> JHTC - Abstracts, Volume 5, Issue 4

JHTC - Abstracts, Volume 5, Issue 4

Hotel Louise Washington, North Carolina: Renovation challenge

by Sara Dahlen and Robert O’Halloran

Abstract: When renovated, the Hotel Louise will be a riverfront, limited-service, year-round, boutique property providing the novelty of high-end amenities, impeccable location, and a handpicked staff that creates a memorable experience for guests. The property will offer 42 rooms; 15 standard kings, 15 standard queens, and 12 king suites. Bullen and Love (2011) noted that heritage buildings are an important element of a location’s social capital. Heritage conservation provides economic, cultural and social benefits to urban communities. The challenge for developers is to identify the needed tax and historic preservation credits to contribute to the hotel’s renovation costs and financial feasibility.

Key Words:  Renovation, restoration, tax incentives, tax credits, historic preservation, heritage tourism

Hilton Hotel Worldwide: A case study exploring corporate social responsibility and stakeholder management

by Antonia Noonan and Caddie Putnam Rankin

Abstract: How to be socially responsible is a growing concern for the hospitality industry. This case study provides examples of how Hilton Hotel Worldwide (HHW) fulfills its responsibility to stakeholders and stockholders by reviewing a myriad of fiduciary, legal, ethical, community, and global concerns. From an industry perspective, HHWs’ approach to internal and external stakeholder concerns has promoted positive industry-wide change. In addition, this case study allows the reader to conceptualize the concept of Corporate Social Responsibility (CSR) in the context of the hospitality sector by reviewing the policies and practices carried out by Hilton Hotel Worldwide. Reflecting on the HHW’S CSR engagement and CSR theory, the reader is asked to comment an upcoming shareholder referendum that would tie executive compensation to CSR performance.

Key Words: Hilton Hotels Worldwide, corporate social responsibility, business ethics, hotel competitive advantage, executive compensation

If You Build It They Will Come—Zen Blenderz

by Matthew VanSchenkhof

Abstract: This case focuses on an early implementation and pre-opening planning dilemma at Zen Blenderz, a vegan restaurant that recently opened outside of Kansas City Missouri. Kirk, the owner and primary decision maker, is perplexed why his pre-opening planning, including the initial business plan, location, staffing, pricing, and operational and marketing strategies, appear to not be working six weeks into the restaurant’s opening.
Zen Blenderz is struggling; thus, the central topic of the case is to determine what operational changes must occur for Zen Blenderz to remain open. Utilizing the information gathered prior to opening and the financial data for the first six weeks of operation, students are asked to step into Kirk’s shoes and make decisions that will allow operations to be sustainable.

Key Words:  Restaurant Start-up, Foodservice Management, Restaurant Strategy

A Fork in the Road at the Foreign Affair Winery

by Bruce McAdams and Mike von Massow

Abstract: Len Crispino’s dream of introducing appassimento style wines in Ontario had become a reality with his opening of the Foreign Affair Winery in 2008.   A financial and critical success in its first years of operation the winery was now facing some challenges including increased competition and declining sales in its most profitable channel of distribution.  Approached by his landlord with the idea of opening a restaurant at his winery, Crispino must consider if this is the best course of action to ensure his continued success in the marketplace.  Issues of decision-making including motivation, risk and return on investment all play a part in addressing this issue.

Key Words: Winery, Restaurant, Blue Ocean, Strategy

Communication and Hands-On Problem Resolution: A case in event management

by Michelle R. Holm and Deborah Breiter

Abstract: The meeting, incentive, convention and exhibition industry (MICE) is made up of planners who work for corporations, associations, and other types of organizations, and suppliers who provide a variety of services to them. The service provider’s ability to deliver quality service to planners is essential for successful event production. The role of a destination management company (DMC), one type of provider, is explored in this case study using the theoretical underpinning of social exchange theory. The company and brief description of the parties involved in the event are presented, followed by a detailed description of the event and discussion questions.

Key Words: communication, event, DMC, social exchange theory, supplier, risk

The Challenges to Social Entrepreneurship in Brazilian Art/Handicraft Organizations: Today and the future

by Claudia G. Green and Adnan Dhiyan

Abstract: This is a case study of A Estrela, a Brazilian art/handicraft social entrepreneurship cooperative that began over 50 years ago. A Estrela produces authentic art/handcraft that is sold to tourists in Rio de Janeiro. The organization promotes human development and authentic Brazilian culture through the production and selling of art/handicrafts. However, today it is at risk economically, socially and culturally. To examine this case, students learn about social entrepreneurship, creating shared value and creating social value in tourism organizations as they examine the challenges of the globalization of authentic art tourism.

Key Words: art, authentic, handicraft, tourism, social entrepreneur, non-profit, Brazil, corporate social responsibility, sustainability, social value, shared value

The Impact of the FDA Calorie Menu Labeling: A case study

by Ayra de Almeida and Susan Gregory

Abstract: Mark Moore works as a restaurant manager and has recently earned a Master’s Degree in Hospitality Management. In recent months he has started to show varying levels of job burnout and has been finding it increasingly difficult to recover as the episodes of burnout are becoming more frequent. Mark feels that he excels in his job; he is also very good at hiding his feelings. However, under the surface, he knows that he needs to make some radical changes. In light of his extensive experience, advanced job skills and his education, Mark feels that job offers should be pouring in yet he has not made it past the first level interviews for any of the positions he has applied for. This case study aims to generate discussions on Mark’s situation as well as other managers in similar situations with a view to develop solutions to help the ‘working wounded’ who are suffering from burnout in the hospitality industry. These solutions may include a personal plan for Mark; some strategies that will help him overcome burnout, and what his immediate supervisors and his organization should do to assist him in this situation.

Key Words: burnout, stress, emotional exhaustion, depersonalization, personal accomplishment

Burnout in the Hospitality Industry: The case of a restaurant manager

by Joseph Lederer, Mathilda Van Niekerk and Fevzi Okumus

Abstract: The Food and Drug Administration (FDA) calorie menu labeling regulation will take effect nationwide on December 1, 2016 (Taylor, 2015). As a strategy to reduce the prevalence of obesity in the U.S., the FDA was required by the Patient Protection and Affordable Care act (PPACA) to propose and establish guidelines to implement a national menu-labeling law. On December 1, 2014 the FDA announced the final menu labeling rule effecting all restaurants and similar retail food establishments that are part of a chain with 20 or more locations sharing the same name and offering the same menu (Department of Health and Human Services, November 2014; Department of Health and Human Services, March 2015). With this in mind, this case study looks at the impact of the FDA calorie menu-labeling regulation on restaurant menu development.  

Key Words: Menu development, labeling regulation, restaurants.

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