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an establishment that provides sleeping rooms as well as various services to the traveling public.
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all businesses that provide overnight accommodations for guests.
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HB 237 Exam 1
| Question | Answer |
|---|---|
| an establishment that provides sleeping rooms as well as various services to the traveling public. | Hotel |
| all businesses that provide overnight accommodations for guests. | Lodging Industry |
| The owner/manager of one or more hotels. | Hotelier |
| the potential customers for a business’s products and services. | Market |
| a person who travels for pleasure | Tourist |
| the price paid to rent a room relative to the quality of the room and services received. | Value |
| a lodging facility that offers complete food and beverage services. | Full-Service Hotels |
| the delivery of food and beverages to a hotel guest’s sleeping room. | Room Service |
| a lodging facility that offers no, or very restricted, food and beverage services. AKA “select-service hotel” | Limited-Service Hotel |
| very small properties (one to several guest rooms) owned or managed by persons living on-site; these businesses typically offer one meal a day; AKA B&B | Beds and Breakfast Inns |
| sleeping facilities in national, state, or other parks and recreational areas that accommodate visitors to these areas. | Camps/park lodges |
| average selling price of all guest rooms in a hotel, city or county for a specific period of time. (Total revenue from room sales/total # of rooms sold =ADR) | Average Daily Rate (ADR) |
| ratio of guest rooms sold (or given away) to the number of guest rooms available for sale in a given time period, expressed as %. (Total rooms sold/ total rooms available =Occupancy Rate) | Occupancy Rate |
| average revenue generated by each guest room available during a specific time period. Combines info from ADR and Occ. Rate. (ADR x Occupancy Rate =RevPAR) | RevPAR |
| amount of profit made from room sales divided by number of rooms available to sell. (Gross Operating Profit/Rooms available to sell = GOPPAR) | GOPPAR |
| amount of revenue generated in a defined time period minus its management controllable expenses for that same period. | Gross Operating Profit |
| orgs that provide lodging accommodations and food services for ppl when they are away from home. | Hospitality Industry |
| Hotel products and services designed to attract guests. (Wifi, hair dryers, ironing boards, etc.) | Amenities |
| Typically, a big-city airport within short driving distance of a very large population center, used to economically connect travelers w/ flights to their desired cities. | Hub |
| vehicle used by hotel to transport guests to and from destinations. | Hotel Shuttle |
| form of transportation rented exclusively for a specific grp of travelers. (Planes & buses often chartered for grp travel) | Charter |
| professional who assists clients in planning and purchasing travel. | Travel Agents |
| a group of travel services, (hotel rooms, meals, airfare) sold for one price. | Packages |
| computer system connecting travel professionals worldwide for the purpose of reserving hotel rooms and other service for clients. | Global Distribution System (GDS) |
| org that provides travel booking services on the Internet. | Online Travel Agent (OTA) |
| room rates are not seen by guests until they’ve successfully “bid” for a room. Guests decide amount they’ll pay, then OTA matches guest’s requests w/ hotels willing to sell rooms at that price. (Ex. Priceline.com) | Opaque Rate Model |
| room rates (often heavily discounted) are readily viewed online by potential guests. They book their rooms through OTA who then changes the hotel a fee for the reservation made. (Ex. Travelocity.com, Hotels.com, Expedia.com) | Merchant Model |
| company or indv who plans and market travel packages. | Tour Operator |
| group tour package including services of 1+ tour guides. | Guided Tour |
| process by which hoteliers continue to improve their knowledge and skills. | Professional Development |
| industry-specific event allowing suppliers of an industry to industry to interact w/, educate, and sell to indvs who are part of the industry; AKA exhibition. | Trade Shows |
| those who sell products and services to hoteliers. | Vendors |
| % rate of financial return achieved on the money invested in a hotel property. (After tax profits/total hotel investment =ROI%) | Return on Investment (ROI) |
| the money remaining after all expenses of an operating business have been paid. | Profit |
| are public, stock-issuing companies that can own and operate their own hotels. | REITS (Real Estate Investment Trusts) |
