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  • New Global Directors Join the 2018-2019 HFTP Board

    The HFTP 2018-2019 Global Board of Directors was installed during the association's 2018 Annual Convention and introduces new directors Toni Bau, Carson Booth, CHTP and Mark Fancourt. These extensive director profiles give insight into the distinguished professions and personal goals of HFTP's newest association leaders.

  • Members Only: 2018 HFTP Compensation and Benefits Report

    By Tanya Venegas, MBA, MHM, CHIA. Results to the biannual survey conducted by Hospitality Financial and Technology Professionals (HFTP). Information includes data on compensation and benefits trends for finance and technology professionals in the club and lodging industries.

  • Primary Club Metrics

    Survey results identify which metrics are most often used to determine performance. By Agnes DeFranco, Ed.D., CHAE; Tanya Venegas, MBA, MHM, CHIA; and Amanda Belarmino

  • Introducing 'Your HFTP': An Updated Online Interface for HFTP Members

    HFTP is excited to announce the newly updated “Your HFTP” online account portal. “Your HFTP” allows you to successfully manage your HFTP membership online. This refreshed online interface looks and feels just like the HFTP website and (better yet) is mobile-responsive.

Creating Community One Meal at a Time

Boston University - Boston Hospitality Review·Requires Registration ·31 October 2018
Doctors heal. Professors educate. Psychologists listen. Entertainers excite. I get to do all of the above, on stage each night, as I serve dinner. They say the best way to a man’s heart is through his stomach. I think the same is true no matter the gender; a meal shared is a memory made.

Restaurant Delivery: Are the 'ODP' the Industry's 'OTA'? Part II

Boston University - Boston Hospitality Review·Requires Registration ·31 October 2018
In Part 1 of this analysis of the restaurant delivery system we looked at the owner/operator models which still offer some measure of control over price and quality. This is fast becoming an issue with the rise of the Ghost Kitchen where the ODP is an integral part of the equation. Here we present the larger challenges from the dominant ODP control of the marketplace. It is good to remember that most of the ODPs themselves are still looking to find profits in what they do, a suggestion that those profits will need to come at the expense of the restaurant providers in one way or another.

Restaurant Delivery: Are the 'ODP' the Industry's 'OTA'? Part I

Boston University - Boston Hospitality Review·Requires Registration ·31 October 2018
The entire restaurant industry, from the simplest quick service joint to the most complex fine dining jewel, is caught in a veritable frenzy of delivery. It may be, unfortunately, a very risky path to travel for the uninitiated restaurant operation, but delivery is driving the investment community to a fever pitch. [1] We have entered into the time of the restaurant On-Line Delivery Provider (ODP) which mirrors in many ways the On-Line Travel Agent (OTA) which has so disrupted the lodging industry.

BHR W 18 7: A la Carte Dining in a Banquet Setting: Is it Feasible?

Boston University - Boston Hospitality Review·Requires Registration ·27 February 2018
À la Carte Dining in a Banquet Setting: Is it Feasible?

Draft: When is a Group a Chain, and a Chain a Brand?

Boston University - Boston Hospitality Review·Requires Registration ·26 February 2018
Draft: When is a Group a Chain, and a Chain a Brand?

BHR S 18 6: When is a Group a Chain, and a Chain a Brand?

Boston University - Boston Hospitality Review·Requires Registration ·26 February 2018
When is a Group a Chain, and a Chain a Brand?

Draft: Blockchain Technology & its Implications for the Hospitality Industry

Boston University - Boston Hospitality Review·Requires Registration ·13 February 2018
Draft: Blockchain Technology & its Implications for the Hospitality Industry

Draft: How Does My Neighbor Feel About my Airbnb?

Boston University - Boston Hospitality Review·Requires Registration ·13 February 2018
Draft: How Does My Neighbor Feel About my Airbnb?
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BHR S 18 4: How Does My Neighbor Feel About my Airbnb?

