Abstract The importance of customer retention has become a major theme in the literature since the 1990s when empirical studies showed that retaining 5% of customers could lead to an increase in profits ranging from 25% to 85%. However, customer retention does not appear to have moved from the theoretical into the practical world. Specifically, there were few empirical studies which focused on customer retention and none were identified in the New Zealand accommodation sector. The travel and tourism industry contributes approximately 9% to New Zealand’s GDP, and 10% of all spending by travellers and tourists is in the accommodation sector. Impacts, such as seasonality, characterise the accommodation sector and many establishments have occupancy rates which can fluctuate from 90% to 30% in the off-season. With average annual occupancy rates for New Zealand hotels and motels hovering around 55%, retention is a strategy that owners and managers could implement in order to increase occupancy and profits. In this study the research question was based on a review of the literature and the a priori knowledge and experience of the researcher. To ensure the research question framing this study was answered in the most exhaustive and comprehensive manner a seven step research process based on work by Bourgeois (1979) was followed. Data was gathered using both deductive and inductive methods in order to nullify the two main research problems raised by Bourgeois (1979). First, that theories are cast at a high level which is removed from reality and second that empirical studies often result in just a description of the data. In the deductive phase of this study a survey was mailed to New Zealand accommodation establishments that provided accommodation and meals, and had a liquor licence. The main focus of this survey was to learn what owners and managers understood about guest retention and to answer the first research objective. It was discovered that New Zealand accommodation managers: actively work to retain their guests; know the value of guest retention; understand the links between guest satisfaction, loyalty and retention; understand the specific reasons behind guest defections; understand the importance service recovery; and understand how loyalty schemes lead to guest retention. The second phase was a case study involving three accommodation establishments. These findings added depth to the study and allowed for new knowledge to be extrapolated from the findings. It was discovered that in two establishments the focus was guest satisfaction and building relationships with customers. Whilst the resort hotel did have a strategy to encourage lapsed business to return this wasn’t measured or monitored. Thus the second research objective was answered. In the penultimate chapter an amended profit chain has been proposed which included ‘Building Customer Relationships’ as the link between satisfaction and profitability. This is based on the finding that the case establishments saw retention as a proxy for satisfaction and, therefore, focused on satisfying guests and building personal relationships as methods of guest retention. The research question framing this study can be answered by saying that the strategies used by owners and managers in New Zealand accommodation establishments to manage guest retention tend to be related to guest satisfaction and building personal relationships. However, this is not because they do not understand guest retention but see it as part of the bigger picture involving the building of relationships with guests.

Accurately representing the price-demand relationship is critical for the success of a price optimization system. This research first uses booking data from 28 U.S. hotels to investigate the validity of two key assumptions in hotel revenue management. The assumptions are: 1) customers who book later are willing to pay higher rates than customers who book earlier; and, 2) demand is stronger during the week than on the weekend. Empirical results based on an analysis of booking curves, average paid rates, and occupancy rates for group, restricted retail, unrestricted retail, and negotiated demand segments challenge the validity of these assumptions. The combination of lower utilization rates and greater product differentiation suggests that hotels should apply different approaches than simply matching competitor rates to avoid losing market share. On days when inventory is near capacity, traditional yield management tactics deliver tremendous value, but these should be augmented by incorporating price response of demand and competition effects. On days when demand is soft and occupancy is projected to be low, price and competition based strategies should dominate. The hotel price optimization problem with linear demand model is a quadratic programming problem with prices of products that utilize multiple staynight rooms as the decision variable. The optimal solution of the hotel price optimization problems has unique properties that enables us to develop an alternative optimization algorithm that does not require solving quadratic optimization problem. Using the well known least norm problem as a subroutine, the optimization problem can be solved as finding a minimum distance between a polyhedron defined by non-negative demand and capacity constraints. This algorithm is efficient when only a few of the staynights are highly constrained. In practice, the choice of a demand model is largely driven by the ease of estimation and model fit statistics such as R2 and mean absolute percentage error (MAPE). These metrics provide measures of statistical validity of the model, however, they do not measure how well the price optimization will perform which is the ultimate interest of the practitioners. In order to measure the impact of demand models on price optimization performance, we first investigate the goodness of fit of linear demand models with different driver variables using actual data from 23 U.S. hotels representing multiple brands and location types. We find that hotels within the same location types (such as urban, suburban, airport) share similar driver variables. Airport and suburban hotels have simpler model specifications with less drivers compared to the urban hotels. The airport hotel demand models are different from other location hotels in that the airport hotel demand level does not differ by day of week. We then measure the impact of demand model misrepresentation on the performance of price optimization through simulation experiments, which are performed for different levels of demand and forecast accuracy to represent various market environments that hotels operate in. We find that using models with missing driver variables can reduce the potential revenue by 13%∼53% and using the wrong functional form 5%∼43% under our simulation environment. The findings from our research imply that correctly representing the demand model in price optimization is crucial to its success. In order for hotels to realize the maximum potential revenue through pricing, efforts should be focused on identifying the major driver variables influencing demand including the ones that we found to be significant.

