HOSPITALITY SERVICES
HOSPITALITYSERVICES2013 SAMPLE CASE STUDIESAS USED IN DECA’STEAM DECISION MAKING EVENTS
Hospitality ServicesTeam Decision Making EventDECA Images1908 Association DriveReston, Virginia 20191-1594DECA ImagesPublished 2013 by DECA Images. Copyright 2013 by DECA Inc.No part of this publication may be reproduced for resale without written permissionfrom the publisher.Printed in the United States.1
2
Hospitality ServicesTeam Decision Making EventTABLE OF CONTENTSIntroduction.3Competitive EventsCase Study #1.5Case Study #2.10Case Study #3.15INTRODUCTIONThis publication is designed to assist DECA members and their local chapter advisors in preparingfor DECA’s Team Decision Making Events in the fields of Business Law and Ethics, Buying andMerchandising, Financial Services, Hospitality Services, Marketing Communications, Sports andEntertainment Marketing or Travel and Tourism Marketing. This document will be useful in preparingstudents for local, state and international competition by familiarizing them with the format, structureand evaluation tools used in international competition. This series of events is presented as an exampleof the types of case studies in which a team might expect to participate at the International CareerDevelopment Conference. The competitive events found herein, however, are not representative ofall performance indicators that the students may be expected to demonstrate on the national level. Acomplete list of performance indicators upon which the events are written is available online at http://www.deca.org/competitions/2/.OVERVIEW OF EVENTThe Hospitality Services Team Decision Making Event is a case study event in a role-play format.A team of two is given a real-world, decision-making case study situation involving a managementproblem in hospitality. Hospitality includes hotels, motels, lodging services, related conventionservices and related food and beverage services.The team has 30 minutes to study the situation and organize their analysis. The team will then makean oral presentation to the judge assuming the role of an executive for the business represented.Team members also take a written exam testing general marketing, management, entrepreneurshipand business and also knowledge specific to the hospitality area. Test scores are averaged with therole-play for the team score. Past test questions are available for sale from DECA Images at http://www.deca.org/shop.3
SUGGESTIONSPrepare MentallyCompetitors should get sufficient sleep the night before competition so that they will be mentally alert andable to concentrate on the case study.Dress AppropriatelyProfessional dress should be worn to all conference sessions. Competitors must wear an official DECAblazer during interaction with the judges.Follow the Program AgendaLocate the event room beforehand and arrive at the site early enough to be acclimated to the environment,relaxed, etc. Competitors must be on time for each event.Use Preparation Time WiselyCompetitors should take advantage of the time provided for each activity of the event. During thewritten test, competitors should think through each item completely and carefully while gauging thetime appropriately. If time allows, recheck the answers. While preparing for the case study presentation,competitors should use all the time allotted constructively.Performance IndicatorsWhen teams approach the case study situation, they are given a list of seven performance indicators(PIs). These are tasks or competencies the team must demonstrate as they accomplish the specific industryoriented task. They will be evaluated on the specific performance indicators listed for the event. Listsof performance indicators are available on DECA’s Web site at http://www.deca.org/competitions/2/.Performance indicators are bits of the curriculum, such as “Identify a target market,” or “Identify theelements of a promotional mix,” or “Explain the principles of supply and demand.”Although they are quite specific, performance indicators are organized under broader topics calledinstructional areas. You will recognize instructional areas as units of the marketing education curriculum,such as selling, promotion, economics, distribution, pricing, marketing information management, financialanalysis, product / service management, communication skills, and operations.To have the best chance in competition, teams must focus on the performance indicators.For more tips and suggestions, please refer to the Everything You Wanted to Know About Team DecisionMaking Events, An Instructor’s Guide available for purchase through DECA Images (catalog codeTDMIG)4
