a case study of resort management

Food and Beverage Deep Dive: Elevate Your Hospitality Beverage Program
Systems Implementation: Streamlining Your Success
Boosting Hotel Profit & Performance: A Proven Approach
Bar, Lounge, and Restaurant Consulting: Profit Improvement Specialists
Asset and Project Management
Douglas G. Zeif
Mark Komine
Paul J. Fiala
Susan Terry- Culinary Associate

GLOBAL BRANDED LUXURY HOTEL AND RESORT MANAGEMENT COMPANY

The Project:

A global luxury hotel and resort management company approached Next! for help in improving gross operating profits in one of its hotel properties. Seeking to secure more management contracts with owners of additional hotels, the management company wanted to become more owner centric by improving operating efficiencies.

Project Description

What we did:.

Next! developed a roadmap to achieve the client’s profitability objective. This plan was created through a Food & Beverage Deep Dive , meetings with the executive committee, metric analysis and more.

With the roadmap in place, Next!’s work did not stop. Coaching the client through the roadmap and monitoring progress with follow up visits, phone calls and Webex conferences, Next! ensured that the plan was being followed and yielding results. As with the majority of clients, Next! provides guidance for a year after engagement in order to help clients achieve their goals.

Project Specific Services Included:

Menu Engineering and Placement
Staffing Guide Evaluations
Pricing Strategies
Banquet/Catering Selling Strategies
Procurement and Specification of Products Review

The Result:

In the aggregate, gross operating margins improved by 80%. The success of this project has led to Next! being retained to work on 14 additional projects with this brand, in a relationship that continues to this day.

Hidden Factors: Operations Management Implications for the Hayman Island Resort

First Online: 05 January 2022

Cite this chapter

Zdenka Gabrielova 6 &
Marcela Fang 6

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The tourism sector greatly contributes to Australia’s national economy and plays a significant role in most regional economies, including the Whitsundays region in Northern Queensland, Australia. Aiming to be known as one of the world’s leading tropical island and marine leisure holiday destinations, the Whitsundays tourism operators need to flexibly adapt to the changing and sometimes chaotic conditions of the region’s natural environment to help attain this goal. The location-based socio-economic and physical factors and the climate challenge the business operations and management strategies of all businesses, including luxury tourism resorts. This case study presents the key external factors, which can challenge sustainable performance of resort operations located in tropical island destinations in Whitsundays. The case presents information to enable students to apply different theories and concepts from the field of operations management. This will enable students to recommend operations management strategies to optimise sustainable performance of tourism resorts impacted by climate change.

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‘InterContinental’ trademark is owned by IHG.

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William Angliss Institute, Melbourne, VIC, Australia

Zdenka Gabrielova & Marcela Fang

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Department of Business Administration, University of Piraeus, Piraeus, Greece

Marianna Sigala

Strategy and Operations Discipline, Kaplan Business School, Brisbane, QLD, Australia

Anastasia Yeark

Blue Mountains International Hotel Management School, Torrens University, Sydney, NSW, Australia

Rajka Presbury

Faculty of Higher Education, William Angliss Institute, Melbourne, VIC, Australia

Marcela Fang

Wellington School of Business and Government, Victoria University of Wellington, Wellington, New Zealand

Karen A. Smith

Teaching Note

Case summary.

Most tourism resorts in coastal and island destinations face increased challenges associated with changing and sometimes chaotic location and climate factors. The key learning objective for students is to understand and critically assess the various tourism destination factors (e.g., socio-economic, physical and climate) that might affect the success and survival of resortoperations, and develop suitable strategies to facilitate order in both, the complex tourism resort and tourism destination system. This research-based case study offers opportunities for students to apply different theories and concepts from the field of operations management and encourages students to conduct additional research to present a comprehensive set of suitable recommendations.

Teaching and Learning Objectives

Identify and critically assess the key tourism destination factors, which may impact effective operations of tourism resorts

Develop a suite of operations management strategies to facilitate order in tourism resorts and tourism destinations

Critically discuss the role of professional responsibility and leadership, which destination stakeholders (e.g., managers, staff, business owners, government etc.) need to showcase to foster and enable resilient and sustainable development of tourism resort destinations

Target Audience

This case study is designed for both undergraduate and postgraduate students of management, and specifically suitable for students on hotel/tourism management courses. The case study encourages students to explore not only the organisational context but also the context of the broader tourism destination system. While both cohorts are asked to explore the complexity of the tourism destination resort context, masters students can explore to a deeper level the complex and sometimes chaotic nature of the Whitsundays’ tourism destination system, including the events that escalated in chaos and progress in the destination. Specifically, they need to explore how such knowledge could inform more effective functioning of the destination, the tourism organisations, and the Hayman Island Resort. Effective operations management knowledge and professional competencies (e.g., written and oral communication, collaboration, critical thinking, problem solving, professional responsibility) are highly sought after by hotel/tourism industry practitioners globally, and this case study presents a good opportunity for the students to develop or strengthen these skills.

Teaching Approach

This case study will suit subjects, which focus on operations management of hotels/resorts. It offers a general overview of the tourism destination and resort context in the Whitsundays, which sets the foundation for critical thinking, discussions and further research. An application of various operations management concepts (e.g., location factors, effective management and leadership practices, corporate social responsibility, facilities and product design practices, input-process-outcome etc.) is recommended so that students can formulate effective and sustainable operations strategies.

Indicative answers:

Is the Whitsundays region still attractive enough to attract investment in tourism resorts?