Abstract The importance of customer retention has become a major theme in the literature since the 1990s when empirical studies showed that retaining 5% of customers could lead to an increase in profits ranging from 25% to 85%. However, customer retention does not appear to have moved from the theoretical into the practical world. Specifically, there were few empirical studies which focused on customer retention and none were identified in the New Zealand accommodation sector. The travel and tourism industry contributes approximately 9% to New Zealand’s GDP, and 10% of all spending by travellers and tourists is in the accommodation sector. Impacts, such as seasonality, characterise the accommodation sector and many establishments have occupancy rates which can fluctuate from 90% to 30% in the off-season. With average annual occupancy rates for New Zealand hotels and motels hovering around 55%, retention is a strategy that owners and managers could implement in order to increase occupancy and profits. In this study the research question was based on a review of the literature and the a priori knowledge and experience of the researcher. To ensure the research question framing this study was answered in the most exhaustive and comprehensive manner a seven step research process based on work by Bourgeois (1979) was followed. Data was gathered using both deductive and inductive methods in order to nullify the two main research problems raised by Bourgeois (1979). First, that theories are cast at a high level which is removed from reality and second that empirical studies often result in just a description of the data. In the deductive phase of this study a survey was mailed to New Zealand accommodation establishments that provided accommodation and meals, and had a liquor licence. The main focus of this survey was to learn what owners and managers understood about guest retention and to answer the first research objective. It was discovered that New Zealand accommodation managers: actively work to retain their guests; know the value of guest retention; understand the links between guest satisfaction, loyalty and retention; understand the specific reasons behind guest defections; understand the importance service recovery; and understand how loyalty schemes lead to guest retention. The second phase was a case study involving three accommodation establishments. These findings added depth to the study and allowed for new knowledge to be extrapolated from the findings. It was discovered that in two establishments the focus was guest satisfaction and building relationships with customers. Whilst the resort hotel did have a strategy to encourage lapsed business to return this wasn’t measured or monitored. Thus the second research objective was answered. In the penultimate chapter an amended profit chain has been proposed which included ‘Building Customer Relationships’ as the link between satisfaction and profitability. This is based on the finding that the case establishments saw retention as a proxy for satisfaction and, therefore, focused on satisfying guests and building personal relationships as methods of guest retention. The research question framing this study can be answered by saying that the strategies used by owners and managers in New Zealand accommodation establishments to manage guest retention tend to be related to guest satisfaction and building personal relationships. However, this is not because they do not understand guest retention but see it as part of the bigger picture involving the building of relationships with guests.

