exploring the hospitality industry worksheet 1 the hospitality industry hospitality: level 2 higher...

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UNIT 1

Exploring the hospitality industryHospitality: Level 2 Higher Diploma

Worksheet 1.1The hospitality industry1. Can you name these chains of cafés, restaurants and hotels?

2. Now list six more hospitality chains. The fi rst one has been done for you.

Butlins ✱

...................................................................…………………………. ✱

...................................................................…………………………. ✱

...................................................................…………………………. ✱

...................................................................…………………………. ✱

...................................................................…………………………. ✱

3. Now list hospitality establishments in your area that are not part of a chain – for example, the local fi sh and

chip shop.

4. Which is the longest list?

5. Why do you think this is the case?

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Factsheet 1.2Background information on hospitalityThe UK hospitality industry is made up of the following sectors:

Sector or sub-sector Description History

HOTELS

1–5 star From 5-star to low cost

• Often serviced to a high level, such as having several restaurants and bars

• May accommodate conferences and banquets

• Include independent, owner-run, large chains, and independent consortia, e.g. www.slh.com

Developed from coaching inns

Budget hotels Usually near motorways or major roads

• Often next to restaurants

• Beginning to be found in airports, e.g. Yotel

• Cross-channel ferry accommodation could be included here

• Minimal staffing usually required

• Basic, low-cost accommodation with tea and coffee-making facilities usually provided

• Semi-serviced – catering is nearby or trayed and packaged

Developed from coaching inns when increased

travel meant a need for more value accommodation

Bed-and-breakfast

establishments/guest houses

Accommodation

• Serviced with a limited range of catering (breakfast only)

• Usually just a few rooms

• Usually run by one person, a couple, or just a few staff

• Usually low cost, but boutique-style guest houses are more luxurious

A long history, but boutique-style guest houses first

appeared in the 1980s – partly influenced by TV

hotels ✱

• 1–5 star

• budget hotels

• bed and breakfast

restaurants ✱

• fast food

• cafés and coffee shops

• mainstream

pubs and bars ✱

• managed

• tenanted or leased

• freehouses

membership clubs ✱

nightclubs ✱

hospitality services (catering ✱

managed in-house)

contract food service provision ✱

(catering outsourced to a contract

food service provider)

events management. ✱

The hospitality industry can also be divided into:

the hospitality business sector – comprising establishments that ✱

provide food, drink and accommodation in exchange for money;

they are run as a business and their main reason for operating

is to provide these products and services and make a profit

the catering services sector (hospitality services sector) – ✱

where accommodation and catering are not the main business,

but these secondary or indirect services are still needed by

customers, residents, staff and/or visitors; the services are often

subsidised or offered at cost price.

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Other serviced

accommodation:

Holiday villages, caravan

parks and cruise ships

A mixture of serviced and self-catering accommodation

• From low cost to luxury, e.g. log cabins with hot tubs

• Include leisure facilities such as swimming pool, children’s play park

Hostels • Shared facilities, usually bunk beds

• Sometimes have to make up your own bed

• Meals provided – sometimes kitchens are available

• YHA is an example

Unserviced / self-catering

accommodation:

Aparthotels

Self-catering cottages

No catering provided

• Usually let for full weeks but weekend and midweek lets increasingly available

• Aparthotels found in large cities, e.g. www.roomzzz.co.uk, are often used by people

relocated for work but also for leisure use

Response to demand for flexible holiday

accommodation

RESTAURANTS

Fast food Specialised environment – very quick service, e.g. McDonald’s, Kentucky Fried Chicken Originating as, or heavily influenced by, American

companies

Cafés and coffee shops –

includes those found in retail

stores

Usually at low to medium prices with limited levels of service

Cafés focus on food, coffee shops on beverages

Developed from UCP and Lyons tea rooms – some

influence from America

Mainstream – ethnic and

themed

Usually at medium to high prices with good levels of service Grew out of hotel restaurants; demand also stems

from experience of overseas travel plus ethnic

groups residing in UK

Takeaway – fish and chips,

sandwich bars and ethnic

Very quick service Developed from the fish and chip concept; also

influenced by US-style fast food and takeaway

Fine dining High level of skilled service

PUBS AND BARS

Managed; tenanted or

leased; freehouses

Specialised premises

Bars such as wine bars often serve hot drinks

Membership clubs are often just a bar but can be a bar and restaurant, or even also include

accommodation

Expanded from inns; developed with car ownership

from 1960s; maximised as food offered with alcohol

OTHER SECTORS

Nightclubs and discotheques Nightclubs are smaller

Gambling Includes casinos and bingo halls

Travel and tourism services,

visitor attractions

Motorway service stations,

railway, airline and short-

distance shipping, e.g. cross-

Channel

For people on the move or on holiday

Usually before or after the activity at tourism and visitor attractions

Grew as travelling and tourism grew

Increase in leisure time has meant more demand

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CONTRACT AND

HOSPITALITY SERVICES

These overlap each other considerably. If the catering is managed in-house it is a hospitality service. If it is outsourced to a catering or events firm, it

is a contract food service.

Banqueting/conferences

including events

Weddings or training courses

Large scale – booked in advance

Can be part of a hotel’s business

Can be in a purpose-built building that has a wide range of rooms

Can be outside catering, e.g. in a marquee in a garden or field

Originally just in hotels but now developed into a

sector of its own

Welfare – including

hospitals, schools, colleges,

universities, armed forces,

and prisons

Fulfilling social need Regulated and boosted with the creation of the

Welfare State in 1948

Industrial catering – either

in-house or from a catering

contractor

For people at work

Includes off-shore rigs

Could include mobile caravan cafés

Originated in theories that well-fed workers work

better; further developed by trade unions

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UNIT 1


Worksheet 1.3Local hospitality establishments1. Print out a map of your local area using a website such as www.google.co.uk/maps. Identify hospitality

establishments by type on the map and try to find examples for each category listed on page 15.

2. Use the Yellow Pages, Thomson’s local directory or websites to find more establishments.

3. Find out more information about each establishment, by visiting it, checking out its website or by telephone.

Use the questions below as a guide to finding the relevant information about each establishment. You could

pick one particular establishment and find out plenty of information about it so that you can feed back to the

rest of your group.

Questions

1. Name of establishment.

2. Type of business – is hospitality its main purpose?

3. Its ownership – is it part of a chain, or independently owned?

4. Size of the building – how many rooms does it have?

5. The facilities it provides, e.g. a holiday village might provide accommodation, fast-food restaurants and leisure

facilities including a swimming pool.

6. Opening hours – each day, days of the week and months of the year.

7. Types of customers, e.g. general public/members only/residents only/those using a facility, e.g. on a train, at a

theme park.

8. The profile of customers the establishment is aimed at, for example families, or people with a high income.

9. The kind of food and drink sold (collect a menu if possible) – is there a wide choice?

10. The number of workers employed and the range of jobs they do.

11. The ambience of the establishment – how the rooms are decorated, etc.


© Pearson Education Ltd 2009. Copying permitted for purchasing institution only. This material is not copyright free. 19

UNIT 1


Worksheet 1.4Data analysis

Number of individual establishments.