The case study identifies various elements that may support/limit the attractiveness of the destination; all in all, the current state indicates that there are more attractors rather than limiting drivers, which appeals to those wishing to invest in the region (e.g., tourism operators, hotel/resort investors, entrepreneurs etc.). Considering the resort is for those customers who seek the ‘sun, sea and sand’ experience in a luxury environment with close proximity to the Great Barrier Reef and other natural, cultural and man-made attractions, the destination is seen as very attractive.

The accommodation data show that the region has been resilient over the past several years, despite some of the catastrophic events that hit the region on several occasions. ADRs and Occupancy remained at consistent levels throughout the years.

The region (e.g., government and local council) seems to continually invest in resources to grow the tourism and other industries. It creates an ideal environment to attract investors.

Students should further research the socio-economic factors and physical factors to better support their views and arguments.

What are the key external forces that may significantly affect, positively and negatively, the operations of the new InterContinental Hayman Island Resort ? Some examples include climate, travel demand, economy, social-cultural factors, government policies etc. Students should discuss possible consequences of each force on the operations of the Hayman Island resort.

How important is location to the Hayman Island Resort’s success?

Resort location is very important to Hayman Island resort as it depends on high value customers looking for the secluded natural environment, pleasant climate, and luxury resort products, services and experiences. The location has been seen for many years as a unique and popular tourism destination, and the tourism demand for the greater Whitsundays region has been growing steadily, despite the issues associated with climate change. Having good infrastructure network and access to the key inputs (e.g., raw material, staff, customers etc.) means that the resort is positioned to take advantage of these destination resources. However, change associated with any of these resources could significantly compromise the efficient and effective functioning of the resort operation.

What factors influenced the size and class of the Hayman Island Resort ?

The anticipated output (e.g., how many customers can access the island during high season so the natural environment could be effectively managed). The size of the facility was also determined by external stakeholders/agencies. The selection of class (luxury category) was influenced by location-based factors, the state of the accommodation market (e.g., the current supply of luxury, upper upscale, upscale, upper midscale, midscale, economy properties and rooms), and the tourism demand (domestic and international) to the region.

What might be the key operations-based issues faced by the Hayman Island Resort? Some issues: deciding where to source raw material (all inputs into the operations); how to manage human resources (e.g., local and international sources); how to manage chaos/crisis, organising the workforce/departments to achieve orderly and efficient production and customer service; managing recreational activities and resources; maintaining facilities; supporting stakeholders, and so on.

As operations management is concerned with the transformation of resources through various business processes, what behaviours should the resort managers show to model sustainable practices?

Managers should engage in effective and continuous communication of the organisation’s CSR values, model the right behaviour to deliver on such values, and encourage all employees to do the same in their daily practices. The demonstration of the right behaviour may include effective use of resources (inputs), design and development of efficient processes (transformation of inputs), and responsible delivery of products/services (use, re-use and disposal of outputs – reducing the social and environmental impact), while also producing economic impact.

Why does this case study suggest that resort managers should adopt a mindset that fosters agility, creativity, cooperation and collaboration, and sustainable leadership? Many hotels/resorts would be structured and organised for maximum efficiency and effectiveness to minimise costs and maximise profitability. However, considering the changing environment and the complex nature of the tourism destination and resort systems, today’s managers need to be more agile to make effective decisions under the increasingly changing conditions. Creativity can better support timely decisions, especially when new situations, challenges and problems are encountered. Resort managers need to also encourage and support other employees (all levels) to take responsibility and engage in behaviour that will support the development of positive organisational culture and great customer service. Resort managers need to be also visible in their community and engage in strategic decision making/stakeholder engagement to foster the development of suitable conditions in the region, which may mutually benefit the different stakeholders, including the resort business. All hotels and resorts are expected to demonstrate CSR responsibility; thus, resort managers should practice leadership that will model and drive better sustainable practices and create a culture of innovation.

Use the 4Vs model to describe the Hayman Island Resort . How could a change in any of the Vs affect the operations of the resort? The four Vs are volume, variety, variation, and variability.

Volume refers to size or scale of the output (e.g., restaurant output, recreational activities output, accommodation output) – the number of meals/drinks, customers are served in a specified time period.

Variety refers to the size of the product range or number of services/experiences offered. For example, the number of resort activities offered or accommodation style (e.g., glamping, adventure).

Variation describes how the level of demand changes over time and therefore affects the volume of inputs and outputs. This may be hourly, daily, monthly etc.

Variability refers to the extent to which each product, service and experience can be customised.

Change in any of the 4Vs can have minor to significant consequences on the operational costs the resort may incur, and the experience the resort guests receive/perceive. For example, the resort manager’s decision to close down several recreational activities during a low season may negatively impact the guests’ level of satisfaction during this time. Thus, managers and staff must pay attention to the internal changes proposed/made in all departments to outline the consequences that these can have on other departments or the overall resort system.

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Gabrielova, Z., Fang, M. (2022). Hidden Factors: Operations Management Implications for the Hayman Island Resort. In: Sigala, M., Yeark, A., Presbury, R., Fang, M., Smith, K.A. (eds) Case Based Research in Tourism, Travel, Hospitality and Events. Springer, Singapore. https://doi.org/10.1007/978-981-16-4671-3_8

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Taking three icons from subpar to successful.

Advisory Services
Asset Management
Development & Project Management

Resurrecting one legendary resort is a heavy lift. But three?

Enter the KSL Resorts team.

Our in-depth strategic planning and budget process along with intensive monthly financial reviews uncovered hidden potential. By poring over every detail, we were able to generate millions through revenue management, reservations, and ancillary channels like golf, membership, retail, and spa.

