Family Fun Day @ Las Olas

Save the Date: This Sunday - November 28th, 2010

FREE for the entire FAMILY Enjoy a traditional family event - Fun for young and old with lots of activities, food and a variety of beverages for sale to make this Sunday a perfect outing for everyone.

•Holiday Entertainment and music from Mobile Mike, MIA and Y-100 •Epilepsy will be giving out helmets •Pick out your Tree or have the kids make a Wreath by Happy Holiday Christmas Trees •Kilwin's will be selling Ice Cream, Candy Apples and Popcorn •Food and Beverages available to purchase •FREE Kid Activities - face painting, bounce houses, games, activities and more� Get your family photo with Santa and enjoy a Sunday on the Boulevard!

Learn from the mistakes of others.

You can't live long enough to make them all yourself.

It's not how hard you work, it's what you get done.

Anybody can work hard, and most people do. The really successful people focus on accomplishing results not on effort expended.

How to Start a Restaurant

If you have decided that you are going to go into the restaurant business then you have a fair amount of w ork before you before you can even think of opening the doors.
First thing you want to do is determine the area that you are most likely going to want to open your business. Once you have done this then you have to do some analysis to determine the type of clientele that you would most likely be serving.

This is going to give you a good indication of the types of foods that would be the most receptive for that particular area. Along with this you will also want to decide on whether you are going to have a family restaurant, a sports bar restaurant for example or if you are going to specialize in a certain cuisine such as perhaps Italian, Chinese or Mexican.

What type of food you are determining to serve, will depend on w hether you are going to be the chef or whether you are going to be hiring staff. If it is going to be reliant on your cooking expertise then that will dictate what you specialize in. If that is the case then you w ant to be sure that you are opening in an area that will want this type of food.

Then you are going to have to decide on how much capital you have to invest in your business to determine w hat the size of it is going to be you will then have to determine what the operating hours are going to be and how much staff you are going to require.

You are going to have to make sure that you do a concise business plan in order to be able to cover all of the expenses until you are able to generate the revenue to cover these.

Before you make any final decisions, if you are purchasing in a certain area you have to be sure of what the laws for that area state such as w hether it is a commercial area or w hether it is zoned for restaurant services. You will most likely need to get a business license which w ill depend on the specific state and area that you are opening your business in.

You will have to comply with all of the department of health rules and regulations, therefore it is important that you know these well.

Once you have gotten all of this into place then you are going to have to start your marketing early on to let people know that you will be opening your business.

Aside from this, you are going to have all of the purchases of equipment and furniture that is necessary for the type of restaurant that you are opening. This is something that you want to plan time for so you can shop around to get the best deals.

Then it will be time to start hiring staff, and again this is going to take time to do the proper interviews and to be sure that you have enough staff to start with. How ever you can increase your staff as your business grows.

You want to be absolutely sure that everything is in place, so be sure to give yourself enough time when you are advertising your opening day. There is a great deal of planning and thought to be put in to opening a restaurant but then with great care everything can be run smoothly.

Do Your Homework.

Whether it's a proposal to a major client or a meeting with the Shop Steward of a union, you will do better if you are prepared. Collect the facts, think the problem through, talk to the others involved. Take the time to do the "up-front" work and the "downstream " work will be easier and more rewarding.

Get Involved.

If you think you are too busy to get involved in civic and charitable activities, you don't know what you are missing. The greatest reward is the personal satisfaction, but you will also make a lot of valuable contacts.

8 things to look for when searching for a GM

The general manager is the “CEO” of your multi-million dollar asset. What they do and how they lead determines the success and profitability of your property. The following is a list of eight proven skills you should look for when you are trying to bring on a new leader or to measure the one you have in place.
Look for someone with:
1. Proven leadership as a GM. Preferably in the same segment as the hotel they will be leading.

2. A commitment to success. Take a look at their track record and their attitude. Ask questions that allow them to give examples of their past success and how they achieved it.

3. A service mentality. Do they always do their best to take care of the guest and to make sure the rest of the team does? Are you likely to see them out of their office meeting guests during key periods of the day such as check-in, check-out or breakfast?

4. A focus on quality. When they walk across a hotel, even one that is not theirs, do they pick-up
trash and not even break stride? Do they expect everyone else to do the same?

5. Sales expertise. Your GM should have a firm understanding of all aspects of sales from rate-setting, to account management to knowing what questions to ask the sales team. They should be available to assist the sales teams as needed with top accounts. Ideally, they have been in sales.

6. Excellent communications skills. Good GMs can communicate well with guests, employees and clients at all levels. They should be able to communicate clearly, concisely and in a positive way. They should be able to communicate with their management company or owner as well as their brand team.

7. A coach/mentor mentality. A good coach or mentor is not afraid to lead by example; they see opportunities for improvement in all departments and employees. They know how to counsel and train to improve performance and they know when to remove an employee that is holding the team back by not responding to the coaching (by choice or ability).

8. Understanding of a property-level business plan. They have the ability to measure against benchmarks and then adjust resources and the annual plan accordingly throughout the year to meet goals.