Boston University - Boston Hospitality Review·Requires Registration ·13 February 2018
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BHR S 18 3: 5 Keys to Successful Hospitality Leadership

Boston University - Boston Hospitality Review·Requires Registration ·13 February 2018
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Draft: 5 Keys to Successful Hospitality Leadership

Boston University - Boston Hospitality Review·Requires Registration ·13 February 2018
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BHR S 18 1:Cutting Through the Online Hospitality Clutter: 10 Best Practices for Organic Visibility

Boston University - Boston Hospitality Review·Requires Registration ·13 February 2018
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A (Diamond) Cut Above the Rest: Improving Hotel Operations Based on TripAdvisor Rating Attributes

Boston University - Boston Hospitality Review·Requires Registration · 5 October 2017
A (Diamond) Cut Above the Rest: Improving Hotel Operations Based on TripAdvisor Rating Attributes
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A Place for Everything and Everything in Its Place: The Application of Feng Shui to Hotels

Boston University - Boston Hospitality Review·Requires Registration ·22 September 2017
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In 2017 What Will A Restaurant Actually Be? A New Taxonomy

Boston University - Boston Hospitality Review·Requires Registration · 3 October 2016
In 2017 What Will A Restaurant Actually Be? A New Taxonomy in Fall 2016, Restaurants, Technology, Trends

The Heart of Successful Hotels: Going Beyond the Monopoly Game Strategy

Boston University - Boston Hospitality Review·Requires Registration · 9 September 2016
To investors, hotels are real estate. At the end of the day, why do investors put their money in hotels vs. other types of real estate? For the prospect of superior investment returns – the current operating cash flow and the reversionary value upon exit (sale) in excess of acquisition price. Among other factors, the underwriting of hotel investment considers a reasonable – or at times, aggressive – net operating income (or EBITDA), an appropriate capitalization (cap) rate applied to that net operating income to determine an asset’s valuation, and various equity and debt alternatives to determine an equity multiple and rate of return satisfactory to the investor. By Joseph Khairallah and Andrea Foster

Hospitality Branding in the Age of the Millennial

Boston University - Boston Hospitality Review·Requires Registration ·25 August 2016
Hospitality Branding in the Age of the Millennial

Consumers' Desires in Hostels: Addressing Latent and Explicit Needs in the United States Hostels

Boston University - Boston Hospitality Review·Requires Registration ·25 May 2016
Consumers’ Desires in Hostels: Addressing Latent and Explicit Needs in the United States Hostels

Hospitality Management: Learning, Doing, Knowing

Boston University - Boston Hospitality Review·Requires Registration · 2 February 2016
On the first day of my HF 100 Introduction to Hospitality Management class I present a lecture that raises the question, “How Do You Teach Hospitality?” It’s my first Power Point slide and is then repeated as my last slide for the day. I suspect (maybe hope) that this question is at the front of the minds of the thousands of people who daily think about hospitality education, training, management and leadership.

Hotel E-Commerce: Navigating the Complex Hospitality Digital Marketing Landscape

Boston University - Boston Hospitality Review·Requires Registration ·15 January 2016
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The Evolution of Dual-Branded Hotels: How the Marriott/Starwood Acquisition Enhances Opportunities for Developers

Boston University - Boston Hospitality Review·Requires Registration ·12 January 2016
The Evolution of Dual-Branded Hotels: How the Marriott/Starwood Acquisition Enhances Opportunities for Developers

Disruption from the Inside-Out: Innovation in the Restaurant Industry

Boston University - Boston Hospitality Review·Requires Registration · 8 January 2016
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The Making of Airbnb

Boston University - Boston Hospitality Review·Requires Registration · 8 January 2016
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Outrageous

Boston University - Boston Hospitality Review·Requires Registration ·11 September 2015
The complexity and challenges of owning and operating a hotel have changed over the years. Traditionally most hotels were owned and managed by the same person (or company). In today’s marketplace, several entities can be involved, including owners, developers, management companies, brands, affiliations/consortiums and asset managers, resulting in a far more complex organization. The following scenario (created by colleague, Dr. William Kahn) features the relationship between the hotel owner and general manager and highlights the impact of this important relationship on the organizational culture of the hotel. The case was posed to several industry professionals who were asked to use their expertise to advise on how they might respond to this scenario. The BHR would like to hear your opinion; please share your ideas in the comment section at the end of the article.

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