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Hospitality Industry Leadership David L. Jones, Ph.D. Professor and Department Chair Department of Hospitality Management

Hospitality Industry Leadership

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A presentation given to Sonoma State University students in the hospitality management certificate program.

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Page 1: Hospitality Industry Leadership

Hospitality Industry Leadership

David L. Jones, Ph.D.Professor and Department Chair

Department of Hospitality Management

Page 2: Hospitality Industry Leadership
Page 3: Hospitality Industry Leadership

What We’ll Cover

• State of the hotel business today

• Importance of service leadership

• Asian Wave

• Hospitality Education - USF

Page 4: Hospitality Industry Leadership

State of the Hotel Business Today

Page 5: Hospitality Industry Leadership

Management Structures

• Owner/Operator• Management Contract• Franchisee• Hybrids

Page 6: Hospitality Industry Leadership

Non-Brand Owner/Operator & Management Contracts

• Interstate • Felcor• Prime Hospitality• Remington• Pyramid• Crescent

Page 7: Hospitality Industry Leadership

Who Owns the Hotel?

Page 8: Hospitality Industry Leadership

Owners = REIT, Pvt. Equity, Banks

Management=Brand

Page 9: Hospitality Industry Leadership

Financial

Service Quality

Page 10: Hospitality Industry Leadership

Importance of Service Leadership

Making Service a Priority

10

Page 11: Hospitality Industry Leadership

Individual Competence Principles

• Technical/System Skills

• Interpersonal Skills

• Product and Service Knowledge

• Customer Knowledge

• Personal Skills

Page 12: Hospitality Industry Leadership

Qualities of Service Leaders (Berry, 1995)

• Service Vision• Focus on details• Bond with customer• Words and behavior• Vision vs. Idealism

• Belief in Others• Capacity of others to achieve• Not bosses, acting as a coach

• Love of the Business• Pass it on to others• Passion for service

• Integrity• Doing the right thing

Page 13: Hospitality Industry Leadership

Winning People to the Vision

• They understand the purpose of their work.• They feel they are members of an important

group.• They have a sense of ownership of their work.• They have high self-esteem.• They have management support.• They have resources – the time, tools, training –

to do the job they are being asked to do.• They have the information about what is going

on, what they are doing, and how well they are doing it.

Page 14: Hospitality Industry Leadership

Nurture Service Leadership

Page 15: Hospitality Industry Leadership

Love of Business –How You Can Show It

• Customers are the reason we are here

• Sell customers what they want and what fits

• Emphasize quality of the product

• Be on the floor

• Make customers part of the operation

• Know your menu and services offered

• Show quality in everything

• Always smile

• You sell yourself. Customers come back because of

they are friends

• Promote the hotel/restaurant 24 hours

15

Page 16: Hospitality Industry Leadership

Asian Wave

Hospitality and Tourism Industry

Page 17: Hospitality Industry Leadership

Success of Asian Hospitality IndustryHotels• Shangri-La

• Peninsula

• Mandarin Oriental

• Dusit Hotels

• Nikko

• Okura

• Oberoi

• Lotte

• Shilla

• Pan Pacific

… and many more

Airlines• Cathay Pacific

• Singapore Airlines

• Thai Airways

• Korean Air

• Asiana

• Japan Airlines

• ANA

• Qantas

… and others

Page 18: Hospitality Industry Leadership

The Asian Waves: Driving Forces

• Population

• Mobility

• Rapid economic development

• Innovations in services

• Globalization of Asian brands

• quality of human resources across all levels

• Unique cultural advantages

Page 19: Hospitality Industry Leadership

Understanding The Lifetime Value of the Customer

• Lifetime Value View, Not Transaction View –

Chinese Guanxi• Revenue and Profits by Average Customer

Over a Lifetime by Segment• Increase Average Purchase, Frequency of Visit,

Life • Key to Asian Hotel Leadership

Page 20: Hospitality Industry Leadership

Asian Principles“3 Plus 1 Factor”

• Respect for Elders• “Face”

• Giving It • Work Before Self

• Importance of the Status of Working for a Hotel• Plus Factor: Educational Sponges

Page 21: Hospitality Industry Leadership

Business

HomeEducationalInstitutions

Society

Development of Service Culture

Page 22: Hospitality Industry Leadership

Hospitality and Tourism Education - USF

Page 23: Hospitality Industry Leadership

Evolution of Hospitality and Tourism University Education

European Wave - 1893

North American Wave - 1922

Asian Wave – Today

Ecole Hoteliere Lausanne

Cornell University

Hong Kong Polytechnic UniversitySchool of Hotel and Tourism Management

Page 24: Hospitality Industry Leadership

Capitalizing on the Asian Wave

USF Department of Hospitality Management

Page 25: Hospitality Industry Leadership

University Resources

Students

Industry

Faculty

Four-legged Stool

Page 26: Hospitality Industry Leadership

Academia

Industry

Page 27: Hospitality Industry Leadership

Co-creation of Curriculum

Determine Competencies - Industry Focus

Groups

Develop Potential Courses - Faculty

Hospitality Management Curriculum with Industry Focused Competencies

• Hotel & Restaurant Management Track• Meeting & Event Management Track

Prioritize Courses -

Industry Focus Groups &

Faculty

Final Result

Page 28: Hospitality Industry Leadership

Establishing Our ‘Blue Ocean’

Page 29: Hospitality Industry Leadership

Three Pillars of Excellence

Glo

bal M

eetin

gs &

Even

ts

Eco &

Eth

os

Wellb

ein

g &

Qu

ality

of L

ife

Page 30: Hospitality Industry Leadership
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Creating the Dialog

• LinkedIn Grou

• Annual Hospitality Industry Symposium

• Future Quarterly Senior Executive Roundtables

Page 35: Hospitality Industry Leadership
Page 36: Hospitality Industry Leadership

Thank You

Questions?