Maximizing your property’s bottom line often ties directly to the leadership and the experience of your GM. By focusing on proven traits you will maximize your revenue and minimize the risk of shortchanging your property, your guests or your bottom line. Is your multi-million dollar asset in the right hands?

You Are Not Smarter Than Everybody.

You may be smarter than anyone, but you are not smarter than everyone. Seek input from the group, and LISTEN to it. You will be surprized at what you can learn.

Be Careful Who You Step On On Your Way Up.

They will be there on your way down too. Keep in mind that every industry is composed of a well connected network. And do not forget the teammembers that made you successful.

Recognise the accomplishments

Recognise and rewarded performance and achievements. This includes giving constructive feedback-what have they done well and how it has contributed; where they have fallen short and how this can be improved. Celebrate and share successes; identify and utilise people strengths, delegating and giving them control and ownership where appropriate. Be sure to recognise all departments, including back of house staff, e.g. housekeeping is often the most undervalued department, but is commonly the most profitable aspect of a hotel.

Encourage and reward loyalty by conducting regular pay/benefits reviews. Think about incentives that are within reach of any member of staff who performs well. This might mean focusing on a different theme each month so that everyone has an opportunity to be recognised for their particular skills or strengths.

Look and listen

Ensure that you and your management team are approachable. Provide support when it's needed, and be receptive to when this is required. Not everyone will be confident enough to ask for help. Consult staff and listen to their ideas; they may be able to offer better ways of doing things.

Take time to talk to staff to build relationships and show an interest in them as individuals. Listen to and act quickly on any concerns. Identify what's important to them recognising that with the varied cultures and backgrounds of your staff that their values and priorities may sometimes be different to your own.

Leading by giving direction

We've already talked about communicating what's expected. Set standards so that people can measure their own performance. Be consistent, ensuring the same 'rules' apply to everyone. Focus on telling people what you want to achieve, i.e. the end result, rather than dictating how to do it. This gives people flexibility to adopt their own style and you'll be surprised how often they end up improving the process. Lead by example so there are no mixed messages. And make sure you provide the appropriate tools, resources and training to do the job effectively.

Training to develop

The first six weeks is critical to any new staff; it's during this time that make up their mind whether or not this is the right job for them. Rather alarmingly it is reported that 33% of hospitality businesses don't do any training. If this is the case, how on earth do people know what is expected of them on a day-to-day basis, let alone know how they can contribute to the business or develop their career?

Training your staff in the mechanics of the business operation puts them in a better position to contribute to cost control and income generation. If people understand how the business makes its money they are then in a position to contribute to this and put forward their own ideas.

Make training a part of day-to-day management, so it's not seen as something that is additional or optional. This goes for both staff and supervisors/managers. Identify those who have an interest in developing their CV's and are willing to take on training responsibilities as part of their own development.

Think about your succession and grow from within. Give people the opportunity for career progression as well is enhancing the skills to do their existing job. Think also about life skills; for example offering English lessons. And make use of the training grants available through the tourist organisations, colleges, and government-funded schemes.

Communicate two way

Communication is a two-way process, not only do people need to know what's going on, they want to be heard. Daily briefings need to include what's happening that could affect the operation or the customer experience in any way (e.g. maintenance, staff shortages, unavailable products or services), as well as any feedback from staff on their observations or ideas. Let your team know how the business is performing, and what this means to them. Communicate any changes that are happening in the business before they happen, and how this might affect them.

Stop and smell the roses.

Believe it or not, you will do a better job with your business if you let your mind wander once in awhile. Take a break. Recharge your internal battery. When you go back to work you will be more creative as well as less stressed.

A Social Media Refresh for Hotels - By Daniel Edward Craig

Social media programs tend to start with a flurry of activity and then either take over our life or fade into obscurity. At one end of the spectrum is the coordinator who’s issuing updates every thirteen seconds and neglecting her other duties. At the other end is the manager who resents social media’s insatiable appetite for time and creative energy and is neglecting it in favor of other duties.

The key is to find the right balance: to manage social media rather than allow it to manage you. A basic program can be administered in as little as ten hours per week, with excellent results for your hotel’s reputation, relationships and bottom line. Here are some tips for investing your time in all the right places.

Less is more. Social media is essentially about sharing content in the form of words, images and videos. This can be accomplished via as few as three platforms: Facebook, Twitter and YouTube. These platforms allow you access to both a mass market and niche markets. You can participate elsewhere if you have the resources, but better to do a great job on a few platforms than a mediocre job on multiple platforms. Social media’s potential is significant but limited and should be allocated resources accordingly. The best programs are fully integrated with marketing and operational activities.

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Listen first. Don’t be that guy who barges into a conversation, says something out of context, and gets tuned out. Monitor first. Learn about what people are saying about your property, your destination and the travel industry. Then message. You can facilitate monitoring by subscribing to a listening tool that scans the web for mentions of your hotel and delivers a daily summary to your desktop. Be disciplined: get in, monitor, message, and get out. Otherwise you’ll lift your head and it’ll suddenly be four hours later.