KSL Resorts also worked with the ownership group and brand in developing a strategic capital plan. We were subsequently awarded project management overseeing more than $120mm of investment, including the renovation of 2,000 rooms, plus lobbies, clubhouses, restaurants, meeting facilities and more.

Additionally, our engagement with regional and brand headquarters created support and buy-in for new initiatives. Thus, we were granted latitude from the usual brand restrictions.

“Three historic resorts were suffering from a number of factors. Enter the KSL Resorts team. By poring over every detail, we were able to uncover hidden potential.”

Successes were reflected in the numbers.

Increased EBITDA over 80% from 2012 to 2017
Significant gains in RevPAR index
EBITDA margin improvement
Substantial savings from labor efficiency initiatives

Beyond the comeback, and even greater than the turnaround, KSL Resorts has now set these three legendary resorts on a course of continued, sustainable success.

SPECIFIC METRICS BY PROPERTY

La Quinta Resort & Club and PGA WEST

Generated incremental room rate for Starlight Suites
Added incremental revenue through clubhouse renovation
Increased ADR by 17%
Created substantial annual savings from time and motion study
Led member negotiations, protecting multimillion-dollar dues line

Arizona Biltmore

Renovated historic cottages, from lowest ADR room type to highest
Increased ADR by 32%
Increased banquet spend per occupied group room by over 25%

Grand Wailea

Several million in annual savings from time and motion study
Created significant savings by intervening in collective bargaining negotiations
Corrected flawed revenue management practices
Converted rooms to suites yielding higher revenue

LET'S WORK TOGETHER

The first step is a discussion. Let's see how KSL Resorts' strategies and advisory services can improve your property.

Healthcare & Wellness

Case study challenge invites students, alumni, and hospitality experts to weigh in

Professor chekitan dev’s co-authored case examines options for expansion of a luxury resort. how did the industry respond.

erial photo of a tropical island with a few anchored boats and people standing on the beach.

Creating a luxury villa resort brand—what kind of resort would you build for Beach Enclave?

Imagine you’re the CEO of Beach Enclave , a company that operates a luxury resort on Turks and Caicos Islands. You’ve just purchased three acres of beachfront property to expand your resort. With three possible choices of how to proceed, how do you ensure your decision makes sense financially and aligns with your existing branding strategy?

This is the scenario co-authors Chekitan Dev, professor of marketing at the School of Hotel Administration (SHA), and Laure Stroock, research associate, propose in their new case study challenge: “ Beach Enclave Turks & Caicos: Creating a Luxury Villa Resort Brand .”

The business case, posted to the Scholarly Commons in early June 2020, was shared with Center for Hospitality Research subscribers, students, alumni, and other hospitality industry professionals with an invitation to submit their response to the challenge. Since its release, the case study challenge has been downloaded more than 500 times, viewed nearly 3,000 times on social media, and has garnered responses from all over the United States and other countries, including Canada, Mexico, Belize, the United Kingdom, Dubai, India, and Nepal. Respondents work at all levels of small and large companies and many are Cornell graduates. Notably, we received ten individual responses from students at Christ University in India.

Readers consider three resort expansion options

Readers were given three options and asked to send in their responses, which would ultimately be compared with the solution of the real-life case protagonists, Vasco Borges and Annie Lee Borges ’10, Beach Enclave’s CEO and revenue manager, respectively.

Option A: Villa Collection

Beach Enclave Long Bay (BELB) would add three, five- to seven-bedroom luxury villas for sale and rental while maintaining the present model of luxury private villas with a dedicated butler and amenities provided mostly in-villa.

Option B: Villa Resort

BELB would add six, two to three bedroom beach cottages for sale and mandatory rental. A concierge would be shared across three or four beach cottages. The resort would include a Club Lounge with a full bar/restaurant, event space, and children’s program, as well as upgraded sports facilities and new tennis courts.

Option C: Villas and Suites Resort

BELB would add four, two to three bedroom beach cottages for sale and mandatory rental, plus a 24-suite hotel. Beach Enclave would retain ownership of half of the suites; the other half would be converted into six condominiums for sale (two- to three-bedroom condo units). BELB would become a full-amenity resort with a rooftop wellness spa, multiple restaurants and bars, common pools and decks, and a sports area.

Hospitality industry leaders weigh in

Select reader responses for each option, along with Vasco and Annie’s solution, are presented below. (Responses were minimally edited for formatting.)

Bob Alter ’73 Chairman Emeritus, Sunstone Hotel Investors, California

“I consider it the least risky solution. Most brands in the hospitality space have had the most success when they have stayed true to the brand. Any variance dilutes the brand’s value. As the world of wealthy people has grown, it has evolved into the uber wealthy, so finding three clients to snap up the five- to seven-bedroom villas should be successful. The brand would stay pure and the opportunity to expand to other islands would be greater. The opportunity to profit from the sales would be great. The excel model might show differently but reality (MIF: money in first) will prove correct.” Read more about Bob Alter ’73 , who serves on several SHA advisory boards.

Abhay Bakaya, MMH ’09 VP of Development, SH Hotels & Resorts, New York

“I recommend Option B, but suggest building the cottages in sets of two or four (as duplex or adjoining structures) to generate additional scale and to give Annie more bandwidth to price her product. A small hotel development leads to added construction risk and layers of operating expense and also causes brand dilution. In the mid/long term, BE can create a platform to centralize their amenity experiences across the three properties. This could ultimately lead to a membership structure with stable revenues, where individuals buy into the option to stay at any of BE’s properties across the Caribbean.”

