ASSIGNMENT OUTLINEASSIGNMENT OUTLINEASSIGNMENT OUTLINEASSIGNMENT OUTLINE Assignment title: BBA4 RDM 3131 Individual Case Study AnalysisProgram: BBA4 Course name: Hospitality Facilities Management Course number: RDM 3131 Faculty: Mr. M. Aston Hand out date: Monday 14th of December 2020 Hand in date: Monday 18th January 2021 submitted on Moodle course page Turnitin Weighting: The assignment represents 30% of the total course grade. Description This is an individual assignment and you should prepare a word report of 1,500 (10% plus or minus), excluding Appendices. Read the case study below and answer the questions that follow: Report Sections:Presentation of the report should include: 1) A cover page, content page clearly indicating the different question solutions, and Appendices. (Appendices do not count to the word limit). 2) All references should be clearly indicated and listed using the APA system 3) Times New Roman, Font 12, Space 1.5 4) Plagiarism- use of secondary information without appropriate reference or coping from other students’ work – will be considered as a serious matter.

Case Study: Greening the Excelsior Susan Sayles, Director of Marketing for the Excelsior Hotel and Conference Centre, was not happy. She had just heard that one of her competitors, Natural Lodging, had booked some business that she had hopes of getting. The annual conference of CERES was going to Natural Lodging rather than the Excelsior. Not only were the CERES business good-300 rooms for three nights plus conference rooms, lunches, and a major banquet-but Susan was hoping the conference would get her property on the radar screen of those attending the conference. Several Fortune 100 businesses were among the companies represented at the conference, and many of these companies had substantial local operations that could generate a lot of follow up business for the Excelsior. When a local historic but underperforming hotel had reopened as Natural Lodging a few years earlier, Susan and several marketing directors at other area hotels had viewed its “green hotel” concept with scepticism. She had heard of green marketing and knew it worked for companies such as Whole Foods and Body Shop but doubted it would work in the hotel business. She had been a little surprised that Natural Lodging’s certification under the Leadership in Environmental and Energy Design—Existing Building program (administered by the U.S. Green Buildings Council) had generated a lot of press when it was announced, and she sensed that some business had come to Natural Lodging as a result. When the hotel had operated under the flag of a well-known lodging brand, it had been a below-average performer in the market. Now, as Natural Lodging, the latest Smith Travel Research information showed it was outperforming its competitive set in occupancy with rates that were comparable and edging higher. Natural Lodging seemed to be doing quite well. When Susan had prepared the bid for the CERES conference, it required that someone from the Excelsior complete the CERES Green Hotel Initiative Best Practice Survey. She had asked the rooms division director to complete this survey, verified that it had been done, and included it in her bid. Wondering if

this might have influenced her bid’s failure, she pulled out her copy and looked it over. Ouch! Excelsior scored a 0 (“no activity in this area”) or a 1 (“budgeted initiative, planned for implementation within one year of submission date”) in most areas. Nothing had scored a 5 (“well-established practice/equipment installed throughout property”). She had a feeling Natural Lodging’s scores were a lot higher. A year later, Susan was asked to take the Director of Marketing position with another Excelsior Hotel in another city. Coincidentally, CERES was looking to have its annual convention in this city in a little over a year. She decided to have a talk with her new GM about the lost bid and the potential value of greening the hotel in light of the CERES opportunity. Susan indicated that Natural Lodging did not have a property to compete within this city, and she thought the CERES business was an excellent opportunity to pursue. The GM was cautiously supportive of the idea and asked her to put together a group of staff to pursue it. Susan found herself leading the Excelsior “green team,” except she didn’t yet have a team and she wasn’t really sure what was involved in a hotel’s environmental performance

Question 1: (Suggested 250 words per section) 1.1What items might Susan present to the GM regarding the value of a green program in addition to the potential for business such as CERES? 1.2

What Energy Saving engineering practices could the hotel employ in order to enhance their sustainability and reduce operating costs? 1.3What Capex Items should the hotel consider adding in their next Budgetary Cycle? 1.4How and why should the Hotel Staff be involved in the project?

Question 2: (Your response should be a minimum of 500 words in length). At a recent executive board meeting, the owners of your 300-room resort property were presented with the fact that energy costs for your property have risen from six percent of the property revenues to eight percent of revenues. They want to know what you plan to do to correct the situation.

Explain how you would respond to this financial and environmental issue. Link to Ceres Organistation www.ceres.org Grading Criteria The assignment represents 30% of the total course grade

•Understanding of the subject matter (35%) Critical consideration of relevant literature and material to support your statements.

•Quality of argument (25%) – ability to address the question and communicate ideas effectively, discussion of key points. •Structure and style (25%) – clarity of structure, appropriate formal/academic written style, introduction and conclusion •Presentation (15%) – editing, spelling and grammar, professional formatting, referencing (in text and reference list).