Contents:
1 Hotel ast hof *** characteristics
2
Description of
hotel ast hof product
3
Human resources and organizational structure of ast hof ***
4 Working environment
5
Duties
6 Offered
innovations
7 The
basic features of positioning of hotel ast hof ***
Conclusion
1. Hotel Ast Hof *** characteristics
Address: 25, B.
Filevskaya, Moscow, 121309, Russia
Category: - (F)-FIRST CLASS HOTEL 3 STAR. Reservation
Department: +7 (495) 933-78-78
AST Hof Hotel (Fig. 1) - (5 floors, 105 rooms) built in 1985,
renovated in 1999. The AST Hof Hotel has been
existing for a long time, it was built in 1969. In 2001 the hotel was reconstructed and renovated. The hotel is surrounded by business and
exhibition centers, among which we can mark out the large exhibition
complex Expocenter. There are some places of interest near the hotel –
Poklonnaya gora, Borodinskaya panorama, Filevsky park.
Hotel Ast Hof is a privately owned European class hotel. It offers
security and high level of services to all the guests.
(Fig.
2 Reception)
It’s located
in the ecological clean region of Moscow close to the picturesque Filevsky park
and Bagrationovskaya metro station.
(Fig.
3 Exterior view)
It's situated
not far from historical and business centre of Moscow. 15 minutes drive to the
Kremlin, the Expocentre, 50 minutes drive from the Sheremetyevo International Airport, 20 minutes from Kievsky railway station.
In the territory of the hotel there are also different
places, where the guests can relax – a sauna, a restaurant, a cafe, a billiards
room. Other hotel facilities include restaurant, currency exchange, laundry
service, safe deposit boxes, sauna and car parking.
(Fig. 4 Bar Lobby)
The restaurant of the hotel is designed for 30 visitors. The
restaurant «Mayak» is a branch of the most famous restaurants in Moscow-«Praga». Here the guests can order any dishes of
European cuisine. The restaurant is open 24 hours.
(Fig. 5 Restaurant Mayak)
Business
people can use services of a business center – 24-hour Internet, scanning, fax,
xerocopying. There is also all necessary office equipment in the business
center. Guests may also hold any business event, including conferences,
meetings and presentations, in a conference hall and two banquet halls.
(Fig. 6)
At you
disposal 2 banquet halls-conference hall (100 seats) with up-to-date equipment.
There are 95
comfortable rooms of different categories at the hotel. All the rooms are
equipped with telephone communications, satellite television, Internet.
(Fig. 7
Room facilities)
Every room has
electronic locks and double glass windows.
The hotel offers air-conditioned guest rooms, equipped with
all modern facilities. (Fig. 8 Single)
Each room has a bathtub, coffee maker, telephone and
television with cable. Room service is also available. (Fig.9)
|
Area of rooms of each
category, m2
|
|
Single
|
8
|
|
Double
|
12
|
|
Bed size, cm
|
|
King size
|
170*200
|
|
Twin bed
|
90*195
|
|
Room equipment
|
Availability
|
|
WC,
bath/shower
|
shower
|
|
Hair-drier
|
No
|
|
Bathroom
amenities
|
Yes
|
|
Bathrobe
|
No
|
|
Slippers
|
No
|
|
Orthopaedic
beds
|
No
|
|
Refrigerator
|
Yes
|
|
Minibar
|
No
|
|
Air
conditioner
|
Yes
|
|
Spyhole
|
Yes
|
|
Automatic
fire alarm
|
Yes
|
|
Fire-sensing
elements
|
Yes
|
|
Fire
extinguisher
|
Yes
|
|
Safe
|
No
|
|
Telephone
(city output)
|
Free of charge
|
|
Cable TV
channels
|
Yes
|
|
Ability for
PC usage
|
No
|
|
Ability for
Internet access
|
No
|
|
Ability
for Internet access (Wi-Fi)
|
No
|
|
Availability
of rooms specially equipped for disabled persons
|
No
|
|
Accommodation
with pets
|
No
|
|
Non-smoking
|
No
|
|
Other
services
|
Availability
|
|
Barber and
hairdresser
|
No
|
|
Fitness
centre, open hours
|
No
|
|
Baths
|
No
|
|
Pool
|
No
|
|
Jacuzzi
|
No
|
|
Sauna
|
No
|
|
Fitness
equipment
|
No
|
|
Solarium
|
No
|
|
Massage
|
No
|
|
Casino
|
No
|
|
Alarm
clock (wake-up service)
|
Yes
|
|
Business
centre, open hours
|
Yes, 24 hours
|
|
Parking
|
Yes
|
|
Room-service
|
Yes
|
|
First
aid post/ possibility to render first aid
|
No
|
|
Security
control video system
|
Yes
|
|
Luggage room
|
Yes
|
|
Laundry
|
Yes
|
|
|
|
Extra
service:
room service is available 24 hours a day, there is ample parking space and the
vehicles are kept under round-the-clock surveillance. The guest’s money and
valuables will be safe with safety deposit boxes, which are at the reception.