Turnover £ millions.

Hotels 11 000

Hostels 85

Holiday parks and

self-catering

2200

Pubs, bars and

nightclubs

18 000 000

Gambling 39 000

Restaurants 19 000 000

Contract food

service

6900

Travel and tourism

services

37 000 000

Visitor attractions 446

70 000

60 000

0

10 000

20 000

30 000

40 000

50 000

hote

ls

rest

aura

nts

host

els

holid

ay

park

s

and s

elf-

cate

ring

gam

blin

g

visi

tor attra

ctio

ns

trave

l and

tourism

serv

ices

contract

food

serv

ices

pubs,

bars

and

nig

htc

lubs

Travel and

tourism servicesRestaurants

Pubs, bars and

nightclubs

All other sectors combined



UNIT 1


0 100 000 200 000 300 000 400 000 500 000 600 000

Visitor attractions

Travel and tourism services

Hotels

Hostels

Holiday parks and self-catering

Pubs, bars and nightclubs

Gambling

Restaurants

Contract food services

Hospitality services

hote

ls

rest

aura

nts

host

els

holid

ay

park

s

and s

elf-

cate

ring

gam

blin

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visi

tor attra

ctio

ns

hosp

italit

y se

rvic

es

80

70

60

0

10

20

30

40

50

trave

l and

tourism

serv

ices

contract

food

serv

ices

pubs,

bars

and

nig

htc

lubs

women

men

0

40 000

20 000

80 000

60 000

140 000

120 000

100 000

160 000

16 – 19 20 – 24 25 – 29 30 – 34 35 – 39 40 – 44 45 – 49 50 – 54 55 – 59 60 – 64 65 – 69

hotels

restaurants

hospitality

services

pubs and bars

self-catering and

holiday centres

How many people work in each sector.

Age profi le of workers.

Gender of workers.



UNIT 1


Activities

1. Interview a young person and older person who work in the hospitality industry. Find out:

a) How long they have worked in the industry.

b) Why they chose to work in the industry.

c) What they like about their jobs.

d) What they dislike about their jobs.

e) What their career prospects are.

f) Where they see themselves in fi ve years’ time.

2. Comment on their answers.

Questions

1. List the different sectors in order

of size of workforce, with the

largest sector fi rst.

2. Comment on this list. Did you

think the sectors would be listed in

this way? Which sector’s position

in the list was a surprise to you?

3. List the different sectors in order

of the number of individual

establishments.

4. Is this list the same as the one for

size of workforce? If not, why do

you think it is different?

5. Now look at the turnover for these

sectors.

a) Why do you think the turnover

for travel and tourism is so large?

b) Why do you think the turnover

for gambling is larger than for

contract catering, when more

people work in the contract

catering business and there are

more establishments?

6. Which sector employs the highest

percentage of women, and

which sector employs the lowest

percentage of women? Comment

on this. Does it have anything

to do with the fact that in some

sectors there is a lot of part-time

employment?

7. Why do you think the restaurant

industry employs equal numbers

of men and women?

8. Comment on the age profi le of

workers in the fi ve sectors shown.

Discuss why these profi les are

different in different industries.

9. Comment on the food and

drink sales for each sector and

the number of meals served.

Compare these two amounts.

hote

lsre

staura

nts

quic

k se

rvic

e

pubs

leis

ure

busi

ness

and

indust

ry

Min

istr

y of

Defe

nce

educa

tion

health

care

0

500

1000

1500

2000

2500

10 000

hote

lsre

staura

nts

quic

k se

rvic

e

pubs

leis

ure

busi

ness

and

indust

ry

Min

istr

y of

Defe

nce

educa

tion

health

care

9000

8000

0

1000

2000

3000

4000

5000

6000

7000

Food and drink sales in sectors.

Number of meals served.



UNIT 1


Worksheet 1.5Types of bedroom accommodation

Accommodation is usually in comfortable bunk-

bedded rooms, sharing with people of the same

sex. Showers and toilets are shared.

Bed linen, pillows, duvet and blankets are provided

free of charge for you to make up your bed.

A full meal service is usually provided. Some

locations also have self-catering kitchens. Most

locations will have a sitting area, drying room and

cycle store.

Comfortable king-sized beds. Good quality duvets

and pillows. En-suite bathrooms with shower gel.

Remote control TVs. Tea- and coffee-making

facilities. Hairdryers. Heater control.

Spacious desk area with Internet access. Family

rooms, with cots on request.

24-hour reception. Restaurant and licensed bar

nearby. Hot breakfast available.

Stylish suite with separate living room and large

bathroom with free soap, shampoos and creams. A

towelling bath robe and slippers are also provided.

Desk with high-speed Internet connection.

Also provided:

Safe, iron, ironing board, clock, radio and radio

alarm, hair-dryer, sofa bed, trouser press, TV with

teletext, satellite channels and on-demand films,

tea- and coffee-making facilities, bottled water and

biscuits.

Book from just a few hours, day or night, to 24 hours

or more.

Large single bed 2m x 1m (large enough for a cosy

two people) with full sitting height.

Bathroom with shower, revitalising all-in-one body

wash, heated mirror and soft towels.

Fold-out work desk and stool (doubles for

unpacking), overhead hand-luggage stowage, suit-

bag hanging and storage areas for small pieces.

Complete range of power and connectivity including

free Internet access and local lighting.

20-inch flat-screen TV with choice of films, radio,

games and Internet. ‘Cabin’-service menu on

screen, and 24-hour ‘galley’ café service.

Designed with a sophisticated and modern slant

on the Moroccan theme. Funky leather bed, and

‘belly-dancing’ ornate bottles. Luxury room featuring

a chameleon-floor seating area in the bay window.

New luxury Italian tiled en-suite shower and toilet,

CD player (with shower-room speakers), flat-

screen TV with freeview, fridge, hair-dryer and hot

beverage facility.

Parties of up to 27 people can be accommodated

in 10 rooms. Some have shared facilities. All rooms

are clean, well presented and come with TV/DVD,

central heating, towels and tea- and coffee-making

facilities. Use of a hair-dryer, iron and ironing board

available. Extra towels and pillows supplied on

request.

Full English breakfast served from 8.30 am to 9 am.

Bar for residents’ use.

Hotel deluxe suite (Hilton)Traditional bed and breakfast

at holiday resort

Cabin room at airports (Yotel) Boutique hotel

Youth hostel (YHA) Motel (Premier Travel Inn)



UNIT 1


Worksheet 1.6Hotel groupsAccor – Formule 1, Novotel, Hilton,

Ramada, Macdonald, Moat House, Holiday

Inn, Premier Inn, Radisson, Hotel du Vin,

Jury Inn, Swallow and Marriott are some of

the hotel chains that exist in the UK.

1. You have been allocated a hotel group

to investigate. Produce a PowerPoint®

presentation of no more than eight

slides for the rest of your group that

gives a clear picture of this hotel group,

its size, its market and its standards.

