Countless hospitality properties experience ongoing deficiencies, which lead to either guest dissatisfaction, financial shortcomings, or both. With this management guide, business owners can subscribe to approaches and easily address urgent and critical concerns that affect all facets of their operation. Guests suffer as properties do not exceed guest expectations, while owners pull the hair out attempting to attain positive operational and financial results. Over the years, author Peter Clarke has taken notice of the things that work and has expanded on them to provide an overall approach in resolving issues. He says, "My methods are straightforward and practical dealing with structured change. They do not ask anyone to invest money in hopes to resolve problems. However, my instructions and recommendations have been tried and are true value invigorated alternatives that should be part of every operator's arsenal." First-time author Peter Clarke of Clarke and Associates Hospitality says the systems contained in his book address shortcomings, which when properly employed, contribute immensely to restructure a property's direction. He applies sound reasoning techniques that are clearly defined. "I also intend on doing more work within the hospitality industry and am high on engaging beneficial approaches to all hospitality struggles. In the future, I intend on staying actively involved in scrutinizing problems and their causes, while recommending solutions," the forty-year industry veteran says. This management guide explains concisely How to Run a Profitable (Hospitality) Hotel, Resort, Restaurant, Food and Beverage Business. Some key words: guest experience, profit, stability, consistency, procedures, productivity, curtailing costs, auditing, budgets, catering, housekeeping, menu, and profitability. How to Run a Profitable (Hospitality) Hotel, Resort, Restaurant, Food, and Beverage Business is a management guide focusing on improving product and service offerings, while setting desired monetary goals. The intent is to corner your market by providing a superior, consistent level of performance to exceed guest expectations. Through your commitment to profit, you will recognize that guest satisfaction is the critical ingredient. In order to create a quality product and provide excellent service, a concerted focus on attention to detail is required. Assimilate these valued objectives; they will enable you to recognize a clear pathway to positive operational and financial results. "You deserve to make a profit!" 1. Put acceptable standards in place through "expect what you inspect." 2.Provide guests a clean, comfortable property with attentive services. 3. Making profit is a direct result of running a dynamic property. The objective is to provide guests what they expect, because they are paying for it. 4. Use the "Standard Model" concept and structured change by creating your action plan. 5. Provide outstanding food and beverage product and service quality. 6. Build a sales plan for managing your marketplace niche. Peter Clarke completed a four-year European trade school program in the hotel and culinary field. He worked for Sheraton, Radisson, Fairfield Resorts, Outrigger Lodging Services, Holiday Inns, and various independent properties. All provided enabled extensive experience in structuring/change within the hospitality field. His responsibilities in management encompass over forty years of leading a large array of hospitality properties at property and corporate levels. He lives in Southern California. Publisher's website: http: //sbprabooks.com/PeterClarke
Countless hospitality properties experience ongoing deficiencies, which lead to either guest dissatisfaction, financial shortcomings, or both. With this management guide, business owners can subscribe to approaches and easily address urgent and critical concerns that affect all facets of their operation. Guests suffer as properties do not exceed guest expectations, while owners pull the hair out attempting to attain positive operational and financial results. Over the years, author Peter Clarke has taken notice of the things that work and has expanded on them to provide an overall approach in resolving issues. He says, "My methods are straightforward and practical dealing with structured change. They do not ask anyone to invest money in hopes to resolve problems. However, my instructions and recommendations have been tried and are true value invigorated alternatives that should be part of every operator's arsenal." First-time author Peter Clarke of Clarke and Associates Hospitality says the systems contained in his book address shortcomings, which when properly employed, contribute immensely to restructure a property's direction. He applies sound reasoning techniques that are clearly defined. "I also intend on doing more work within the hospitality industry and am high on engaging beneficial approaches to all hospitality struggles. In the future, I intend on staying actively involved in scrutinizing problems and their causes, while recommending solutions," the forty-year industry veteran says. This management guide explains concisely How to Run a Profitable (Hospitality) Hotel, Resort, Restaurant, Food and Beverage Business. Some key words: guest experience, profit, stability, consistency, procedures, productivity, curtailing costs, auditing, budgets, catering, housekeeping, menu, and profitability. How to Run a Profitable (Hospitality) Hotel, Resort, Restaurant, Food, and Beverage Business is a management guide focusing on improving product and service offerings, while setting desired monetary goals. The intent is to corner your market by providing a superior, consistent level of performance to exceed guest expectations. Through your commitment to profit, you will recognize that guest satisfaction is the critical ingredient. In order to create a quality product and provide excellent service, a concerted focus on attention to detail is required. Assimilate these valued objectives; they will enable you to recognize a clear pathway to positive operational and financial results. "You deserve to make a profit!" 1. Put acceptable standards in place through "expect what you inspect." 2.Provide guests a clean, comfortable property with attentive services. 3. Making profit is a direct result of running a dynamic property. The objective is to provide guests what they expect, because they are paying for it. 4. Use the "Standard Model" concept and structured change by creating your action plan. 5. Provide outstanding food and beverage product and service quality. 6. Build a sales plan for managing your marketplace niche. Peter Clarke completed a four-year European trade school program in the hotel and culinary field. He worked for Sheraton, Radisson, Fairfield Resorts, Outrigger Lodging Services, Holiday Inns, and various independent properties. All provided enabled extensive experience in structuring/change within the hospitality field. His responsibilities in management encompass over forty years of leading a large array of hospitality properties at property and corporate levels. He lives in Southern California. Publisher's website: http: //sbprabooks.com/PeterClarke
