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Reflective Essay 2000 Words About Hospitality

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471 Words Essay on Hospitality

471 Words Essay on Hospitality

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A hospitable man is one who freely admits to his house friends and, in some cases, strangers also, gives them food and lodging when necessary, and provides them with entertainment. He is usually of a kind and generous nature, and by his benevo­lent disposition promotes social intercourse and adds to the plea­sures of his fellowmen.

Though hospitality is a virtue that can be practiced with magnificence only by the rich, yet it is also found in a simple and untainted form among the poor, who show an amazing willingness to share their scanty pittances with others who at the time happen to be less fortunate than themselves.

The poor urchin, who shares his loaf of bread with another, stands out as an example of the truest and most unselfish hospitality.

Among primitive people, all over the world, the virtue of hospitality was regarded with greater reverence and practiced with stricter observance than in modern times. They would re­ceive strangers in their houses, give them food and shelter, and speed them upon their travels with such help as was in their power to give.

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A traveler who was not suspected of unworthy motives, if he reached a village at nightfall, would have no hesi­tation in going to the house of the headman, secure in the belief that a welcome would be waiting for him.

Even an enemy, if he were once to cross the threshold and ask for shelter in the name of hospitality, would be treated as well as his host could treat him and might rest assured that, in case of discovery, his life would be as safe as in his own house, so long as he remained under that roof.

The Arabs particularly are fa­mous for their generous hospitality, and many stories are told of the bitterest enemies being treated with consideration during the times they have chanced to spend beneath their opponent’s roof.

In the present day, especially in towns, hospitality is practiced more sparingly, and the spirit it engenders is less frequently found.

This is due not so much to a decline in generosity as to a change of conditions. The number of hotels and lodging houses is gen­erally sufficient to give accommodation to strangers, and there is therefore no longer any need for travelers to invade the privacy of strangers’ houses and disturb their domestic arrangements.

Nevertheless most men delight in honouring their friends and relatives by inviting them to their homes, for long periods if they live far apart, or for a few hours if they inhabit the same town or village.

In this way man, who is essentially sociable by nature, satisfies his desire for companionship, cheers his leisure hours, brightens his mind by stimulating conversation, and binds himself by a closer bond of love to the friends in whose company he takes delight.

Reflective essay 2000 words about hospitality

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There are many very constructive topics that can be addressed in an effective research paper or dissertation in the field of hospitality. Most compositions in this field focus either on the field of management or on the field of tourism. Papers in this particular field can take several approaches. The writer can focus on the financial management of enterprises, human resource management, international management, visitor management, and overall philosophies of management that can tend to bring in repeat customers. Papers that address the field of tourism may also have an economic focus, addressing issues of microeconomics and macroeconomics that are affecting tourism in a particular area. Another area of interest is the field of sustainable tourism, and the topics of "eco-tourism" and "green tourism" are increasingly popular topics as well.

Whether your essay is going to focus on the field of management or the field of tourism in the context of your program in hospitality, your paper will probably include six primary elements: an introduction, a literature review, a methodology section, a results section, an overall discussion of what the results section implies for the future of tourism or management in a given area, and the conclusion. The most important sections of your essay are the introduction and the conclusion, and the more concise you can make your primary assertions in your introduction and in your conclusion, the better.

Another area of increasing interest in the field of tourism in general is the increasing role of social media in both promoting and changing the field of hospitality as it is currently understood. Social media outlets are changing so fast that it is difficult if not impossible to gauge their overall effects on tourism and tourism management, making research papers in this particular area especially challenging but often worth the challenge – since if you are addressing questions raised by the role of social media in tourism, you are very likely raising questions that have not been raised in the papers that have been read in the past by your reader, and there's nothing like originality and new content to win over a reader. Social media outlets themselves are often the best resources for additional information about how the outlets are affecting the tourism industry. There are many ongoing discussions on social media outlets concerning the nature of visitor monitoring, how the emotional management of tourists can bring repeat customers, and even how giving "lip service" to eco-tourism or to green tourism can have a "backlash effect" for some tour providers.