Make reviews a priority. If you do nothing else, monitor reviews of your hotel, share feedback with staff, and respond to complaints. TripAdvisor is the largest review site, but reviews are popping up everywhere, and Twitter is increasingly being used to air grievances. PhoCusWright reports that almost three times as many reviews were posted on online travel agencies than on traveler review sites last year. Moreover, OTA shoppers who visit review pages are twice as likely to convert. Yes, some reviews are false or exaggerated, but all the more reason to respond.

Leave out the boring parts. We all know someone who can tell a story about her old vacuum cleaner and have us in tears, and another person who can tell us about seeing his mother eaten alive by alligators and have us glancing at the time. Traveler reviews are compelling because they tell stories populated with facts, trivia, tips and humor. Use these elements in your messaging. Be spare with words and generous with imagery, and use hooks that make readers want to click for more. And remember, the subtext to every good story is your hotel’s branding, mission statement and values.

Easy on the smileys and exclamation marks. Your tone should fit your hotel’s branding. Be less formal than when dealing with guests in person, but not overly familiar, and always be professional. Show enthusiasm, but don’t be cutesy or overly promotional. And by that I mean annoying -- it will cost you friends and followers. If people other than you think you’re funny, then by all means use humor, but never when dealing with complaints, and avoid sarcasm. Each platform has a different audience and communication style, so adapt your tone and messaging to the medium.

Think of social media as a cocktail party. While mingling, we tend to tune out the chatty Cathys, the braggarts and the Debbie Downers, and we don’t even notice the quiet shy guy in the corner. We’re drawn to passionate people who think before they speak and say things relevant to us. How often should you issue updates? As often as you have something interesting and relevant to share with your primary audience of guests and prospective guests, and not a peep or tweet more. That disqualifies photos from drunken staff parties and birth announcements from housekeeping. Unless someone had octuplets.

Should you start a blog? Probably not. The web is a wasteland of abandoned Facebook pages, blogs and Twitter profiles. Blogs in particular are hard to maintain and time-consuming, often devolving into thinly disguised publicity vehicles or random posts from semi-literates. An abandoned social media platform is like a frayed carpet in your hotel lobby: it speaks of apathy and neglect and is off-putting when stumbled upon. A well-executed blog can give personality to your hotel and drive traffic to your website, but unless you have the skills in-house and are in for the long haul, channel your resources elsewhere.

Turn guests into advocates. Out of ideas and content? No problem. The most compelling social media content comes not from hotels but from guests. Encourage them to use your platforms and their own to share stories, news, reviews, photos, videos and tips. You may be surprised by their enthusiasm. It’s okay if guest content is a bit amateurish -- in fact, it’s more authentic. Be sure to acknowledge their efforts.

Comments or more tips to share? Post them at www.blog.danieledwardcraig.com or email me at dec@danieledwardcraig.com.

Be on time for ALL your appointments.

If you schedule a meeting, set a time to visit with a client, or tell a friend you'll meet them for a working breakfast you have to be there at the time you set or you will lose their respect. If your dispatcher tells a client the serviceman will be there at 1pm, make sure he is. It's just common courtesy, but it will really help your business.

STR Reports US Performance for Week Ending 17 April 2010

In year-over-year measurements, the industry’s occupancy increased 5.5 percent to 60.4 percent. Average daily rate rose 1.4 percent to US$98.67. Revenue per available room for the week was up 7.0 percent to US$59.62.

The U.S. hotel industry reported increases in all three key performance measurements during the week of 11-17 April 2010, according to data from STR.

In year-over-year measurements, the industry’s occupancy increased 5.5 percent to 60.4 percent. Average daily rate rose 1.4 percent to US$98.67. Revenue per available room for the week was up 7.0 percent to US$59.62.

Among the Top 25 Markets, Detroit, Michigan, reported the largest occupancy increase, rising 30.3 percent to 56.0 percent, followed by St. Louis, Missouri-Illinois (+26.4 percent to 62.9 percent), and Chicago, Illinois (+25.0 percent to 67.3 percent). Four markets experienced occupancy decreases: Norfolk-Virginia Beach, Virginia (-14.5 percent to 53.2 percent); Orlando, Florida (-13.3 percent to 62.9 percent); Anaheim-Santa Ana, California (-4.1 percent to 69.9 percent); and San Diego, California (-1.8 percent to 68.1 percent).

Washington, D.C., experienced the largest ADR increase, rising 16.4 percent to US$165.37, followed by San Francisco/San Mateo, California with a 10.8-percent increase to US$129.82. Four markets posted ADR decreases of more than 5 percent: Phoenix, Arizona (-9.1 percent to US$113.45); Tampa-St. Petersburg, Florida (-8.4 percent to US$97.41); Miami-Hialeah, Florida (-8.2 percent to US$147.69); and Anaheim-Santa Ana (-6.4 percent to US$103.51).

St. Louis reported the largest RevPAR increase, jumping 35.8 percent to US$54.41. Three other markets posted RevPAR increases of more than 30 percent: Detroit (+35.1 percent to US$44.57); Chicago (+34.3 percent to US$75.33); and Boston, Massachusetts (+33.7 percent to US$112.56). Norfolk-Virginia Beach experienced the largest RevPAR decrease, falling 18.1 percent to US$41.38.

