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The Cornell School of Hotel Administration on Hospitality: Cutting Edge Thinking and Practice

Michael C. Sturman (Editor), Jack B. Corgel (Editor), Rohit Verma (Editor)
ISBN: 978-0-470-55499-9
512 pages
April 2011
The Cornell School of Hotel Administration on Hospitality: Cutting Edge Thinking and Practice (0470554991) cover image

Description

This cutting edge and comprehensive book—with contributions from the star faculty of Cornell University's School of Hotel Administration—offers the latest thinking on the best practices and strategies for hospitality management. A must for students and professionals seeking to enter or expand their reach in the hospitality industry, The Cornell School of Hotel Administration on Hospitality delivers the authoritative advice you need to:

  • Develop and manage a multinational career and become a leader in the hospitality industry

  • Maximize profits from franchise agreements, management contracts, and leases

  • Understand and predict customer choices, and motivate your staff to provide outstanding service

  • Manage hospitality businesses and the real estate underlying the businesses

  • Control costs, coordinate branding strategy, and manage operations across multiple locations

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Table of Contents

Foreword xi
Michael D. Johnson

Chapter 1 Four Paths to Success in the Hospitality Industry 1
Michael C. Sturman, Jack B. Corgel, and Rohit Verma

Chapter 2 The Essence of Hospitality and Service 5
Giuseppe Pezzotti

Part I Success in Your Hospitality Career

Chapter 3 Preparing for a Successful Career in the Hospitality Industry 21
Kate Walsh, Michael C. Sturman, and Bill Carroll

Chapter 4 The Listening Fast Track 37
Judi Brownell

Chapter 5 Developing and Managing Your Multinational Career 52
Jan Katz

Chapter 6 Becoming a Leader in the Hospitality Industry 65
Timothy Hinkin

PART II Success Through Operations and Service Excellence

Chapter 7 Understanding and Predicting Customer Choices 83
Rohit Verma

Chapter 8 Guiding the Guest Experience 97
HaeEun Helen Chun

Chapter 9 Harnessing the Power of Your Culture for Outstanding Service 111
Robert Ford and Michael C. Sturman

Chapter 10 A Scientific Approach to Managing Hospitality Operations 127
Gary M. Thompson

Chapter 11 Motivating Your Staff to Provide Outstanding Service 142
Michael C. Sturman and Robert Ford

Chapter 12 How to Build Service Quality into Your Operation 159
Alex M. Susskind

Chapter 13 Demand Management 174
Bill Carroll

Chapter 14 Revenue Management for Enhanced Profitability: An Introduction for Hotel Owners and Asset Managers 192
Chris Anderson and Sheryl Kimes

Chapter 15 Competing Successfully with Other Hotels: The Role of Strategy 207
Cathy A. Enz

Chapter 16 Focus on Finance: Aiming for Restaurant Success 227
Alex M. Susskind and Rupert Spies

PART III Success as a Real Estate and Business Owner

Chapter 17 Hospitality Property Ownership: Where You Fit In 247
Jack B. Corgel, Robert Mandelbaum, and R. Mark Woodworth

Chapter 18 Hospitality Properties: How Much to Pay if You’re Buying; How Much to Ask if You’re Selling 270
Jack B. Corgel

Chapter 19 Gaining Maximum Benefi t from Franchise Agreements, Management Contracts, and Leases 293
Jan A. deRoos

Chapter 20 Developing and Renovating Hospitality Properties 309
Jack B. Corgel, Jan A. deRoos, and Kevin Fitzpatrick

Chapter 21 Planning and Programming a Hotel 321
Jan A. deRoos

Chapter 22 Measuring Hotel Risk and Financing 333
Peng Liu and Daniel Quan

PART IV Success Through Managerial Excellence

Chapter 23 Segmenting and Targeting Your Market: Strategies and Limitations 353
Michael Lynn

