Sport Management: Principles And Application 1st Edition Russell Hoye, Aaron Smith, Hans Westerbeek, Bob Stewart, Matthew Nicholson - Solutions

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Price increases justifi ed only by supply shortages (or even increased consumer demand) are likely to be viewed unfavorably.
Discounts are viewed more favorably then surcharges.
Buyers prefer rewards to punishments. Rewarding guests for buying more or more frequently, is preferable to penalizing them for buying less or less frequently.
Prices should be presented fairly. Hidden or after-purchase charges will be perceived as unfair.
Would the fact that the second space request came from the mayor’s offi ce affect your advice to Lara? Should it have an effect?
What would you advise Lara to do if she asked you for advice on how to respond to Tonya’s directive?
How much additional revenue would the Mayor’s event bring to the city convention center?
Prices strongly communicate to customers the value a company places on its own products and service? In some cases, prices that are too low can cause some customer perceptions of quality to decline.How can Damario ensure the customers he targets do not respond to his value proposition with the
Assume you were Damario. What are specifi c price differentiation tactics you could implement in regard to this specifi c discount program? Explain why each tactic you selected was chosen.
Assume the hotel also hosts senior travelers currently paying full price for their visits. Some visit on the weekend, but others visit during the week. What specifi c actions could the hotel undertake to ensure these full-paying guests felt they also received excellent value for each travel dollar
Assume Damario is successful in “selling”the idea of a discounted thru-the-week package for seniors to the rest of the revenue committee. What specifi c fences would you recommend he construct to optimize the hotels’ revenues from this program?
Keith is the group sales manager at the 400-room full-service Tripletree Hotel. Carla is the front offi ce manager. Together with Leona, the GM, they make the revenue management decisions for their property. For the Saturday night that is just one week away, they have 180 unsold rooms remaining.
Lara is the managing owner of the “The 1/2 Pound Char-burger” kiosk at Metro Airport.Her menu is limited. She sells burgers, fries, and drinks. Last week, she served 1,000 customers. Most of her guests order at least a burger and a beverage. Some order a burger, fries, and beverage, while still
Sandy Miley owns Fox Meadows golf club. The current greens fees for playing one round(18 holes) of golf on her course is $75.00 per player. To increase sales, Sandy partners with six different area hotels that have created golf packages marketed to their own customers.Each hotel pays Sandy a
Tom Rodgers is the director of purchasing of Dart Industries. Tom is responsible for booking 1,000 rooms per month in the city that houses his company’s corporate offi ce.Tom approaches you, the DOSM/RM of the local Hawthorne Suites hotel, with a proposition. Instead of paying $159.99 per night;
Sharon Cronin is the revenue manager for a hotel company that owns and operates fi ve full-service hotels operating under the Holiday Inn brand. Each is located on an interstate highway exit, and the average age of the properties is 20 years. As newly built limited-service hotels located near her
It is important that all employees who sell to guests understand their company’s product versioning efforts. Who, in this hotel, do you think is responsible for ensuring Mike’s answers to guest rate inquiries support the total revenue management efforts of this property?
How do you think Mr. James now views the pricing program in place at the Lamar hotel?
Assume Mike wants to be a conscientious employee. Why do you think he answered this guest’s question as he did?
How do you think Mr. Flood will feel about this specifi c branded hotel in the future? If there were multiple Best Western franchised properties in the immediate vicinity, do you think he would return to this one on a future visit to the area?
When two products are identically priced, but one seller offers a frequent customer awards program, it makes the alternative seller’s product to be perceived as having a higher price. Some individual hotel operators, like those who own Sybil’s hotel, do more than their company or franchisor
Mark’s pricing strategy assumes immediately increasing the resort’s prices will generate the revenue needed to improve its products and services. Do you believe such an assumption is reasonable? Explain your answer using the buyer’s view of value formula.