Carmen Lam Principal, Crikx & Co, Hong Kong

“Highest IRR [internal rate of return]. Positive EBITDA [earnings before interest, taxes, depreciation, and amortization] by year three. Debt free by year four. Offer still in line with current brand positioning while catering to needs of current customers with families looking for smaller villas with more activity options. Demand—unexplained, but RPV [revenue per visitor] trend after opening of Long Bay could be an indication that customers are looking for more ex-villa amenities and activities than what Long Bay could offer, so Option A will not be able to cater to that. In addition, to capture lifetime value of customers, smaller units are needed, which means Option B has higher potential for BE to leverage demand from existing customers. Risk— Option C requires and carries higher debt load, more selling and operating risks. Adding F&B will require additional competence beyond the current team and will reposition the brand into the ‘resort with villa’ category. That means a different competitive set and it may not appeal to the current customer base.”

Jacqueline Nunley, Head of Hospitality, Salesforce, Texas

Option C: Villa and Suites Resort

“Diversifying the portfolio is key. It may be a larger investment up front but pays off in the long run where you have EBITDA at $2.5 million. The hotel rooms will allow them to create a base business and it’s more accessible for couples and smaller traveling parties. The product at five- to seven-bed villas presents a problem for return business/occupancy. Large parties typically will do something different every year. When other options are available (separate property) the villas could access/utilize the amenities of the ‘hotel’ as an attraction. The brand could focus on attracting destination audiences that typically travel in smaller groups/couples.”

Martin Pinsker ’08 Commercial Real Estate Investments, Canada

“A mix of resort suites and 2-3 bedroom beach cottages would provide the most operational flexibility for sales with a skilled revenue manager, and could capture new group business and weddings with more predictable F&B. Unlike Option B, the combination of an all-suite resort and smaller homes would also provide flexibility to individual guests seeking privacy; they could still play host at their beach cottages for meals but retire separately. Finally, Option C may capture guests lost to Beach Enclave’s competitive set properties with hotel / resort / clubhouse amenities. Thoughtful site planning and landscaping can ensure privacy for the existing villa owners and guests. On the residential sell-out side, retaining ownership of the 24-suite hotel past stabilization may be less risky than selling individual homes, given the market’s volatility and new supply. The hotel also generates solid proforma returns.”

Sabita Chettri Finance Controller, KLA, California

“The resort is already at the top position (re: Trip Advisor) on the island. Since their occupancy is seasonal, if they provide half of the resorts for sale then it can stabilize seasonality and increase revenue by adding amenities and offering personalized experiences to create value. Having a wellness spa, multiple restaurants, and bars and sports area will provide services and activities for the current consumer needs. The revenue is expected to be higher and the expenses can be minimized. IRR is lesser, which can be improved, but the NPV [net present value] shows the strength that investors can rely on to invest.”

Tension 1: Branding

Maintaining the current brand position to focus the firm’s efforts and put all eggs in one basket, or
Broaden the ‘footprint’ for the brand, taking it into additional ‘sweet spots’ to diversify risk, but risk losing the brand’s raison d’être;

Tension 2: Operational

Cashing-in on already accumulated ‘experiential capital’ by doing more of what has worked well for the firm in the past and selling to more of the same kind of owners and guests, or
Venture beyond the ‘tried and true’ to newer pastures to expand the scope and scale of the firm to attract a broader profile of third-party developers, buyers and guests; and

Tension 3: Financial

Options that offer very different financial returns, and
The most ‘diversified’ option offering the highest return.”

What option did Beach Enclave choose?

Vasco borges, ceo, beach enclave annie lee borges ’10, revenue manager, beach enclave.

“We chose Villas & Suites for two main reasons: stand-alone and portfolio. As a stand-alone option, it provides the best financial returns, together with a wider diversification of real estate and hospitality profitability drivers; allows for full range of amenities while keeping a boutique, low-density feel; and the disadvantage of only having larger villas is solved by bringing the main Beach Enclave design ethos and signatures into a vertical development. Condos will be oversized, all master bedrooms and common living areas will face the ocean, each with ample outdoor space. Competitively, Beach Enclave Grace Bay is pure villas, Beach Enclave North Shore is being expanded with a collection of one- to three-bedroom cottages plus a club lounge, and so Beach Enclave Long Bay will be differentiated by becoming a full-service resort. As a portfolio, the Villas & Suites option creates a new ‘proof of concept’ for the company. The three-property model (villas, cottages, suites) creates multiple opportunities for Beach Enclave to expand as different property models might be better suited for different locations.”

Professor Dev and Ms. Stroock deeply appreciate the efforts of all those who took the time to send in their thoughtful responses. Their solutions made it clear that hospitality branding decisions can be complicated, and a careful consideration of multiple factors is needed to rank the available options and pick the “right”’ solution. Please contact the Center for Hospitality Research if you would like to engage with us on more case studies.

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The Best Hospitality Case Studies You Can Learn From

In our digital age, it’s so easy to see what other guests thought of their stay at your property, and hopefully your Google and Facebook reviews are top notch.

You’ll find that the overall guest experience is vital to your success in the hospitality arena. It’s up to you and your staff to make your guests as comfortable as possible and treat them like they were in their own home.

We find it’s often good to learn from others and those who are doing it right or turned things around. Let’s take a look at the best hospitality case studies you can learn from.

The Taj Mumbai

According to the Harvard Business Review , the Taj Mumbai is one of the world’s top hotels. Not only is it known for its beauty, but it is known for having the most well-trained employees who are always willing to go the extra mile.

