Gotta love technology

This week has been an exciting week for the Fire + Spice. InfoGenesis, which is the system we use in the restaurant had an upgrade that was completed on Tuesday night. Unfortunately, with this upgrade came a horrible nightmare for the restaurant. Apparently our computer system was not compatable with the new upgrade so we were without a system to track our revenue for about 3 days. This brought about so many different issues and problems for both the restaurant and our hotel.



The very first thing that went wrong was the lack of communication. We did not know about the upgrade, and therefore we were not prepared for the system going down. Then once it did go down (and not come back up) we were like deers in the headlights. It took about a day to shift gears and bring out the old 'knuckle buster' (the manual credit card reader), but through communication and collaboration we were able to get a system in place to ensure the least amount of leakage in revenue.

Something that this event showed me is the need to always have a back-up plan. As with many industries, things change and shift everyday and it is imperative to be able to be flexible in how things are done.

Disclaimer: The purpose of this blog is to document a college internship experience. Content published on this blog represents the author’s ideas, opinions, and experience. This does not necessarily represent the views of the internship organization.

Long Weekend!

This last weekend was my first weekend on my own in the restaurant! My manager was out of town and coincidentally this was one of our busiest weekends to date. We had several college athletic teams as well as a few President's Day tournaments that were staying at our property. This translated into lot's of people for breakfast, lunch, and dinner. This was also my first weekend working a "splitsie" in the words of my manager, Richard. I have worked long weekends before but this was most definitely my longest weekend. On Friday I worked from 10a-12a, Saturday from 6a-1p & 4p-12p, and Sunday from 6a-12p & 5p-12p. I think I got 11 hours of sleep the entire weekend! Even though I didn't get much sleep I was very proud of myself because the management team felt that I was ready to take on the weekend on my own. This was a good learning experience for me in terms of patience and understanding. By the end of the weekend I was definitely feeling the 11 hours of sleep, but I could not let this affect me or my associates. This weekend also taught me a lesson in time management. I could have left work on time on Saturday/Sunday night but I left several things that needed to be completed for the last minute and ended up working on them after the restaurant closed at 11pm. This week I will work on completing tasks in a timely manner so that I don't end up suffering for it after.

We have a very busy week coming up for the hotel as we are sold out everyday this week. I am looking forward to having the restaurant full with guests. The best way I've come to find for me to learn is to just jump in and learn while I go. I am very fortunate to have associates who are willing to work with me and answer any questions that I might have, and because of this I am becoming more and more comfortable with the restaurant.

In the next two weeks I hope to start taking on more challenges on the managerial side of the restaurant. I plan to start taking over the beverage side of F&B so that Richard has more time to invest in our breakfast restaurant as well as some of the other aspects here in the hotel. I also hope to start taking over the schedule in the next month so that I can have a few more responsibilites in our department.


Disclaimer: The purpose of this blog is to document a college internship experience. Content published on this blog represents the author’s ideas, opinions, and experience. This does not necessarily represent the views of the internship organization.

Managing

I have now completed two complete weeks in this position and I still feel like there is so much that I don't know. One of the most frustrating things for me to deal with is the feeling of uselessness. Being new to the restaurant (I have never actually worked in a restaurant before!) there is so much that I don't know from processes and procedures to how to carry a tray with four plates on it. I really do not like not being able to do my job without having to follow someone else's every step. The feeling of not being able to assist is a very big reason why I do not change jobs often. This feeling of uselessness has only inspired me to work diligently everyday to learn my position so that I can become a leader for my team and someone who they can come to with any questions or needs.

I have noticed that my management skills are already becoming more refined. At the Front Desk, I did not really give myself the opportunity to step up and become a leader for my team for various reasons and I see that now. This is why I have pushed myself to continuously work daily on really becoming a manager for my associates. It is very easy when working with people my age to just slide in and become a friend to them, but I have seen through myself and other managers at my property that there must be a line between my associates and myself. By doing this I have seen that it is easier for me to respect my associates and them to do the same for me.

Richard and I have begun working on our marketing campaign to bring more people into the restaurant. We have put together lunch and happy hour specials for the local businesses in the area and will soon be reaching out to these businesses and encouraging them to come in, and to come in often! We have also worked on coming up with ideas to promote the Starbucks that is in our hotel. From day 1 Richard has told me that we are a team in this and share the restaurant 50/50, and he has really held to this. He has picked my brain on how to bring people to the restaurant which has inspired me to really work on ideas for both the restaurant and Starbucks.

One thing that I am very proud of is that we have had our most successful day in Fire + Spice ever this last week! I am very lucky to be a part of a team that has accomplished this. I have now also experienced what a very busy day in the restaurant looks like, which will only serve to help me in the future when I don't have my manager Richard on the floor with me.

Disclaimer: The purpose of this blog is to document a college internship experience. Content published on this blog represents the author’s ideas, opinions, and experience. This does not necessarily represent the views of the internship organization.

New Beginnings

Hello! My name is Christina and I recently began my Senior Internship at the Sheraton Phoenix Airport Hotel Tempe. I am very excited to begin my career in the hospitality industry and this internship is my first step in climbing to the top!