Chapter 24 New Media: Connecting with Guests throughout the Travel Experience 370
Lisa Klein Pearo and Bill Carroll

Chapter 25 Building and Managing Your Brand 388
Robert J. Kwortnik

Chapter 26 Hotel Revenue Management in an Economic Downturn 405
Sheryl Kimes and Chris Anderson

Chapter 27 Addressing Employee Lawsuits 417
David Sherwyn and Paul E. Wagner

Chapter 28 Coordinating Information and Controlling Costs 430
Gordon Potter

Chapter 29 Making the Most of Your Human Capital 444
J. Bruce Tracey and Sean A. Way

Chapter 30 You Can’t Move All Your Hotels to Mexico: Unions and the Hospitality Industry 455
David Sherwyn and Paul E. Wagner

Chapter 31 The Integrity Dividend in Hospitality Leadership 469
Tony Simons

Final Thoughts

Chapter 32 Afterword: Where Do You Go from Here? 483
Michael C. Sturman, Jack B. Corgel, and Rohit Verma

Index 487

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Author Information

Michael C. Sturman is a Professor of Management and the Kenneth and Marjorie Blanchard Professor of Human Resources at Cornell University's School of Hotel Administration. His current research focuses on the impact of human resource management on organizational performance and other job performance issues. He has written over one hundred articles, and is coauthor of Managing Quality Service in Hospitality: How Organizations Achieve Excellence in the Guest Experience.

Jack B. Corgel is a full professor at the School of Hotel Administration and served as the first director of the school's Center for Hospitality Research. He consults with PKF Hospitality Research, where he helps develop new products for the hotel industry based on property-level financial performance.

Rohit Verma is a Professor of Service Operations Management at the School of Hotel Administration, and also serves as the Executive Director for the Center for Hospitality Research (CHR). He has published over fifty articles in prestigious business journals, written numerous CHR research reports, and routinely presents at major industry con-ferences. He is coauthor of Operations and Supply Chain Management for the 21st Century.

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Press Release

March 30, 2011
The Cornell School of Hotel Administration on Hospitality: Cutting Edge Thinking and Practice

Cornell's book contains all of the best practices and hospitality management strategies they teach to their students, so that anyone who needs to utilize hospitality skills in their business can succeed. The book is divided into four sections:

1.      Managing Your Career in the Hospitality Industry: Jobs in the Hospitality Industry require certain knowledge, skills, abilities, and personal characteristics and love of the job for potential to move up the organizational ladder. This section of the books shares Cornell's knowledge of the educational and personal development that has worked to create successful careers in the Hospitality Industry.

2.      Success at Property Operations: Any successful hospitality operation (hotel or restaurant, chain or independent, low-cost provider or luxury establishment) requires a well-performing individual operation.  This section shares the knowledge Cornell's School of Hotel Administration has gained from its studies of all aspects of how an individual business unit can succeed, including aspects of operations, human resources, marketing, and information management.

3.      Success at the Corporate Office: The requirements for success when managing a chain of establishments are very different than when managing any single property.  At the corporate office, you need to choose the right strategy, manage your brand, coordinate information, control costs, and implement the right systems to achieve success at multiple locations simultaneously.  This section highlights some of the major areas that require attention to successfully manage a set of properties, and provides guidance as to what research and experience has shown can enhance your likelihood of operating a successful multi-unit company.

4.      Success as a Business Owner: In this industry, owners receive cash flows by owning hotel, restaurant, and other types of hospitality businesses, by owning the real estate underlying these fixed-location businesses, and by owning both.  Simply entering this growth industry presents the opportunity for wealth creation; but competitive market conditions require that owners take well-conceived actions to earn excess returns on their investments. This section of the book informs about the actions available to owners for wealth creation; and, because in many important components of the hospitality industry, control of the business operations have become increasingly separated by contract from ownership of the real estate, the chapters in this section emphasize the profitable actions of hospitality real estate owners who hold the rights to the residual cash flows.

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