Hotel’s Sales and Catering Department

CONVENTION MANAGEMENT 4

Convention Management

In an ideal situation, distribution of sales function between salesdepartment and hotel’s catering should have a fully integratedrevenue management function that oversees the sales, marketing,pricing and distribution functions of a hotel. It is ideal owing tothe fact that there is lack of individuals who are trained in bothareas of sales and catering, and particularly the need to changemindsets of the people. It also emerges that in real life situation,there is often a point of contention on how the hotel’s sales andcatering department should look like. This often comes down to thehotel’s structure on the interaction between both departments.However, Pratap (2013) argues that regardless of the organizationstructure, the leadership potential of the management is paramountwhile the function gains more centrality in the organization.

Having shifted from being production-focused to beingsales-oriented, Alan Jenkins, the director of catering faced a numberof problems. First, he has been in the position for only six days,that would be one the challenges he will face since he is yet to befully aware of what is going on in his department and how it shouldbe run while familiarizing with his staff. Secondly, his sales staffsare not well informed or knowledgeable enough to be in a position tosale function rooms. Alan Jenkins says “the sales staff knows howto sell guestrooms, but they don’t seem to sell function rooms”.They are not opportunistic enough to identify the opportunities thatcome along with sales catering. Again, another challenge he faces isthat sales department and catering are not “as united as they couldbe when it comes to selling services” in the hotel. This will provea challenge to him on how to mold his staff to being sales-focused.

Catering department at the Woodfield Plaza could recover room rentalrevenues and audiovisual by instituting a sliding-scale function fee.Alan Jenkins suggested that since he had thought that with rentalrooms, the problem will be giving function space away for bookingmore room nights. For example, they would do that by rewarding thecustomers by offering them 50 percent off the rate if they pick up 50percent of the room block. That could mean room rental revenues couldincrease significantly. He could also consider putting a similarscale in place for catering revenues.

There are steps that the director of catering should do to identifythe specific causes of his budget. First, he should fully define andunderstand the problem by sifting through the material to pick outthe real need or problem, how big it is, and what perpetuates it.Secondly, he is given a few weeks to gather information on theaccuracy and reasonableness (Pratap, 2013). Thirdly, he will have toconsider alternatives for example, altering an existing law, takingno action, process, regulation, or creating a new program or law. Hecould also find out what can the hotel does about the matter, andwhat could be effective in that situation. Finally, he has toidentify the cause of the problem and then come up with a solution onthe audio-rentals.

After identifying the specifics of the budget, Alan Jenkins willhave to address his findings then do it in the Carla and othermembers of the board. First, he will begin by identifying theessentials of budget-monitoring activities then followed by analyzingbudget variances to pick out their causes that may include possiblechanges in micro and macroeconomic factors (Pratap, 2013). Finally,he will draft ways of monitoring the budget so as to identify anyserious deviations or variances from expected outcomes that isdetailed in the budget.

Reference

Pratap, S. (2013). Convention management and service. NewDelhi: Anmol Publications.

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