Tourism Essays - Hospitality Industry

Tourism Essays - Hospitality Industry

Published: 23rd March, 2015 Last Edited: 23rd March, 2015

This essay has been submitted by a student. This is not an example of the work written by our professional essay writers.

Select a sector of the tourism or hospitality industry and discuss how the changing business environment is likely to affect its future growth.

“Modern marketing managers practice in a consistently changing environment necessitating the need for the formalisation, implementation and evaluation of strategic marketing plans.” (Phillips, Davies and Moutinho, 2001) Nevertheless, despite the advocated benefits of strategic marketing planning, there is very little concrete empirical evidence or research to back up this claim, making it very speculative, despite appearing to be common sense. As such, it is very difficult to accurately determine how the changing business environment is likely to affect future growth in any sector, as no one appears to be able to accurately predict how the business environment will behave next. Nevertheless, this piece will attempt to determine how the changing business environment has impacted on the strategic planning in the hotel industry, and thus attempt to predict how it will impact on performance in the future.

Phillips, Davies and Moutinho’s (2001) study examines the relationships between strategic marketing planning and performance, extending the knowledge of strategic marketing planning and performance by focusing on the service industry, and providing potential controls for market-level influences, by restricting itself to the hotel sector. The study examines the interactive effects of strategic marketing planning and performance, and its findings suggest that the issue is not whether strategic marketing planning affects performance, but rather what marketing capabilities are required to enhance performance. Indeed, Lecoustay (2004) claims that today, in spite of high-tech, constantly developing, computerised systems; it is still the revenue, or sales manager who makes the difference with his knowledge, flexibility, vigilance and reactivity to rapid changes in the environment. As such, this appears to be one area in which the changing business environment will not significantly, or predictably, affect future performance, as long as management skill levels remain at a relatively constant level.

However, with the interconnectivity of the various electronic distribution channels, the distribution opportunities are tremendous, as hotels now have access to a unique, massive and complex system: the Internet. This is increasing transparency and making all type of rates available to everyone: for instance, some promotional offers are, through a specific distribution channel, and targeted at a particular market segment. Nevertheless there are currently some limits to online marketing techniques, including the need to ensure that the pricing structure is coherent, in order to address all market segments, and also a need to understand each segment. This coherence of the pricing across the distribution channels is fundamental to success in the long term, thus hotel management must still be aware of the benefits of good revenue and distribution management. Given that these still rely very much on how advanced the respective manager is in spotting the changes in the environment, reacting and adapting his strategy, and that the complexity of the electronic distribution also requires increasing levels of expertise from the persons operating the levers, Lecoustay’s (2004) work still relies heavily on the skills of the people involved, and thus this will still determine growth potential for the foreseeable future.

Zhen and Denise Chang (2003) conducted similar research into strategies utilised by hoteliers, although their work focused strongly on the tourism industry in Ontario, Canada. They also found that limited research exists on the current strategic issues and thus they conducted a pilot study via e-mail survey, attempting to identify the current strategic issues and strategies implemented by hotels in the current environment. Results showed that among the most concerning issues are a lack of financial and government support, changing customer needs, increasing power of customer purchasing through the Internet and the top internal environment concern is related to human resources. As such, although changing customer needs and increasing purchasing power are a concern for many in the hotel industry, there is very little evidence to suggest that this will affect growth overall, rather it may punish individual firms who fail to adapt to the changing environment.

The increasing purchasing power, and availability of the Internet as a search and booking tool, adds credence to Kotler’s (1997) argument that, regardless of the initial success of the brand position in the market, any may have to be forced to reposition it later. Similarly, Trout and Rivkin (1995) state that today is more the time for repositioning than positioning, which is strongly due to the changing marketing environments that influence any organisation, including the hotel industry. Given this need, Hassanien and Baum (2002) undertook a study of the cost to hotels, in terms of the constant need for the renovations, which are inevitably essential for hotels to stay active and alive in the market. At any one time almost every hotel has recently been renovated, is under renovation, or is waiting for renovation, and Hassanien and Baum argue that hotel positioning and property renovation are inseparable in the hotel industry since most innovation is attained through renovation, and innovation is vital in any changing business environment.