Assume the Barcena is currently competing for a 400-room-night contract against a newer resort whose total bid is nearly identical to that of the Barcena. What would Mark advise Pam to bid? If you were the customer in this scenario, what would be your likely reaction be to such a bid? Support your
In this meeting, Damario learned about two reasons (lack of money and lack of time) typically given for not having formal staff training in a hospitality organization.Assume that Damario’s ultimate goal is in fact the ability to charge a premium selling price relative to the resort’s
Assume that in a recently completed competitive site survey, Damario found the physical quality of the rooms sold and food served at the Barcena to be in the mid-range of its competitors with regard to quality. Now consider the “buyer’s view of value” formula you learned about in this
In the lodging segment of the hospitality industry, many hoteliers allow front desk and night audit staff to use their own judgment when deciding whether to reduce room rates to ensure room sales to call-in or walk-in customers. As a RM, what specifi c training regarding prices and value do you
Researchers have found that normally frugal buyers are, when spending others’ money on themselves (Value Formula C), often less cost conscious when purchasing than they otherwise would be. Identify at least three specifi c hospitality industry-related actions you believe these buyers might
In this chapter you learned that a buyer’s perception of benefits to be received can be viewed as the same as that buyer’s expectations. Consider a time when a purchase you made did not meet your expectations. At the time, did you hold yourself or the seller responsible for your
Product quality, service, and price were the three factors identifi ed as being major determinates of a customer’s perception of value. Contrast the value formula you would use if A: You were interested in purchasing a lunch that you needed to consume in ten minutes and B: You wanted to enjoy a
In this chapter, you learned that both product quality and service are important in the sale of hospitality products. Consider your last hospitality purchase. Who do you believe were the key individuals within the seller’s organization whose actions most infl uenced whether your expectations
Is it likely that those guests who have already booked rooms at the Lennox will fi nd out about the new room rates? How would they?If you were Hillary, how would you respond to a telephone inquiry from an “early buyer”regarding the hotel’s willingness to change the rate the guest had agreed
What impact will Ben’s pricing strategy likely have on the value perceptions of those guests who have already booked at the Lennox?
Consider the buyer’s value formula. Do you think Ben’s pricing strategy will signifi cantly increase value offered and thus help the hotel sell out?
What inherent diffi culties do RMs face when specialists in an area; such as Stacy in this example, are allowed to alter quality parameters independent of their effect on strategic pricing decisions?
How important would it be to know if this proposed quality enhancement would in fact be readily accepted by the 50-YardLine’s customers before the decision to implement it has been made?
Sofia is convinced that a “Let’s find the middle ground” pricing strategy would be detrimental to the resort. Based on what you know about prices, do you agree with her assessment? Explain your answer.
Assume that the Barcena Resort operates three restaurants and a lounge as well as its 480 rooms and related amenities.In addition to the departments operated by the controller and DOSM, what other areas within the resort do you believe should be represented in Damario’s new committee? Explain
Assume you were Damario and that Pam, the DOSM, was privately discussing with you Mark’s meeting suggestion that, due to the extreme fi nancial diffi culties faced by the resort, prices needed to be maintained or even increased, and the extra expenses earmarked for guest “freebies”offered so
In this chapter you learned that one function of price is to help allocate scarce resources. The inevitable result is that the prices charged for some goods and services are greater than some buyers are willing, or able, to pay. How would you respond to a customer who maintains that he would very
Experienced RMs in the hospitality industry know that the price paid (value given up)by their customers buys those customers more than the elimination of their hunger and thirst, or a safe place to sleep at night. If that is so, what exactly are these customers buying? List some of those items that
It is generally agreed that, in the hospitality industry, consistently outstanding service is a key factor in generating repeat business. In light of the three major components of consumer demand: (desire, ability to pay, willingness to pay) do you believe “Promotion”(one of the 4 P’s) is
The marketing mix and its 4 P’s have been likened to a recipe in which each of these four “ingredients” must be combined with a skilled hand if an acceptable endproduct is to be produced. The proper use of any one of the ingredients will not, on its own, ensure success. Each of the P’s is
Assume that you need a single room at an independent (non-branded) hotel such as the Roger Smith Hotel in New York for the fi rst Friday and Saturday night of next month.You will be staying in New York to attend the wedding of a friend. Price the two-night room rates (including all taxes and fees)
Do you think “increased cheese costs”have directly reduced the quality of pizza sought by the students at the University?What is your general assessment of the wisdom of the “reduced costs and reduce price” strategy as used by this competitor?Would your opinion change if you knew that, in
How large a role do you believe “costs”played into the decision of this competitor to reduce its pizza prices?
Jerome is 55 years old and Tamara is 25. Do you believe a person’s chronological age, or any other demographic characteristic, can affect how a buyer views a seller’s value proposition?What are some specific examples from your own life experience, or those of your customers, that support your
Do you think Jerome would be more likely to value and buy bottled water from this sandwich vendor if its price were reduced by 10 percent? If it was reduced by 50 percent?
What did Tamara buy for $2.50? At the time of purchase, do you believe she was pleased with her transaction?
As a savvy GM, what do you think Sofi a will seek to gain from the work of Damario and the revenue management task force she has asked him to assemble?
Assume Sofi a is an experienced and talented GM. From the point of view of new guests arriving at the resort, how important to them will be her ability to reduce the resort’s operating costs?Alternatively, how important to them will be her ability to fi nd ways to increase the number and quality
Assume you were Beverly. What specifi c actions would you likely undertake if you were given a 10 percent cut in your operating budget for the coming year?What impact would each of these actions likely have on your guests’ view of the value they receive for the money they spend while staying at
Under what scenarios could a foodservice operation achieve excellent food and beverage cost percentages, yet incur excessively high labor costs? Which of these different scenarios do you think is occurring at the Barcena Resort? Upon what case facts do you base your assessment?