Is Your Property Poised for Economic Recovery?

Now is the Time to Invest in Online Marketing

The recession isn’t over for hoteliers, but we have caught a glimpse of light at the end of the tunnel. Thanks to several hospitality research companies, it's easy to see that the recovery has begun. It's also quite apparent that it will be long and gradual. But what about your property? Are you prepared for the recovery, ready to capitalize on online travel shoppers?

When focusing on U.S. hospitality industry stats, there are plenty of positive signs. PKF Hospitality Research (PKF-HR) recently forecast that the decline in U.S. hotel demand will be over during the current quarter. Whether or not that happens in the next three months is yet to be seen, but it’s a powerful sign that the recovery has begun… and that your property should be prepared to take advantage. They also expect RevPAR to decrease by 0.5% in 2010, but that’s much improved over 2009’s abysmal 17% decline. Lastly, PKF-HR’s research shows Internet bookings for the top 30 hotel brands grew by an impressive 6.6% in 2009’s third quarter, compared to 2008.

Smith Travel Research, another respected hospitality research company, also released some positive stats. Orlando, one of the most competitive hotel markets in the country, and an excellent barometer for other vacation destinations, saw occupancy rise from 66.8% March 7-13 of last year, to 71.2% the same time this year. RevPar also increased almost 2% in the same time period.

If that data’s not enough to induce optimism, TripAdvisor’s recent annual family travel survey found that 92% of families plan to take at least one vacation this year, up from 88% in 2009, while 33% plan to take both domestic and international trips, up from 28%. A poll asking customers if they plan to use some of their tax return for travel in 2010, saw nearly half (46%) respond “Yes.”

We could go on and on with stats about the recession and hotels’ recovery, with most being positive. However, what does this mean for hoteliers? Since the economy is beginning to rally and travelers are more inclined to spend, will they automatically show up in your lobby? Will your occupancy shoot up the charts? Of course not. But with aggressive hotel Internet marketing, you can at least position your property to take advantage of the recovery.

It’s understandable if your property has slashed your online marketing budget or reduced the amount of time invested on your Website, but it’s time to rethink. As the economy claws its way back, your property needs to be prepared to capture market share and online bookings. That means investing in search engine optimization (SEO), pay-per-click ads (PPC), Website updates, e-mail marketing and social media now, before you’re robbed of market share. As travel shoppers slowly gain confidence and spend more freely, they’ll be out there for the taking. Online marketing often takes time to produce, so investing now will prevent you from missing the boat later.

We’re not talking about inordinate amounts of time and money, just enough for some optimized content (focusing on location, amenities and demand generators), a fresh PPC campaign here or there, a few e-mail offers to your property’s database and time to monitor and respond to online reviews. These items will give you visibility in the search engines, where 85% to 95% of shoppers start their travel research and almost 50% of online bookers originate from, to turn new “lookers” into “bookers.” Seeing even a modest increase in occupancy and revenue will boost staff morale and provide confidence to have a better year than 2009.

Don’t invest your time and money without a plan though. Develop strategies and goals, and determine what can be accomplished in house and what needs to be outsourced. Don’t hesitate to use a hotel Internet marketing company, or at least get expert search marketing consulting first. Regardless of budget size, or if you’re outsourcing or not, make sure your plan is clear and concise. At minimum, you’re setting up your property for success and matching the competition. With the right strategies and execution, you’ll finish the year ahead of the competition, and be sitting pretty for 2011.

VIZERGY is an Internet marketing company that empowers hotels and resorts to drive revenue through the Internet. VIZERGY offers Internet marketing, search engine optimization, paid search ads, Web site design, e-mail marketing, reservation services and e-commerce strategy development to help hotels aggressively compete online.

For more information on VIZERGY and its services, please visit www.vizergy.com, call Amakeda Ponds at 904.389.1130 Ext. 179 or email Amakeda.p@vizergy.com.

You have to make a difference.

The group you manage has to be more effective, more productive with you there than they would be if you were not. If they are as productive without you, there is no business sense in keeping you on the payroll.

For more information about the services of the Dobrikow Group, go to www.dobrikowgroup.com.

Anyone can steer the ship in calm waters.

What will set you apart in your career is how you perform during the tough times. Don't become complacent and relax just because things are going well. Plan ahead for the downturn.

For more information about the services of the Dobrikow Group, go to www.dobrikowgroup.com.

Don't Limit Yourself.

The difference between leaders and managers is that leaders do not set limits on themselves. There are enough people trying to limit what you can do. Don't be one of them.

For more information about the services of the Dobrikow Group, go to www.dobrikowgroup.com.

Leaders create change.

If you lead, you will cause changes. Be prepared for them and their impact on people within, and outside, your group. If you are not making changes, you are not leading.

For more information about the services of the Dobrikow Group, go to www.dobrikowgroup.com.

Estate Management Services

We would like to take this opportunity to introduce you to the Estate Management Services of the Dobrikow Group. We creates these services with one goal in mind - to simplify the lives of our clients. The Dobrikow Group is the premier standard in Estate Management.

For more information about the services of the Dobrikow Group, go to www.dobrikowgroup.com.

Practice what you preach.