Abstract The importance of customer retention has become a major theme in the literature since the 1990s when empirical studies showed that retaining 5% of customers could lead to an increase in profits ranging from 25% to 85%. However, customer retention does not appear to have moved from the theoretical into the practical world. Specifically, there were few empirical studies which focused on customer retention and none were identified in the New Zealand accommodation sector. The travel and tourism industry contributes approximately 9% to New Zealand’s GDP, and 10% of all spending by travellers and tourists is in the accommodation sector. Impacts, such as seasonality, characterise the accommodation sector and many establishments have occupancy rates which can fluctuate from 90% to 30% in the off-season. With average annual occupancy rates for New Zealand hotels and motels hovering around 55%, retention is a strategy that owners and managers could implement in order to increase occupancy and profits. In this study the research question was based on a review of the literature and the a priori knowledge and experience of the researcher. To ensure the research question framing this study was answered in the most exhaustive and comprehensive manner a seven step research process based on work by Bourgeois (1979) was followed. Data was gathered using both deductive and inductive methods in order to nullify the two main research problems raised by Bourgeois (1979). First, that theories are cast at a high level which is removed from reality and second that empirical studies often result in just a description of the data. In the deductive phase of this study a survey was mailed to New Zealand accommodation establishments that provided accommodation and meals, and had a liquor licence. The main focus of this survey was to learn what owners and managers understood about guest retention and to answer the first research objective. It was discovered that New Zealand accommodation managers: actively work to retain their guests; know the value of guest retention; understand the links between guest satisfaction, loyalty and retention; understand the specific reasons behind guest defections; understand the importance service recovery; and understand how loyalty schemes lead to guest retention. The second phase was a case study involving three accommodation establishments. These findings added depth to the study and allowed for new knowledge to be extrapolated from the findings. It was discovered that in two establishments the focus was guest satisfaction and building relationships with customers. Whilst the resort hotel did have a strategy to encourage lapsed business to return this wasn’t measured or monitored. Thus the second research objective was answered. In the penultimate chapter an amended profit chain has been proposed which included ‘Building Customer Relationships’ as the link between satisfaction and profitability. This is based on the finding that the case establishments saw retention as a proxy for satisfaction and, therefore, focused on satisfying guests and building personal relationships as methods of guest retention. The research question framing this study can be answered by saying that the strategies used by owners and managers in New Zealand accommodation establishments to manage guest retention tend to be related to guest satisfaction and building personal relationships. However, this is not because they do not understand guest retention but see it as part of the bigger picture involving the building of relationships with guests.

The topic of this thesis was the development of the services in the selected hotel. The aim of this thesis was to analyze the market conditions, the internal environment and a proposal to improve the management and ensure the competitiveness of Residence at the Black Tower. Using a questionnaire survey among guests and employees, guided interview with a manager and through additional analyzes were prepared design solutions.

The management style and the communication practice of a hotel management often determine to an extent the behaviour of employees and eventually, the quality of service as well as the performance of the hotel. The objective of this study is to explore the management styles and the communication practices of hotel managers by investigating how it is perceived by hotel employees in Johannesburg and Pretoria, in South Africa. A cross-sectional survey design was used in which a five point Likert scale self-administered questionnaire was used to collect data from 250 respondents who were randomly selected from 60 hotels. The results show that there is a racial imbalance in the distribution of managerial positions within the hotels. The democratic management (32.8%), paternalistic management (25.2%) and the walk around management (23.2%) styles were perceived by respondents to be the most utilised management styles in hotels. Majority of the respondents (72 %) either agree or strongly agree that the main purpose of communication in their company is to get employees to behave in the way top management wants them to do so. In addition, the majority of respondents (60%) also indicated that the communication style of their superiors either never or rarely lead to employee empowerment. The one-way communication from management to other employees (top-up) is the most predominant form of communication among Pretoria and Johannesburg hotels / Colleges of Economic and Management Sciences / M.A. (Consumer Science)

