Customers rely on a particular chain of hotels, restaurants or pubs to provide the same level of service and environment across the board. This standardised service provides the customer with the security of knowing what to expect from that particular organisation. However, this standardisation allows little room for creativity for individual managers to respond to the particular needs of their local market. There is a growing realisation that there is greater profitability if the chain can offer both standardised services across all its retail operations while at the same time allowing local managers the freedom to interpret the needs of its local market as they see fit.

'Hospitality Retail Management' shows managers and students how competitive advantage can be gained by adopting management techniques which are both 'tight and loose', and demonstrates how you can manage businesses with well-defined objectives while also allowing local managers to interpret their local market as they see fit.

Conrad Lashley has done extensive consultancy with companies such as McDonalds and uses case studies from these companies to reiterate key issues throughout the text.

Auteur

Conrad Lashley

Contenu

Chapter 1 Hospitality services management; Chapter 2 Empowering unit management; Chapter 3 Team leadership and motivation; Chapter 4 Working with people; Chapter 5 Staff retention and turnover; Chapter 6 Staff recruitment and selection; Chapter 7 Employee development and training; Chapter 8 Managing service quality; Chapter 9 Time management and activity planning; Chapter 10 Control and operating profit management; Chapter 11 Labour cost management; Chapter 12 Sales generation and marketing; Chapter 13 Preparing a unit business plan; Chapter 14 Quick Serve Restaurants Limited: case study;