• Culinary science and hospitality research
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• v.6 no.2
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• pp.31-46
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• 2000

The major matters studied are follows: First, the study review statement of problem. second, the study is a global view of the restaurant management. \circled1 what characteristics did hotel restaurant have\ulcorner \circled2 What is the importance of F&B's sales-part\ulcorner \circled3 How can be operated organization of hotel F & B's management\ulcorner Third, condition of hotel restaurant management in korea explained real-example of deluxe hotel. On the basic of this, the study can look up prospect of hotel restaurant management, Forth, fifth, study suggest on efficient management-method of hotel restaurant. (It was divided in 7) Also, study suggest on achievement for ultimate purpose of hotel restaurant.

• Culinary science and hospitality research
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• v.16 no.1
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• pp.191-208
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• 2010

The hotel business should enhance a service quality in order to improve management skills and profits. However, when compared the size of foodservice industry and hotel, it is show that the hotel management systems are insufficient. In this respect, this study examines how the culture of hotel business affects to service quality. The results of the analysis are as follows. First, the culture of hotel business affects restaurant tendency. Consequently, the hotel, which is open-minded culture, copes with the external changes in a flexible manner. Second, the culture of hotel business affects hotel management skills. Good culture of the business creates the positive result toward the employees, customers, prime cost and inventory control. Third, hotel restaurant tendency affects to efficient hotel service quality and management performance. Fourth, change of hotel management skills brings difference of service quality and management performance. Good hotel management skills will be able to raise the competitive power between hotels. In the future, various empirical researches are continuously expected. By doing so, the result of the study helps to scholars and hotel managers.

• Culinary science and hospitality research
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• v.13 no.2
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• pp.174-187
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• 2007

The purpose of this research is to analyse the cause and effect relations among management strategies, performance assessment and management performance in the hotel industry. The research result is as follows. A management strategy of the hotel industry has influence directly on a performance assessment through the non-financial factor, the financial factor and the study evaluation factor. And a financial performance assessment and a non-financial performance assessment have influence directly on the management performance. Total effects on a management performance of the hotel industry were 0.769 in a management strategies and 1.755 in a performance assessment. In comparison in the direct effects, the management strategies do not influence the management performance directly, and management performance is revealed through a performance assessment.

• Culinary science and hospitality research
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• v.8 no.2
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• pp.37-58
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• 2002

Up to these days, hotels are assumed to compete each other. Due to the spread of high quality the hotel restaurants have begun to face an intensive competition. Hotel food at Beverage have become the more competitive along with fund, good price, service, quality food, and management know-how. It causes the hotel restaurants confront with management difficulties. In order to overcome the management difficulties, hotel restaurants have to improve their marketing abilities and especially to improve their service quality. For this, it is necessary fur hotel restaurants to investigate how their service providers and receivers recognize their service quality. In this research, we examined the cognitive three types of cognitive gaps among customers, service providers, and managers both on the service quality and on the positioning of hotel restaurants. Their cognitive gaps proved negatively correlated with hotel's performance. This research suggests the following findings. Firstly, the competitiveness of hotel restaurant depends on the accurate communication and consensus among managers, service providers, and customers. Secondly, using the information about cognitive gaps recognized, each hotel restaurant should develop concrete marketing plans and strategies with a careful consideration about its current competitive position and management condition.

• Management & Information Systems Review
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• v.26
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• pp.205-230
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• 2008

The purpose of this study is to research the recognition of hotel customers when the outside special restaurants opens at hotel instead of restaurant owned by hotel in Seoul City. The major factors are showed up factor analysis as specialty and reliability of hotel and outside restaurant image. They are consisted of 5 categorizes and the results of this study are as follows; First, it is proved that the expectation of customers after opening restaurant will be increased in terms of the lower price and more variety of food & beverage products. Also, the food & beverage will be increased. However, the quality and specialty of products will not be improved as much as customers expected. Considering that the results, hotel guests expect the effect of opening restaurant at hotel for variety products and service. So, Hotel management should understand the changing attitude of customer' needs and expectation.