They even note that many of them have worked at the hotel for decades. There is never any question about the job to be done and how to meet the needs of the guests.

While the Taj Mumbai is known for their excellent customer service, they took it to a new level during several terrorist attacks a decade ago.

The employees never left their posts and made it their duty to protect their guests. They were quick thinking and thought of the safety of the guests before their own. Many of them even lost their lives.

So, you can see that the Taj Mumbai has created a customer-centered culture. Their employees know the customers come first, and they seem to enjoy this culture of service.

Experts tend to agree that the recruiting system employed by the hotel has helped them find the most ideal candidates to provide this extraordinary culture of service.

The Hiring System of the Taj Mumbai

Instead of looking to the metropolitan areas for new hires, they head out to the smaller towns. This is because they find employees with more traditional, old-school values. These include a respect for teachers and their elders, a humble spirit, discipline, honesty, and an empathetic nature.

This also helps them find loyal staff members who truly care about the hotel’s many guests.

Often recruiting younger people, the hotel sends new team members to a certification center where they live room and board free for 18 months to learn how to be the best employees they can be.

They also look to schools for their management teams and again spend a great deal of time (18 months is the norm even for management staff) and money training them.

The prospective employees are also trained in a very different manner. They are not told to look out for the hotel’s interests, but they are told to put the guest’s first. They should always put the guest’s needs before those of the hotel.

This not only empowers employees to take the right action at the right time, but it engenders loyalty in both the employee and the customer.

Finally, the hotel instituted a special rewards and recognition program that relies on compliments from guests, compliments from colleagues, and the employee’s very own suggestions.

Every day thank yous are encouraged, and the employees strive to be better every day.

The Wit Hotel

Located in Chicago, the Wit Hotel knew it needed to provide more options for its health-conscious travelers. They wanted to appeal to more appeal, including their loyal clientele, by providing more nutritious food options.

The brought in SPE Certified to help this 300-room Doubletree by Hilton, with one of the best rooftop lounges in the world, meet travelers’ growing demands.

They wanted to up their hospitality level by offering the tastiest, most nutritious food, both catering to their current guests and working to attract new guests from an even younger demographic.

With the help of their consultants, and in collaboration with the hotel’s chefs, they identified existing menu items to enhance. They worked on a number of items and now offer many SPE certified dishes.

These are menu items that are certified and show the hotel’s commitment to sustainability and nutrition and most importantly, to their customers’ health and well-being.

Their changes have had great results and enhanced customer satisfaction.

Arenas Del Mar

Located in Costa Rica, the Arenas Del Mar is committed to new avenues in the hospitality industry.

They are committed to providing their guests with just what they want.

For example, they invest in green technology and only source products that meet their green philosophy. Their goal is not only be sustainable but efficient.

At their resort, they rely on solar energy because they are dedicated to keeping their carbon emissions low. They do this by using solar energy to heat water for their guests’ rooms as well as their staff rooms.

They even take it a step further on cloudy days by using their energy-saving auxiliary water heaters as a backup. Their guests never have to worry, though, as their hot tubs and shower are always as hot as they want.

When it comes to their food service, they have their very own gardens that they irrigate with wastewater. They also work with local suppliers and only source organic food and hormone-free and grass feed meat.

In addition, because the resort is right in the middle of 11 acres of nature preserve, they only use natural cleaning products.

They went 100% organic so as not to leach toxic products into the nature reserve because they want to preserve the fragile ecosystem.

Final Thoughts

You can see from these three different case studies how important it is to put the needs of the customer front and center.

In this highly competitive arena, it is absolutely vital to provide proper customer service training.

Strive to be a customer-centric property. Put the needs of your guests first and allow your employees the leeway to provide the best service to your guests. Don’t tie their hands by making them jump through hoops. (tweet this)

Your goal is happy employees first. Finally, when your team is happy in the workplace, then everything falls into place. Your customer culture is set, and your customers are incredibly satisfied as a result.

Looking to showcase your hotel? At Hotel Propeller, we build functional, beautiful websites that highlight your hotel to help you stand out in the crowd. You’ll find everything you need to attract guests to your website and compel visitors to make a reservation. Take a look at our showcase and contact us today.

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INNOVATIONS in pharmacy

Vol. 15 No. 2 (2024)

Pharmacy Practice & Practice-Based Research

This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License .

Diagnosis and Management of Daptomycin-Induced Acute Eosinophilic Pneumonia: A Case Report

Fawzy Elbarbry

Legacy Health

Kate Farthing

Shannon Arguello

DOI: https://doi.org/10.24926/iip.v15i2.6200

Keywords: Daptomycin, Acute Eosinophilic Pneumonia, Diagnosis, Management

Daptomycin is a cyclic lipopeptide antibiotic that is indicated for the treatment of complicated skin infections and bacteremia caused by gram positive organisms. Acute eosinophilic pneumonia (AEP) is a rare, but serious adverse effect of daptomycin and caused by accumulation of eosinophils in the lung tissues, and can lead to respiratory failure. Early diagnosis and management of this condition is crucial to avoid severe complications, including death. Herein, we report a case of an elderly man who presented with signs and symptoms of AEP within two weeks of initiation of daptomycin for the treatment of MRSA bacteremia. The patient showed significant clinical improvement and decline in eosinophils upon discontinuation of daptomycin and starting a 5-day steroid course. Acute eosinophilic pneumonia should be kept in mind as a possible, although rare, adverse effect of daptomycin. Early recognition can be established through typical symptoms, eosinophilia, and chest X-ray showing pulmonary infiltrate. Rapid discontinuation of daptomycin with/without steroid therapy and supportive care usually results in significant clinical recover.