One of the, potentially very real, costs that the changing business environment can create is the cost to the business when a manager undermines the trust of his staff, by constantly changing expected performance standards and goals. To measure such an effect, Simons (2002) hypothesised that when employees sense an inconsistency between what their bosses say and do, it sets off a cascade of effects, and in order to measure this expected chain reaction, Simons surveyed several thousand employees at 76 U.S. and Canadian Holiday Inn hotels. Workers were given a questionnaire and asked to rank how closely their managers’ words and actions were aligned something the author refers to as ‘behavioral integrity.’ Simons then queried the employees about their commitment and the service environment at their hotels, and correlated the workers' responses with the hotels' customer satisfaction records. The results were striking; with no other single aspect of manager behaviour having as large an impact on profits as did the integrity of a boss. The paper also identified several reasons why maintaining integrity is hard, such as sticky labels, competing stakeholders, shifting policies, changing fashions, unclear priorities, and blind spots, many of which can be seen to be due to the changing business environment, but many of which are also due to managerial skill and performance level.

It is argued by Verma and Plaschka (2003) that so called ‘choice modelling’ can yield valuable insights for market-driven strategy development, by revealing customer clusters, suggesting the potential effects of changing levels of value drivers, assessing overall brand equity, and identifying customers' switching barriers. The authors also claim that the stream of research on customer choice modelling published over the last few years has provided hotel managers with the potential knowledge and ability to implement such strategies throughout the hospitality industry. It is thus interesting to note that the new technologies and other capabilities that for a part of the modern competitive environment are only used by the authors to help gather data and implement these models, with the actual design and analysis still strongly dependent upon the managers skills and experience.

In conclusion, irrespective of the up or down economic cycles, new technology and more demanding consumers mean that today's business environment in the hotel sector, and the tourism industry in general, is even more competitive than during any other time in recent history. To a certain extent, companies can re-engineer, restructure, and cut costs, but at the end of the day any firm must identify a sustainable and profitable business model that will nurture growth, and in the hotel industry this must be strongly based on the skill, attitude and professionalism of the hotel managers. Creating a sustainable and profitable business model can prove to be as ruthless as any political campaign, and can often resemble all out war with companies determined to drive out competitors. As such, provided that hotel chains can continue to recruit and train high quality managerial staff, with the ability to react to changing market trends, whilst also coping with new technology and maintaining the support of staff, then these hotels have nothing to fear from the rapidly changing environment. However, should managers in any hotel not be up to scratch, these hotels can expect to see their business shrink rapidly, and the cutthroat environment may see them disappear altogether.

  1. Hassanien, A. and Baum, T. (2002) Hotel repositioning through property renovation. Tourism & Hospitality Research; Vol. 4, Issue 2, p. 144.
  2. Kotler, P. (1997) Principles of Marketing. Prentice-Hall Inc, Englewood Cliffs, New Jersey.
  3. Lecoustay, J. (2004) General Overview Statement from the Industry: "Flexibility, Reactivity and Coherence" Are a Must in Our Fast Changing Environment. Journal of Travel & Tourism Marketing; Vol. 16, Issue 4, p. 5.
  4. Phillips, P. A. Davies, F. M. and Moutinho, L. (2001) The Interactive Effects of Strategic Marketing Planning and Performance: A Neural Network Analysis. Journal of Marketing Management; Vol. 17, Issue 1/2, p. 159.
  5. Simons, T. (2002) The High Cost of Lost Trust. Harvard Business Review; Vol. 80, Issue 9, p. 18.
  6. Trout, J. and Rivkin, S. (1995) The New Positioning: The Latest on the World No. 1. McGraw-Hill, New York.
  7. Verma, R. and Plaschka, G. (2003) The Art and Science of Customer-choice Modeling: Reflections, Advances, and Managerial Implications. Cornell Hotel & Restaurant Administration Quarterly; Vol. 44, Issue 5/6, p. 156.
  8. Zhen L. and Denise Chang, G. (2003) Strategic issues faced by Ontario hotels. International Journal of Contemporary Hospitality Management; Vol. 15, Issue 6, p. 343.

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