VIETNAM NATIONAL UNIVERSITY

UNIVERSITY OF LANGUAGES AND INTERNATIONAL

STUDIES
Faculty of English Language and Culture
————

ENGLISH FOR TOURISM

CHAPTER 6.2 OUTLINE

Lecturer: M.A Le Thi Hong Duyen

Class code: ENG3070 7

Group: 7

Name Student code

Nguyễn Ngọc Hoa 24040057

Nguyễn Ngọc Minh Anh 24040278

Nguyễn Tuấn Lâm 24040069

Đặng Thị Vân Khánh 24040065

Hanoi, December 12th, 2025

I. Extended Presentation Plan (45 Minutes)

Time Duratio Phase Activity & Focus Engagement Strategy

n Points

00:0 2 mins Welcome Introduction & The Question Hook:

0- & Hook "Accommodation "Imagine the perfect
02:0 Experience." hotel. What 3 things
0 make it perfect?"(Quick
answers).

02:0 15 mins Phase 1: Game: "The Hotel High Energy: Tăng số

0- Game & Department lượng thẻ và vòng chơi để
17:0 Icebreaker Challenge" (Nâng đảm bảo sự sôi nổi.
0 cấp: Thêm thẻ F&B,
HR, Accounting để
tăng độ khó).

17:0 7 mins Phase 2: Classification (Size, Interactive Question:

0- Hotel Location, Level, "What type of hotel
24:0 Types & Function). Focus on would you design if you
0 Market Boutique, Resort, và had the money (Budget,
Target Markets. Boutique, or Resort)?
Why?"

24:0 8 mins Phase 3: Ownership Deep Discussion Case: "The

0- Ownership Dive(Independent vs. McDonald's of Hotels."
32:0 & People Franchise vs. (Sử dụng Franchise làm
0 Contract). The role of ví dụ để giải thích sự khác
Human Resources biệt).
and Guest Services.

32:0 13 mins Phase 4: Detailed Scenario Game: "Who

0- Hotel Departments: Front Solves It?" (Nâng cấp với
45:0 Operation Office, 5 tình huống chi tiết). Big
0 s& Housekeeping, Debate:"Airbnb vs.
Engineering, Sales &
 Time Duratio Phase Activity & Focus Engagement Strategy
n Points

00:0 2 mins Welcome Introduction & The Question Hook:

0- & Hook "Accommodation "Imagine the perfect
02:0 Experience." hotel. What 3 things
0 make it perfect?"(Quick
answers).

Technolog Catering. Trends: Hilton – Which is the

y OTA, Airbnb, Mobile. future?"

45:0 2 mins Conclusio Summary & Final Final Challenge: Give a

0- n & Q&A Thought: The Goal of small prize for the first
47:0 Service. person to use a Key
0 Concept (e.g., Yield
Management or
Competitive Set) correctly
in a question.

II. Descriptive Presentation Content (Theory Summary)

1. Hotel Classification: The Accommodation DNA (7 minutes)

Hotels are classified primarily by size (number of rooms) and location, and
secondarily by function, target market, service level, amenities,
ownership/brand, and industry standards.
A competitive set is a marketing group of hotels that guests consider as
alternatives; it is used for benchmarking and typically requires at least three
hotels, grouped by size, location, or offered amenities.

Market segments & traveler patterns:

-​ Commercial / Business: high-volume corporate accounts in city

properties; stronger demand Monday–Thursday; relatively
recession-proof.
-​ Leisure: travel for sightseeing, recreation, or visiting friends/relatives;
demand peaks Friday–Saturday and during holidays/summer.
-​ Meetings & Groups (including SMERF): includes conferences,
seminars, tour groups; proximity to convention centres increases
demand.
 -​ Extended-stay: bookings over five nights; often include kitchen/living
spaces; driven by long-term business projects or leisure
circumstances (e.g., family visits, seasonal migration).

Three typical hotel types:

-​ Budget hotels: standardized appearance and basic services with

limited food & beverage; historically developed along highways in the
U.S.; new “budget-boutique” brands combine affordability with style
(e.g., Aloft).
-​ Boutique hotels: small, design-led, characterful properties
emphasizing personalized service and local atmosphere; emerged in
the 1980s (examples: The Blakes, The Bedford, Morgans).
-​ Resorts: full-service properties that provide a range of recreational
facilities and typically one signature amenity (golf, ski, beach, spa,
casino, waterpark); resorts are primary providers of guest experience
for leisure stays.

(Interactive Question): "Raise your hand if your vacation choice depends

mostly on location (close to the beach/city center)? Now, raise your hand if it
depends on the amenities (pool, spa, activities)? See? Different needs
mean different markets!"