Ao contrário da idéia do senso comum, a camareira é a protagonista e não coadjuvante do sistema organizacional da hospitalidade e do turismo, pois ela é a principal atriz da governança em hotelaria. Em um cenário mundial de dramáticos problemas ambientais, decorrentes do crescimento econômico, em cujo contexto se inserem o turismo e a hotelaria, o papel desta profissional, na gestão ambiental sustentável em meios de hospedagem, torna-se fundamental. O objetivo geral do estudo é analisar a implementação de um Procedimento Operacional Padrão (POP) no setor de governança, que reduza os impactos ambientais em um meio de hospedagem na cidade de Rio Grande (RS). Os objetivos específicos são: a) identificar as ações ambientais provenientes da implantação do Procedimento Operacional Padrão (POP) dos colaboradores do setor de governança; b) estudar a eficácia da implementação de um Procedimento Operacional Padrão no setor de governança com base no conceito de educação ambiental. As variáveis analisadas foram: água, energia, resíduos, política ambiental e fornecedores. Inicialmente, o empreendimento foi analisado por meio de entrevista com o principal gestor e com aplicação de instrumento de observação direta. A pesquisa de campo foi realizada no período de outubro de 2009 a fevereiro de 2010. O diagnóstico foi realizado por meio da comparação das ações no hotel, anteriormente e posteriormente à implementação do Procedimento Operacional Padrão de governança. Constatou-se que o empreendimento já mantinha uma relação comercial com fornecedores certificados ambientalmente. A análise dos resultados permite concluir que, com o procedimento operacional de governança, houve redução de consumo de energia e de água, redução de geração de resíduos. Recomenda-se que os gestores implantem uma política de gestão ambiental no meio de hospedagem e mantenham o programa de valorização dos profissionais do setor de governança. / Submitted by Marcelo Teixeira (mvteixeira@ucs.br) on 2014-06-06T13:09:42Z No. of bitstreams: 1 Dissertacao Fernanda G C Zanette.pdf: 4201931 bytes, checksum: 121f561b3af014edf41789b2eb3f93be (MD5) / Made available in DSpace on 2014-06-06T13:09:42Z (GMT). No. of bitstreams: 1 Dissertacao Fernanda G C Zanette.pdf: 4201931 bytes, checksum: 121f561b3af014edf41789b2eb3f93be (MD5) / Universidade de Caxias do Sul / Unlike the idea of common sense, the maid is the protagonist and not supportive of the organizational system of hospitality and tourism, as it is the leading actress of housekeeping in hotel management. In a dramatic scenario of global environmental problems, resulting from economic growth, in the context of which fall within tourism and hotel managment, the role of this professional, in sustainable environmental management in lodging facilities, becomes essential. The overall objective of the study is to analyze the implementation of a Standard Operating Procedure (SOP) in the housekeeping sector, which reduce environmental impacts in a way of lodging, in Rio Grande (RS) city. The specific objectives are: a) identify the environmental actions from the implementation of Standard Operating Procedure (SOP) of employees in the housekeeping sector, b) study the effectiveness of implementing a standard operating procedure in the housekeeping sector based on the concept of education environment. The variables analysed were: water, energy, waste, environmental policy and suppliers. Initially, the project was analysed through interviews with the main manager and application of instrument of direct observation. The fieldwork was conducted between October 2009 and February 2010. The diagnosis was made by comparing the hotel shares before and after the implementation of the standard operating procedure of housekeeping. It was found that the project already had a business relationship with environmentally certified suppliers. The results analysis allowed to conclude that, with the operating procedure of housekeeping, it had a reduction of energy consumption and water use, reducing waste generation. It is recommended that managers deploy an environmental management policy in the midst of hosting and maintaining the program of valorization of the professional in the housekeeping sector.

Com a concorrência das instituições privadas de ensino superior e a busca por atrair estudantes a se matricularem em seus cursos de hotelaria, um laboratório de ensino como um hotel-escola seria um atrativo para os estudantes, influenciaria na competitividade dos cursos de hotelaria do Brasil? Assim, buscou-se analisar a utilização dos hotéis-escola pelas instituições privadas de ensino superior que oferecem cursos de hotelaria no Brasil como ferramenta para aumentar sua competitividade. Desta forma descobriu-se todas as instituições de ensino superior de hotelaria no Brasil e foram analisados os cursos privados de hotelaria bacharelados e tecnológicos existentes no país, os que possuem hotel-escola e os que não possuem e a competitividade dos mesmos. Para isso foram utilizados indicadores como a avaliação pelo Conceito Institucional realizada pelo MEC para avaliar as instituições e a avaliação por estrelas realizada pelo Guia do Estudante para avaliar os cursos. O método de pesquisa que se optou-se por utilizar é o exploratório de cunho quantitativo e como instrumento de coleta de dados secundários utilizou-se pesquisa bibliográfica e documental. Assim, obteve-se como resultado dessa pesquisa que entre as instituições melhores avaliadas pelo Conceito Institucional está a Universidade Nove de Julho – Uninove em São Paulo com nota máxima cinco, que não possui hotel-escola, seguido com nota quatro apresenta-se a Faculdade de tecnologia SENAC Minas onde existe hotel-escola. Já pelo Guia do Estudante os cursos de hotelaria pontuados com cinco estrelas são o SENAC (SP) com dois hotéis-escola, a Castelli (RS) e a Anhembi Morumbi (SP). Conclui-se que pela pontuação desses dois indicadores, os cursos que se destacaram e apresentam hotéis-escola podem ter assim uma ferramenta crítica de sucesso e serem competitivos no mercado do ensino. Porém, nem todos que apresentam hotel-escola estavam nos mais pontuados, com isso observou-se que para essas avaliações não faz muita diferença ter ou não um hotel-escola, pois o hotel-escola não tem um peso alto na contagem de pontos. / Submitted by Ana Guimarães Pereira (agpereir@ucs.br) on 2015-10-21T11:49:46Z No. of bitstreams: 1 Dissertacao Michele Vasconcellos Chiattone.pdf: 1447126 bytes, checksum: aca16fbe887f16d4fcbc8591d1dd3071 (MD5) / Made available