Hotel Operations Management

This report evaluates the operations management of Pullman and iBis Budget Accor hotels. It discusses their facilities, services, room rates, revenue streams, and other supplementary services.

Running Head: HOTEL OPERATIONS MANAGEMENT
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Hotel Operations Management
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Executive Summary
The report reflects on the Pullman and iBis Budget Accor hotels. They are one of the
major Accor hotel groups in the world. The hotels operate different on delivery of the services,
facilities used to provide the services, the rates of the rooms among other supplementary
services. The hotels have main operating structures that are characterized by management
contracts, franchise agreements, and ownership. They have a wide portfolio that covers about 26
different market hotel segments. In this report, the property portfolio evaluation and analysis of
the upper scale Accor Hotel will be done. In addition, the same will be done on the budget scale
Accor Hotel. In this report, the Pullman hotel is the Upper scale brand type and Ibis Budget hotel
is the budget scale Accor brand.
Introduction
The Accor hotels are the current group of hotels present in market segments. They
operate across the five continents. They have boosted the economy of the the countries that they
operate (Apostu, 2014, p.79). The Accor hotels are known for offering the guest with the best
treatments like no other hotel. These hotels are categorized into three different categories:
midscale, upscale and budget economy. They are comprised of the complimentary brands which
are recognized all over the world. They offer very quality services to customers. In the report, I
will focus on two hotels.
1: Pullman Hotel
This is one of today’s major world hotels. It is an upper scale hotel brand owned by the
AccorHotels. It has more than 117 hotels in Africa, Europe, Middle East Latina America as well
as the Asia Pacific (Capocchi, 2019 p. 191).

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1.1 Provided facilities
Pullman hotel provides various facilities for the comfort of its customers. Unlike the ibis
Budget hotel, Pullman hotel provides the services that cater for international hotel standards. The
hotel has a special Artist playground. This facility is intended to add value to cultural events and
facilitate entertainment within the hotel. The ground is designed in such a way that the
permanent artist's playground is at the central part within the hotel. The hotel provides a business
playground facility. This is kind of a room that reflects the global nomad within the hotel (Lehto,
2014 p.255). It is a room in which guests are welcomed before they are given directions based on
what they need. This room acts as meeting ground, especially official meetings. It has junction
facilities which everyone enjoys the facilities based on their needs. The exercise areas within the
hotel include the gym room, table tennis section, swimming pools among others. The hotel offers
cosmetics, check in/out facilities.
1.2 Services available
Pullman hotel offers various services depending on the location of the hotel. The hotel
management team focuses on the culture of the people within which the hotel is located.
Considering that the hotel is located in different parts of the world it offers different services
depending culture of people within. The hotel offers entertainment services by welcoming many
artists who entertain their customers. In addition, the hotel offers other services such as cosmetic
and beauty services for potential customers. The amble environment services offered by the hotel
enable people to have their business and official meetings within the hotel. The massage therapy
services are offered by the hotel for the total satisfaction of the customers.
1.3 Room rates

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The rates of the rooms within the hotel are pocket-friendly. To cater to the needs of the
customers, the hotel management has offered affordable prices for the lodging rooms and
business rooms within the hotel. The price for each room varies depending on the location of the
hotel as well as the need for the rooms. Approximately, the business room can be rented for
$3400 per month. This is so cheap compared with the profit received from each room.
1.4 Revenue streams
The hotel offers dynamic revenue management solutions. It has a revenue dedicated
portal that aims to personalize the information regarding the revenues. It has management
contracts different from ibis Budget hotel which records the paid fees by the owners of the hotel.
It pays the trademark marketing and sales revenue fees to the government. The company has
encountered revenue of about €5,454 million. The development of the hotel all over the world
has added a revenue increase value for about 0.8% (€44 million),
1.5 Housekeeping functions
The hotel has internal management which regulates the entire hotel housekeeping
functions (Schall, 2013 p.51). The hotel has sustainability training resources which include fact
sheets for every individual department. It has employed the housekeeping floor supervisors
improving the working conditions staff members in the hotel.
1.6 Food and Beverage outlets
The food and beverages outlets are designed in such a way they serve the need of the
customers satisfactory. The hotel has a high level of hygiene audit in food and beverage outlets
sections. This is to ensure that the operations of the hotel are clear (Pine and Gilmore, 2018
p.97).