• Journal of Distribution Science
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• v.20 no.2
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• pp.19-29
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• 2022

Purpose: Understanding the distribution channel is a foundational element of successful hotel revenue management. This study aims to assess hotel distribution network partnerships and develops a model that can be utilized to ensure hoteliers are not becoming increasingly reliant on a single channel, optimize their market exposure, and maximize their portion of the overall worth of the network. Research design, data and methodology: This study utilizes a grounded theory approach to form a theoretical model by analyzing and examining the current practice of hotel distribution management through interviews with 15 stakeholders in Indonesia, such as hoteliers, online travel agents, wholesalers, and connectivity managers. Results: Based on data analysis, we describe hotel distribution elements, revenue team, managed channels, and channel prioritization for a different type of hotel. Finally, we propose a distribution channel model that comprises hotel teams, customer types, indirect channels, and direct channels. Conclusions: The model contributes to the literature by exploring the options of distribution channels for various hotel types to support hotel revenue management practice. By utilizing our model, practitioners can have a complete picture regarding the strategic choice of the channel by considering their hotel capacity and market target.

• Korean Management Science Review
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• v.10 no.1
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• pp.157-170
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• 1993

This paper describes how Taegu-Prince Hotel develops and operates Hotel Information System. This paper especially explains the organization of Taegu-Prince Hotel, the configurations of hardware and software, and the effects and problems of Hotel Information System.

• Korean Business Review
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• v.3
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• pp.155-182
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• 1990

The objective of this study is on evaluation process of resort hotel management strategy. Therefore, in this study, we find try to a successful implemantation of resort hotel feasibility study and management strategy by systematizing and materialinzing the theory of resort hotel. And we have also investigated and analyzed the real status of resort hotel and then worked out the problem, and estabilished a plan for feasibility determination of resort hotel, he results of this study are as follow: 1) We need to characterize, matenance, develop the benefits of resort hotel. 2) We need to know how to establish model and facilities of resort hotel. 3) We have to inclease quality and quantity of employee's service. 4) We need to effort to satisfy customer's needs and wants through improvising and enlarging facilities of resort hotel. 5) We need to specialize the quality of F & B division. 6) We need to improve the hotel image, promote sales through promotion tools like avertisement, publicity, personel selling, sales promotion.

• Culinary science and hospitality research
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• v.9 no.1
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• pp.1-21
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• 2003

Up to these days, hotels are assumed to compete each other. Due to the spread of high quality the hotel buffet restaurants have begun to face an intensive competition. Hotel Buffet Restaurant have become the more competitive along with fund, good price, service, quality food, and management know-how. It causes the hotel restaurants confront with management difficulties. In order to overcome the management difficulties, hotel buffet restaurants have to improve their marketing abilities and especially to improve their service quality. For this, it is necessary for hotel buffet restaurants to investigate how their service providers and receivers recognize their service quality. In this research, we examined the cognitive three types of cognitive gaps among customers, service providers, and managers both on the service quality and on the positioning of hotel buffet restaurants. Their cognitive gaps proved negatively correlated with hotel's performance. This research suggests the fellowing findings. Firstly, the competitiveness of hotel buffet restaurant depends on the accurate communication and consensus among managers, service providers, and customers. Secondly, using the information about cognitive gaps recognized, each hotel buffet restaurant should develop concrete marketing plans and strategies with a careful consideration about its current competitive position and management condition.

• Journal of Korea Society of Digital Industry and Information Management
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• v.19 no.3
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• pp.77-88
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• 2023

This study focuses on hotel kiosks that have begun to be introduced in earnest in mid-priced hotels, and the quality attributes of hotel kiosks, which are expected to be introduced throughout the hotel industry in the future, and validates them using a revised IPA(Importance-Performance Analysis). An online survey was conducted targeting hotel users who had used hotel kiosk devices, and difference analysis and IPA analysis were conducted on 239 people, excluding 61 who responded insincerely. As a result of the verification, there was no significant difference in hotel kiosk quality attributes by age, but there was no significant difference by age. It was found that there was a significant difference. As a result of analyzing the difference between importance and satisfaction, it was found that there was a partially significant difference. These results suggest standards for quality attributes in hotel kiosks and provide academic implications for future research and practical implications for hotel management practitioners.