in DSpace on 2015-10-21T11:49:46Z (GMT). No. of bitstreams: 1 Dissertacao Michele Vasconcellos Chiattone.pdf: 1447126 bytes, checksum: aca16fbe887f16d4fcbc8591d1dd3071 (MD5) / With competition from private institutions of higher education and the pursuit of attracting students to enroll in their hospitality courses, a teaching laboratory as a hotel- school would be an attraction for students, influence on the competitiveness of hospitality courses in Brazil? Thus, it sought to analyze the use of the hotels - school by private higher education institutions offering hospitality courses in Brazil as a tool to enhance their competitiveness. Thus it turned out all hospitality higher education institutions in Brazil and analyzed the private courses of bachelor hospitality and existing technology in the country, those with school -hotel and those without and the competitiveness of the above. For this they used indicators such as the assessment by the Institutional Concept made by MEC to evaluate the institutions and evaluation Star performed by Student's Guide to review the courses. The research method that we chose to use is the exploratory quantitative nature and as secondary data collection instrument was used bibliographical and documentary research. Thus was obtained as a result of this research among the best institutions assessed by the Institutional Concept is the University Nove - Uninove in Sao Paulo with maximum grade five , which has no hotel school , followed with four note presents the Faculty of SENAC Minas technology where there is hotel- school. Already the students guide the hospitality courses punctuated with five stars are the SENAC (SP) with two hotels - school, Castelli (RS) and the Anhembi Morumbi (SP) . We conclude that the scores of these two indicators, the courses that stood out and have school - hotels may have thus a critical tool for success and be competitive in the education market. However , not all of which feature hotel-school were the highest scorers with it was observed that for these ratings do not make much difference whether or not a hotel - school as the hotel - school does not have a high weight in the point spread.

Ao contrário da idéia do senso comum, a camareira é a protagonista e não coadjuvante do sistema organizacional da hospitalidade e do turismo, pois ela é a principal atriz da governança em hotelaria. Em um cenário mundial de dramáticos problemas ambientais, decorrentes do crescimento econômico, em cujo contexto se inserem o turismo e a hotelaria, o papel desta profissional, na gestão ambiental sustentável em meios de hospedagem, torna-se fundamental. O objetivo geral do estudo é analisar a implementação de um Procedimento Operacional Padrão (POP) no setor de governança, que reduza os impactos ambientais em um meio de hospedagem na cidade de Rio Grande (RS). Os objetivos específicos são: a) identificar as ações ambientais provenientes da implantação do Procedimento Operacional Padrão (POP) dos colaboradores do setor de governança; b) estudar a eficácia da implementação de um Procedimento Operacional Padrão no setor de governança com base no conceito de educação ambiental. As variáveis analisadas foram: água, energia, resíduos, política ambiental e fornecedores. Inicialmente, o empreendimento foi analisado por meio de entrevista com o principal gestor e com aplicação de instrumento de observação direta. A pesquisa de campo foi realizada no período de outubro de 2009 a fevereiro de 2010. O diagnóstico foi realizado por meio da comparação das ações no hotel, anteriormente e posteriormente à implementação do Procedimento Operacional Padrão de governança. Constatou-se que o empreendimento já mantinha uma relação comercial com fornecedores certificados ambientalmente. A análise dos resultados permite concluir que, com o procedimento operacional de governança, houve redução de consumo de energia e de água, redução de geração de resíduos. Recomenda-se que os gestores implantem uma política de gestão ambiental no meio de hospedagem e mantenham o programa de valorização dos profissionais do setor de governança. / Universidade de Caxias do Sul / Unlike the idea of common sense, the maid is the protagonist and not supportive of the organizational system of hospitality and tourism, as it is the leading actress of housekeeping in hotel management. In a dramatic scenario of global environmental problems, resulting from economic growth, in the context of which fall within tourism and hotel managment, the role of this professional, in sustainable environmental management in lodging facilities, becomes essential. The overall objective of the study is to analyze the implementation of a Standard Operating Procedure (SOP) in the housekeeping sector, which reduce environmental impacts in a way of lodging, in Rio Grande (RS) city. The specific objectives are: a) identify the environmental actions from the implementation of Standard Operating Procedure (SOP) of employees in the housekeeping sector, b) study the effectiveness of implementing a standard operating procedure in the housekeeping sector based on the concept of education environment. The variables analysed were: water, energy, waste, environmental policy and suppliers. Initially, the project was analysed through interviews with the main manager and application of instrument of direct observation. The fieldwork was conducted between October 2009 and February 2010. The diagnosis was made by comparing the hotel shares before and after the implementation of the standard operating procedure of housekeeping. It was found that the project already had a business relationship with environmentally certified suppliers. The results analysis allowed to conclude that, with the operating procedure of housekeeping, it had a reduction of energy consumption and water use, reducing waste generation. It is recommended that managers deploy an environmental management policy in the midst of hosting and maintaining the program of valorization of the professional in the housekeeping sector.