Below are key questions or points you

need to cover in your research so that

you produce a rounded report for the

group.

Background information ✱ – history

Size of group ✱ – number of hotels –

average number of rooms in hotels

Where the hotels are ✱ – e.g. next to

major roads, in the countryside, in

cities

The rack rate of a room ✱ – the type of

customer they are aiming to attract

The style of rooms ✱ – include images if

possible

Other facilities the hotel provides ✱ – restaurants, bars, swimming pool, etc.

Facilities included in the price of a room ✱ , e.g. shower gel dispenser fi xed to the wall or a variety of

toiletries

Other points you could include are:

environmental policy ✱

rewards for frequent customers. ✱

2. Many hotels in the UK are individually owned. These hotels often join

a consortium to help them with marketing. Find out about at least one

consortium by exploring websites such as www.slh.com or www.britainsfi nest.

co.uk. Explain the advantages to the hotels of belonging to a consortium.

3. Go to www.mrandmrssmith.com and explain the differences between this

consortium and the two mentioned in question 2 above.

Holiday Inn is part of the InterContinental Hotels Group, which

has more guest rooms than any other company worldwide



UNIT 1


Worksheet 1.7Colour and theme1. Look at the picture of the red bedroom. How does it make you feel? Calm? Excited? Happy? Angry?

2. How would bedrooms in the following colours make you feel?

a) Yellow ............................................................................................................................................................

b) Blue ................................................................................................................................................................

c) Cream .............................................................................................................................................................

d) Green .............................................................................................................................................................

e) Black ..............................................................................................................................................................

f) Orange ...........................................................................................................................................................

g) Grey . ..............................................................................................................................................................

h) Maroon ...........................................................................................................................................................

i) Pink .................................................................................................................................................................

j) Purple .............................................................................................................................................................

3. Is it better for ambience if two colours are combined? How would the following bedrooms make you feel?

a) Black and white .............................................................................................................................................

b) Red and black ................................................................................................................................................

c) Yellow and blue ..............................................................................................................................................

d) Green and cream ...........................................................................................................................................

e) Orange and pink ............................................................................................................................................

4. What about themed rooms? How might you react to the following?

a) Hawaiian ........................................................................................................................................................

b) Moroccan .......................................................................................................................................................

c) Indian ..............................................................................................................................................................

d) Jungle ............................................................................................................................................................

e) Surf ................................................................................................................................................................

f) Cinderella .......................................................................................................................................................

g) Tartan ............................................................................................................................................................



UNIT 1


All bedroom lights can be turned on from the doorway as you enter the room.

All coat-hangers in the wardrobe are facing the correct way and all pushed to the

left side. Any non-hotel-issue coat-hangers are removed.

Safe is open.

Spare pillows have pillowcases on and are in clear, sealed plastic bag.

Lampshades are straight and cobweb-free.

Hairdryer is in top dressing-table drawer.

Internet connection cable is neatly folded.

Stationery set is complete and in second drawer of dressing table.

Laundry bag is folded and in second drawer of dressing table.

Telephone directories are in bottom drawer of dressing table.

Mini-bar has price list, bottle opener, two wine glasses and two tumblers.

All light bulbs and the extractor fan work.

‘What’s on’ tourist guide is on bedside table.

Curtains are correctly placed.

Radiator control is set to position 2.

‘Do not disturb’ and breakfast-order cards are placed behind the door.

Mirrors are free of smears.

All towels are folded correctly and heated towel rail is switched on.

End of toilet paper is folded correctly and spare toilet roll is in place.

Toilet fl ushes properly.

Shower curtain, chrome fi ttings and tiles are all perfectly clean.

Worksheet 1.8Hotel room checklist



UNIT 1


Worksheet 1.9Conference settingsConference rooms come in many different sizes – from a bedroom that has been converted into a meeting room to

a very large space that accommodates 1000 people for a banquet. Many of the large spaces have partition walls

so they can be converted into more than one room. Flexibility is key, so that these rooms can be used for different

purposes.

Below are five different seating layouts that are often used in conference rooms.

Discuss what kind of atmosphere each layout creates and the advantages and disadvantages of each layout. Use

the words below to help you.

Formal/informal ✱

Allows/doesn’t allow discussions between whole group or in small groups ✱

You can/can’t hide at the back ✱

Easy/difficult to see and hear presentations ✱

Allows a large/medium/small number of people to fit into the room ✱

Allows/doesn’t allow the presenter to see everyone ✱

1. Boardroom style

3. Cabaret style

5. Classroom style

2. Theatre style

4. U-shaped



UNIT 1


Worksheet 1.10 Comparison of restaurants

Value for money Suitable for families

Convenient – nearby, good opening

timesHygienic and welcoming premises

Wide choice, including healthy dishes Friendly and knowledgeable staff

Length of time taken over meal

(from quickest)Overall meal experience



UNIT 1


Worksheet 1.11 Drinks activities1. Investigate coffee bars such as Costa Coffee and Starbucks. This could be done as a visit to an

establishment or using the Internet. Find out about their menus of coffees and chocolate drinks. Spend a

practical session making a range of these drinks, including serving them to other people. What have you

learnt from this activity?

2. Investigate a chain of juice bars such as Crussh (www.crussh.com) or a more general food café such as

the chain Eat (www.eat.co.uk). Find out about their menu of fruit drinks. Spend a practical session making a

range of smoothies. Estimate the cost of making each one and the selling price of them. You could include a

seasonal smoothie. What have you learnt from this activity?

3. In a group, run a non-alcoholic cocktail bar for students one afternoon or evening. Research and develop

a range of cocktails you can serve. Consider how you will serve them, the menu you will provide, and the

uniform you will wear. You could arrange a visit to a local cocktail bar or nightclub to help you with this

research.

4. Investigate casinos and bingo clubs, and compare the eating and drinking available at two different

establishments. Consider why these venues serve these types of menus.

Find out the range of jobs available at each casino. What specialist jobs are there? Try

www.pariscasinoblackpool.co.uk, www.galabingo.com or www.rendezvouscasino.com/brighton.

5. Brainstorm as many different membership clubs as you can think of. Start with political and sports clubs.

Then, in groups, find out about private member clubs in cities. You could use the following website to help

you: www.squaremeal.co.uk/venues/london/selection/66/Private_Members’_Clubs.

Produce a PowerPoint® presentation about one club of no more than four slides. Explain the history of the

club, who its members are and what facilities it provides.



UNIT 1


Worksheet 1.12 The catering services sectorSchools, prisons, army barracks, off-shore oil rigs, factories, offices and hospitals all have people who use the

building for more than a few hours at a time. Some of them are where people stay for weeks and years. If you stay

in a place for more than about 4 hours, what do you need? Food and drink!

Think about the different types of food and drink service that need to be provided for these separate places. Write

down at least two key points for each place. The first one has been done for you.