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1.7 Other supplementary services offered by the Pullman hotel
Other services offered by the hotel include training services of the staff members for
quality services provision and laundry and cleaning services. It also provides own car parking
area services.
2.0: iBis Budget
2.1 Provided facilities
Contrary to the Pullman hotel, the Ibis Budget hotels offer very low-cost hotels but
operated within the economy of the hotel. It has provided new bedroom houses with differently
designed from that of Pullman hotel (Lewis, 2010 p.84). The new design has facilitated a high
level of comfort as compared to the Pullman hotel bedrooms. It has provided completely new
renovated bedrooms with modest pricing. It has installed the TV screens in the rooms for the
better entertainment of the guests (Yen and Tang, 2015 p.79). It has provided the reading lights
in the room to cater for the needs of the customers fully.
2.2 Services available
The hotel has provided entertainment services by making sure that every room has a TV
connected to different channels. This is meant for the full entertainment of the customers (Walls,
2013 p.179). Every room is connected to the WIFI network to facilitate easy browsing of the
customers. It offers a 24/7 support system to facilitate better services to the customers.
2.3 Room rates
The rates of the rooms for the hotel are not so high. They are much cheaper than that of
the Pullman hotel. Considering that the hotel is operating under the budget economic the rooms

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rates cater to the cost of operation (Kline, 2013 p.642). One bedroom costs about $400 per night
proving all services such as hot showers, massage services among others.
2.4 Revenue streams
Comparatively, the hotel offers less revenue as compared to the Pullman hotel.
Approximately it offers about 35,274 million per year. They have a need for a progressive
increase in terms of revenue generation between the years 2017-2018. There has been a revenue
drop out this year of about 0.2% as compared to the revenue encountered in the year 2018
(Issenberg, 2011 p.75). The hotel is working hard to reverse the revenue streaming by the end of
this year.
2.5 Housekeeping functions
Unlike the Pullman hotel, ibis Budget hotel has designers who take responsibility to
design for a new look of the rooms (Demirçiftçi and Kızılırmak, 2016 p.50). Blue harmony team
is responsible for modernizing the new rooms to cater to the needs of the customers. Customers
feel comfortable when resting in these rooms well made.
2.6 Food and Beverage outlets
They have developed a mobile app that is used to order food before (Phillips, 2018 p. 80).
This is one of the improvements done in the food and beverage sections for better services of the
customers. Unlike Pullman, through generated computer applications, customers are served so
fast following the order code.
2.7 Other supplementary services offered by the ibis Budget hotel

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The hotel offers car hire services for the customers might be in need. It offers sightseeing
services to the customers. The bedrooms have wake-up calls to help customers set their time
schedule. In addition they have fitness centers within the hotel.
Conclusion
The Pullman and iBis Budget hotels were evaluated in this report. In this evaluation, their
differences in terms of levels of the Accor Hotels chain were determined. In the report, these are
comparisons made between the two hotels: the provided facilities, room rates, and the revenue
streams. In addition, the housekeeping functions, their food and beverage outlets among other
services were compared between the two hotels.

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References
Apostu, I.M., 2014. The international expansion of a hotel chain. Multiculturalism and
performance. Revista Economica, 66(3), pp.79-88.
Capocchi, A., 2019. Economic Value and Revenue Management Systems: Case Studies.
In Economic Value and Revenue Management Systems, pp. 191-206.
Demirçiftçi, T. and Kızılırmak, I., 2016. Strategic branding in hospitality: Case of Accor
Hotels. Journal of Tourismology, 2(1), pp.50-58.
Issenberg, M., 2011. STRENGTHENING BRAND MANAGEMENT AND VALUE. Strategic
Hospitality Leadership: The Asian Initiative, 75.
Kline, S., 2013. From customer satisfaction to customer delight: Creating a new standard of
service for the hotel industry. International Journal of Contemporary Hospitality
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Lehto, X., 2014. Examining key drivers of customer delight in a hotel experience: A cross-
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Lewis, R.C., 2010. Advertising your hotel's position. Cornell Hotel and Restaurant
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Phillips, P., 2018. Case study analysis. In Contemporary Issues in Strategic Management.
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Pine, B.J. and Gilmore, J.H., 2018. Welcome to the experience economy. Harvard business
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Schall, M., 2013. Best practices in the assessment of hotel-guest attitudes. Cornell Hotel and
Restaurant Administration Quarterly, 44(2), pp.51-65.
Walls, A.R., 2013. A cross-sectional examination of hotel consumer experience and relative
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Yen, C.L.A. and Tang, C.H.H., 2015. Hotel attribute performance, eWOM motivations, and
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