To lead, you have to lead by example. Don't expect your people to work unpaid overtime if you leave early every day. Don't book youself into a four star hotel on business trips and expect your employees to stay in the motel off the freeway.

For more information about the services of the Dobrikow Group, go to www.dobrikowgroup.com.

HAPPY EARTHDAY

Good Earth day! As you know, today is Earth Day and our green team at Hotelier Linen Service want to remind you that we are your largest green partner. We only use 1 gallon of water per pound of processed linens instead of your typical 5-10 gallons. We also recycle 80% of the water using our state of the art Aquarecycle system.

Consider a 400 Room Hotel that runs at a 70% occupancy and washes 15 pounds of laundry per room on premise. Using our AquaRecycle system to recycle laundry wastewater will on average:

• Conserve over 6.5 MILLION GALLONS of Drinking water per year.
• Prevent 6.5 MILLON GALLONS of chemical laden waste water from returning to the environment.
• Prevent over 2100 lbs of pounds of total Organic Carbon from being released to the waste water treatment plant per year.
• Keep over 200 tons of Green House Gasses from entering the atmosphere in the form of CO2.

HAPPY EARTH DAY "one gallon at a time" !!

Best regards,

Angel Pis-Dudot
President
Hotelier Linen services
786-301-6559

Economic Downturn Transforms Talent Management, Leadership

As the economic downturn begins to intersect with the recovery, Deloitte announced a new report about talent trends in the changing economy based on a full year of in-depth research. This latest report, “Has the great recession changed the talent game? Six guideposts to managing talent out of a turbulent economy,” captures ways surveyed executives and talent managers have adjusted their workforce and talent strategies to deal with the shifting economic forces. Further, the report identifies six key guideposts for executives to consider as they map out their talent strategies to address the challenges of the changing economy.

“Based on Deloitte’s research, many executives are planning to use their pre-recession playbooks to manage their talent programs,” said Jeff Schwartz, Deloitte Touche Tohmatsu Global Organization and Change Leader. “However, relying on old methods to address entirely new talent challenges may prove detrimental in today’s global economy that is desperate for innovation, refreshed leadership programs, and new demographic and skill gap challenges.”

Since January 2009, Deloitte has been conducting a longitudinal survey to gauge how senior executives and talent managers have positioned their workforces. In this report, the last in the series, Deloitte presents the following key research findings and corresponding guidance for senior executives and talent managers to consider as the downturn morphs in to the recovery:

1. The problem may look familiar, but the solutions are not
· Only 39 percent of executives surveyed have a talent plan aimed at driving innovation.
· Two out of three executives surveyed acknowledge that workforce planning is not being integrated at both the corporate and business unit levels.
· While the recession may have put retention planning on hold, 20 percent of executives surveyed acknowledge their companies have not updated their retention plans to take into account a changing economy.

2. There is a paradox of scarcity amidst plenty
· Among the executives surveyed in part three of the research series, 65 percent expressed concern about losing high potential employees and critical talent to competitors in the year following the recession.
· Nearly half (46 percent) of those surveyed recall that voluntary turnover increased following the 2001-2002 recession. Nevertheless, only 35 percent have an updated retention plan in place to keep hold of talent as the recovery strengthens.

3. Companies using the economic downturn as their retention strategy are taking a big risk
· Among employees surveyed, nearly one-in-three (30 percent) are actively working the job market and nearly half (49 percent) are at least considering leaving their current jobs.
· Only 37 percent of Generation X and 44 percent of Generation Y employees surveyed plan to remain with their current employers.
· More than three out of four surveyed employees (76 percent) who intend to leave their current jobs cited lower morale at their companies.

4. Understanding your people is as critical as understanding your customers
· In ranking the top three retention tactics, in every instance employees surveyed chose different and non-financial incentives compared to executives.
· While 62 percent of surveyed employees cited a lack of communication from executives during the recession, only 35 percent of surveyed executives felt the need to increase the frequency of employee communication.

5. Show me the money — but show me the love, too!
· Among reasons for leaving current employers, surveyed employees ranked two non-financial factors among the top three: job security (36 percent), lack of career progress (27 percent) and lack of compensation increases (27 percent).
· More than one-third of surveyed employees (34 percent) reported that new opportunities in the market could prompt them to leave their current job, closely followed by a lack of compensation increases (33 percent) and a lack of career progress (24 percent).

6. Follow the market leaders
· Companies surveyed that described their leadership programs as “world class” are constantly searching the market for the best talent available, with 69 percent reporting plans to step up recruitment of critical talent.
· Companies surveyed that lead the pack on leadership are experiencing higher morale: 59 percent report an increase in morale compared to 21 percent at competing firms. Trust and confidence in corporate leadership is also rising faster 53 percent to 21 percent.

A copy of this report series and Deloitte’s latest information about talent strategies and innovative talent and work solutions are available via Deloitte’s Talent Management website.

By Deloitte

For more information about the services of the Dobrikow Group, go to www.dobrikowgroup.com.

Toxic Hospitality Marketing Strategies

Speaking before a conference of luxury Italian companies, luxury hotel operator Rocco Forte offered a stunningly concise summary of the toxic hospitality marketing strategies used by far too many hotels in these recessionary times.

