Park Inn & Suites: Analysis of Hospitality and Resort Business Mgmt

This report provides an overview of the hospitality and resort business management practices at Park Inn & Suites by Radisson, Vancouver, BC. It focuses on key operational aspects such as managing room inventories, issuing guest keys and replacements, and maintaining high service standards. The report highlights the importance of efficient room inventory management in maximizing revenue and ensuring room availability. It also details the procedures for issuing guest keys, emphasizing security and guest safety. Furthermore, the report discusses the hotel's commitment to providing a memorable guest experience through exceptional service and modern amenities. The analysis concludes that Park Inn & Suites effectively manages its operations to offer a comfortable and convenient stay for its customers, ensuring a positive and memorable experience. Desklib provides access to similar solved assignments and past papers for students.

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Hospitality and resort business management

Hospitality and resort business management 1
Executive summary
The hospitality and resort business management concentrates on the management
operations in the hospitality, tourism, lodging, food and beverage businesses. The hospitality
manager has a significant role in overseeing the administrative tasks of the hotel and resort.
The hospitality and resort business management includes opportunities to work at
management levels in the hotels, clubs and more. This report defines the hospitality and
resorts business management of Park Inn & Suites by Radisson, Vancouver, BC. The
efficient managing room inventory, issuing guest room keys and replacements and service
standards sum up the hospitality management of the Park Inn & Suites by Radisson,
Vancouver, BC.
In the end, it can be concluded that the training manual of the hotel is capable enough
to provide a memorable experience to the customers. the service standards of the hotel have
no match.

Hospitality and resort business management 2
Contents
Executive summary...............................................................................................................................1
Introduction...........................................................................................................................................3
Training manual....................................................................................................................................3
Managing room inventories...............................................................................................................3
Issuing guest keys and replacements.................................................................................................4
Service standards...............................................................................................................................4
Conclusion.............................................................................................................................................5
References.............................................................................................................................................6

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Introduction
Park Inn & Suites by Radisson, Vancouver, BC comprises relaxing accommodation.
The hotel is adjacent to the SkyTrain station, Granville Island and Vancouver general
hospital. All the guestrooms and suites in the hotel comprise private balconies and some of
these overlook the nearby mountains. The professional facilities provided by the hotel
promotes on-site productivity for the business travelers. The restaurant and bar situated in the
hotel offer delicious dining and entertainment for the guests. It includes 117 rooms with free
wireless high internet speed, refrigerator, and microwaves. The Oak room in the hotel
comprises 1925 square feet of the versatile event space, seminars, and social gatherings. This
report includes the training manual of the Park Inn & Suites by Radisson, Vancouver, BC.
The training manual comprises managing room inventories, issuing guest keys and
replacement and service standards.
Training manual
Managing room inventories
The room inventory allows defining how many rooms are vacant in the hotel on a
specific day. An efficient inventory distribution plays important role in the complete
management strategy for hotels. It offers a complete overview of the room availability. It
helps to maximize revenue even if the rooms are empty. A good inventory management
strategy assists revenue managers to sell the right room through the appropriate channel to the
customer at the appropriate time to exploit value. The room inventory is basically the number
of rooms a hotel has minus the number of rooms sold. It represents the number of rooms
available (Nieves & Segarra-Ciprés, 2015). A central reservation system is maintained by
Radisson to view property availability, data analysis, room rates, information about guests
and more. The real-time access to the data allows maximizing productivity and efficiency.
Making room inventory is a constant process in Radisson. The room inventory is
sustained for the housekeeping purpose (Schuckert, Liu & Law, 2015). The hotel rooms have
definite terms which describe the status. For instance:
 Occupied: The room which is previously engaged by the guests.
 Stay over: On the particular date the guest will not check out.
 Out of order: The room is inaccessible due to some mechanical fault.