Establishment Key points to consider when providing a food and drink service

Prison

Low cost ✱

Easy to make in large quantities ✱

School

✱

✱

✱

Hospital

✱

✱

✱

Army barracks

✱

✱

✱

Factory or office

✱

✱

✱

Off-shore oil rig

✱

✱

✱



UNIT 1


Isles of Scilly: 85 per cent of the islands’ income is from tourism

Factsheet 1.13 Tourism on the Isles of Scilly

The Isles of Scilly are an archipelago of five inhabited islands and numerous small rocky islets off the south-western

tip of Cornwall, 28 miles from Land’s End. The total population is about 2100, and tourism is estimated to account

for 85 per cent of the islands’ income. The islands have attracted investment in tourism because of their unique

environment, favourable summer climate, relaxed culture, efficient co-ordination of tourism providers and good

transport links by sea and air to the mainland.

The majority of visitors stay on St Mary’s, which has a concentration of holiday accommodation and other amenities.

Of the other inhabited islands, Tresco is run as a timeshare resort, and is consequently the most obviously tourist-

orientated. Bryher and St Martin’s are more unspoilt, although each has a hotel and other accommodation. St Agnes

has no hotel and is the least developed of the islands.

The level of economic dependence on tourism is high, even by the standards of other island communities. Tourism

justifies many other island activities, for example the transport links to the mainland, which could not be maintained

with reduced visitor numbers. But tourism is also a highly seasonal industry, and the low level of tourist activity in

winter causes a near shutdown of the islands. However, the islands benefit from an extended period of business in

October when many birdwatchers arrive; because of their position, the islands are the first landing point for many

migrant birds, including rare birds from North America and Siberia.

Tourism is by far the main employer throughout each of the individual islands, much more so even than in other

remote and rural areas in the UK; tourism accounts for approximately 63 per cent of all employment.

Businesses dependent on tourism, with the exception of a few hotels, tend to be small enterprises typically

employing fewer than four people. Many are family run, suggesting an entrepreneurial culture among the population.

However, many of the jobs generated, with the exception of management, are low skilled and poorly paid, such as

those involving cleaning, catering and retail. Many of the tourism jobs on the islands are seasonal and part time as

work cannot be guaranteed throughout the year. At peak holiday times, many of the larger employers accommodate

guest workers who come to the islands for the summer to have a working holiday.



UNIT 1


Worksheet 1.14 The importance of the hospitality industryHospitality employs one in every 10 people in the UK, with over 2 million people working in the industry. They work

in over 200,000 different establishments throughout the UK.

Some parts of the UK rely almost totally on hospitality and tourism. For other areas, manufacturing or agriculture

might be more important. You need to understand the importance of the hospitality industry in your local area as

well as in the UK overall.

If you had a part-time job at a restaurant, pub or hotel, working 15 hours over the weekend for £5 an hour, you would

earn £75. How would you spend that money?

Clothes? ✱ That would pay towards shop assistants’ wages.

Music gigs? ✱ That would contribute towards the pay of events management workers.

Visiting a coffee bar? ✱ That would pay towards hospitality workers’ wages.

Saving up for a holiday? ✱ That would pay towards travel agents’ and other tourism workers’ salaries.

Other workers at your place of employment would spend their money in different ways and have a different effect on

the local economy. Looking at it another way, a visitor staying in a small guest-house pays the host who then spends

money in local shops, so local shop owners and workers indirectly benefit from the visitor even if they have never

seen him or her.

This is called the multiplier effect.

On your own or in groups, complete some or all of the following activities.

1. Look at one local hospitality establishment and work out the effect all those workers have on the local

economy. The information about how many are employed and in what types of jobs could be found out during

a visit.

2. Find out how important the hospitality industry is to your local area. What statistics are available from your

local council about employment?

3. Work out what other jobs are created from the tourism industry. Think about what would happen if tourism

suddenly dropped by half.

4. Research the history of the hospitality industry or part of the industry to understand how it has developed in

importance. Then:

EITHER: Use information from www.museumoflondon.org.uk/English/Collections/OnlineResources/X20L/

Themes/1385/1311 for an overall picture; use www.kzwp.com/lyons/cornerhouses.htm to find out the history of

Lyons Corner House cafés.

OR: Ask parents and grandparents about their eating out and holiday habits when they were children.



UNIT 1


Worksheet 1.15 Changes in the hospitality industryWhat is leisure and tourism? It has been defined as: the temporary, short-term movement of people to destinations

outside places where they normally live and work, and their activities during their stay at these destinations.

Hospitality – accommodation and eating and drinking – accounts for a large part of this, so that most of the £85.6

billion spent in 2006 on tourism was spent in the hospitality industry. £19 billion of this was spent by the 32.6 million

overseas visitors, which means that £66.6 billion was spent by domestic tourists. £44.8 billion was spent on day trips

by these domestic tourists.

With such a large industry it is important for businesses to understand the changing trends and issues in the

industry in order to be successful.

Choose a particular local business or area. Work in groups, pairs or on your own to consider in detail one or more of

the following points, or search www.bha.org.uk for up-to-date trends and issues. Give a presentation to the rest of

your group explaining the impact on a business.

Changes in leisure time mean more people are ‘cash rich and time poor’, leading to an increase in short ✱

breaks and activity holidays.

Some people can take early retirement with a high disposable income. ✱

Other people face late retirement because of poor pensions. ✱

Not everyone takes their full holiday entitlement. ✱

The population is aging – by 2015, people over 65 will outnumber the under-16s. ✱

There is an increase in segmentation – the choice is not just city or seaside, but spa, heritage, sport, etc. ✱

Sustainable tourism is becoming more important. ✱

The Internet has changed the way people book; more people make independent holiday arrangements. ✱

There is increased demand for improved quality, such as boutique hotels. ✱

There is increased awareness of the needs of disabled people, and the requirements of the Disability ✱

Discrimination Act.

Government targets for reducing obesity encourage sports and physical activities. ✱

Energy and food prices are increasing. ✱

There is £11 million in aid to promote British tourism. ✱

The Food Standards Agency carries out regular food inspections and is introducing the ‘Scores on the Doors’ ✱

scheme (visit www.food.gov.uk to find out more).

There have been changes in licensing hours. ✱

A smoking ban has come into force. ✱

New migration policies have had an impact on employment in the industry. ✱

The government plans to introduce a bed tax even though the UK industry has the highest VAT on ✱

accommodation.

The Olympics are to be held in London in 2012. ✱



UNIT 1


Factsheet 1.16Case study: Local and seasonal foodThe Three Fishes

For over 400 years, The Three Fishes near Whalley in

Lancashire has been a haven of refreshment on the old

road between the sixteenth-century bridge at Lower

Hodder and the Old Ferry at Mitton… a place for travellers

and visitors to rest and recharge their batteries amid some

of England’s most beautiful countryside. It also prides itself

on serving quality, locally sourced and seasonal food.

The Three Fishes – Length

of Lancashire Cheeseboard

Sourcing food from our doorstep and

supporting our local artisan producers

is a way of life at the Three Fishes. But

there can be few better examples of

local embarrassment of riches than

Lancashire cheese. I have developed the

Length of Lancashire Cheese Board to

showcase the best.

