目录

  • 1 Chapter 1 – Preparing for a Leadership Career
    • 1.1 Introduction
    • 1.2 Why a Career in Hospitality and Tourism?
    • 1.3 Selecting an Industry Segment
    • 1.4 Types of Available Positions
    • 1.5 Traits of Leaders
    • 1.6 Traditional Management Styles
    • 1.7 Varying your Leadership Style
  • 2 Chapter 2 – Hospitality and Tourism Leadership
    • 2.1 Introduction
    • 2.2 21st Century Leadership Styles
    • 2.3 Leadership Development Goals
    • 2.4 Empowerment
    • 2.5 Showing Respect and Value for Diversity
    • 2.6 Global Guest Audiences
    • 2.7 Welcoming Other Cultures
  • 3 Chapter 3 – Leadership and the Guest Cycle
    • 3.1 Introduction
    • 3.2 Follow the Guest: Making the Cycle Seamless
    • 3.3 Guest Recovery
    • 3.4 Problem Solving
  • 4 Chapter 4 – Managing the Guest Experience Cycle
    • 4.1 Introduction
    • 4.2 Managing the Guest Experience: Being Inclusive
    • 4.3 Guest Experience Property Standards
    • 4.4 Managing the Guest Service Measurement (GSM) Process
    • 4.5 Guest Service Gold: Leading a Gold Team
    • 4.6 Managing Green Practices
  • 5 Chapter 5 – Leadership, Employees and Communication
    • 5.1 Introduction
    • 5.2 Purpose of the Mission Statement
    • 5.3 Communicating Employee Purpose and Role
    • 5.4 Setting Performance Goals
    • 5.5 Listening, Speaking and Writing
    • 5.6 Managing Difficult People
    • 5.7 Guest Communication
    • 5.8 Media Training
  • 6 Chapter 6 – Front Office Leadership
    • 6.1 Introduction
    • 6.2 Responsibilities of the Front Office Manager
    • 6.3 Reports: The Night Audit Paper Trail
    • 6.4 Labor Costs and the Night Audit
    • 6.5 Measuring Employee Performance
    • 6.6 Guests and the Front Desk
    • 6.7 Green Practice Programs for Guests
  • 7 Chapter 7 – Managing Housekeeping Operations
    • 7.1 Introduction
    • 7.2 Being the Executive Housekeeper
    • 7.3 Building a Budget
    • 7.4 Budgeting Labor and Linen Expenses
    • 7.5 Managing Housekeeping Performance Standards
    • 7.6 Training Housekeeping Staff
    • 7.7 Managing Housekeeping Green Practices
  • 8 Chapter 8 – Leadership and Facilities Management
    • 8.1 Introduction
    • 8.2 Function of the Chief Engineer
    • 8.3 Budgeting to Meet ADA Requirements
    • 8.4 Energy Management
    • 8.5 Emergency Systems Planning
    • 8.6 Managing the Facility’s Green Practices
  • 9 Chapter 9 – Food and Beverage Service Leadership
    • 9.1 Introduction
    • 9.2 Organization and Staffing of Food and Beverage Operations
    • 9.3 Menu Management
    • 9.4 Purchasing Supplies and Equipment
    • 9.5 Facility Design, Décor and Cleaning
    • 9.6 Managing Sanitation and Safety
    • 9.7 Labor and Revenue Control
    • 9.8 Nutrition and Sustainable Foods
  • 10 Chapter 10 – Managing Banquets and Catered Events
    • 10.1 Introduction
    • 10.2 Booking and Planning Events
    • 10.3 Reports: Preparing for Service
    • 10.4 Delivering Service
    • 10.5 After Service
  • 11 Chapter 11 – Human Resources
    • 11.1 Introduction
    • 11.2 Interview and Hiring Practices
    • 11.3 Employment Laws
    • 11.4 Managing Compensation and Benefits
    • 11.5 Corporate Social Responsibility
  • 12 Chapter 12 – Managing Operational Finance
    • 12.1 Introduction
    • 12.2 Financial Statements
    • 12.3 Operational Expenses and the Capital Budget
    • 12.4 Revenue Management
    • 12.5 Managing Labor Costs
    • 12.6 Taxes: Reporting and Remitting
  • 13 Chapter 13 – Marketing
    • 13.1 Introduction
    • 13.2 The Marketing Mix
    • 13.3 Steps of a Marketing Plan
    • 13.4 Channels of Distribution
    • 13.5 The Marketing Budget
    • 13.6 Industry Trends and Marketing
  • 14 Chapter 14 – Sales
    • 14.1 Introduction
    • 14.2 Training for Sales Success
    • 14.3 Managing a Sales Team
    • 14.4 Selling to Global Audiences
    • 14.5 Selling to Special Segments
    • 14.6 Selling to the Digital Traveler
  • 15 Chapter 15 – Safety
    • 15.1 Introduction
    • 15.2 Managing Workplace Safety
    • 15.3 Risk Management and Insurance
    • 15.4 OSHA: Following the Requirements
  • 16 Chapter 16 – Security
    • 16.1 Introduction
    • 16.2 Hotel Security: Access Control and Guestroom Security
    • 16.3 Employee Security Issues
    • 16.4 Emergency Management and Media Relations
Introduction





Banquets and catered events generate billions of dollars of revenue for food and beverage operations. These events are more profitable than regular food and beverage operations because they have lower food and labor costs and more flexible pricing.
宴会酒席为餐饮运营带来数十亿的收入。这些活动比常规的餐饮运营利润更高,原因是提供得食量少、人工成本低、价格弹性大。

These events include corporate events, weddings and other personal events as well as cultural events.
Due to its size and complex logistics, many hotels and convention centers hire event planners to handle planning for special events such as weddings, fashion shows or exhibitions.
其中包括公司宴会、婚礼宴会、个人宴会和文化等方面的活动。由于这些活动规模较大、后勤工作较复杂,许多酒店和会展中心都会聘请专门的活动策划师,他们负责筹办婚礼、时装秀或展览等特别活动。
Event planners coordinate every aspect of the event. They deal with many varied service providers such as decorators, florists, caterers, audiovisual companies and transportation companies.
活动策划师需面面俱到,他们要和很多服务供应商打交道,例如室内装潢、花店、饮食承办、音像公司、交通公司的负责人等。
The clients expect the planners to recommend a unique location and also create a special kind of event at all occasions.
客户希望策划师推荐的地点独一无二,并且所有场合都能举办特别的活动。
Event planners communicate with clients, venue staff and various contractors. They make sure event stays on schedule and that speakers or performers are prepared.
活动策划师应与客户、场所的工作人员以及承包商保持沟通,以确保活动按计划进行,并且让参与活动发表讲话的或进行表演人的员也能提前准备。
The return on sales for a banquet is typically 35-40 percent, while the return on sales in a regular dining room is only 10-15 percent.
宴席的销售利润率往往高达35-40%,而餐厅正常运营的销售利润率只在10-15%之间。
Banquets and catered events can greatly contribute to a food and beverage operation’s bottom line.
酒会宴席为餐饮运营带来很大的利润。
We will discuss the booking and planning of events in the next session.
下一节我们将探讨活动的预定和策划流程。