|
Name
|
Location
|
Capacity, persons
|
Cuisine
|
Open
|
|
Mayak
|
1 floor
|
40
|
Russian,
European
|
24 h.
|
|
Lobby bar
|
Lobby
|
13
|
Snacks,
drinks
|
24 h.
|
Among distinctive features
can be called the following:
- attended parking;
- 2 banquet halls;
- laundry;
- restaurant;
- business center;
- sauna;
- safes.
2 description of Hotel Ast Hof Product
Fig. 10
Characteristics of AST HOF product
Specificity of hotel services:
1. Continuous character (the hotel should work continuously).
2. A
necessary reserve of a fixed capital (cause of non-uniform demand).
3. Uniformity of services.
4. If the basic part of the service enterprises provides constantly
living, hotel - visitors, therefore the hotel should render a complex of
personal services.
5. Serving living, the hotel does not resort to the help of other organizations.
Hotel services are subdivided into:
- Information;
- Public catering;
- Trading;
- Household;
- Bank;
- Health service;
- Cultural - sports service.
Sale of a hotel product depends not only on the personnel of hotel, but
also on internal quality of a hotel product (convenience, comfort, culture, a
level of service, image of hotel). Sale appreciably depends on tour operators
and travel agents, marketing decisions (including on fixing of the price), on
presence of transport and transport messages, on a site of hotel and weather,
an environment and recreational, cultural - historical opportunities of region,
on image of the country, district, and also on the presence and quantity of
competitors.
AST HOF is the modern tourist complex (complete-service hotel) which
has the significant material and technical base providing a set of the
complex-service, centralized service of tourists, having a rest, travelers. A
plenty of components of a material and technical base of AST
HOF testifies
to its significance and complexity. The full list of all material and technical
base of AST HOF contains in its passport, which is being the help document.
Buildings, constructions, electro-, gazo- and water supply systems, the
systems which are included into AST HOF structure, are incorporated into the
following groups.
1. Administrative buildings - 1.
2. Sleeping (actually hotel) buildings - 2.
3. Buildings of the enterprises of a feed sphere
(restaurants, dining rooms, etc.) - 1.
4. Buildings of the centers of leisure and cultural service
(entertainment) - 1.
5. Sports constructions -1.
6. House-keeping buildings - 1.
7. Engineering constructions, networks, and the equipment - 1.
8. Apartment houses (hostels) - 2.
Services:
- Common areas heated/air conditioned: central heating, air conditioning.
- 24 hour room service.
- Television room.
- Public telephone.
- Valuables service.
- Wi-Fi Free
The AST HOF rooms
(services) of various functional purposes are combined in one building, and
also are blocked in united constructions by transitions, galleries, etc.
The subsidiary services and rooms of the AST HOF hotel, directly serving
tourists, are the following:
- A left-luggage office / 1;
- A house-keeper warehouse / 1;
- Technical workshops /1;
- Objects of rendering of the personal services (repair and cleaning of
footwear, repair and ironing of clothes, urgent washing and a dry-cleaner,
hairdresser's) /1 /1;
- Boothes (chemist's, newspaper, souvenir, perfumery goods) / 1;
- Point of a currency exchange /1;
- Rooms of the attendants (on floors) / 3;
- Rooms for administration / 4;
- Stations of rendering of various additional and sports services (a
billiard room, a sauna, tour-cabinet, library, a rental agency sports, etc.)
/1.
Realization of AST HOF
product, thus, demand on high professional skill, art of strategic and
operative management, high spiritual culture, the best human qualities and high
training of the personnel of AST HOF.