In my opinion no other region offers so

many different tastes and distinctive

characters, all made within 10 miles of

each other in the Beacon Fell area using

the traditional Lancashire style, but the

end result of each cheese is so different.

Enjoy a unique cheese experience.

Nigel Haworth

Seasonal Food Promotions

The simple fact is that food tastes better in

season, and local produce is better to eat

than food that has been raised artifi cially or

has travelled halfway around the world. It is a

treat and a privilege to enjoy food when it is

in season – something to look forward to and

enjoy.

At The Three Fishes the food philosophy is to

be true to our heritage and use the best local

produce available in season. At different times

throughout the year Nigel, working closely

with farmers and producers, selects and

showcases one local product, developing

dishes that bring out the best of these

products for customers to enjoy.

Here are some seasonal food promotions:

English chillies, Southport samphire, Formby

asparagus, Westmoreland damsons,

Lancashire caulifl owers, English apples.



UNIT 1


Worksheet 1.17 Case study: Boutique hotelsRead the information below and on the next page, and use the Internet to research the growth of boutique hotels.

Answer the following questions.

1. What is the history of boutique hotels?

2. Why have they developed?

3. What are boutique hotels?

4. What is the future of boutique hotels?

What are boutique hotels?

Boutique hotels are small, chic establishments characterised by informal charm. In New York in 1984, two

entrepreneurs opened Morgans on Madison Avenue. It was quirky and individual, unlike the large, brand-name

hotels that were dominant at the time. The term ‘boutique hotel’ was coined by the owners, Steve Rubell and

Ian Schrager, who described their new venture as being like a boutique as opposed to a department store.

Independence and originality were the overriding characteristics of their hotel.

The boutique hotel idea was soon adopted in Europe, although of course stylish independent hotels had long

existed. The trend has continued unabated. One of the first boutique hotels in Britain was 42 The Calls in Leeds,

created from an old corn mill and retaining original machinery as well as incorporating features such as handmade

beds.

The term is now applied in an indiscriminate way to a variety of hotels: small luxury establishments with a modern

edge and good service; accommodation with innovative design; and so-called ‘lifestyle’ hotels where the emphasis

is on casual elegance. But they are all usually relatively small, with fewer than 100 bedrooms, and none of them

feels like a standard, boxy hotel.



UNIT 1


www.i-escape.com

Boutique Hotel – Sort the Boutique Wheat from the Boutique Chaff

By Michael Cullen

Tuesday, 29 July 2008

In the 1990s, boutique hotels were the next big (or small) thing – 15 years on, have they had their day?

The hotel website www.i-escape.com has been reviewing ‘boutique’ properties – small city hotels, stylish

guesthouses, designer villas and more – since the term was in its infancy. Now editor Michael Cullen checks out what

the label really means, examines a few alternative terms, and sorts the boutique wheat from the boutique chaff.

Question: When is a boutique hotel not a boutique hotel?

Answer: Round about now. Why? Because the term has become so diluted since it was coined in 1980s New York

(allegedly by Morgans pioneer Ian Schrager) that it is now being applied to any new or refurbed hotel with an ounce

of branding, no matter how small or beautiful. We recently read about a new ‘boutique hotel’ in Atlantic City with

500 identical rooms, a 250-car parking lot, a retail centre and direct access to its sister casino. Which is like calling

Tesco’s a family-run deli. So what should the term ‘boutique hotel’ really mean, and if it’s becoming so over-used,

what are the alternatives?

The Business Dictionary (it’s not in the OED yet) defines it as a ‘small but exclusive property that caters to affluent

clientele with an exceptional level of service at premium prices’. Wikipedia thinks it’s an ‘intimate, usually luxurious

or quirky’ hotel which differentiates itself from chain hotels through personalised accommodation and service. We’d

go for ‘a small, usually urban hotel with distinctive design, personalised service and independent ownership’. But

even then, we’d have to admit that there are boutique hotels in the countryside, boutique hotels which are owned

by small chains (Stein, Hospes, etc.), and boutique hotels whose decor is a cookie-cutter copy of the now-standard

noughties look.

The boutique test So we’ve come up with five criteria to put any hotel to the boutique test:

1. small – we’d put the limit at 50 rooms (rural) or 150 rooms (urban). Anything really small – under 10 rooms,

say – or lacking hotel services can go for a spin-off term like ‘boutique B&B’ or ‘boutique guesthouse’. We’ve

even come across ‘boutique campsite’, while apartments are increasingly dubbed a ‘boutique bolthole’.

2. personalised – it has to be an antidote to our automated world: friendly staff who greet you by name

(preferably ‘Hi Michael’, rather than ‘Hello Mr Cullen’), rooms which vary one from another (personalised

book and CD collections in your room earn bonus points) and a sociable bar (member-only bars, like those at

Bangkok’s Met or Berlin’s Q, get an extra point). Room Mate hotels go further, by naming their places after a

fictional friend who is your host, as if the hotel is his home.

3. stylish – if it feels like grandma’s spare room, then you might as well stay at home; this should be a treat for

today’s time-poor, cash-rich travellers. Bespoke artwork and design classics earn extra points. And beware

formulaic boutiquification – easily recognised by noughties design clichés like a single kala lily in a huge vase,

or a swirl of Osborne & Little wallpaper in a monochrome room. True style has to be more than skin deep.

4. contemporary – somehow you can’t call it boutique if it’s got Louis XIV chairs and chintzy curtains. We need

hi-tech extras: flatscreen TVs and wifi are de rigueur, iPod docks and guest laptops score extra points. But a

bit of deliberate retro is fine, viz. Hotel 1929 in Singapore, L’Avenida in Mallorca, etc.

5. independently owned – a huge multinational chain, with its standardised procedures, uniform room décor

and high staff turnover, can’t be boutique, however hard they try (as Starwood have with their W hotels, for

example). But smaller chains can get away with it: we reckon anything up to 20 co-branded hotels leaves

enough room for individual expression.

What about the luxury level? Boutiques are rarely cheap, it’s true, but that’s not a condition so much as a by-product

of the high service levels and small number of rooms.

And what about facilities? An in-house restaurant and bar, preferably serving classy cuisine and cocktails in a buzzy

ambience, will certainly boost the boutique hotel rating (but a boutique B&B doesn’t need these, of course!). Spas,

fitness centres and saunas are increasingly common – over the last 10 years, it seems that every hotel in the world

has built a spa – though again that’s not a prerequisite for a boutique hotel. However, put all three in a city hotel

and, hey presto, you’ve got an urban sanctuary. Magic, isn’t it? And why boutique – which means ‘shop’ in French?

Does a true boutique hotel have to sell its furniture or artwork? A lot of them now do: La Sommita in Italy is like a

glorified showroom for the upmarket homeware brand which owns it, Culti of Milan. It makes sense, and it’s a good

way for guests to road test a chair or even a mattress before buying. But of course it’s not a prerequisite, it’s a clever

additional income stream to pay off all that bespoke design.