’What happens in a hotel cycle [during a recession] is always exactly the same. Revenue dissipates, occupancies go down, hoteliers then sacrifice rates, discounting to boost occupancy. As they discount rates, they also decrease services and they cut back on every item of expense. Rates continue to fall as occupancy rises.’ [Bloomberg Report]

Despite research from Cornell University, Smith Travel Research, PKF Consulting and others stressing that this is absolutely the wrong approach, hospitality marketing professionals continue to follow the same tired, brand destroying marketing strategies every time a recession comes along.

While travelers are looking to save money, they still expect a quality experience - especially luxury travelers. The experience is what most hotels advertised before the recession and what they built their brands upon. But is it being delivered now? With fewer staff to take care of their needs, reduced amenities, and more hidden charges, the quality of the experience is waning. Also waning, no doubt, is guest loyalty.

The Price of a Poor Experience
On the Harvard Business Publishing Blog author Peter Bregman recently wrote a great article entitled, ’The Price of a Poor Experience.’ In it Mr. Bregman presents interesting findings from research among hundreds of non-profit organizations and their successes and challenges to retaining members during the current economic downturn. This is pretty much the same challenge luxury hoteliers face. They want to retain customers, encourage repeat visits and generate positive word-of-mouth - the most powerful form of advertising.

Here’s what the research showed:
1. There is no correlation between membership and price increases. In other words, customers didn’t leave simply because an organization raised its prices.

2. There is a direct correlation between membership and how likely a customer is to recommend the organization to a friend. This is known as the net promoter score - think of it as your word-of-mouth score. If customers like an organization’s products or services enough to recommend them to others, then that organization could raise prices, even in a down economy, without losing customers. But if the organization downgraded the customer experience, then even lower prices would not prevent customers from abandoning it. One could argue hospitality is drastically different, but human nature is the same across all categories. In the highly competitive hotel industry, people may be looking to pay less today but still expect to receive good value. Cutting rates while diminishing the guest experience will decrease a hotel’s ’net promoter score’ and brand value, which makes it more difficult to recover when the recession subsides.

Following a toxic hospitality marketing strategy can prove fatal. Cornell University, Smith Travel Research and PKF Consulting have written extensively on the topic recently.

by Madigan Pratt
Managing Director
Madigan Pratt & Associates, Inc.

For more information about the services of the Dobrikow Group, go to www.dobrikowgroup.com.

Property Management & Maintenance:

At the Dobrikow Group we understand that no two homes are alike and every client is an individual, so we tailor our services to meet your needs. With our help, your estate will run as smoothly as if you were there all along. Regular site visits ensure your home is secure, audio / visual is in check, hvac systems are working, pest control is effective and your cars are tuned.

Whether you have maintenance staff in place, or need to hire someone, the Dobrikow Group works with everyone as a team to make your time at the home as trouble-free as possible. When unforeseen emergencies arise, we have talented subcontractors ready at our finger tips.

For more information about the services of the Dobrikow Group, go to www.dobrikowgroup.com.

You Can't Listen With Your Mouth Open.

Your associates, your employees, your suppliers, your customers all have something of value in what they have to say. Listen to the people around you. You will never learn what it is if you drown them out by talking all the time. Remember, the only thing that can come out of your mouth is something you already know. Shut up and learn.

For more information about the services of the Dobrikow Group, go to www.dobrikowgroup.com.

Home Arrival & Preparation:

A happy homecoming lies in the details and the Dobrikow Group can arrange for whatever your heart desires. Perhaps you want the fireplace ready for lighting, music playing, the proper temperature setting or your hot-tub pre-heated. Or maybe some chilled wine in the refrigerator, fresh fruits and vegetables from the whole food market and flowers in every room. Or you may want your home decorated for the holidays, the refrigerator stocked, newspapers delivered and your cars freshly cleaned and services.

For more information about the services of the Dobrikow Group, go to www.dobrikowgroup.com.

Train Your Supervisors.

The key to your business success is the productivity of your employees. The key to employee productivity is their perception of their immediate supervisor. Invest in training your supervisors and managers. It will pay off.

For more information about the services of the Dobrikow Group, go to www.dobrikowgroup.com.

Home Valet & Personal Valet:

We love South Florida for its relaxed lifestyle, filled with fine dining, first-class spas and its international playground. Let us make your reservations, manage your appointments and set-up your tee times and while we are at it, we will pick up your dry cleaning, accept deliveries and pay your household bills.

For more information about the services of the Dobrikow Group, go to www.dobrikowgroup.com.

Know Your GPM.

In engineering, gpm is gallons per minute, a design criterion. In Management GPM is an acronym for Goals, Plans, and Metrics. To achieve your goals, you must first determine what your Goals are. Then you have to develop a Plan that gets you to your goal. Finally you need Metrics (measurements) to know if you are moving toward your goal according to your plan.

For more information about the services of the Dobrikow Group, go to www.dobrikowgroup.com.

EXECUTIVE HOUSEKEEPER - confidential

I am currently networking in search of an Executive Housekeeper for a approximate 200 room Luxury Hotel & Spa in Miami. Please email all resumes to resume@dobrikowgroup.com.