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Risk Management Practices in Tourism Industry – a Case Study of Resort Management

The purpose of this research was to identify the risks factors associated with the operation of a resort and the risk management techniques used to reduce the risks. One resort was selected as the case study and document analysis and observation were used as data collection methods. This study found that the risks can be managed through the right combination of risk management techniques. Despite weak monitoring activities, incomplete operating procedures, and inferior attitude by the workforce seems to impact the management of the resort, fast and intelligent response may be able to overcome the situation and prevent the worst possible outcomes.

Related Papers

Oliver Filiposki

The need for risk management in tourism is as great as ever. The purpose of this study is to present the ways of managing risks in tourism and the need to establish a system for risk management at the state level and in enterprises within the tourism industry. Through the analysis of the already known literature in the field of risk management which is slightly adapted to the tourist’s needs, analysis of the risk management standards, policies and procedures that were introduced in the world and the Republic of North Macedonia due to the COVID‐19 pandemic, we will perceive the need for a systemic approach to tourism risk management at both, macro and micro levels. The results show the framework of the processes for tourism risk management which is adaptable to the needs of the tourism industry

Marlena A. Bednarska

Vilas Waikar

RISK AND RISK MANAGEMENT PRACTICES IN HOTEL INDUSTRY BY VILAS GOVIND WAIKAR SUPERVISOR Dr. (Ms.) PURVA G.HEGDE DESAI Associate Professor, Department of Management Studies, Goa University Risk has emerged as major force driving hotel industry. As a problem area it is scant researched in the hospitality literature. Over the years risk is having significant influence on hotel industry, worthy o f evaluation. Hotels are concerned about the risk they face in their day to day activity but differ on their response to risks. The cultural theory o f risk has been extensively studied in context o f an individual. This research has considered ‘hotel’ as unit o f analysis. This research, has for the first tim e classified hotels based on grid (control) and group (interdependencies) structure as per the cultural theory of risk. It attempts to addresses the broad question, whether hotel’s risk and risk management practices are impacted by its grid group structure (risk world view) while addressin...

Cosmina Toader

In the project management, beside the financial management, team management and time management, one of the mandatory elements for the success of the project is the risk management. When the risk exists, it can be controlled through risk management but there are also hidden risks which are difficult to control. An efficient risk management can lead not only to the success of the project, which is mostly resumed to three directions: respect of the deadlines, of the budget and delivering the expected results in certain quality standards, but also to other projects which can be successful and which were generated by the occurrence of some unexpected risks and which apparently can be considered as destructive for the project. In the present study the authors propose to show that the risk should always be considered as a negative element because the occurrence of the risks can generate a series of extraordinary opportunities but only for those who know how to use them mainly in the touri...

[email protected]

Deborah Charisse Jagodilla , John Vincent Manalo

Jagodilla, D. D, “Management Practices Towards Reduction of Risks Among Hotels in Iloilo City,” Unpublished Dissertation, College of Liberal Artts, Iloilo State College of Fisheries, Barotac Nuevo, Iloilo, March 2018 ABSTRACT Risk Management is an important tool for sustaining tourism destinations’ image. Accommodation sectors are key players in the distribution of tourism services that is why it is crucial to reduce risks in order to create a long-term visitor and guest engagement. Conducted December 2018, this descriptive study utilizes 324 randomly selected hotel employees in Iloilo City. The Comprehensive- hotel- resort Risk Management Survey was adapted to measure the participants’ assessment towards risk management practices developed by Verma (2006). Frequency counts, rank, percentage analyses, mean scores, and standard deviations were employed as descriptive statistics; while the t-test for independent samples and one-way ANOVA, were employed as inferential statistics. The criterion for the acceptance or rejection of the null hypothesis was set at .05 alpha level. The study revealed that most of the participants assessed the risk management practices of hotels in Iloilo City in the areas of Perimeter and Location, Vehicle Controls, Access Control Procedures, Security of Public Areas, Room Safety and Security, Plans and Preparedness; Fire Safety and Management Leadership as “very highly practiced.” The t-test revealed no significant differences in the management practices towards reduction of risks when they were classified according to sex. Likewise, the One-way ANOVA revealed that no significant differences existed in the participants’ assessment of risks when they were categorized as to age and educational attainment. However, a significant difference existed between the participants’ assessment in the management practices towards reduction of risks when they were categorized according to hotel classification. Therefore, the null hypothesis must be rejected. Keywords: management practices, reduction of risks, risk management, tourism, tourist destinations, descriptive-survey, Iloilo City

European Journal of Tourism, Hospitality and Recreation

The world tourism industry suffered some severe losses as a result of a series of major international events and the magnitude of disaster/catastrophic risks has become a major topic of discussion for a sustainable tourism especially in the insurance industry. Risk management in the tourism context refers to the planning and implementation of processes directed towards managing the adverse effects of crises and disasters/catastrophes on tourism. The sustainability of a tourism destination is significantly influenced by its ability to adapt to changing market conditions, use resources efficiently and deliver innovative planning and development strategies about risk management. The aim of this paper is to consider the key elements of crises and disasters and their effects upon tourism destinations, and to provide background on risk management processes for sustainable tourism.

