Hotel Operations Management

Covered

• Revenue streams: rooms, F&B, services
• Fixed and variable cost
• The P&L line by line
• Departmental profit
• Break-even occupancy
• Where money actually leaks

Practical: Read the property's last three months and write a one-page assessment.

Covered

• Occupancy, ADR, RevPAR, GOPPAR
• Spend per head and covers
• Stock variance and cash variance
• Labour cost as a percentage
• The daily flash report
• What a normal day looks like — and what does not

Practical: Produce a daily flash report for a week and flag every anomaly.

Covered

• Where hotels lose money: bar, stock, cash, comps, voids
• Segregation of duties
• Counting, reconciling and counter-signing
• Voids, comps and discount authority
• Investigating without accusing
• When it is a process failure, not a person

Practical: Audit one department end to end and propose three controls.

Covered

• Demand patterns and seasonality
• Rate strategy and rate parity
• OTAs, commission and direct booking
• Overbooking as a deliberate strategy
• Forecasting
• Promotions that do not destroy your rate

Practical: Build a 30-day rate and forecast plan for the property.

Covered

• Food cost percentage and how to move it
• Beverage cost and pour control
• Purchasing, suppliers and negotiation
• Rostering against forecast occupancy
• Overtime and why it appears
• Power, water and diesel in this market

Practical: Rebuild one week's roster against forecast demand and cost the change.

Covered

• What managers actually do
• Setting and publishing standards
• Feedback: specific, timely, private
• Difficult conversations
• Underperformance and the formal process
• Recognising good work properly

Practical: Conduct three assessed conversations: praise, correction and a formal warning.

Covered

• Hiring for reliability over skill
• Interviewing without bias
• References and verification
• The first week and why people leave in it
• Building a departmental training plan
• Using the academy hire-ready register

Practical: Design an onboarding plan for one department and run one interview.

Covered

• Mapping the guest journey for faults
• Service standards and how to publish them
• Online reviews: responding well
• Serious complaints and compensation
• Turning a detractor around
• Measuring satisfaction honestly

Practical: Map the property's guest journey and identify five fixable faults.

Covered

• Licensing, food safety and fire
• Health and safety duties as a manager
• Risk assessment in practice
• Incident response and reporting
• Insurance and what invalidates it
• Data protection and guest records

Practical: Complete a full risk assessment of one area and write the incident procedure.

Covered

• The control room and what it tells you
• Attendance, presence and productivity
• Stock, cash and handover reports
• The audit trail as a management tool
• Configuring alerts without creating noise
• Managing remotely without micromanaging

Practical: Run the property for one week using only the system, without walking the floor to gather information.

Covered

• Annual budgeting from the bottom up
• Cash flow and seasonality
• Making a case for capital spend
• Managing a refurbishment while trading
• Contractors and how they overrun
• Measuring return afterwards

Practical: Build a full-year departmental budget and one capital proposal.

Covered

• The weekly and monthly management cycle
• Reporting to an owner
• Succession and not being the single point of failure
• Your own development
• The final case study
• Certification and placement

Practical: Present a full operating plan for the property to a panel, with numbers.