3. Human
Resources
and
Organizational Structure OF AST Hof ***
The administration bears responsibility for operation of AST
HOF. Among
the major questions concerning to these - creation of collective culture. The
favorable organizational climate has positive influence on perception of
service by clients and serviceability of employees. Clients perceive received
service much better in a friendly atmosphere. The supreme key element is the
initiator of occurrence of the corporate culture which unites all parts of
industrial structure of the enterprise down to the basis.
The organizational
structure of AST HOF can be
presented in the following scheme: (Fig.
11)
The
administrative service is responsible for the organization of management by all
services of a hotel complex, solves financial matters, questions of personnel
maintenance, is engaged in creation and maintenance of necessary working conditions
for the personnel of hotel, supervises observance of the established norms and
rules on a labour safety, the safety precautions, fire-prevention and ecological
safety.
The structure of service includes secretary, financial service, personnel
service, the ecologist, inspectors on a fire safety and the safety precautions.
General
managers have overall responsibility for the operation of the hotel.
Within guidelines established by the owners of the hotel or executives of the
hotel chain, the general manager sets room rates, allocates funds to
departments, approves expenditures, and ensures expected standards for guest
service, decor, housekeeping, food quality, and banquet operations. Managers
who work for chains also may organize and staff a newly built hotel, refurbish
an older hotel, or reorganize a hotel or motel that is not operating
successfully. In order to fill entry-level service and clerical jobs in hotels,
some managers attend career fairs.
Resident
or hotel managers are responsible for the day-to-day operations of
the property. In larger properties, more than one of these managers may assist
the general manager, frequently dividing responsibilities between the food and
beverage operations and the rooms or lodging services. At least one manager,
either the general manager or a hotel manager, is on call 24 hours a day to
resolve problems or emergencies.
Assistant
managers help run the day-to-day operations of the hotel. In large hotels,
they may be responsible for activities such as personnel, accounting, office administration,
marketing and sales, purchasing, security, maintenance, and pool, spa, or
recreational facilities. In smaller hotels, these duties may be combined into
one position. Assistant managers may adjust charges on a hotel guest’s bill
when a manager is unavailable.
An
Executive Committee made up of a hotel’s senior managers advises
the general manager, assists in setting hotel policy, coordinates services that
cross departmental boundaries, and collaborates on efforts to ensure consistent
and efficient guest services throughout the hotel.
The
Committee is comprised of the department heads for housekeeping, front office,
food and beverage, security, sales and public relations, meetings and conventions,
engineering and building maintenance, and human resources. Executive committee
members bring a different perspective of guest service to the total management
objective reflecting the unique expertise and training of their positions.
Executive
housekeepers ensure that guest rooms, meeting and banquet rooms, and
public areas are clean, orderly, and well maintained. They also train,
schedule, and supervise the work of housekeepers, inspect rooms, and order cleaning
supplies.
Front
office managers coordinate reservations and room assignments, as well as
train and direct the hotel’s front desk staff. They ensure that guests are
treated courteously, complaints and problems are resolved, and requests for
special services are carried out. Front office managers may adjust charges
posted on a customer’s bill.
Convention
services managers coordinate the activities of various departments
in larger hotels to accommodate meetings, conventions, and special events. They
meet with representatives of groups or organizations to plan the number of
rooms to reserve, the desired configuration of the meeting space, and banquet
services. During the meeting or event, they resolve unexpected problems and
monitor activities to ensure that hotel operations conform to the expectations
of the group.
Food
and beverage managers oversee all food service operations maintained by
the hotel. They coordinate menus with the Executive Chef for the hotel’s restaurants,
lounges, and room service operations. They supervise the ordering of food and
supplies, direct service and maintenance contracts within the kitchens and
dining areas, and manage food service budgets.
Catering
managers arrange for food service in a hotel’s meeting and convention
rooms. They coordinate menus and costs for banquets, parties, and events with meeting
and convention planners or individual clients. They coordinate staffing needs
and arrange schedules with kitchen personnel to ensure appropriate food
service.
Sales
or marketing directors and public relations directors oversee the
advertising and promotion of hotel operations and functions, including lodging
and dining specials and special events, such as holiday or seasonal specials.