CAREER CLUSTERHospitality and TourismINSTRUCTIONAL AREAPricingCustomer RelationsHOSPITALITY SERVICESTEAM DECISION MAKING EVENTPARTICIPANT INSTRUCTIONS The event will be presented to you through your reading of the General Performance Indicators,Specific Performance Indicators and Case Study Situation. You will have up to 30 minutes to reviewthis information and prepare your presentation. You may make notes to use during your presentation. You will have up to 10 minutes to make your presentation to the judge (you may have more than onejudge), followed by up to 5 minutes to answer the judge’s questions. All members of the team mustparticipate in the presentation, as well as answer the questions. Turn in all of your notes and event materials when you have completed the event.GENERAL PERFORMANCE INDICATORS Communications skills—the ability to exchange information and ideas with others through writing,speaking, reading or listening Analytical skills—the ability to derive facts from data, findings from facts, conclusions from findingsand recommendations from conclusions Production skills—the ability to take a concept from an idea and make it real Teamwork—the ability to be an effective member of a productive group Priorities/time management—the ability to determine priorities and manage time commitments Economic competenciesSPECIFIC PERFORMANCE INDICATORS Explain the nature and scope of the pricing function.Explain factors affecting pricing decisions.Describe the role of business ethics in pricing.Handle customer/client complaints.Demonstrate a customer-service mindset.Interpret business policies to customers/clients.Explain the role of ethics in customer relationship management.5
CASE STUDY SITUATIONYou are to assume the roles of management team for AWAY INN, an independently owned resort hotel.You have been asked to speak to a guest (judge) that is upset over being charged more than the advertisednightly rate.AWAY INN is a 300-room property located in a small lakeside town. The property boasts an Olympicsized pool, hiking trails and a spa. The majority of reservations made at AWAY INN are completed on theInternet. On both the Away Inn website and on third party travel websites, Away Inn boasts a special 99per night room rate if booked online.A guest (judge) at the front desk is upset because the final bill presented at check out is significantly higherthan the 99 rate that was reserved. The following lists the information on the guest’s (judge’s) bill for theone night stay:Room Rate: 99.00State Tax: 8.20Occupancy Tax: 6.95Resort Fee: 2.00Parking Fee: 10.00Internet Usage Fee: 15.00Total Price: 141.15The guest (judge) feels that the hotel acted unethically by advertising a special 99 room rate and notlisting taxes and other fees associated with the stay.You have been asked to meet with the guest (judge) to explain the charges listed on the bill. You must makea decision whether or not to eliminate any charges on the bill, keeping in mind taxes are non-negotiable.You need to present exemplary customer service while making it clear your decision is final.You will speak with the guest (judge) in a meeting to take place in your office. The guest (judge) willbegin the meeting by greeting you and asking to hear your explanation. After you have explained the billto the guest (judge) and have answered the guest’s (judge’s) questions, the guest (judge) will conclude themeeting by thanking you for your work.6
JUDGE’S INSTRUCTIONSYou are to assume the role of a guest at AWAY INN, an independently owned resort hotel. You have askedto speak to the management (participant team) because you are upset over being charged more than theadvertised nightly rate.AWAY INN is a 300-room property located in a small lakeside town. The property boasts an Olympicsized pool, hiking trails and a spa. The majority of reservations made at AWAY INN are completed on theInternet. On both the Away Inn website and on third party travel websites, Away Inn boasts a special 99per night room rate if booked online.You are at the front desk and are upset because the final bill presented at check out is significantly higherthan the 99 rate that was reserved. The following lists the information on your bill for the one night stay:Room Rate: 99.00State Tax: 8.20Occupancy Tax: 6.95Resort Fee: 2.00Parking Fee: 10.00Internet Usage Fee: 15.00Total Price: 141.15You feel that the hotel acted unethically by advertising a special 99 room rate and not listing taxes andother fees associated with the stay.You have asked to meet with hotel management (participant team) so they can explain the charges listedon the bill. The management team (participant team) must make a decision whether or not to eliminate anycharges on the bill, keeping in mind taxes are non-negotiable. The management team (participant team)needs to present exemplary customer service while making it clear their decision is final.The management team (participant team) will make an explanation to you in a meeting to take place intheir office. You will begin the meeting by greeting the management team (participant team) and askingto hear their explanation.After the management team (participant team) has explained the bill, you are to ask the following questionsof each participant team:1. If a resort fee is added to every bill, why is it not included in the advertised price?2. How can you be sure confusion over the price does not happen to others?3. What are the disadvantages of using third party travel websites?Once the management team (participant team) has answered your questions, you will conclude the meetingby thanking them for their work.You are not to make any comments after the event is over except to thank the participants.7