OVERVIEW:

Qualified Leader will assist in developing, executing, monitoring, and controlling the housekeeping department expenditures, analyze guest service issues, ensure quick turn-around for group arrivals, focus attention to detail of cleanliness of guest rooms and other hotel areas.

Develop a strong rapport with vendors in an effort to create business opportunities that are cost effective. Work closely with the Front Office Manager and Chief Engineer to execute focal points of communication that pertains to rooming issues. Foster a friendly, helpful, and courteous relationship with all departments to facilitate the best possible service. Reports to the Rooms Division Manager.

Implement and maintain accurate and detailed trace files to maximize efficiency of housekeeping process. Assist in planning and organizing rooms efforts, measuring, and tracking their success.

RESPONSIBILITIES:
• Handling of guest complaints quickly and to the satisfaction of the guests. Follow up on guest complaints communicated to the housekeeping staff and the front desk.
• Supervising and motivating employees, enacting disciplinary action, if needed.
• Hiring (with G.M. approval), interviewing, and orientation of new housekeeping employees.
• Adherence to and the use of all personnel and administration forms.
• Leadership, by example, of proper actions and commitment to guests.
Instruct all housekeeping employees in the policies and the procedures of the property.
• Effective scheduling of staff to ensure maximum productivity in regard to departmental budgets.
Knowledge of purchasing system and the recording of supplies and inventory brought into the housekeeping department.
• Working Knowledge of hskp costs, budgets, and goals for the housekeeping department.
• Scheduling and supervision of laundry, public areas, and guest room housekeeping staff.
Ensure the safe use of all chemicals and equipment by continuous training.
• Administration of an effective " Lost and Found " log and storage of such articles in a secret designated area.
Monthly inventory of linen and supplies.
• Proper storage of all housekeeping purchases brought on the property.
• Maintain a daily log of all housekeeping keys.
• Daily inspection of guest rooms as prescribed by the General Manager.
• Production of administration reports as required.
• Advance planning of carpet shampooing, turning of mattresses, and extensive Spring and Fall room cleaning.
• Development of cleanliness standards for housekeeping staff.
• Written communication of maintenance needs to the maintenance department.
• Monitor chemicals and their usage in the laundry room, the guest rooms, and public areas. Ensure that they are stored and labeled correctly.
• Maintain an M.S.D.S. manual on all purchased chemicals and update quarterly.
• Maintain an overall hotel cleanliness to ensure guest satisfaction.

Further the candidate should have experience with Luxury 4 star+ properties.

Please email all resumes to resume@dobrikowgroup.com.

Home Relocation & New Home:

From packing up to settling in, the Dobrikow Group Team of professionals work to remove the stress of relocating your home, or starting a new one. We can arrange for packing, unpacking, organizing to your specifications, setting up service providers and installing computer systems. We will negotiate new maintenance and security contracts, set-up your staff, over see interior decoration and help stock up on the necessities.

For more information about the services of the Dobrikow Group, go to www.dobrikowgroup.com.

Set an example.

"One of the most significant parts of a manger's job is for them to become a positive role model that can pull a team together and deliver the level of service expected from their customers."

For more information about the services of the Dobrikow Group, go to www.dobrikowgroup.com.

Home Staffing:

Good help may be hard to find, but we know where to look. Our resources for housekeeping, gardening, pool service, tennis court maintenance, private massage, Pilates instruction and private chefs are among the best in South Florida.

For more information about the services of the Dobrikow Group, go to www.dobrikowgroup.com.

Set S.M.A.R.T. Goals.

Goals you set for yourself, or others, should be Specific, Measurable, Achieveable, Realistic, and Time-based.

For more information about the services of the Dobrikow Group, go to www.dobrikowgroup.com.

Entertainment Management:

While the Dobrikow Group offers full event design, we're also happy to help manage details like menu selection, rental reservations, decor design, and invitations. Whether you want to host an intimate dinner in your home, or have a pre-arranged venue in mind, our entertainment planners will help you throw a successful party. Our sources for service staff, caterers and private chefs are amongst the best in South Florida.

For more information about the services of the Dobrikow Group, go to www.dobrikowgroup.com.

Learn from the mistakes of others.

You can't live long enough to make them all yourself.

For more information about the services of the Dobrikow Group, go to www.dobrikowgroup.com.

Project Management:

Whether a small remodel, or a complete landscaping over haul, the Dobrikow Group has the resources and the ability to effectively manage your project. Out team works with architects and contractors to help you gather bids and hire teams. We act as your liaison, taking photographs and reporting on all progress to keep you abreast of any particular interests or issues.

For more information about the services of the Dobrikow Group, go to www.dobrikowgroup.com.

'Quality' is just conformance to requirements.

You get the behavior you critique for, so set your standards and then require conformance to them. Quality will come from that effort, not from slogans, posters, or even threats.

For more information about the services of the Dobrikow Group, go to www.dobrikowgroup.com.