UNIT 1


Worksheet 1.18 Sustainability issuesIf you stay in a hotel anywhere in the world, you may fi nd a sign on the wall of the bathroom or a card near the basin

asking you to help the environment by deciding when you want your towels to be changed. You will save water,

energy and detergents by using them for another day.

If you do that you are helping with sustainability. But that’s only one small thing that hospitality establishments can

do towards helping the environment and promoting sustainable tourism.

Look at the hotel illustrated below and fi ll in the boxes to suggest ways in which it can be more sustainable. Identify

which changes might save the most energy.



UNIT 1


Worksheet 1.19 Jobs checklistGive a brief description of the job each of these people do in the hospitality industry, and the type of outlet in which

you might find them

Waiter

Restaurant manager

Head chef

Chambermaid or room attendant

Housekeeper

Kitchen porter

Porter or concierge

Receptionist

Hotel manager

Commis chef

Pastry chef

Events manager

Head cook



UNIT 1


Worksheet 1.20 Catering jobs1. Head chef Ann works in a fine dining restaurant with 30 covers in a city. She has six chefs in her team.

School catering manager Aaron works in a 1500-pupil school in a city. He has four assistants working with him.

Below are the skills they need to carry out their jobs. Put the skills in order of importance for each job, by

putting numbers in the columns – 1 for the most important skill, and so on.

Skill Ann Aaron

Work within a budget

Be creative and imaginative

Be good at people management

Produce a balanced menu

Be prepared to work unsocial hours

Have excellent time management

skills – work to deadlines

Stay calm

Be able to train new workers

Have an excellent knowledge of

food

2. A commis or trainee chef has a very different job role from that of a head chef. Work out which of the

following tasks are carried out by which chef and place a tick in the correct column. Some tasks may be done

by both!

Task Commis chef Head chef

Preparation of vegetables

Calling out orders

Trying out new dishes

Presenting the dishes



UNIT 1


1. Which receptionist (A or B) and waiter (C or D) would you like to greet and serve you? Why?

2. Why is the hospitality industry called a ‘people’ industry?

3. List the skills needed to become a successful bar manager. Underline the skills that would be transferable if

the bar manager was applying for a job as conference manager.

4. Now list the skills needed for a successful hotel receptionist and underline the skills that would be transferable

if the receptionist was applying for a job as a sales manager in the retail industry.

5. Find out more about front-of-house jobs during your visits and work experience. Interview at least two people

in such a way that you clearly understand:

the types of job they do ✱

the responsibilities of the job ✱

a typical work routine ✱

the requirements for anyone doing that job. ✱

Choose two of these jobs and describe the differences and similarities between them.

Worksheet 1.21Front-of-house jobs

A

C

B

D



UNIT 1


Factsheet 1.22 Other jobsEvents organiser

Can also be called: Assistant Events Organiser, Conference Services Organiser, Convention Services Supervisor,

Conference Planner, Conference Organiser, Conference Planning Co-Ordinator, Events Arranger, Catering and

Convention Services Co-ordinator/Organiser

Salary: £21,000–£35,000 per year

Event organisers can be involved in a wide range of events, though many specialise in one area. You will be

involved in most aspects of planning and running events on behalf of a client or your own organisation. Events can

include product launches, parties, awards ceremonies, etc. In larger organisations, roles can be divided between

marketing, sales and operations. The marketing team researches a sector, identifies a need, and organises a

campaign to promote the event; the sales team is responsible for promoting the event to potential exhibitors and

attracting sponsorship; and the operations team oversees the practical details, from booking the venue to catering

and equipment hire.

Event organisation involves a wide range of tasks, which may vary according to the size of the organisation.

Although big events organisers will undertake the majority of the work themselves, dividing the tasks among

specialist teams, some may sub-contract certain tasks if they have many events at one time. Tasks typically involve

liaising with clients, finding out their precise requirements and producing detailed proposals for events (including

timelines, venue suggestions and budgets), often to very tight deadlines.

You are likely to be responsible for securing and booking a suitable venue for the event. As a member of the

event organising team, you may need to liaise with clients and designers to create a brand or ‘look’ for the event

– co-ordinating venue management, caterers, stand designers, contractors and equipment hire. You may also be

asked to arrange accommodation for exhibitors and/or delegates. With so much going on, you will need to keep

an accurate record of client requirements and bookings, making sure that tickets, posters, catalogues and sales

brochures are organised, and that any delegate packs and papers are prepared in time. It is essential that you

organise insurance and security for the event, and ensure that health and safety regulations are adhered to. The

team will also co-ordinate everything on the day of the event to ensure that all runs smoothly, that the event is

‘broken down’ efficiently and the venue is cleared on time, leaving you to evaluate its success and produce reports

for the client.

Head housekeeper

Can also be called: Restaurant Manager, Food Service Manager/Director, Food and Beverage Manager, Banquet

Manager, Catering Manager, Director of Food and Beverage, Kitchen Manager, Dining Room Manager, Conference

Services Manager, Convention Services Manager, Conference Planner/Manager, Director of Conference Services,

Events Manager, Catering and Convention Services Co-ordinator/Manager


You are in charge of the cleanliness of all the guest rooms, and most (if not all) of the public areas. Much of your

time will be spent supervising and training your staff, planning staff rotas, and dealing with stock-takes, budgets, and

other paperwork (maintenance reports, room-check sheets, safety audits, etc.). You will also deal with the suppliers

of linen, cleaning materials and guest supplies (sachets of tea and coffee, soap, shampoo, etc.), and control the

costs of cleaning materials, linen, laundry, maintenance and wages.

Another regular part of your routine will be checking that high standards of cleanliness are maintained, rooms

correctly serviced, and equipment is in a safe condition (for guests and staff). Lost property will also be handed to

you for safe keeping until it can be returned to the owner. In a large operation, you will have assistant housekeepers

and supervisors to control the work of room attendants, and probably linen room staff and someone to issue the

cleaning supplies.

You will liaise closely with the general manager and other heads of department, and attend regular meetings. Your

staff will also meet with you, possibly on a weekly basis. Good relations with reception staff are crucial – you will

need to let them know when rooms are ready to re-let, and they will let you know when rooms can be serviced, and

about VIPs or special requirements (such as a head-board).

Maintenance is another key area – repairs will need to be carried out promptly. It is important that the equipment

your staff use (vacuum cleaners, shampooers, polishers, trolleys, etc.) is in sound working order, and is used safely.



UNIT 1


Some cleaning materials are hazardous, and it is your responsibility to ensure that staff are trained to use them

safely. Health, safety (including fire safety) and security will be important concerns. You will also be closely involved

with renovations and new developments, working with architects, interior designers, and other specialists.