| the reduction in the value of an asset as it wears out. This noncash expense is often termed a “tax write off” b/c the decline the value of the asset is tax deductible. | Depreciation |
| The increase, over time, in the value of an asset. The amount of the increased value isn’t taxed unless the changes hands (is sold). | Appreciation |
| hotel investor who also manages (operates) the hotel. | Owner/Operator |
| the traditional title of the indv at a hotel property who’s responsible for final decision-making regarding property-specific operating policies and procedures. Also the leader of the hotel’s management team. | General Manager |
| an organization that operates a hotel for a fee. AKA “contract company” | Management Company |
| hotel market area where occupancy rates and/or ADRs are significantly below their historical levels. | Depressed Market |
| the taking back of a property by a seller or lender, usually in response to nonpayment by the buyer. | Repossession |
| management companies that operate hotels for owners using management company’s trade name as the hotel brand. (Hyatt, Hilton, Sheraton) | First-Tier Management Company |
| Management companies that operate hotels for owners and don’t use the management company name as part of the hotel name. (American General Hospitality, Summit Hotel Management, Winegardner and Hammons) | Second-Tier Management Company |
| legally bound to compensate for injury or loss | Liable |
| agreement between a hotel’s owners and a hotel management company under which, for a fee, the management company operates the hotel. Also sometimes called a “management agreement” or an “operating agreement”. | Management Contract |
| An arrangement in which both parties to a contract agree to end the contract early as a result of one party paying the other the agreed-upon financial compensation. | Buy-Out |
| arrangement whereby one party (the franchisor) allows another party to use its logo, brand name, systems, and resources in exchange for a fee. | Franchise |
| organization that manages a brand and sells the right to use the brand name. | Franchisor |
| indv or company that buys, under specific terms and conditions, the right to use a brand name for a fixed period of time and at an agreed-upon price. | Franchisee |
| name of a specific hotel group. (exp. Holiday Inn) | Brand |
| the hotels operated by a group of franchisees who have all franchised the same hotel brand name. AKA brand or flag. | Chain |
| the changing of a hotel from one brand to another; AKA “re-flagging” | Conversion |
| term used to describe a characteristic of all hotels within a single brand. (Exp. “Last year, the system-wide ADR for our brand was $99.50) | System-Wide |
| A legal contract between a hotel’s owners (franchisee) and the brand manager (franchisor) that describes the duties and responsibilities of each in the franchise relationship. | Franchise Agreement |
| gov’t agency that enforces federal antitrust and consumer protection laws. Also seeks to ensure the nation’s business markets function competitively and are free of undue restrictions caused by acts or practices that are unfair or deceptive. | Federal Trade Commission (FTC) |
| franchise disclosure document prepared by a franchisor and registered and filed w/ the state gov’t agency responsible for administering franchise relationships. | Franchise Offering Circular (FOC) |
| a hotel service or feature that must be offered by any property entering or remaining in a specific hotel brand. (Exp. “The franchisor has determined free Wifi access in all guest rooms will become a brand standard next year”) | Brand Standard |
| association of hotel owners who, through an exchange of ideas, seek to promote professionalism and excellence in hotel ownership. | Asian American Hotel Owners Association (AAHOA) |
| the percentage of a total market captured by a property (measured in $ spent). Exp. hotel generating $200,000 in guest room rental in a market where travelers spend $1,000,000 per yr would have a 20% mkt share ($200,000/$1,000,000) | Market Share |
| the representative of a franchise brand who interacts directly w/ a hotel franchisee. | Franchise Services Director (FSD) |
| the consistent delivery of products and services according to expected standards. | Quality |
| The process of helping guests by addressing their wants and needs w/ respect and dignity and in a timely manner. | Service |
| the relationship between price paid and the quality of the products and services received. | Value |
| the number of employees relative to the number of guests. (Expressed in terms of employees per room) | Employee-to-guest ratio |
| a commonly available and most often unspecialized product. | Commodity |
| staff member who directs the work of line-level (nonsupervisory) employees | Supervisor |