Iloilo State College of Fisheries

Deborah Charisse Jagodilla

Elaine Yang

Since the 9/11 attack in 2001, a number of major tragedies, including the SARS outbreak, the Bali bombings, and the Asian tsunami, have swept the tourism industry across the globe. The impact of these crises was unprecedented and thus, it raises the necessity to review the existing risk literature in tourism. This paper reviews the multi-dimensional concept of risk in tourism by analyzing 46 selected articles following the guidelines of content analysis. The findings are categorized into four broad meaning themes: (1) the concept of risk, safety and security; (2) the research trend of risk in tourism; (3) the definitions and antecedents of perceived risk; and (4) risk as a positive element. Based on the analysis, a framework is proposed for future research. The originality of this study lies in its attempt to conceptualize a comprehensive framework of risk perception in tourism as the existing literature tends to be empirically skewed, resulting in theoretical frameworks underused or applied in a fragmented way.

Marie Jennalyn D Monterey , Nicka Alvaro , Margerette Santos

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How FS AP-N515H Enhances Hotel Room Wi-Fi Connectivity

In today's digital world, seamless internet access has become a fundamental requirement for hotel guests. With travelers relying heavily on their smart devices for both work and leisure, the demand for high-quality hotel room Wi-Fi connectivity has never been higher. Meeting these needs is no longer just an amenity but a crucial factor influencing guest satisfaction and loyalty.

Current Issues with Hotel Room Wi-Fi Performance

Today's hotel guests expect more than a comfortable bed and a hot shower—they seek a connected experience. The growing reliance on smartphones, laptops, and tablets for both work and leisure means that dependable internet access is a non-negotiable part of their stay.

Despite this critical demand, many hotels struggle with providing a satisfactory Wi-Fi experience. Inconsistent connections, slow speeds, and dead zones can turn an otherwise pleasant stay into a frustrating ordeal. Without reliable Wi-Fi, guests find it difficult to stream media, participate in video conferences, or even browse the internet. These issues not only diminish the guest experience but also harm the hotel's reputation, making a strong case for the need for robust room Wi-Fi access points like the FS AP-N515H.

Current Issues with Hotel Room Wi-Fi Performance

Introducing FS AP-N515H: An Ideal Choose in Hotel Room Wi-Fi

Firstly, what is FS hotel room AP? The FS AP-N515H is a panel access point (AP) designed with the hotel industry's unique challenges in mind. Unlike traditional APs, a panel AP is a compact wireless access point that is usually mounted on a wall or other surface to provide wide wireless coverage. Compared to other types of APs, the panel AP is flatter in design and looks like a rectangular thin plate, hence the name. This FS AP-N515H is designed specifically to enhance hotel room Wi-Fi connectivity, ensuring guests enjoy a superior online experience.

Then, why FS AP-N515H is ideal for hotel room Wi-Fi ? The FS AP-N515H stands out due to its specific design features that target and alleviate common Wi-Fi issues in hotel rooms. Its integration of the latest Wi-Fi 6 technology ensures that guests enjoy a superior online experience, marked by high-speed connections, expansive coverage, robust security, and easy management. Next, we will introduce it to you in detail.

Introducing FS AP-N515H: An Ideal Choose in Hotel Room Wi-Fi

Key Advantages of FS AP-N515H in Hotel Room Wi-Fi

High-speed connectivity.

Wi-Fi 6 Technology: Utilizing the latest Wi-Fi 6 (802.11ax) standard, the AP-N515H significantly boosts data transfer rates and enhances overall network efficiency. This ensures guests experience faster downloads, seamless streaming, and smooth online browsing—crucial for both work and entertainment purposes in hotel room Wi-Fi solutions.

OFDMA, MU-MIMO, TWT: OFDMA enables more efficient channel use, and reduces latency between AP and client devices; The MU-MIMO (Multi-User, Multiple Input, Multiple Output) technology supports up to eight client devices and provides greater network efficiency, ensuring a high-quality hotel room Wi-Fi experience. TWT reduces power consumption, schedules wake times, and extends the client battery life of mobile devices, enhancing their hotel room Wi-Fi experience.

Enhanced Coverage

Advanced Antenna Technology: Equipped with high-gain antennas, the AP-N515H extends Wi-Fi coverage, effectively eliminating dead zones within hotel rooms. This ensures that guests enjoy a consistent and strong hotel room Wi-Fi signal, no matter where they are in the room.

Beamforming: Beamforming technology focuses the Wi-Fi signal directly towards the user's devices, instead of broadcasting in all directions. This targeted approach enhances signal strength and coverage.

Robust Security

In today's digital landscape, data security is paramount. The FS AP-N515H integrates state-of-the-art security features, notably WPA3 encryption, to safeguard guests from cyber threats. WPA3 offers enhanced password protection and fortifies overall network security, allowing guests to work, browse, and stream with complete peace of mind, knowing their personal data is well-protected on the hotel room Wi-Fi network.

Easy Installation and Management

Plug-and-Play Design: The uncomplicated installation process allows hotel staff to quickly set up the device without extensive IT expertise. This ensures minimal disruption during the deployment process.

Intuitive Management Interface: The user-friendly interface facilitates easy network monitoring and management. Hotel staff can effortlessly handle tasks such as firmware updates, device configuration, and performance monitoring of the hotel room Wi-Fi.

Supports Airware: With built-in support for Airware, the AP-N515H further simplifies network management. This powerful software suite offers advanced tools for network analysis, diagnostics, and optimization, allowing hotel staff to manage peak network performance easily.

Cost-Effective Solution

Infrastructure Efficiency: By providing robust performance and extensive coverage, the AP-N515H minimizes the need for multiple devices within a hotel, thereby reducing setup and maintenance costs. This enhances the overall value of the hotel room Wi-Fi service while maintaining high-quality service.

