hospitality and tourism n.
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  2. History of Hospitality and Tourism The concept of hospitality is extremely old it is mentioned in writings dating back to Ancient Greece, ancient Rome and Biblical Times. Two possible reasons as to why the ancient times people felt required to be hospitable: • They felt that hospitality to strangers was necessary to their religious well-being and in others. • They were hospitable only because of their own superstitious fears. Therefore we find either religion or the supernatural as the principal motivating force in the concept of hospitality. Hospitality in ancient Greece is understandable that certain elements of religion were intermingled with the idea. Missionaries, priests, and pilgrims formed a very large part of the travelling public. Often they were journeying to holy places, perhaps oracles or temples that had a dominant position in their religion. During the Roman era, travellers who were not on the road for religious reasons were usually on military, diplomatic or political missions.

  3. Key figures • In the Hospitality and Tourism Industry the costumers are the very important figures meaning they are the most important peoples, because without the customer Hospitality and Tourism Industry would not exist. • Potential customers often have many choices for places and services in/on which to spend their hard-earned money, and they will reward a good experience by both returning as well as, hopefully, telling their friends and associates about it, thus bringing the business more customers. For them to returned and to bring more customers the service we give them should exceed their needs or expectations. • Unless a company values its customers and treats them accordingly, those customers will leave and go elsewhere. • The exceptions here are companies which have a monopoly or other compelling reason for people to use them, such as a key location or pricing no one else can match. In this case, unfortunately (as evidenced by countless examples) such companies can treat their customers with disregard and still be rewarded with repeat business, in our Hospitality and Tourism Industry it is other way round.

  4. Trade logO

  5. Resent Renovations • Renovations for rooms and Kitchen are expected to be completed by Christmas Day 2013, after many months of continuous improvements that saw more than 1.2 million dollars invested back into the hotel. Hotel General Manager adds, "It's amazing, but our award winning hotel is nicer than the day we opened brand new. Everything from our conference center space to the pool, fitness center, and all guest rooms has received a complete and total renovation. All hotels are required by their franchise to go thru mandatory renovations. • However, renovations at the Hotels and Bed & Breakfast are going above and beyond franchise requirements. The Hospitality industries guest want to stay in an award winning hotel property long into the future so we invested heavily in our hotel, and we will continue to do so. They are doing more than just "look pretty," so they will also continue to invest heavily in employee recruitment, retention, and trainingas incentives.

  6. Future Challenges • TalentAn average hotelier spends 33 per cent of revenues on labour costs, but employee turnover in the industry is as high as 31 per cent. High employee turnover continues to plague the industry and operators need robust strategic plans to retain their critical employees and manage turnover. • TechnologyAccording to the report, to be successful in 2015, hospitality companies must invest in technology. The battle to drive bookings through proprietary websites will continue, but all major operators will also develop applications and websites for mobile devices to meet consumer demands. • SustainabilitySustainability will become a defining issue for the industry in 2015 and beyond. Rising populations and increasingly scarce resources will provide a challenging business environment in which sustainability will need to be embedded within all facets of the hospitality industry. • Crisis ManagementThe key to the hospitality industry’s survival of unpredictable shocks and minimizing their impact is to establish appropriate responses, protocols and risk management programs. Operators also need to capitalise on new opportunities that may present themselves in challenging times.