Case Study HaoweiLiu
Explore the strategic direction of the Food and Beverage Department within the construct of the overall strategy for the Radicor Hotel, Darling Harbour.
Hao-wei Liu(Jessica)
In every hotel, food and beverage department sometimes seems to be a subsidiary section in a hotel organization, yet its revenue is all in all and substantial. Radicor Hotel has its food and beverage revenue from seven areas, the promenade, the Abbey, lobby lounge, connections bar, the Deli, room service and mini bar. In Radicor Hotel Darling Harbour, the food and beverage revenue is moving in on the room revenue, in 2011 May, the former already overtook the later. Hotel Radicor key data shows that in the seven areas, restaurant Abbey happened to be the one that keep decreasing from 2009 to 2011. Compared the total revenue from 2009 and 2010, it dropped 30%, it was an unacceptable number for a manager, the following year, 2011, was not good enough, either.
On the contrary, the other restaurant in the hotel, Deli, was doing excellent, its total revenue was continually increasing, from 2009 to 2010, it raised 24%, and did not stop rising. While other food and beverage fields’ performances were comparatively stable.
Respect Every Negative Review
To meet customers expectation is never an easy task to do, as Levitt noticed that with services, “You don’t know what you aren’t going to get until you don’t get it.” (Levitt, 1980) Hence good reputation always take years to build, however, it could fall into nothing due to few negative reviews. In order to change this plight, the hotel must find out the main reasons that push the dollar away. John Trevallin pointed out that the robotic, untrained service in restaurant Abbey was very unexpected in such a fancy restaurant, and the dishes were really well mixed, just not mixed in the matching way, it even came out with a whole new bad taste. However, the meal was charge in a classically five stars hotel price. Every organization has to deal with every
Hao-wei Liu(Jessica)
In every hotel, food and beverage department sometimes seems to be a subsidiary section in a hotel organization, yet its revenue is all in all and substantial. Radicor Hotel has its food and beverage revenue from seven areas, the promenade, the Abbey, lobby lounge, connections bar, the Deli, room service and mini bar. In Radicor Hotel Darling Harbour, the food and beverage revenue is moving in on the room revenue, in 2011 May, the former already overtook the later. Hotel Radicor key data shows that in the seven areas, restaurant Abbey happened to be the one that keep decreasing from 2009 to 2011. Compared the total revenue from 2009 and 2010, it dropped 30%, it was an unacceptable number for a manager, the following year, 2011, was not good enough, either.
On the contrary, the other restaurant in the hotel, Deli, was doing excellent, its total revenue was continually increasing, from 2009 to 2010, it raised 24%, and did not stop rising. While other food and beverage fields’ performances were comparatively stable.
Respect Every Negative Review
To meet customers expectation is never an easy task to do, as Levitt noticed that with services, “You don’t know what you aren’t going to get until you don’t get it.” (Levitt, 1980) Hence good reputation always take years to build, however, it could fall into nothing due to few negative reviews. In order to change this plight, the hotel must find out the main reasons that push the dollar away. John Trevallin pointed out that the robotic, untrained service in restaurant Abbey was very unexpected in such a fancy restaurant, and the dishes were really well mixed, just not mixed in the matching way, it even came out with a whole new bad taste. However, the meal was charge in a classically five stars hotel price. Every organization has to deal with every