Energy Efficiency: The device is designed to consume lower power while delivering top-tier performance, contributing to reduced operational expenses.

Case Studies of Hotels Using FS AP-N515H

A hotel located in Tennessee, USA, aimed to cater to both business and leisure travelers but faced challenges due to thick walls and cabling issues, which negatively impacted network services when installing hotel room Wi-Fi solutions in guest rooms. To address this, FS introduced the compact hotel access point, AP-N515H, which can be easily deployed next to the TV area or beside the desk without damaging the walls. This hotel room Wi-Fi solution is built on the hotel's existing network infrastructure, enabling hassle-free internet services while maintaining the aesthetic appeal of the rooms. The AP-N515H significantly expanded the hotel's wireless coverage, ensuring a secure and satisfying internet experience for guests. Its unobtrusive design and seamless integration into the room's layout ensure that guests enjoy uninterrupted, high-speed Wi-Fi connectivity, whether for business or leisure purposes. Not only did the hotel room Wi-Fi solution resolve connectivity issues, but it also improved guest satisfaction and solved a problem that had been plaguing the hotel.

Conclusion: Upgrade Your Hotel Room Wi-Fi with FS AP-N515H

In an era where flawless internet connectivity is crucial, hotels must prioritize upgrading their Wi-Fi infrastructure to meet guest expectations. The FS AP-N515H stands out as a comprehensive solution that addresses the necessary parameters for high-speed, reliable, and secure Wi-Fi. By investing in this cutting-edge access point, hotels can significantly enhance their guests' online experience, ensuring satisfaction and fostering loyalty. Additionally, the FS AP-N515H comes with a 3-year warranty, and FS offers free expert team consultations.

Embrace FS AP-N515H to transform your hotel room Wi-Fi connectivity, and offer your guests the seamless internet access they deserve.

Relative article:

Exploring Hotel WiFi Systems: Get WiFi in Every Room

FS Upgrades Hotel WiFi Solutions to Achieve Win-win Situation for Hotels and Guests

6 Things to Consider When Choosing the Best Wireless Access Point

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# Wireless and Mobility

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Retrospective analysis of glacial lake outburst flood (glof) using ai earth insar and optical images: a case study of south lhonak lake, sikkim.

1. Introduction

2. study setting, 3. data and method, 3.1.1. sar images, 3.1.2. optical images, 3.2. insar calculation in cloud platform, 3.2.1. gpu-assisted insar processing module, 3.2.2. automated full-resolution fast insar time-series analysis method.

Employ the small baseline principle to select interferometric pairs and generate the optimal interferometry network [ 40 ].
Calculate burst offsets between each image and the reference image, generating a burst offset file and determining the burst offsets of each slave image based on the AOI of the reference image.
Automatically download the corresponding orbit auxiliary files and external DEM files. SRTM DEM with a resolution of 30 m was utilized to subsequently mitigate terrain phase effects.
Utilize GPU to accelerate the generation of differential interferograms; details of GPU-accelerated InSAR processing are available in Section 3.2.1 . Subsequently, all generated differential interferograms are resampled based on the registration parameters to ensure consistency with the SAR coordinate system of the reference image.
Image cutting. Interferograms are cropped according to the specified range of the AOI.
SHPS phase filtering and phase unwrapping. Utilize the SHPS algorithm to reduce noise in the interferograms while preserving the spatial resolution of SAR images. Coherent points surrounding each reference pixel are selected, aiming to retain interferogram details while eliminating phase noise from incoherent and low-coherence areas. Then, phase unwrapping of interferograms was achieved using minimum cost flow (MCF) networks [ 41 ].
Corrections for orbital error and terrain-related atmospheric delay errors.
Time-series analysis in SAR coordinate system. With high-pass and low-pass filters, the average deformation rate is calculated using the linear least squares (LS) method. Subsequently, a time-series analysis is performed. The InSAR time-series analysis module follows the traditional method, employing the Small Baseline Subset method to derive deformation time series through the singular value decomposition (SVD) algorithm [ 6 ].

4. Results and Analysis

4.1. analysis of insar deformation results, 4.2. optical image analysis, 5. discussion, 5.1. correlation between insar deformation results and multiple factors, 5.1.1. rainfall factor, 5.1.2. lake area factor, 5.1.3. slope factor, 5.2. possible causes of landslide and glof, 5.3. secondary landslide risk, 6. conclusions, author contributions, data availability statement, acknowledgments, conflicts of interest.

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Yu, Y.; Li, B.; Li, Y.; Jiang, W. Retrospective Analysis of Glacial Lake Outburst Flood (GLOF) Using AI Earth InSAR and Optical Images: A Case Study of South Lhonak Lake, Sikkim. Remote Sens. 2024 , 16 , 2307. https://doi.org/10.3390/rs16132307

Yu Y, Li B, Li Y, Jiang W. Retrospective Analysis of Glacial Lake Outburst Flood (GLOF) Using AI Earth InSAR and Optical Images: A Case Study of South Lhonak Lake, Sikkim. Remote Sensing . 2024; 16(13):2307. https://doi.org/10.3390/rs16132307

Yu, Yang, Bingquan Li, Yongsheng Li, and Wenliang Jiang. 2024. "Retrospective Analysis of Glacial Lake Outburst Flood (GLOF) Using AI Earth InSAR and Optical Images: A Case Study of South Lhonak Lake, Sikkim" Remote Sensing 16, no. 13: 2307. https://doi.org/10.3390/rs16132307

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