They direct the efforts of their staff to purchase advertising and market their
property to organizations or groups seeking a venue for conferences,
conventions, business meetings, trade shows, and special events. They also
coordinate media relations and answer questions from the press.
Human
Resources Directors manage the personnel functions of a hotel, ensuring that all
accounting, payroll, and employee relation matters are handled in compliance
with hotel policy and applicable laws. They also oversee hiring practices and
standards and ensure that training and promotion programs reflect appropriate employee
development guidelines.
Finance
(or Revenue) Directors monitor room sales and reservations. In addition
to overseeing accounting and cash-flow matters at the hotel, they also project
occupancy levels, decide which rooms to discount and when to offer rate specials.
The administration of AST HOF established such system and style of
management which correspond to the character of the enterprise most of all. It
allows the administrators to choose various tactical receptions in compliance
with situation.
AST HOF administration preaches style of
flexible regulation and friendliness, complaints and problems of clients which
can quite be solved in positive conditions. However, the sense of measure is
extremely important in this case. If the liberal approach displays in all that
concerns operation of business, clients can think, that the management does not
undertake sufficient measures in order to carry business properly, and will
prefer, according to negative impression, not to address any more to services
of AST HOF.
4 Working environment
Computers
are used in AST HOF extensively by lodging managers and their
assistants to keep track of guests’ bills, reservations, room assignments,
meetings, and special events.
In
addition, computers are used to order food, beverages, and supplies, as well as
to prepare reports for hotel owners and top-level managers. Managers work with
computer specialists to ensure that the hotel’s computer system functions
properly. Should the hotel’s computer system fail, managers must continue to
meet the needs of hotel guests and staff.
Because AST HOF is open
around the clock, night and weekend work is common. Many lodging and hotel
managers work more than 40 hours per week, and may be called back to work at any
time. Some managers of resort properties or other hotels where much of the
business is seasonal have other duties on the property during the off-season or
find work at other hotels or in other areas.
Conventions
and large groups of tourists may present unusual problems or require extended
work hours. Moreover, dealing with irate guests can be stressful. The job can
be particularly hectic for front office managers during check-in and check-out
times. Computer failures can further complicate processing and add to
frustration levels.
Employment of lodging and hotel managers is expected to grow
about as fast as the average for all occupations through 2014. Additional job
openings are expected to occur as experienced managers transfer to other
occupations or leave the labor force, in part because of the long hours and
stressful working conditions. Job opportunities are expected to be best for
persons with college degrees in hotel or hospitality management.
Renewed
business travel and domestic and foreign tourism will drive employment growth
of lodging and hotel managers in full-service hotels. The numbers of
economy-class rooms and extended-stay hotels also are expected to increase to accommodate
leisure travelers and bargain-conscious guests.
An
increasing range of lodging accommodations is available to travelers, from
economy hotels which offer clean, comfortable rooms and front desk services
without costly extras such as restaurants and room service, to luxury and
boutique inns that offer sumptuous furnishings and personal services. The
accommodation industry is expected to continue to consolidate as lodging chains
acquire independently owned establishments or undertake their operation on a
contract basis.
The
increasing number of extended-stay hotels will moderate growth of manager jobs
because these properties usually have fewer departments and require fewer
managers. Also, these establishments often do not require a manager to be
available 24 hours a day, instead assigning front desk clerks on duty at night
some of the responsibilities previously reserved for managers.
Additional
demand for managers is expected in AST HOF too, so as it is the full-service hotel offering restaurants, fitness
centers, large meeting rooms, and play areas for children. Among other
amenities it will continue to provide many trainee and managerial
opportunities.
Median annual earnings of lodging managers were $37,660 in
May 2004. The middle 50 percent earned between $28,640 and $51,030. The lowest
10 percent earned less than $22,680, while the highest 10 percent earned more
than $72,160. Median annual earnings for lodging managers in traveler accommodations
were $37,420.
Salaries
of lodging managers vary greatly according to their responsibilities and the
segment of the hotel industry in which they are employed, as well as the location
and region where the hotel is located. Managers may earn bonuses of up to 25
percent of their basic salary in some hotels and also may be furnished with
meals, parking, laundry, and other services. In addition to providing typical
benefits, some hotels offer profit-sharing plans and educational assistance to
their employees.
