James Hardiman case studies in Hotel Management--Assignment代写范文

Assignment代写范文:“James Hardiman case studies in Hotel Management”，这篇论文主要描述的是詹姆斯哈迪曼酒店最初一是间位于墨尔本东部郊区的宾馆，酒店的稳定可靠的客户比较少，酒店新增了客房，将酒店的设计定义为度假胜地，但是随着警察加大了对酒后驾驶检查的力度，酒的销量降低，大大减少了酒店的主要收入来源，酒店需要研究新的战略来降低运营的成本和提高酒店的收入。

The James Hardiman hotel is a well-established hotel in the eastern suburbs of Melbourne. It was built in the 1940s just after the end of the Second World War, during boom times with the economy starting to expand as result of wartime spending being turned into peace time spending. It was the time of 6 o’clock closing where hotels could not sell alcohol to the public after 6 PM at night. This made the operation very cost efficient as is only open for a for about eight hours during the day, very little over time, and a very reliable clientele.

As the economy approved after war goes so did the success of the James Hardiman hotel. There always had been accommodation, but management decided to expand this side of the operation and added another 10 to make a total of 20 rooms as the area became somewhat of a holiday resort. The market for weekend getaways improved as did the market for business functions and meetings outside the stale environment of the office. The hotel was able to convert large areas into rooms were suitable for functions all business seminars.

However, the introduction of late-night closing, and all-night operation had significant adverse impacts on the operation of the hotel. It  had to stay open longer, pay higher wages, without a significant increase in revenue. This was also affected by the greater police emphasis on drink-driving and .05 legislation. The primary source of income for the hotel had been alcohol but it found that new market had to be cultivated and a new source of income found it was to survive.

Further complications to the hotel was the introduction of licensed bottle shops into supermarkets and giant chains such as Dan Murphy and Liquor Land which was able to buy on massive scale and sell in many outlets with significant advertising on a scale that virtually destroyed the bottle shop.

The combination of these events meant there were many years in which the survival of the hotel was in question and costs had to be reduced to ensure the survival of the hotel. In many cases sound business practices were sacrificed because of the cost of implementing the practice. In short there are many shortcuts that were dictated by the survival instinct and conflicted greatly with sound business management practice.

One of the many areas that find this category was simply data recording so that assets did not have any supporting paperwork or information. Stock control systems were almost non-existentwhere stock arrived was put into the central area and there was open access from their because the cost of people to control it was impossible given the budgetary conditions.

What became the major saver of the hotel was the increase in the wealth of the area and the willingness of the people to dine out. The demise of fine dining with its sophisticated waiters and sophisticated decor became the province of the very wealthy. But the hotel found the market for diners less concerned with service and decor and more concerned with simply the quality of the food. The hotel had two outlets one which supplied the traditional pub food of chicken parmiganas but it also had another outlet with the food was of excellent quality, wines were extremely well priced but the customers did all the work.The recovery was also supported by the introduction of poker machines that were well suited to the older clientele and produced a very high income for very little investment. The machines were provided free of charge the hotel they simply click to the percentage of the revenue.

As a result of the improvement and expansion budgetary constraints became freer and management started to review operational practices and operations.

You have been provided with a stock take list which it then applies all assets of the current non-current nature within the hotel.

The Ballroom

The ballroom has recently been refurbished in line with the strategy to expand the operation outside traditional functions and banquets. It is intended to turn the room into a nightclub for a monthly event. Research indicates there is insufficient interest on a regular basis but there is sufficient appetite for a function once a month. It is also hoped that attendance at the nightclub event will increase interest in the standard ballroom events and also business functions.

To turn the ballroom into a nightclub they need a sophisticated and very powerful sound system. The room has been soundproofed to ensure there is no sound leakage to the other areas of the operation so that they can have extremely loud music in the nightclub and not affect other areas of the venue nor residents in nearby houses.

The Sign

In line with the new marketing plan has been determined that street signage should be built will advertise the name of the business in very prominent letters. In previous development plan the proposed location of the sign had underground wiring installed with switches the main office area. However, other factors interceded and the sign was never constructed. Motivation has now increased to earth decided that the sign should be installed to make the presence of the establishment well-known.

The Washer

Analysis has been undertaken and it has determined that the current washing facilities for plates, glasses, and cutlery is inadequate for the proposed expansion. It has been decided that there will be one separate room for washing, rather than having located in the kitchen as are the present arrangements.

There were often complaints about the lack of space and freedom of movement with people coming in and collecting plates and scrubbing plates. The new plan provides for a cleaning area in one section and multipurpose washing machines in the same room. It is intended that still be a glass washer and one for plates and cutlery.

Plans

Detailed plans will follow.

Required

From the stock they provided indicate the asset classification for each item, namely current or fixed assets.

Design an asset numbering system for each of the items identified in item 1.

Explain and justify the system you have chosen.

Devise an asset register

Identify the objectives for each of the register

Identify the data that would be stored for each of the registers

Explain the physical asset management process and apply the process to this hotel by selecting one asset — sign, washer, or sound system — and explaining how the process would be implemented.

Identify the appropriate management objectives for the chosen asset.

Identify suitable specifications to design the asset.

Research possible alternatives for the asset.

Provide a list of three possible suppliers for the asset.

Provide an environmental impact of the asset.

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