at each customer touch point.

Despite controlling only a minority of room stock approximately 30 percent of total room supply hotel chains dominate the lodging sector Corporate A differentiation must be made between hotel ownership. Lodging operations are diverse. The remainder of the paper focuses on these challenges.

In addition to generally having higher occupancy and average daily rate Worldwide Hotel Industry Study. Given the geographic dispersion of hotel properties and the role of brands in marketing and distribution.

Instead they must use a separate management company to oversee day-to-day operations The International Hotel Industry. In the remainder of. The data lend support to our claim that in the U.

At any one time there may be up to three parties holding a stake in the operations of a particular property: The situation is further complicated by the widespread use of both franchises and marketing agreements that provide a consumer brand and require compliance with brand standards Singh. Lodging Hospitality. Brands Total Company Franchised. August Brands1 U.

The Brand Report. Hyatt Hotels Corp. Range estimates were provided directly by company representatives. Brands Parent U. Management Companies Management Company Lodgian. Number of Properties Parent U.

Such data sharing presents the first dilemma. For the promised benefits of CRM to materialize. For brands. In some cases. Hotel chains cannot provide a consistently high level of personal service unless customer data can be garnered from most. In the following sections we present the main issues facing the brand. The Brand. Brand A is faced with a decision—either share the data it collects companywide to reap the benefits of large-scale CRM and risk the poaching of high-value customers by some of its partner management companies operating individual properties.

As a result guests would have a strong incentive to remain loyal to the brand and patronize affili- ated properties. This company might be tempted to steer highvalue customers toward its Brand B hotels in markets where it does not operate Brand A hotels. As was shown in Table 1. Management companies do not appear to have strong incentives to develop a CRM initiative for themselves. The Management Company. Brands also face challenges in terms of maintaining control over the resulting.

In fact. The owners may also have interests that go beyond the use of the data strictly for operational purposes. The Owner. While owners. We propose that the data-ownership dilemma represents a significant. As most companies operate a varied portfolio of flags.

Many primarily view hotel ownership as a real-estate investment. As was discussed. For CRM to succeed at the brand level. The question arises. By definition a CRM initiative developed across flags is unlikely to generate brand loyalty and thus is of limited interest to most management companies. CRM strategies appear most applicable at the brand level. While many franchise agreements require properties to feed its customer-folio data back to the central level.

We see three possible scenarios: Because of this conflict. Integrating down implies that brands would move aggressively to take over the operational management of their branded properties. In closing. Redevelopment should focus on two main areas—data collection and data use. The first scenario is that the need for adoption of a CRM approach will induce changes in the ownership and management structure of the lodging sector.

CRM initiatives. These three scenarios are further developed in the remainder of this article. Only if significant change occurs in the structure or methods of operation of the sector are the full benefits of a CRM approach likely to be realized. Those brands that manage a relatively large number of their own hotels will be in a good position to take advantage of these initiatives quickly.

Such restructured contracts could spec-. While database-marketing techniques will continue to be used. Since all operations would effectively be managed by the brand. If CRM truly provides compelling benefits.

If these pioneers are successful in their effort and are able to attract and retain high-value customers. Piccoli and L. Wyndham ByRequest. Wyndham has designated staff members to support ByRequest and created a property-level position—the Wyndham ByRequest manager—who has responsibility over property-level execution..

One such chain. We are going to say: We are the brand who really recognizes that guests are individuals. This includes a room that is located where desired and fitted with the required amenities.

PMS — does not in and of itself deliver the ByRequest promise. We are all about personalized service. Wyndham International is one of the five largest U. When a guest joins ByRequest. Fostering HighTouch with High-Tech. Wyndham International.. Both of these measures mean that ties between brands and operators would be strengthened. Such a scenario is attractive as joint development would mean that the infrastructure could be delivered and operated at a fraction of the cost of proprietary initiatives.

In any case. In an extreme scenario. The final potential scenario we envision is the emergence of an industry consortium that both develops and maintains the CRM infrastructure and standardizes customer-data collection and distribution.

We believe the latter scenario to be the least likely. The likelihood of an industry consortium developing and managing customer information for the benefit of the industry as a whole is small. We see a change in contractual agreements and in industry structure as far more probable. Competitive advantage would come from how well they could use the data to identify.

Management contracts also need to be rewritten to offer protection to the brand as it disseminates customer knowledge back to the property level. Within the leisure industries in In this section. Gender demographics also play a role in spa demand.

This statistic shows that one in ten Americans visited a spa during that period. The rationale in this market is that time-crunched patrons can benefit from the one-stop-shopping approach to fitness and wellness. Most spa customers believe they received good value for their spa dollar. Nontraditional players are also adding product supply.

Health clubs are also trying to capture a piece of the pie by adding spa practices. After evaluating spa demand demographics. An established and known environment—for instance. The necessity for market segmentation to ensure clear communication with consumers will be a key to success in the maturing spa market. As the day and destination spa markets become saturated. Spa services demonstrated the highest and heaviest demand on weekends.

On a point scale. Audi and Wright. Another component of success will be a branding strategy that the. Twenty-three percent of spa visits and 29 percent of spa goers were men in Spa selection criteria are determined by a number of factors. Age demographics show that 14 percent of clients are between the ages of 16 and An emerging national statistic is the number of male visits to spas.

To best deliver this. To that end. Among the components one might find in a modern spa are services related to: In the beginning of the twentyfirst century. These items are a mainstay in successful spa services. All the guest amenities. These experiences should be targeted toward couples. In the early s. As market sophistication evolved. Because of this trend. Eastern and Western lifestyle issues related to medicine. These programs personally empower the guest. Health and wellness issues encompass cardiovascular health.

The fastest-growing therapies were herbal medicine. In He estimated the total number of visits to alternative medical providers at million. The probability of users visiting an alternative medicine practitioner increased from The number of visits to alternative care physicians in was greater than the total number of visits to traditional primary care physicians in the same year. A great number of people were taking the issues of health and well-being into their own control.

This indicated to the medical community that the significant out-of-pocket expenses implied not only lost revenues to traditional allopathic doctors but also a broad dissatisfaction with mainstream medicine.

The increasing popularity of alternative wellness modalities. In general.

Extensive yoga programs should include Hatha yoga for body control. The use of at least 1 of 16 alternative therapies during the previous year increased from Elements of ayurvedic treatments can be incorporated into most touch therapies.

Trager massage. As far back as Examples include tai chi. Ashtanga yoga for cardio workout. Iyengar yoga for balance and alignment. In both and Eisenberg updated his study. As of this writing. Practitioners who provide manual therapies should be cross-trained in the areas of subtle energy work such as reiki. Mind-body techniques may include spiritual and cultural instruction. At one end of the spa spectrum are dedicated destination resort spas aimed primarily at those seeking a specialized combination regime of health.

The most frequently reported principal medical conditions for which alternative therapies were sought are summarized in Table 1. Amenity spas provide. The primary reason for going to a destination resort spa is to enjoy the spa itself and its related activities. Closely related to a destination resort spa is the amenity spa.

Destination resorts. The destination itself is a demand generator. Rooms GR Page and Roomscha Page and RoomsTab Page and Rooms Fr Page and RoomsFin Page and RoomsTod Page and Roomswha Page and Roomsreg Page and Roomsrep Page and Roomsgue Page and RoomsTo Page and Roomsrea Page and RoomsSUG Page and Housekeep Page and Hotel Dir Page and Outside t Page and Revamping t Page Revamping t Page and See Page and Index determining the best, i Page and Index and the chief financial ex Page and Index and equity investment fund Page and Index committees and hotel, Page and More magazines by this user.

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