2. The Business Structure: Who Holds the Keys? (8 minutes)

The hotel industry operates under various ownership and management

models that shape how properties are financed, branded, and operated. The
most common are Independent, Franchise, and Management Contract
models. Each distributes control, risk, and financial responsibility
differently between the owner and the operator, helping us understand who
truly “holds the keys” - the investor, the brand, or the management
company.

a. Independent Ownership

-​ Hotels that are owned and operated by individuals or small

groups, without any formal connection to a major hotel brand or
chain.
-​ The owners have full control over management, design, pricing, and
operations.

→ Advantages:

-​ Maximum flexibility: Decisions are made quickly and tailored to local

market needs.
 -​ Unique identity: The hotel can build its own distinctive brand and
style.
-​ Full profit retention: No fees paid to franchisors or management
companies.

→ Disadvantages:

-​ Limited brand recognition: Independent hotels may struggle to

attract international travelers.
-​ Higher marketing costs: They must invest heavily in online presence
and partnerships.
-​ Limited access to global reservation systems and loyalty
programs.

Example: The Goring Hotel in London is a family-owned independent hotel

that maintains full control over its operations and preserves a unique British
identity without joining any major chain

b. Franchise Ownership

-​ Hotels where the owner (franchisee) operates under the brand

name and system of a larger hotel company (franchisor).
-​ The franchisee pays fees and follows the franchisor’s standards in
exchange for brand recognition, marketing support, and
reservation systems.

Typical franchise agreements require:

-​ An initial franchise fee, and

-​ Ongoing royalty fees, often 4–7% of gross room revenue
(Crandell, Dickinson & Kante, 2004).

→ Advantages:

-​ Instant global brand power: Guests are more likely to choose

trusted names such as Hilton, Marriott, or IHG.
-​ Operational support: Franchisors provide design standards, staff
training, and marketing assistance.
-​ Reduced investment risk: Strong brand reputation boosts market
visibility and occupancy rates.

→ Disadvantages:

-​ High financial obligations: Franchise and marketing fees can

reduce profit margins.
 -​ Limited autonomy: Franchisees must comply strictly with brand
standards and operating procedures.
-​ Conversion costs: Existing hotels often require major renovations to
meet brand specifications.

Example: Most Hilton, Marriott, and Holiday Inn properties worldwide are
franchised, not owned by the parent company. For instance, a Hilton hotel
in Bangkok might be owned by a local developer but operate under the Hilton
brand through a 20-year franchise agreement. This model resembles the
“McDonald’s of Hotels” - consistent brand experience across markets,
delivered through local ownership and strict brand control.

c. Management Contract

-​ Hotels where the owner retains property ownership but hires a

professional management company to run daily operations.
-​ The management company receives a fee based on the hotel’s
revenue and performance.

→ Advantages:

-​ Professional expertise: Management companies bring extensive

operational experience, brand partnerships, and global systems.
-​ Flexible branding: Owners can combine management contracts with
franchise agreements for added strength.
-​ Reduced operational burden: Owners focus on asset value while
professionals handle service delivery.

→ Disadvantages:

-​ Reduced control: Daily management decisions rest with the

operator, not the owner.
-​ Fee structure: Management and incentive fees can reduce profit
margins.
-​ Potential conflicts of interest: Owners may prioritize long-term
asset value, while operators focus on short-term performance
bonuses.

d. Other Ownership Models

Some hotels also use alternative financing structures, such as Fractional

Ownership or Full Ownership Strata Units, where individual investors buy
part or full ownership of the hotel property. However, these models are less
common today and mostly used in resort developments.
(Discussion Case: "The McDonald's of Hotels"): "If you ran a hotel, would
you pay 7% of your revenue for a big brand name (Franchise) or keep that
7% but market your hotel yourself (Independent)? Why is the Competitive
Set important here?"

3. Hotel Operations: A Department Deep Dive (8 minutes)

The organizational structure and roles within a hotel are designed to meet
specific needs and deliver service standards, with the ultimate goal being
Guest satisfaction.
a.​ Leadership and guest focus
-​ Guest Services: Service is crucial and employees must ensure
guests' needs, preferences, and expectations are met. Recognizing
and understanding guest expectations is key to delivering satisfaction
and loyalty.
-​ General Manager (GM): Serves as the head executive. Their role is
to provide strategic leadership and planning to maximize revenue and
ensure strong employee and guest relations.
-​ Director of Operations (DO): Primarily responsible for overseeing
the Food & Beverage and Rooms division. They direct the day-to-day
operations and assume the responsibilities of the GM when absent.