Other occupations concerned with organizing and directing a
business in which customer service is the cornerstone of their success include
food service managers, gaming managers and community association managers.
5. Duties
As
an assistant of food and beverage managers I had to oversee all
food service operations maintained by the hotel. I helped to coordinate menus
with the Executive Chef for the hotel’s restaurants, lounges, and room service
operations. They supervise the ordering of food and supplies, direct service
and maintenance contracts within the kitchens and dining areas, and manage food
service budgets.
I
supervised catering managers who arranged food service in
a hotel’s meeting and convention rooms. I provided coordination menus and costs
for banquets, parties, and events with meeting and convention planners or
individual clients. I coordinated staffing needs and arranged schedules with
kitchen personnel to ensure appropriate food service.
6. Suggested innovations
Evidently, an
introduction of service on type "buffet" can enrich possibilities
of Food and Beverage department and have a fine impact on the image of AST HOF.
Now the restaurant MAYAK offers visitors traditional service A la
carte when in the menu opposite of dish the price is underlined.
"Swedish Buffet" was invented by Swedes. Several centuries ago
when Scandinavians expected arrival of set of visitors, they made preparations of
the preserved meal - a salty fish, a cooked potato and vegetables, smoked meat –
avoiding of cooking anew every time. A meal is usually submitted on a table in
the big bowls and everyone can take so much he wants.
Now, certainly, a situation is different: at the hotels the cook should
submit on table exclusively fresh meals. There was only a principle of submission:
all meal - on a taste of the visitor and he can define what he wants to try.
The buffet is considered to be the most democratic form of a meal; it
allows the visitor to have a meal quickly. For this reason it should be
accustomed in AST HOF.
Swedish buffet is cheaper for the hotel than portional submission. First
because all is prepared "by the gross", and many dishes on a buffet
are made from the ingredients. Olives - in four salads and in one hot, smoked fish
- in two kinds of snack, beans - in two salads and one hot...
Certainly, on a buffet each visitor can pile to itself a huge plate of
meal with top. But practice shows, that such occurs only in the first days of
rest. Therefore for the days of the big arrivals the meal is prepared in great
quantity, but then the quantity is gradually reducing.
This system allows the cook to use inexpensive products, but having
prepared them tasty, he can deserve praises of visitors. The portional
submission is more expensive. The buffet also can "play" on cost of
dishes.
So, during a high season when it is a lot of visitors, salad can consist
half of seafoods, half - from greens. And during a low season when there is a
few of visitors in hotel, the same salad "grows thin". The quantity of
dishes is kept at the same level, and their cost price sharply falls.
The constitution of the menu of "buffet" is based on cultural,
religious and national features - the base menu always will be Russian or
European. But in the majority of hotels it is even specially emphasized, that
the European (most neutral) dishes are contained in a buffet.
The buffet in AST HOF hotel
can offer both traditional or international dishes, and dishes of the Estonian
cuisine. Days of national and European kitchen can alternate.
Table 3 The equipment for the "buffet"
|
№
|
art.
|
Device
|
Cost, $.
|
|
1
|
МЕР 135
|
Saladett- refrigerating table
|
2117
|
|
2
|
СVDH2
|
cooling bath
|
1100
|
|
Total cost of the equipment:
|
3217
|
|
The obtained Food & Beverage manager
assistant’s experience included a wide range of activities
of finding a way to satisfy guest needs while maintaining positive attitudes
and employee morale. I had a necessity to use computer for ordering food, beverages,
and supplies, as well as to prepare reports for hotel owners and top-level managers.
7. the basic features of Positioning of Hotel
Ast Hof ***
The tendency
of change of attendance of hotels of Moscow is the following (Table 4):
|
The country
|
2006 год
|
2007 год
|
2008 год
|
Change
|
|
Germany
|
62684
|
75220
|
87757
|
25073
|
|
Finland
|
61508
|
63414
|
65321
|
3813
|
|
Estonia
|
39102
|
44968
|
50833
|
11731
|
|
Lithuania
|
30827
|
37918
|
45193
|
14366
|
|
Total
|
231371
|
262122
|
292649
|
61278
|
The market of hotel services of Moscow has two basic features:
The first is a well-defined seasonal prevalence. The tourist traffic is
intense in a warm season but it dries up in the winter and in the late autumn
when the majority of local sights, naturally, shopping centers and the markets,
loses the attraction.