Luxury Destination Services:

Preparing for guests can be overwhelming, but the Dobrikow Group's talented team can help with everything from home preparation to special event planning. Whether you desire someone to greet visitors upon arrival, to stock the refrigerator, pre-heat the spa or place fresh flowers in every room, our services are tailored to meet your needs. If you require additional housekeeping or a private chef, we will arrange for that as well.

To make your guests' stay even more extraordinary, our personal valets can create a customized itinerary, including visits to exclusive events and the best restaurants.

For more information about the services of the Dobrikow Group, go to www.dobrikowgroup.com.

Don't get caught up in 'looking good'.

"Work happily together. Don't try to act big. Don't try to get into the good graces of important people, but enjoy the company of ordinary folks. And don't think you know it all. Never pay back evil for evil. Do things in such a way that everyone can see you are honest clear through."

For more information about the services of the Dobrikow Group, go to www.dobrikowgroup.com.

5 Things You Never Knew Your Cell Phone Could Do

For all the folks with cell phones. (This should be printed and kept in your car, purse, and wallet. Good information to have with you.)
There are a few things that can be done in times of grave emergencies.

Your mobile phone can actually be a life saver or an emergency tool for survival. Check out the things that you can do with it:

FIRST: Emergency

The Emergency Number worldwide for Mobile is 112. If you find Yourself out of the coverage area of your mobile network and there is an Emergency, dial 112 and the mobile will search any existing network to Establish the emergency number for you, and interestingly, this number 112 can be dialed even if the keypad is locked.. Try it out.

SECOND: Have you locked your keys in the car?

Does your car have remote keyless entry? This may come in handy someday.. Good reason to own a cell phone: If you lock your keys in the car and the spare keys are at home, call someone at home on their cell phone from your cell phone. Hold your cell phone about a foot from your car door and have the person at your home press the unlock button, holding it near the mobile phone on their end. Your car will unlock. Saves someone from having to drive your keys to you. Distance is no object. You could be hundreds of miles away, and if you can reach someone who has the other 'remote' for your car, you can unlock the doors (or the trunk)..

Editor's Note: works fine! We tried it out and it unlocked our car over a cell phone!'

THIRD: Hidden Battery Power

Imagine your cell battery is very low. To activate, press the keys*3370#. Your cell phone will restart with this reserve and the instrument will show a 50% increase in battery. This reserve will get charged when you charge your cell phone next time.


FOURTH: How to disable a STOLEN mobile phone?

To check your Mobile phone's serial number, key in the following Digits on your phone: *#06#. A 15-digit code will appear on the screen. This number is unique to your handset. Write it down and keep it somewhere safe.

If your phone gets stolen, you can phone your service provider and give them this code. They will then be able to block your handset so even if the thief changes the SIM card, your phone will be totally useless.. You probably won't get your phone back, but at least you know that whoever stole it can't use/sell it either. If everybody does this, there would be no point in people stealing mobile phones.

And Finally.....

FIFTH: Free Directory Service for Cells

Cell phone companies are charging us $1.00 to $1.75 or more for 411 information calls when they don't have to. Most of us do not carry a telephone directory in our vehicle, which makes this situation even more of a problem. When you need to use the 411 information option, simply dial: (800)FREE411, or (800) 373-3411 without incurring any charge at all. Program this into your cell phone now.

For more information about the services of the Dobrikow Group, go to www.dobrikowgroup.com.

'Quality' is just conformance to requirements.

You get the behavior you critique for, so set your standards and then require conformance to them. Quality will come from that effort, not from slogans, posters, or even threats.

For more information about the services of the Dobrikow Group, go to www.dobrikowgroup.com.

ASSET MANAGEMENT OVERVIEW

Identifying opportunities and Implementing initiatives in a collaborative effort with hotel management to maximize operating performance. The Dobrikow Group will customize the needs of each owner and their lodging asset.

The Dobrikow Group's Asset Management services provides a platform for readily identifying operational performance upside, whether evaluating a deal opportunity or assessing opportunities at a hotel already under ownership. The key is to identify opportunities and work with the hotel operating team to collaboratively implement initiatives to effect a change, whereby incremental value through enhanced cash flow is realized.

The Dobrikow Group's ability to uncover revenue enhancement, cost containment opportunities, product quality issues and service shortcoming, whether during the due diligence phase, annual budgeting process or as part of an on-going assessment, has historically resulted in a significant impact to net operating profits which translates directly into hotel value.

For more information about the services of the Dobrikow Group, go to www.dobrikowgroup.com.

Delegate the easy stuff.

The things you do well are the things to delegate. Hold on to those that are challenging and difficult. That is how you will grow.

For more information about the services of the Dobrikow Group, go to www.dobrikowgroup.com.

THE ASSET MANAGEMENT SYSTEM

The Dobrikow Group Asset Management System contains these 5 components:

1. COMPONENT: Fact Finding, Risk Assessment & Strategic Planning
2. COMPONENT: Testing, Implementation & Operation
3. COMPONENT: Evaluation, Corrective Action & Follow-up
4. COMPONENT: Management Review, Training, Support
5. COMPONENT: Policy, Standard Operating Procedures, Documentation

For more information about the services of the Dobrikow Group, go to www.dobrikowgroup.com.