Crew member

Can also be called: Prep (Preparation) Cook, Food Service Worker/Aide, Dietary Assistant, Food Preparer, Pantry

Cook, Deli (Delicatessen) Clerk/Worker, Drive Thru Window Order Taker, Front Line Worker, Catering Assistant


Self-service and fast-food restaurants are popular in situations where work or other commitments give people

limited time in which to eat, and their requirements range from a snack to a full meal. Your first duties of the day

will include setting up the restaurant: refilling salt, pepper, sugar, sauces, napkins, tray and cutlery points, making

coffee, arranging the display counters with cold drinks and pre-packaged food. Salads, sandwiches, filled rolls, and

cold sweets are collected from the kitchen and arranged in the counters. Hot dishes are left until just before service

begins, although the hot cupboards will have been turned on earlier to reach the correct temperature. Customers

making their choice of food and drink are influenced by the look of what they see, so an attractive arrangement and

well-presented food is very important. Hygiene standards must also be excellent.

To increase sales, you will suggest drinks, extra large portions, side dishes, special meal combinations or

promotional offers. During service, you will have to restock counters as necessary, collecting new dishes of food

from the kitchen and returning empties. In some restaurants, all the dishes are pre-plated or packaged or portioned

so that customers can help themselves from the counters, or there may be some dishes that the staff serve.

Accurate portion control is important, but there may be some menu items that give customers the option of piling the

plate as high as they wish.

Your duties may also include making tea and coffee, possibly using specialist machines for espresso-based drinks,

milk shakes and others. You may also undertake some simple cooking and food preparation such as making toast,

frying eggs, grilling burgers, making sandwiches and rolls or assembling various meals.

Throughout the shift you will be tidying and cleaning: the kitchen and counters, tray and waste collection points,

tables and chairs, floors, toilets and the entrance, among other areas. You may also take your turn at operating the

cash till, where customers pay for what they have chosen.

Customers appreciate friendly, helpful staff, who enjoy giving good service, taking pride in their appearance and

that of the restaurant. You should be able to answer questions about the day’s specials, other menu items, and their

ingredients (particularly important for those with an allergy to certain foods, e.g. nuts). Your duties at the end of

service may include returning items to the kitchen, helping with the washing up, cleaning the counters, the service

and customer areas, and restocking cutlery, china and glassware ready for the next service.

Pit boss

Can also be called: Casino Room Supervisor


As Pit Boss you will manage a section of the casino, maintaining the highest standards of service to your guests

while ensuring strict compliance to the regulations surrounding gambling activities. Tasks will involve scheduling

and positioning the croupiers and inspectors on your section, and helping to detect and prevent cheating by viewing

surveillance tapes of suspected cheats. Often, the Pit Boss is also responsible for maintaining the condition of cards

and dice for the gaming tables, e.g. you will remove cards from tables if they are damaged, marked or worn.

Bingo team leader

Can also be called: Bingo Supervisor


Bingo Team Leaders assist in running the club and developing its potential. You will also help to create and maintain

a highly customer-focused environment. You will be responsible for organising the day-to-day function of the gaming

activities – you will oversee the bingo games, and ensure that winnings are paid out quickly and accurately. The

gambling industry has strict regulations, so you will need to ensure full compliance with these. Most clubs also

have gaming machines, and you will need to make sure that these are not abused. You may be required to provide

very basic technical support for these machines. In addition to these duties, you will help to collect and manage

numerical data on takings, profits and losses, keeping a strict record in line with your budget.



UNIT 1


Factsheet 1.23 Management jobsFront-of-house manager

Can also be called: Front Office Manager, Front Desk Manager, Director of Front Office, Hotel Manager, Bed and

Breakfast Innkeeper, Customer Services Manager, Front-of-House Supervisor


You may be in charge of reception and reservations, the porter’s desk, and possibly housekeeping. You might also

have selling and promotional responsibilities. Much of your time will be spent in contact with guests, answering

their more difficult queries, checking on their wellbeing and dealing with complaints. Besides keeping the various

departments running smoothly, you will have a key role in the recruitment and training of staff. You will be a key

member of the management team, attending head of department meetings and acting as duty manager on some

evenings and weekends, and your overarching duty will be to ensure that the hotel is operating legally.

Head chefCan also be called: Chef de Cuisine, Food Service Supervisor/Director/Manager, Kitchen Manager, Executive Chef,

Dietary Manager/Supervisor, Restaurant Manager, Supervisor of Food and Nutrition Services, Cafeteria Manager


You are in charge of the kitchen: planning menus, negotiating prices and deliveries with suppliers, ordering and

storing food, organising staff rotas, supervising everyone in your team, and recruiting and training new staff.

You have a hands-on involvement in the cooking – the reputation of the restaurant largely depends on your food,

and the imagination and skills you bring to it. At service time, you will co-ordinate the orders as they come in,

issuing instructions to your team. You have to keep your eye on progress with earlier orders, and see that every dish

that goes out to a customer is up to standard: the correct temperature, presentation and portion size.

The job requires careful planning, good timing, and excellent team work to bring together orders for large parties,

or maintain good service when the restaurant is very busy. When you have time, you might make an appearance in

the restaurant to talk to the customers, in particular the regulars and any VIPs. Menus need to take account of the

needs of vegetarians, other religious or ethical diets, those with an allergy to certain foods, such as gluten or nuts,

and people who avoid fats or other ingredients.

Food hygiene and health and safety are major concerns, and you will have visits from an environmental health

officer to check standards and discuss your food safety management system. You are also responsible for making

sure that the cost of food is within the budget: wastage must be kept to the minimum, and production quantities and

portion control must be accurate.

You will need to liaise closely with the general manager, to whom you will be responsible for budgets, including

staff costs. You will also work with the restaurant manager and waiting staff, to ensure that service runs smoothly

and that staff can accurately describe dishes to customers. Depending on the type of operation (e.g. hotel, pub,

restaurant), the kitchens may prepare food for a number of self-service restaurants, snack bars and directors’

dining rooms, as well as cocktail parties, business meetings, conferences and other special events. In a high

street restaurant, your kitchen may be preparing meals for 30 guests for lunch and 60 guests for dinner, whereas a

hospital kitchen might be preparing meals for several hundred patients and staff three times a day.

Conference and banqueting managerCan also be called: Conference Services Manager, Catering Manager, Convention Services Manager,

Conference Planner/Manager, Director of Conference Services, Event Manager


You will help your business to maximise its revenue from functions and special events. These can include

conferences, meetings, banquets, parties, exhibitions, and weddings. It will be your job to promote the facilities and

services available and develop client relationships, making customers’ events as successful as possible. You will

organise the event itself, including any support staff (such as an entertainer), all food and beverage requirements,

and the set-up of the venue. You will need to have good planning and administration skills, as well as being a strong

team leader with a keen eye for detail. Good communication and negotiation skills are also important when dealing

with clients, colleagues from other departments, suppliers, equipment handlers, any casual staff helping out at the

event, and the attendees themselves.



UNIT 1


You must pay close attention to costs and budget control at all stages of the planning process – while some clients

have generous budgets and want an extravagant event with no expense spared, the majority will put you under

pressure to meet their expectations within their financial limitation. To deliver an event at an acceptable price to the

client and profit to your organisation will require a good imagination and considerable business skills.