The second is that fact that lodgers of hotels are basically the nearest
neighbors - Scandinavians, Germans, certainly, neighbors - Balts.
The peak of a tourist season lasts four - five months - from May till
September. During this time fallability of the Moscow hotels makes 80-90 %, and
in other months is hold at the level of 40 %.
(May-September; October-April)
Fig. 12 Fillability of hotels of Latvia depending on a season
Hotel sector is the most problematic from the point of view of its
promotion. It is necessary to understand precisely a position which will be
occupied by institution, its primary audience which can develop the given
unique trading offer, for increase of a level of competitiveness.
All parameters of positioning of hotel AST HOF in the market can be
presented in the table. (See Table 4)
Table 4 Positioning of AST HOF in the hotel business of Moscow
|
Positioning
|
Criterion
|
|
1) On the purpose of activity
|
Profit earning
|
|
2) Mission
|
Satisfaction of the purposes and requirements of clients
|
|
3) In terms of volume
|
One of best 3 star-rated of Moscow
|
|
4) On breadth of assortment of restaurant at hotel
|
European and Russian kitchen
|
|
5) On the type of a meal in hotel
|
A classical variant of hotel
|
|
6) On a price class of the consumer
|
Middle class of active consumers
|
|
7) A market share in Moscow Hotel Bisiness
|
0,9 %
|
|
8) A mean score of the sum of ratings on a 10-mark
scale
|
9,25
|
|
9) Age structure of consumers
|
From 30 till 50 years (67 %)
|
|
10) Orientation to a level of incomes of clients
|
From 600 up
to 1000 dollars in month
|
|
11) Quality of service on a 10-mark scale
|
9
|
Table 5 Rating of the competitive
hotels of AST HOF (according to / bookingmoscow.com)
|
Hotel
|
Rating
|
Stars
|
|
Hotel Academicheskaya
|
1
|
|
|
Hotel Ararat Park Hayatt
|
1
|
|
|
Hotel AST Hoff
|
1
|
|
|
Hotel Arbat
|
1
|
|
|
Hotel Aeropolis
|
1
|
|
|
Hotel Golden Ring
|
5
|
|
|
Hotel Aerotel Domodedovo
|
0
|
|
|
Hotel Belgrad
|
0
|
|
|
Hotel Budapest
|
0
|
|
|
Hotel Warsaw
|
0
|
|
|
Hotel Izmailivo Alfa
|
0
|
|
|
Hotel Izmailovo
|
0
|
|
|
Hotel Baltschug Kempinski
|
0
|
|
|
Hotel Rossiya
|
0
|
|
|
Hotel Salut
|
5
|
|
|
Hotel Sheremetyevo-2
|
0
|
|
|
Hotel Souz
|
0
|
|
|
Hotel Sputnik
|
0
|
|
|
Hotel Tourist
|
1.33
|
|
|
Hotel Danilovskaya
|
0
|
|
|
Hotel Iris Congress
|
0
|
|
|
Hotel Katerina City
|
0
|
|
|
Hotel Cosmos
|
5
|
|
|
Hotel Marriott Tverskaya
|
0
|
|
|
Hotel Novotel Sheremetyevo-2
|
0
|
|
|
Hotel Mezhdunarodnaya
|
0
|
|
|
Hotel Sevastopol
|
0
|
|
|
Hotel Marriott Grand
|
0
|
|
|
Hotel Marriott Royal Aurora
|
0
|
|
|
Hotel Metropol
|
0
|
|
|
Hotel Renaissance
|
0
|
|
|
Hotel Sheraton Palace
|
0
|
|
|
Hotel Novotel Moscow Centre
|
0
|
|
|
Hotel Orlyonok
|
0
|
|
|
Hotel Proton
|
0
|
|
|
Hotel Radisson SAS Slavyanskaya
|
0
|
|
|
Hotel Ukraina
|
3
|
|
|
Hotel Uzkoe
|
0
|
|
Rating Hotels in Moscow has shown that it is obvious that tendency of development
of AST HOF is stable in the market of 3-star rated hotels.
