How do consumers think about your hotel's restaurant? Why do people eat there? Is it only a convenience for overnight hotel guests, or is it a destination for non-guests as well? In consumers' minds, what does it compete with, and how does it compare to the competition? Why do some people return after their initial trial, but others do not? Is it the food, ambiance, staff or a completely different reason? What does the restaurant do well? What needs improvement? Qualitative research has been used to answer such questions and gain an in-depth understanding of consumers' attitudes toward restaurants -- elegant, casual, take-out/fast food, independent restaurants and/or chains. READ MORE

For spa directors in hotels and resorts offering spa services, there is the constant pressure to excel even further and so differentiate themselves in the minds of their guests; to find compelling ways to entice guests to return when there are many other venues for them to choose from. The same could be said of the butler service offered by many such hotels and resorts. Both programs add value and prestige, but is there a way to improve these service offerings? The short answer is, "Yes!" READ MORE

In an industry that is completely premised on the idea of service, and in which service is a key differentiator, it's a no-brainer to institute butler service. Butlers have always represented the pinnacle in service quality. After the initial required training, the running of a butler service is not much more expensive to provide than regular service, yet it allows rack rates to be raised and creates a loyal following of repeat visitors, as well as enhancing word of mouth and thus new business that make the investment most sound. Instituting butler service can be done gradually, perhaps instituting it on one floor, and at not such a great cost, especially when considering the return on investment. Fifteen rooms can be well serviced by four butlers on three shifts, for instance, with one of them assigned as Head butler. If service is to be 24-hour, then a fifth butler would be needed. Assuming an owner or manager decides to institute butler service, the next question is, "How?" READ MORE

The likelihood that any single hotel will be the target of a terrorist act is very small indeed, given the number of hotels in the world. The risks increase with the size of the hotel, its location, it being a trophy building or the destination of guests whose views are antipathetic to those of any of a variety of terrorist groups. Or perhaps the fact that it is an easy, soft target and offers a way of doing what terrorists do best: destroy buildings and lives, undermine the peace of mind and economies of whole nations. So how safe does that make any hotel? READ MORE

How often do you as a hotel owner or manager stop to help an employee who may be struggling to keep up with his or her day-to-day tasks? What have you done to motivate the employee who simply doesn't care about doing a good job or going the extra mile to please a guest because it's just a job, a way to collect a paycheck?. With no risk and no up-front-cost, hoteliers can increase a line-level employees' take-home pay by as much as $130 a month, provide better voluntary benefits to employees, and thus decrease employee turnover. READ MORE