Com a concorrência das instituições privadas de ensino superior e a busca por atrair estudantes a se matricularem em seus cursos de hotelaria, um laboratório de ensino como um hotel-escola seria um atrativo para os estudantes, influenciaria na competitividade dos cursos de hotelaria do Brasil? Assim, buscou-se analisar a utilização dos hotéis-escola pelas instituições privadas de ensino superior que oferecem cursos de hotelaria no Brasil como ferramenta para aumentar sua competitividade. Desta forma descobriu-se todas as instituições de ensino superior de hotelaria no Brasil e foram analisados os cursos privados de hotelaria bacharelados e tecnológicos existentes no país, os que possuem hotel-escola e os que não possuem e a competitividade dos mesmos. Para isso foram utilizados indicadores como a avaliação pelo Conceito Institucional realizada pelo MEC para avaliar as instituições e a avaliação por estrelas realizada pelo Guia do Estudante para avaliar os cursos. O método de pesquisa que se optou-se por utilizar é o exploratório de cunho quantitativo e como instrumento de coleta de dados secundários utilizou-se pesquisa bibliográfica e documental. Assim, obteve-se como resultado dessa pesquisa que entre as instituições melhores avaliadas pelo Conceito Institucional está a Universidade Nove de Julho – Uninove em São Paulo com nota máxima cinco, que não possui hotel-escola, seguido com nota quatro apresenta-se a Faculdade de tecnologia SENAC Minas onde existe hotel-escola. Já pelo Guia do Estudante os cursos de hotelaria pontuados com cinco estrelas são o SENAC (SP) com dois hotéis-escola, a Castelli (RS) e a Anhembi Morumbi (SP). Conclui-se que pela pontuação desses dois indicadores, os cursos que se destacaram e apresentam hotéis-escola podem ter assim uma ferramenta crítica de sucesso e serem competitivos no mercado do ensino. Porém, nem todos que apresentam hotel-escola estavam nos mais pontuados, com isso observou-se que para essas avaliações não faz muita diferença ter ou não um hotel-escola, pois o hotel-escola não tem um peso alto na contagem de pontos. / With competition from private institutions of higher education and the pursuit of attracting students to enroll in their hospitality courses, a teaching laboratory as a hotel- school would be an attraction for students, influence on the competitiveness of hospitality courses in Brazil? Thus, it sought to analyze the use of the hotels - school by private higher education institutions offering hospitality courses in Brazil as a tool to enhance their competitiveness. Thus it turned out all hospitality higher education institutions in Brazil and analyzed the private courses of bachelor hospitality and existing technology in the country, those with school -hotel and those without and the competitiveness of the above. For this they used indicators such as the assessment by the Institutional Concept made by MEC to evaluate the institutions and evaluation Star performed by Student's Guide to review the courses. The research method that we chose to use is the exploratory quantitative nature and as secondary data collection instrument was used bibliographical and documentary research. Thus was obtained as a result of this research among the best institutions assessed by the Institutional Concept is the University Nove - Uninove in Sao Paulo with maximum grade five , which has no hotel school , followed with four note presents the Faculty of SENAC Minas technology where there is hotel- school. Already the students guide the hospitality courses punctuated with five stars are the SENAC (SP) with two hotels - school, Castelli (RS) and the Anhembi Morumbi (SP) . We conclude that the scores of these two indicators, the courses that stood out and have school - hotels may have thus a critical tool for success and be competitive in the education market. However , not all of which feature hotel-school were the highest scorers with it was observed that for these ratings do not make much difference whether or not a hotel - school as the hotel - school does not have a high weight in the point spread.