When consumer demand for hotel rooms increases, the average selling prices for those rooms typically increase as well. In the foodservice business that has not historically been the case. Fluctuations in consumer demand (e.g., volume differences between high demand Saturday nights and lower-volume
Assume you own and operate a hotel near a busy international airport. Your property caters directly to business travelers. Assume also that your historical records indicate a complete rooms sell-out every Tuesday and Wednesday night for the past six months.Your hotel’s director of sales (DOS)
This chapter introduced you briefl y to the concept of a hard constraint. In the short run, all hotels face hard constraints if demand for rooms exceeds the number of rooms available to sell. In such sell-out situations, the per-unit selling costs of guest rooms would typically decline (due to a
Some professionals think that RM techniques are not important for those managers working in nonprofi t segments of the hospitality industry. They cite the fact that operating budgets in many such facilities are low and their customers constitute a captive audience.Other RMs would maintain that
What factors do you think would most affect student perceptions of the value provided by the “To Your Dorm Room” delivery service?What steps would you advise Connie and Chad to take if they wished to learn more about the importance of those factors?
Do you think that the value students would associate with the “To Your Dorm Room”delivery service is directly related to the costs incurred by Connie and Chad? In what way(s)?
Assume Connie discovered a mathematical error in her calculations that, when corrected, increased the estimated cost of the pizza delivery program from $2.55 to$3.55 per delivery. Would such a discovery also immediately increase by $1.00 the value to students of the pizza delivery program? Explain
Assume you were the hotel’s GM. What additional revenue-related information would you want to have before assessing whether your property’s revenue management team did a good job last month?
Assume the ADR of the competitive set decreased very signifi cantly last month(e.g., more than 10 percent). What would be your assessment of the Branchwater’s revenue management performance compared to its comp set?
Assume the ADR of the competitive set increased signifi cantly (e.g., more than 7 percent) last month. What would be your assessment of the Branchwater’s revenue management performance compared to its comp set?
Summarize the contents of this book by way of discussing future challenges that sport managers face.
Integrate an element of ‘futures thinking’ into their strategic planning activities; and
Outline and argue what the potential impact of different scenarios may be on the future of sport management;
Identify a number of scenarios that can be used to plan for the future of sport (business and management);
Speculate about the future of sport management based on some trend extrapolation;
Apply the model to a variety of sport situations and contexts.
Construct a multi-dimensional model of performance management that accommodates sport’s special features, and gives appropriate weight to financial factors, internal processes, market awareness and penetration, and social responsibility; and
Identify the stakeholders that need to be taken into account when building a performance management model for sport organizations;
Describe how the special features of sport necessitate the formulation of a customized performance management model;
Identify and understand the drivers of change in governance systems within sport organizations.
Understand some of the challenges facing managers and volunteers involved in the governance of sport organizations; and
Understand the role of boards, staff, volunteers, members and stakeholder groups in governing sport organizations;
Differentiate the various models and theories of governance relevant to sport organizations;
Identify the unique characteristics of organizational governance for corporate and non-profit sport organizations;
Discuss how sport organizational culture can be changed.
Show the dimensions across which sport organizational cultures can be measured; and
Identify how sport organizational cultures can be diagnosed;
Explain how different contexts can affect an organizational culture;
Specify why culture is important to sport organizations;
Define the meaning of organizational culture;
Provide an overview of your personal leadership development needs.
Outline the specific challenges that leaders in sport organizations are confronted with; and
Outline the different levels (in the organization) that leaders can work at and how this impacts upon their approach to leadership;
Describe the need for leaders and for leadership;
Explain the ways in which each of the human resource management phases would be implemented in different sport organization contexts.
Identify each of the phases within the human resource management process; and
Explain why human resource management in sport organizations can be different to non-sport organizations;
Identify the key concepts that underpin human resource management within sport organizations;
Understand some of the challenges facing managers and volunteers involved in managing the structure of sport organizations.
Identify the factors that influence the structure of sport organizations;and
Understand the various models of organization structure that can be used for sports organizations;
Understand the unique features of the structure of sport organizations;
Describe the key dimensions of organizational structure;
Explain how the nature of sport affects the strategic management process.
Specify the steps involved in the documentation of a strategic plan; and
Identify the tools and techniques of strategic management;
Differentiate the steps of the strategic management process;
Appreciate why strategic management should be undertaken;

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Sport Management: Principles And Application 1st Edition Russell Hoye, Aaron Smith, Hans Westerbeek, Bob Stewart, Matthew Nicholson - Solutions

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