Food and beverage managerCan also be called: Restaurant Manager, Food Service Manager/Director, Banquet Manager, Catering Manager,

Director of Food and Beverage, Kitchen Manager, Dining Room Manager, Pub and Restaurant Manager


Food and drink are costly items to purchase, prepare and sell, and tight control is essential to profitability. In some

businesses, this task may be entrusted to the head chef, or the bar and restaurant managers. In others, it will fall

to a Food and Beverage Manager. In this role, you will have cross-departmental responsibilities, with a specific

responsibility in functions such as weddings, dinner dances, conferences, cocktail parties, etc. A professional

working relationship with other department heads will be necessary, as well as the storekeeper and control offices.

You will deal with function enquiries, and will use your selling skills to convert these into profitable business. Menu

planning may also be one of your responsibilities, and the ability to come up with new ideas (for menus, food

service, special events and promotions, how best to organise production and service, etc.) will help you and your

hotel to keep ahead of the competition. As a member of a hotel’s management team, you will attend the head of

department meetings, and may act as duty manager on occasional evenings and weekends (when you will be in

charge of the hotel).

Training managerCan also be called: Corporate Trainer, Job Training Specialist, Management Development Specialist, Trainer,

Training Co-ordinator, Training and Development Co-ordinator, Training Development Officer, Director of Education,

Education and Development Manager, Manager of Staff Training and Development


As a Training Manager, you will design and deliver an ongoing programme of training for all staff, linking practical

ability to the attainment of national qualifications. Your role is to develop, deliver and evaluate skills training for

employees and first-line managers, along with providing support for managers and trainers when opening new

business units. Training needs will be identified through the organisation’s appraisal system, and by reference to

the business plan; close liaison with heads of department is essential, so that they see training as beneficial and

resources are optimised.

You will also help to design, develop and print material to support trainers and trainees. Although customer care

training is a priority, there is also a need for training in food service and bar skills, food safety, manual handling,

computer systems and cleaning techniques. You can provide this through a mix of on- and off-the-job training and

distance learning. You are likely to be an NVQ/SVQ verifier or assessor, and will be responsible for checking that

company assessment systems are working to a consistent, acceptable standard when measuring candidates.

General managerCan also be called: Operations Manager, Director of Operations, Area Manager, Store Manager, Chief Operating

Officer, Resort Director, Unit Manager, Restaurant Manager, Attractions Manager


As General Manager, you are responsible for every aspect of the business. You will ensure that guests are

satisfied, that all staff work together as an effective team, and that the business makes a profit. In this role, you will

be supported by a team of senior managers, department managers and supervisors. Working closely with your

managers and staff, you will ensure that every aspect of the operation runs smoothly and achieves – or preferably

exceeds – sales and profit targets.

You will regularly appraise the performance of your managers, giving feedback on what they are doing well and

helping them to improve in other areas. A major part of your role will involve motivating your team to deliver their

best performance at all times, and make the most of their sales skills.

You will be a key customer contact, liaising with clients to gain maximum customer satisfaction, monitoring their

feedback and encouraging your team to remain customer-focused at all times. As the person in charge, you are

ultimately responsible for the health and safety of everyone on the premises, for food safety, upholding the licensing

laws, and complying with consumer protection and employment legislation. Inevitably, there are also administrative

tasks involved in this role, including financial reports, budgets, cost analysis, and correspondence with suppliers,

customers and head office. You will also initiate promotion and marketing campaigns, as well as being fully involved

in company-wide schemes.



UNIT 1


Worksheet 1.24Case study: Two managersTim

I loved cooking at school but also loved media studies and performing arts. I had a part-time job in a local hotel by

the age of 15. I started as a dishwasher but kept on asking to be a waiter so when I was 16 I was allowed to serve in

the restaurant. Weddings were the best bit – all that glamour. I worked there every holiday through college.

I didn’t know what to do after my GCSEs. My parents wanted me to do A levels but I visited three different colleges

and decided to do a BTEC in Hospitality – it sounded really varied and I could see how I could get a job in the future.

I loved it and did really well. I went to university and got a degree in Hospitality Management. I found that I enjoyed

the human resources part of the course best, but realised that I needed all-round experience before I specialised. I

was offered a place on three different management training schemes but eventually chose to work for the Marriott

hotel group as there were opportunities to work abroad.

Five years later I have become an assistant human resources manager for the company. I have spent the last

5 years working in every department in four different hotels: one in Hong Kong, one in Dubai and two in the UK.

My aim is to be a manager within the next 3 years. I love it!

Sarah

I can’t believe how lucky I am with my job. I’m 28 and in my ideal job. I am an assistant general manager at a five-

star hotel in the most beautiful part of the country. I got here through lots of hard work.

I struggled at school. I had to work very hard at my GCSEs. I got Cs and Bs in everything except Food Technology,

where I got an A*. I wish there had been more subjects like that where I didn’t have to do lots of writing. There

was no way I was going to college after that. I was worn out! I had worked in a fine dining restaurant for my work

experience in Year 10 and got a part-time job because the head chef was impressed with me. I decided to work full

time there and do my NVQs on the job.

It took me 2 years to get level 2 and 3. I was good! I went to work in two other kitchens but didn’t like one of them

and ended up going back to my first kitchen for another year. I loved cooking but couldn’t see me doing it forever

so I applied for a management trainee job at a local hotel. I spent six months working in all of the different areas

and quickly got promoted to assistant conference manager, which I did for a year. I then got the job as food and

beverage manager when the bloke doing the job retired. One year later the assistant manager left and I got the job!

Activity

Produce a flow chart of Tim and Sarah’s career progression. Comment on it.



UNIT 1


Worksheet 1.25Training and career progressionThe aim of this mini-project is to collate all the work you have carried out on employment in the hospitality industry

and to analyse the skills and attributes staff need in order to be successful in their jobs.

Write a report, making sure you have answered all the questions below. Your report can be in a written

form or delivered as a PowerPoint® presentation. It should include:

charts and illustrations including examples of job adverts ✱

a summary of the interviews you have carried out ✱

evaluation of a job role you have experienced during an event or work experience ✱

information about managers’ jobs. ✱

1. Why is the industry called a ‘people’ industry?

2. Why are there front-of-house and back-of-house jobs?

3. Do people need different personal attributes for these two types of jobs?

4. Do all jobs in the industry involve unsocial hours?

5. Are all jobs poorly paid?

6. Give details of some different jobs available in the industry that you did not know about before working on this

unit.

7. Explain the career progression paths of at least two different workers showing the types of qualifications they

ideally need at each stage.

8. How may people progress through a company with the help of their in-house training?

9. Give an example of a graduate training scheme and what it includes.

10. What are transferable skills? Give examples for different jobs, explaining which other industries these skills

would be suitable for.

When planning this project, you could divide the topic into sections:

introduction – range of jobs and skills needed ✱

examples of four different jobs, with interviews you have carried out ✱

management jobs – including career progression paths – with at least one interview ✱

example of a large company, its training programmes and career opportunities ✱

conclusion – your opinions about the industry and your plans for your own career. ✱


exploring the hospitality industry worksheet 1 the hospitality industry hospitality: level 2 higher...

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