Marketing is often a very important part of restaurant management in a hotel environment, as it must become possible to persuade customers of many different lifestyles and backgrounds to choose the in-house restaurant over other external competition. As a manager, it is more than merely ensuring that productivity is high and employee responsibilities are met properly, it is a complicated process that requires ongoing dedication toward building a positive image for the organization in the eyes of customers, employees, and those in higher levels of executive authority. This paper describes several of the different activities that hotel restaurant managers undertake in their roles of leadership, showing how the external environment is strongly linked to the internal environment in order to make every aspect of the restaurant superior to competing food organizations. In addition, the relationship between the manager as a human resources leader and a tangible, cost-focused manager are described.
A diverse global travel agency affiliated with AAA Travel, Insight Premium Escorted Vacations, offers, “great vacations are measured in moments, not miles” (IPEV, 2007, p.10). This statement essentially attempts to offer that regardless of the distance of origin for the travelling consumer, they will remember their experience by their direct contact with those in the hospitality industry and how they perceive quality in each interaction with hotel staff and other in-house representatives. Hotel restaurant managers are exposed to a large volume of different clients who each have different goals for satisfying their vacation or other travel needs. Many of these consumers come from international locations, with widely different socio-economic and cultural backgrounds. Some of these clients, depending on the cost and reputation of