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 On change: The room has been released by the guests, but the room is still unclean or
housekeeping staff has not unconfined the room for occupancy.
 Available, clean or ready: The room is ready to be engaged.
The hotel has established a customary operating procedure to assure the accurateness of
room status. Radisson is capable of identifying the availability of room eminence by
executing the practice of room inventory. The front office staff of the hotel keeps an update
of the room inventory. It has important role in the functional activities of the front office
department (Jones, Hillier & Comfort, 2016).
Issuing guest keys and replacements
It is the responsibility of the front staff to ensure that the guests are given the right
keys. The front office staff is liable for the safety and security of the guests. The staff is not
supposed to offer keys, room numbers, and messages to any other person. Radisson issues
either a new key or copy key (Law, Leung, Lo, Leung & Fong, 2015). Issuing keys to a
guestroom mean in which a new guest enters means that the one guest has checked out and
the other person will check in, the hotel needs to issue a new key. If the hotel issues the
second key for the same room, it can issue copy key. If the guests lost the key card, then it is
assumed as a new key they do not have possession of the old card. In this scenario, the guests
can insert new key card into the door and the old key card soon becomes invalid. It is done
for the guest’s own security (Ling, Dong, Guo & Liang, 2015). Add on, there is a limit on the
number of keys to be issued like a maximum of four or five keys can be issued for the one
room. Radisson issues keys only for the registered guests and this is why it is important to
have all of the denizens of the room registered to the room (Jackson & Jung, 2017). Radisson
places keys in the key packet which usually looks like a small folder and writes down some
information. When a key is issued to the guest, the full room number is mentioned.
Service standards
Radisson offers 360° hospitality and designed to make sure that guests enjoy a
memorable experience. The hotel comprises a wide range of the facilities functional through
an iconic, stylish and sophisticated filter. The unique offerings of the hotel address holistic
guide journey and deliver brand components to the arising needs of the guests. The hotel
treats every guest they would expect and deserve to be treated (Chathoth, Ungson, Harrington
& Chan, 2016). The hotel maintains high levels of service. The quality performance metrics
of the hotel has improved significantly. The service of the hotel offers modern amenities. It

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allows exceptional, personal service and surpasses expectations of the excellence. The hotel
believes in making the stay of the guests wonderful and memorable (Pizam, Shapoval &
Ellis, 2016). It is 24-hour business center and the guests can make use of it, anytime they
want.
Conclusion
Park Inn & Suites by Radisson, Vancouver, BC is convenient to the customers as it is
located in the center of the city. The hotel efficiently manages its room inventory. Managing
room inventory offers a complete overview of the room availability. The front office staff
issues keys to the guests. If the original keys are lost by the guests then the hotel provides the
copy keys which are considered as the main keys. There is a restriction on the maximum
number of keys to be issued which is four or five. Afterward a new key is made or lock is
changed. The hotel makes available the service standards in order to create a memorable
experience to the customers. It is the service offered which makes guests to visit a hotel
frequently.

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References
Chathoth, P. K., Ungson, G. R., Harrington, R. J., & Chan, E. S. (2016). Co-creation and
higher order customer engagement in hospitality and tourism services: A critical
review. International Journal of Contemporary Hospitality Management, 28(2), 222-
245.
Jackson, L. A., & Jung, H. (2017). The Lodging Franchise Relational Model: A Model of
Trust, Commitment, and Resource Exchanges. The Journal of Hospitality Financial
Management, 25(1), 56-73.
Jones, P., Hillier, D., & Comfort, D. (2016). Sustainability in the hospitality industry: Some
personal reflections on corporate challenges and research agendas. International
Journal of Contemporary Hospitality Management, 28(1), 36-67.
Law, R., Leung, R., Lo, A., Leung, D., & Fong, L. H. N. (2015). Distribution channel in
hospitality and tourism: Revisiting disintermediation from the perspectives of hotels
and travel agencies. International Journal of Contemporary Hospitality
Management, 27(3), 431-452.
Ling, L., Dong, Y., Guo, X., & Liang, L. (2015). Availability management of hotel rooms
under cooperation with online travel agencies. International Journal of Hospitality
Management, 50, 145-152.
Nieves, J., & Segarra-Ciprés, M. (2015). Management innovation in the hotel
industry. Tourism Management, 46, 51-58.
Pizam, A., Shapoval, V., & Ellis, T. (2016). Customer satisfaction and its measurement in
hospitality enterprises: a revisit and update. International Journal of Contemporary
Hospitality Management, 28(1), 2-35.
Schuckert, M., Liu, X., & Law, R. (2015). Hospitality and tourism online reviews: Recent
trends and future directions. Journal of Travel & Tourism Marketing, 32(5), 608-621.