Activation of fragment in the landscape context by present trends. New hotel and sport teambuilding center in the given area, mass, creating a new context.

El proyecto consiste en la construcción y puesta en marcha del nuevo Hotel Inkaterra Cusco Catedral de 4 estrellas en la ciudad de Cusco, cerca de la Plaza de Armas de la ciudad, a espaldas de la Catedral; donde, además de disfrutar de la estadía en el hotel, los huéspedes tendrán la oportunidad de vivir experiencias únicas, de la mano con la naturaleza y cultura local, satisfaciendo de esta manera la creciente demanda de turistas más exigentes, que buscan un servicio diferenciado de calidad a un precio accesible; teniendo en cuenta que en Cusco aún faltan más hoteles de esta categoría. La mayoría de clientes (agencias) ya son consumidores habituales de la marca, por lo que se les hará muy fácil aceptar el nuevo producto, para ello se programarán Fam Trips (viajes de familiarización) para que reconozcan y prueben el servicio. La Ciudad del Cusco es la de mayor afluencia de turistas en el país. Esto se ve reflejado en el crecimiento de la tasa de turismo receptivo en los últimos trece años. Esto nos permite proyectar en el primer año de operación una ocupabilidad promedio del 40%, con lo que se podrá planificar la realización de un Soft Openning (pre - apertura) que ayude a la identificación de oportunidades de mejora, y aplicar las correspondientes medidas correctivas. De esta forma se obtendría un incremento del 3.96% en las ventas del grupo el primer año de operación. De acuerdo a las proyecciones de venta y al crecimiento del rubro, se estima que a finales del año siete se alcanzaría el Punto de Equilibrio, proyectando la obtención de utilidades a partir del año ocho. El equipo estará conformado por:  Directores de la empresa, quienes son los encargados de diseñar el hotel y el tipo de servicio a ofrecer.  Gerente General Adjunto, quien se encarga de liderar la puesta en marcha de la construcción y operación del hotel.  Gerente Comercial, quien se encarga de la negociación en conjunto con la GGA de ofrecer tarifas confidenciales de acuerdo al volumen de ventas por agencia.  Gerente de Logística, quien se encarga del abastecimiento general de materiales para la construcción así como del correcto abastecimiento del hotel.  Gerente de Producto y Desarrollo, quien es el encargado del desarrollo de los servicios a ofrecer así como de los manuales de servicio con ayuda de los Gerentes Corporativos de las áreas de servicio (Alimento y Bebidas, Housekeeping, Recepción, Ecoturismo).  Gerente Residente del hotel, quien es la autoridad máxima en la operación y debe de velar por la buena gestión de la puesta en marcha del hotel.  Gerente de RRHH, quien se debe encargar de la promoción y contratación del personal idóneo para el tipo de servicio a ofrecer. La inversión se ha estimado en US$ 13’250,000.00 aproximadamente, lo que incluye desde los trámites de construcción, permisos, compras de activos y puesta en marcha de la operación.

This report seeks to examine the organization in which this writer performed an internship as partial fulfillment for the Master of Arts in Arts Administration degree granted by the University of New Orleans. Although performed in a for-profit making rather than nonprofit setting, this internship, performed at the Hotel Inter-Continental, makes a valuable contribution to my professional career. The internship began January 23, 1998 and ended on November 13, 1998. The reason this writer chose to perform the internship at a hospitality lodging facility was to gain experience in VIP relations, managerial planning and controlling, and overview of hospitality industry. The internship was largely successful, as the writer gained the anticipated experience while making a significant contribution to the ongoing operations of the Hotel InterContinental. The writer is currently employed as a full-time employee as the Assistant Guest Relations Manager.

Abstract It has been a long time that Taiwan is always promoting its tourism industry in every aspect, and this policy not only arouses the development of economy but also promotes the status of Taiwan in the world. It is considered that the foreigners may have a deeper understanding of Taiwan by visiting this Island, and also expand the civil diplomacy, as well as increase the tourism revenue. Due to the trend of globalization, the city connects directly with global economy, the communications between cities, the sharing of resources and the interaction of cultures, the importance has exceeded upon nations, the competition relationship as well. Therefore, the city must set up its unique character, combined the city marketing with the enterprise, in order to develop the regional resources with area planning and reach the goal of win-win situation. The Ambassador Hotels and the Tokyu Hotels Chain, Japan have been cooperated closely for a long time, not only in sales promotion, the Tohyu Hotels also provide construction design, operation know-how, management concepts and personnel training manuals. The Ambassador Hotel Taipei renovated and expanded to be a 477 room¡¦s hotel in 1979, more catering and convention facilities are added to meet the increasing tourist numbers, due to the world economic booming. In 1981, the largest international hotel in southern Taiwan- the Ambassador Hotel, Kaohsiung opened, which made the Ambassador Hotels become the first domestic hotel chain in Taiwan. Furthermore, the Ambassador Hotel Hsinchu opened in 2000, attracting the nobles of electronic scientists and engineers in Hsinchu Science Industrial Park. The Ambassador Hotel Kaohsiung being re-positioned itself as The Urban Resort Hotel now is the only five stars hotel adjacent to the beautiful Love River, and proudly represents the gorgeous and elegant atmosphere of Kaohsiung Harbor. The Hotel has built the latest poolside outdoor restaurant- Le blé d'or, and has also been awarded as the top international hotel in Kaohsiung by Business Traveler magazine. By re-positioning, re-adjusting the marketing strategies, re-forming the organization, re-inforcing the internal controls and focusing on new products developments, the Ambassador Hotel Kaohsiung has turned into profits by 2004, and is still blooming. It is considered that the re-positioning and re-adjusting marketing strategies did work by analyzing the customer demographics, with the majority of domestic travelers.

Nowadays, China has the tendency that more and more military-owned hotels are shifting toprivate hotels gradually over time. Military-owned hotels have various disadvantages.However, they also have many reasons to exist as well. This thesis aims to answer theresearch question on how the military-owned hotels can deal with the privatization tendencythrough the application of TQM systematically. Case study and literature review are used tofind out the answers to the research question. Two case hotels, one military-owned hotel andone private hotel, are considered in this thesis. In order to guarantee the privacy of the twohotels and their staff, the military-owned hotel would be called Hotel A, and the private hotelwould be called Hotel B. By reviewing various TQM theories, five important aspects in theparticular quality management system have been identified for the case hotels. Finally, ageneralized quality management system model is developed for Chinese Military-ownedhotels in order to make them survive in the competition with private hotels.

published_or_final_version / Real Estate and Construction / Master / Master of Science in Real Estate and Construction

European Business School, Diss.--Oestrich-Winkel, 2007.

Thesis (Ph.D.)--Oklahoma State University, 2007. / Adviser: Bill Ryan. Includes bibliographical references.

Thesis (M.S.)--Rochester Institute of Technology, 1993. / Typescript. Includes bibliographical references (leaves 45-46).

Thesis (M.S.)--Rochester Institute of Technology, 1993. / Typescript. Includes bibliographical references (leaves 48-53).