b.​ Key operating departments

-​ Accounting
+​ The Controller is responsible for all overall accounting and
finance-related activities.
+​ Duties include: accounts receivable/payable, payroll, systems
management, cash management, food and beverage cost
control, yield management, and budgeting.-
-​ Engineering & Maintenance
+​ The Chief Engineer leads the effective operation and
maintenance of the property on a day-to-day basis.
+​ This typically includes general maintenance, HVAC (heating,
ventilation, and air conditioning), electrical, and plumbing.
+​ They are also responsible for preventive maintenance and
resource management programs.
-​ Food & beverage division (F&B)
+​ Responsible for catering and events, in-room dining, and
stand-alone restaurants and bars.
+​ The division's purpose is to continually improve service and
maximize profitability.
-​ Human Resources (HR)
+​ Provides guidance and advice on all management-related
practices.
 +​ Focus areas include recruitment, selection, training and
development, employee relations, rewards, and health and
safety.
-​ Front Office (The Hotel's Face)
+​ The Front Office Manager controls the availability of rooms and
the day-to-day functions of the reception area.
+​ Handles guest welcomes, process arrivals and departures,
coordinates room assignments, and responds to guest
requests.
-​ Housekeeping
+​ The Executive Housekeeper manages and oversees
housekeeping staff (supervisors, room attendants).
+​ Responsible for the day-to-day task of cleaning rooms based
on standard operating procedures (SOPs).
+​ Cleans public areas (lobbies, restrooms) and handles
laundry/linens.
-​ Reservations
+​ Typically reports to the Front Office Manager in large
full-service hotels.
+​ Manages the initial guest interaction and converts calls to sales
by offering rooms and other amenities.
+​ Covers both online and personal reservations.

-​ Sales & Marketing

+​ Responsible for maximizing the hotel's revenues by increasing
occupancy and promoting all facilities (accommodation,
conference space, F&B outlets).
+​ Coordinates marketing activities and works closely with other
departments to ensure customer satisfaction.
-​ Catering & Conference Services
+​ Coordinates all events held in the hotel or catered off-site.
+​ Handles events ranging from small business meetings to
high-profile conferences and weddings.
+​ The director of this department typically reports to the Director
of Sales and Marketing.

(Scenario Game: "Who Solves It? – The Detailed Version"):

1.​ "A large group of 30 people needs to book rooms for a corporate
seminar next month." Sales & Marketing/Reservations.
2.​ "The main lobby light fixture breaks and starts flickering badly."
Engineering & Maintenance.
 3.​ "We need to approve the budget for next quarter’s
renovation."Accounting.
4.​ "A guest has a serious complaint about a restaurant staff member."
Human Resources (HR).
5.​ "A wedding party needs 50 personalized gift baskets delivered to their
rooms at 6 PM sharp." Catering & Conference Services/Front
Office.

4. Trends and The Digital Revolution (7 minutes)

The accommodation sector is sensitive to shifting economic, social, and
political trends. Owners and operators must continuously adapt their
business models and services to these trends to remain relevant and
competitive, especially in markets where the supply base is growing faster
than demand.

The Sharing Economy: Airbnb

-​ The sharing economy is a new economic model where individuals rent
underutilized assets directly.
-​ Airbnb is the most prominent example, acting as a platform that
manages rental relationships without requiring paperwork.
-​ The host controls the price, space description, guest experience, and
house rules.
-​ Airbnb, founded in 2008, is a major innovation that changed the
distribution landscape, works in locations all over the world, and has
increased industry supply.
-​ This innovation has fundamentally changed the accommodation
landscape by introducing new entrants and increasing supply.

Distribution & Online Travel Agents (OTAs)

-​ OTAs are valuable marketing and third-party distribution resources for

hotels.
-​ In the first quarter of 2014, 13.2% of hotel bookings for individual
leisure and business travellers were made through OTAs.
-​ OTAs offer global distribution, help smaller independent hotels gain
exposure, sell rooms, and build reputation through guest ratings.
-​ They offer attractive options like customized searches, travel
guidance, reward points, and combined booking/packaging of airfare,
car rentals, and travel packages.
-​ General industry guidance recommends using OTAs as part of a
broader sales strategy, coupled with sound customer relationship
management practices.

Online Bookings & Mobile Devices

 -​ Online bookings using mobile devices and tablets are on the rise
(27% of bookings in leading US regions in 2014 were made this way).
-​ Hoteliers are adapting their e-commerce strategy to understand
consumer needs in this segment.
-​ According to Travel Click (2014), same-day reservations are also on
the rise.
-​ Bookings via mobile devices can be incentivized by offers such as
mobile-specific rate plans or discounts to directly target last-minute
journeys.

5. Conclusion (2 minutes)
"The accommodation industry is incredibly dynamic. We’ve covered
everything from ownership structure to the crucial role of Engineering and
the disruptive force of Airbnb."

"Remember the core message of this chapter: As trends change and the
market becomes more competitive, hotel owners and operators must
continuously adapt their business models and services. The success always
comes down to meeting the customers' needs."

"Thank you for listening and participating so actively! We are happy to take
your questions."