JUDGING THE PRESENTATIONTeam members, assuming the role of a management team for the business represented, will analyze a casesituation related to the chosen occupational area. The team will make decisions regarding the situation, andthen make an oral presentation to the judge. The role of the judge is that of an executive for the business.Participants will be evaluated according to the Evaluation Form.Please place the name and identification number label on the Scantron sheet (unless it has already beendone for you).Participants will have a 30-minute preparation period and may make notes to use during the role-play.During the first 10 minutes of the presentation (after introductions), the team will present their analysis,their decisions and the rationale behind the decisions. Allow the teams to complete this portion withoutinterruption, unless you are asked to respond.During the next 5 minutes, you may ask questions of the team to determine their understanding of thesituation presented. Each member of each team should respond to at least one question. To ensure fairness,you must ask each team the same questions. After asking the standard questions, you may ask otherquestions for clarification specific to the current team.After the questioning period, please thank the team and state that they will be notified of your decisionsoon. Then complete the Evaluation Form, making sure to record a score for all categories. The maximumscore for the evaluation is 100 points. The presentation will be weighted at twice (2 times) the value ofthe exam scores.A maximum score of “Exceeds Expectations” in any category means that, in your opinion, the informationis presented effectively and creatively; nothing more could be expected of an employee.A “Meets Expectations” rating means that the information is presented well. Though there may be a fewminor problems or omissions, they are not significant. Creativity, however, is not shown to any greatdegree. A combined total score of 70 or better on the written and presentation sections will earn theparticipant team DECA’s Certificate of Excellence at the international conference.A “Below Expectations” score means that the information presented does not meet minimum standards ofacceptability.A “Little/No Value” score means either that some major flaw has been noted that damages the effectivenessof the presentation (this may be a major omission, a serious misstatement or any other major flaw) or thatthe information presented is of no value (does not help the presentation at all).We hope you are impressed by the quality of the work of these potential managers. If you have anysuggestions for improving the event, please mention them to your series director.We thank you for your help.8
JUDGE’S EVALUATION FORMHTDM 2013PERFORMANCEINDICATORSDID THE MeetsExpectationsExceedsValueJudgedScore1. Explain the nature and scopeof the pricing function?0-1-2-34-5-67-89-102. Explain factors affectingpricing decisions?0-1-2-34-5-67-89-103. Describe the role of businessethics in pricing?0-1-2-34-5-67-89-104. Handle customer/clientcomplaints?0-1-2-34-5-67-89-105. Demonstrate a customer-servicemindset?0-1-2-34-5-67-89-106. Interpret business policies tocustomer/clients?0-1-2-34-5-67-89-107. Explain the role of ethics incustomer relationshipmanagement?0-1-2-34-5-67-89-108. Clarity of expression0-12-345-69. Organization of ideas0-12-345-610. Showed evidence of maturejudgment0-12-345-611. Effective participation of bothteam members0-12-345-612. Overall impression and responsesto the judge’s questions0-12-345-6DID THE PARTICIPANT:PRESENTATIONTOTAL SCORE9
CAREER CLUSTERHospitality and TourismINSTRUCTIONAL AREAMarketing-Information ManagementHOSPITALITY SERVICESTEAM DECISION MAKING EVENTPARTICIPANT INSTRUCTIONS The event will be presented to you through your reading of the General Performance Indicators,Specific Performance Indicators and Case Study Situation. You will have up to 30 minutes to reviewthis information and prepare your presentation. You may make notes to use during your presentation. You will have up to 10 minutes to make your presentation to the judge (you may have more than onejudge), followed by up to 5 minutes to answer the judge’s questions. All members of the team mustparticipate in the presentation, as well as answer the questions. Turn in all of your notes and event materials when you have completed the event.GENERAL PERFORMANCE INDICATORS Communications skills—the ability to exchange information and ideas with others through writing,speaking, reading or listening Analytical skills—the ability to derive facts from data, findings from facts, conclusions from findingsand recommendations from conclusions Production skills—the ability to take a concept from an idea and make it real Teamwork—the ability to be an effective member of a productive group Priorities/time management—the ability to determine priorities and manage time commitments Economic competenciesSPECIFIC PERFORMANCE INDICATORS 10Describe the need for marketing information.Describe data-collection methods.Explain characteristics of effective data-collection instruments.Identify information monitored for marketing decision making.Explain the concept of market and market identification.Explain the nature of corporate branding.Describe factors used by businesses to position corporate brands.