| A staff member who directs the work of supervisors | Manager |
| the search for best practices and an understanding about how they are achieved in effort to determine how well a hospitality org is doing. | Benchmark |
| a group of employees from each department within the hospitality operation who work together to resolve operating problems. | Cross-functional Teams |
| the act of granting authority to employees to make key decisions within their areas of responsibility. | Empowerment |
| guests who return to the property for additional visits after their first visit. | Repeat Business |
| any (and every) time a guest has an opportunity to form an impression about the hospitality organization. (Can be pos. or neg.) | Moments of Truth |
| The feeling guests have when they experience an unanticipated and positive “extra” as they interact with a hospitality operation. | Wow Factor |
| the favorable/unfavorable comments made when previous guests of a hospitality operation tell others about their experiences. | Word of Mouth Advertising |
| a goal of no guest-related complaints established when guest service processes are implemented. | Zero Defects |
| an obligation created when a person is delegated duties/responsibilities by high levels of managements. | Accountability |
| the concept that the hospitality operation is a preferred place of employment in the community for applicants who have alternative employment opportunities. | Employer of Choice |
| a measure of the proportion of a work force that’s replaced during a designated time period. (# of Employees Separated/# of employees in the work force = Turnover Rate) | Turnover Rate |
| a planning tool that broadly identifies what a hospitality operation would like to accomplish and how it’ll accomplish it. | Mission Statement |
| ongoing efforts within a hospitality operation to better meet guest expectations and define ways to perform work with better, less costly, and faster methods. | Continuous Quality Improvement (CQI) |
| people working in an occupation that requires extensive knowledge and skills in a specialized body of knowledge. | Professional |
| Formal authorization to practice a profession that is granted by a governmental agency. | Licensing |
| acceptance for one to work within a profession that’s typically granted by a nongov’t agency such as an association | Registration |
| award granted to U.S. businesses that demonstrate successful quality-related strategies relating to leadership, info/analysis, strategic planning, human resource development/management, process management, business results, and customer focus/satisfaction | Malcolm-Baldridge National Quality Award |
| the coordination of indv efforts to achieve est. goals. | Management |
| the process of considering future and establishing goals for an org. | Planning |
| actions designed to bring together and arrange the resources of a group to help it achieve its goals. | Organizing |
| the process of supervising staff members in the workplace. | Directing |
| the process of comparing actual results to planned results and taking corrective action as needed. | Controlling |
| goals that are to be achieved in the very near future. (usually <year) | Short-range Goals |
| goals that are to be achieved over an extended period of time. (usually >year) | Long-range Goals |
| the power or right to direct the activities of others and enforce compliance. | Authority |
| a visual portrayal of the jobs and positions of authority within an organization. | Organizational Chart |
| the furniture, fixtures and equipment used by a hotel to service its guests. | FF&E |
| An indv who displays positive personal and professional characteristics that others find desirable. | Role Model |
| to serve as a personal teacher; AKA guide, coach. | Mentor |
| employees whose hobs are nonsupervisory. These are typically positions where the employee is paid a per-hour wage (not salary) and performs a recurring and specific task for the hotel; AKA “hourly” employee. | Line-Level |
| short for “complimentary” or “no-charge” for products or services, can be adjective of verb. | Comp |
| AKA Quality Assurance (QA) scores, are the result of annual (or more frequent) inspections conducted by a franchise company to ensure that franchisor-mandated standards are being met by the franchisee. | Quality Inspection Scores |
| the indv responsible for the operation of multiple hotels in a designated geographic area; AKA area/district manager. | Regional Manager |
| a direct superior-subordinate relationship in which 1 person (superior) is completely responsible for directing and exercising control over the actions of another (subordinate). | Line of Authority |
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