Conclusion
As
an assistant of food and beverage managers I had to oversee all
food service operations maintained by the hotel. I helped to coordinate menus
with the Executive Chef for the hotel’s restaurants, lounges, and room service
operations. They supervise the ordering of food and supplies, direct service
and maintenance contracts within the kitchens and dining areas, and manage food
service budgets.
I
supervised catering managers who arranged food service in
a hotel’s meeting and convention rooms. I provided coordination menus and costs
for banquets, parties, and events with meeting and convention planners or
individual clients. I coordinated staffing needs and arranged schedules with
kitchen personnel to ensure appropriate food service.
The administration of AST HOF established such system and style of
management which correspond to the character of the enterprise most of all. It
allows the administrators to choose various tactical receptions in compliance
with situation.
AST HOF administration preaches style of
flexible regulation and friendliness, complaints and problems of clients which
can quite be solved in positive conditions. However, the sense of measure is
extremely important in this case. If the liberal approach displays in all that
concerns operation of business, clients can think, that the management does not
undertake sufficient measures in order to carry business properly, and will
prefer, according to negative impression, not to address any more to services
of AST HOF.
During
training course I had a chance to formulate possible innovations into the Food
and Beverage sector.
Evidently, an
introduction of service on type "buffet" can enrich possibilities
of Food and Beverage department and may have a fine impact on the image of AST HOF.
The buffet in AST HOF hotel
can offer both traditional or international dishes, and dishes of the Estonian
cuisine. Days of national and European kitchen can alternate.
The necessary equipment for the
"buffet"
|
№
|
art.
|
Device
|
Cost, $.
|
|
1
|
МЕР 135
|
Saladett- refrigerating table
|
2117
|
|
2
|
СVDH2
|
cooling bath
|
1100
|
|
Total cost of the equipment:
|
3217
|
|
The buffet is considered to be the most democratic form of a meal; it
allows the visitor to have a meal quickly. For this reason it should be
accustomed in AST HOF.
Swedish buffet
is cheaper for the hotel than portional submission.
The constitution of the menu of "buffet" is based on cultural,
religious and national features - the base menu always will be Russian or European.
But in the majority of hotels it is even specially emphasized, that the
European (most neutral) dishes are contained in a buffet.
The buffet in AST HOF hotel
can offer both traditional or international dishes, and dishes of the Estonian
cuisine. Days of national and European kitchen can alternate.
The obtained Food & Beverage manager
assistant’s experience included a wide range of activities
of finding a way to satisfy guest needs while maintaining positive attitudes
and employee morale. I had a necessity to use computer for ordering food, beverages,
and supplies, as well as to prepare reports for hotel owners and top-level managers.
Training
programme was a good background for entering hotel management. My career advancement
can be accelerated by the further completion of certification programs offered
by various associations. These programs usually require a combination of course
work, examinations, and experience.
Hotel sector is the most problematic from the point of view of its
promotion. It is necessary to understand precisely a position which will be
occupied by institution, its primary audience which can develop the given
unique trading offer, for increase of a level of competitiveness.
Therefore, we formulate the mission and the basic features of positioning
of AST HOF in the hotel business of Moscow.
|
Positioning
|
Criterion
|
|
1) On the purpose of activity
|
Profit earning
|
|
2) Mission
|
Satisfaction of the purposes and requirements of clients
|
|
3) In terms of volume
|
One of best 3 star-rated of Moscow
|
|
4) On breadth of assortment of restaurant at hotel
|
European and Russian kitchen
|
|
5) On the type of a meal in hotel
|
A classical variant of hotel
|
|
6) On a price class of the consumer
|
Middle class of active consumers
|
|
7) A market share in Moscow Hotel Bisiness
|
0,9 %
|
|
8) A mean score of the sum of ratings on a 10-mark
scale
|
9,25
|
|
9) Age structure of consumers
|
From 30 till 50 years (67 %)
|
|
10) Orientation to a level of incomes of clients
|
From 600 up
to 1000 dollars in month
|
|
11) Quality of service on a 10-mark scale
|
9
|
Among distinctive features
of AST HOF can be called the following:
- attended parking;
- 2 banquet halls;
- laundry;
- restaurant;
- business center;
- sauna;
- safes.
But it’s necessary to admit that AST HOF should promote its innovations, to
diversify facilities, define and support priority directions in hotel
industry, bring up to date its image continuing advertising its hotel product
at the international level.