CASE STUDY SITUATIONYou are to assume the roles of a market research team for PLUSH HOTELS, a five-property hotel chainlocated in the suburbs of highly populated southern cities. The company’s CEO (judge) has asked you todetermine how to best conduct research for brand reimaging decision-making.PLUSH HOTELS has seen moderate success in all five of its locations. The four-star properties have 500guest rooms, three restaurants, two lounges, a spa and fitness center, and an outdoor pool area with a ninehole golf course adjacent to all properties. While the amenities seem lavish, the majority of hotels in eachof PLUSH HOTELS’ suburban locations feature almost identical offerings.The CEO (judge) has decided that the PLUSH HOTEL brand needs to change its image. Rather thanbeing just another four-star hotel in a crowded marketplace, the properties need to make additions that willstrengthen their image and result in higher occupancy. While funds have been secured to create additionsto each of the five PLUSH HOTEL properties, a decision has not been reached on how to best utilize thefunds. Half of the decision-makers feel the funds should be used to construct a state-of-the-art conventioncenter to attract business and conference clients, while the others feel the funds should be used to constructa 15-acre water park to attract families and other vacation travelers.The CEO (judge) feels that both options are legitimate options for PLUSH HOTELS’ reimaging. Beforefurther steps are taken to reach a decision, the CEO (judge) wants to study market research results.The CEO (judge) has asked your team to determine the best way to conduct market research on thereimaging issue. The CEO (judge) wants your advice on how to best reach the market, what informationto retrieve and what instruments to use for information collection. The information collected from theresearch will determine how PLUSH HOTELS utilizes the funds.You will present your market research information to the CEO (judge) in a meeting to take place in theCEO’s (judge’s) office. The CEO (judge) will begin the meeting by greeting you and asking to hear yourideas. After you have presented your market research information and have answered the CEO’s (judge’s)questions, the CEO (judge) will conclude the meeting by thanking you for your work.11
JUDGE’S INSTRUCTIONSYou are to assume the role of CEO for PLUSH HOTELS, a five-property hotel chain located in thesuburbs of highly populated southern cities. You have asked a market research team (participant team) todetermine how to best conduct research for brand reimaging decision-making.PLUSH HOTELS has seen moderate success in all five of its locations. The four-star properties have 500guest rooms, three restaurants, two lounges, a spa and fitness center, and an outdoor pool area with a ninehole golf course adjacent to all properties. While the amenities seem lavish, the majority of hotels in eachof PLUSH HOTELS’ suburban locations feature almost identical offerings.You have decided that the PLUSH HOTEL brand needs to change its image. Rather than being just anotherfour-star hotel in a crowded marketplace, the properties need to make additions that will strengthen theirimage and result in higher occupancy. While funds have been secured to create additions to each of the fivePLUSH HOTEL properties, a decision has not been reached on how to best utilize the funds. Half of thedecision-makers feel the funds should be used to construct a state-of-the-art convention center to attractbusiness and conference clients, while the others feel the funds should be used to construct a 15-acre waterpark to attract families and other vacation t
Entertainment Marketing or Travel and Tourism Marketing. This document will be useful in preparing . decision-making case study situation involving a management problem in hospitality. Hospitality includes hotels, motels, lodging services, related convention . this information and prepare your presentation. You may make notes to use during .
3. Hospitality Services III—Course Code: 992104 4. Hospitality Services IV—Course Code: 992105 Course Description: Hospitality Services I. This course introduces students to the hospitality and tourism industry and identifies some of the current and future trends affecting the hospitality and tourism industry and the impact this
Hospitality & Tourism 110 GCO 1 Introduction to the Hospitality and Tourism Industry Specific Curriculum Outcomes: Students will be expected to: identify what hospitality and tourism is and why it is the largest industry in the world. be the guests and experience true hospitality. outline the history of the hospitality and tourism industry
Hospitality Leadership Through Learning www.chr.cornell.edu Cornell Hospitality Proceedings Vol. 4 No. 20 1992 - 2 0 1 2 th ANNIVERSARY The Intersection of Hospitality . Chris Proulx, CEO, eCornell & Executive Education Cyril Ranque, SVP, Global Market Management, Expedia, Inc. Carolyn D. Richmond, Partner, Hospitality Practice, Fox
Demonstrate the ability to meet the goals of a training plan in a coordinated externship experience in a hospitality setting o Hospitality and Restaurant Management: HOSP 280 Identify the dynamics of hospitality specific leadership and management activities that effectively engage work teams in successful hospitality operations.
Hospitality Services Hospitality Services provides students with the academic and technical preparation to pursue high-demand and high-skill careers in hospitality related industries. The knowledge and skills are acquired within a sequential, standards-based program that integrates hands-on and project-based instruction.
exam hospitality tourism career cluster the hospitality and tourism career cluster exam is used for the following events: hospitality and tourism professional selling htps hospitality services team decision making htdm hotel and lodging management series hlm quick serve restaurant management series qsrm
9th - Principle of Hospitality and Tourism 10th - Lifetime Nutrition and Wellness or Hotel Management 11th - Hospitality Services or Human Resource Management or Business Management 12th - Practicum in Hospitality and Tourism or Problems and Solutions *Note - Sequence of courses in your school may be different from the .
FIFA World Cup Qatar 2022 - WEBSHOP HOSPITALITY SALES REGULATIONS v6 190121 Page 2 of 25 2.3. If MATCH Hospitality elects to accept the Customer's offer to purchase the Hospitality Packages, it will confirm its acceptance by issuing the Customer a Confirmation of