After completing my first full week of my Senior Internship, I am very excited about the future to come for me in this position. My internship is unique in a way because I am actually a part of the management team at my property and therefore am able to participate in all management related activities such as weekly meetings. I am the Assistant Outlets Manager at this property. What this translates into is the Assistant Restaurant Manager for Fire + Spice: An Arizona Grill for lunch and dinner, the Prickly Pear for breakfast, room service, and the Starbucks on property. I recently changed positions this last week from Front Desk Supervisor and it has been a complete 180 for me.

The transition for me from the Front Desk to the Restaurant has been a very smooth one so far thanks in large part to my new manager Richard as well as the rest of the management team at my property. I have also officially transitioned from Supervisor to Manager which I believe places a lot more responsibility on my plate, which I believe will only help me to mold my management style.

I think that the one thing that has surprised me the most so far is how little I actually knew about how the restaurant runs in my hotel. I have been there for over 2 years now and never realized that the work that is done in the restaurant is never ending! I have found that between the hours of 9am and 5pm I won't ever sit down! Between the vendors who pop up (what seems like daily), beverage/liquor/supplies ordering, assisting other managers and running the restaurant, there just isn't enough time in the day! Even though it is a lot of hustle, I really feel that I am going to enjoy this position and am excited to learn and grow through it!

Disclaimer: The purpose of this blog is to document a college internship experience. Content published on this blog represents the author’s ideas, opinions, and experience. This does not necessarily represent the views of the internship organization.

Chrissy's Video Blog

Some of the websites/videos I visited and watched:

1)Santa Fe, New Mexico
http://santafe.org/cgi-bin/videos/page.cgi?g=Detailed/86.html

2) Jacksonville, Florida
http://www.visitjacksonville.com/

3) Anchorage, Alaska
http://49threel.anchorage.net/preview26.html

4) New Zealand
http://www.newzealand.com/travel/multimedia/video/

5) Japan
http://www.jnto.go.jp/eng/

6) Costa Rico
http://www.visitcostarica.com/ict/microsites/adventure/index.html

7) Grenada
http://www.grenadagrenadines.com/video.html

8) Ariau Amazon Towers
http://www.ariautowers.com/html/manaus-brazil-multimedia.asp

9) Sandia Casino and Resort
http://www.sandiacasino.com/

10) Dubai, United Arab Emirates
http://www.definitelydubai.com/

The five websites that I found to be better than all the rest are as follows:
*In no particular order

1) Visit Jacksonville
2) Santa Fe
3) Anchorage
4) Japan
5) Definitely Dubai

The website and video that I chose that I believe is the most likely to proportionately improve tourism spending to the entity featured is http://www.definitelydubai.com/ and the video on the homepage.

There are several reasons why I chose this video with the first being location. The location of videos on websites is extremely important. It is necessary to make sure that websites are easily navigated when videos are included, as well as to make sure that the videos are not in an obscure location where visitors to the site can't find them. The video on the Definitely Dubai is in a perfect location in my opinion. When entering the definitelydubai.com website the first thing that you see is a large video that is main focus above the fold. Typically I don't like when a video is so large on a website, but this was placed so that all of the visitor's attention is placed on the video. There were only a few links above the video so the website did not look cluttered. It was also nice that the video didn't automatically play, but gave the visitor control over the playing of the video.

Another reason why I felt that this video was the best was because it did an amazing job at highlighting Dubai and marketing to everyone. Dubai is known for it's luxury and extravagance which can make some feel like Dubai isn't the place for them to visit because they can't afford it. This video shows people that Dubai is really a destination for families, couples, individuals, for everyone!

Definitely Dubai's video highlighted all that Dubai has to offer for all people. The video showcased the golf, desert, water sports, shopping, nightlife, culture of Dubai, and much more! I am traveling to Dubai in January and this video has enhanced my knowledge of Dubai and only makes me even more excited to travel there!

One thing that makes this video stand apart from all the rest is that it really is the main focus of the definitelydubai.com website. I had to search through the other websites to find the videos, and click on separate links, but with this video I didn't have to look for it- It found me!! The other videos were also much smaller in comparison to the Dubai video and were not the main focus.

Overall, in terms of aesthetics and usability I found the definitelydubai.com website and video to stand apart from all the rest, and will most assuredly improve tourism spending to Dubai!

Southwest Airlines: LUV to fly!

Whenever I think of a well managed company, whether in the tourism industry or in any other industry, one that always comes to mind is Southwest Airlines. It's no secret that the airline industry has really taken a hit in the last year, but Southwest has done a magnificent job in staying above the pack. You always hear the saying, "stick with what you know," and what Southwest Airlines knows is good travel, good service, and good prices. Southwest is a model company for any company in the tourism industry for many reasons.

What makes Southwest Airlines stand above the rest? It lies within the company in the Flight Attendants, Ticket Agents, Pilots, the employees. In an interview with LUV President and COO Colleen Barrett she said, “after the employee…the company’s second focus is the passenger, with shareholders coming in a distant third." This school of thought is what sets Southwest Airlines apart from all the rest. This idea is most definitely shown in all of the Southwest employees from the top down to the bottom. They believe that by hiring individuals, they will be able to build the best company in the business, and the numbers show it. In 2009 Southwest was awarded the number 7 position in Forbes Top 50 Most Admired Companies, and number 3 for Most Admired Airlines just after Continental Airlines and Air France. Every time I fly Southwest I am consistently impressed with the service and promptness, and because of this I always choose Southwest. Anytime I have had to change or cancel a flight through Southwest every single person I talk to is kind and courteous. I've never had any problems with their Central Reservations System. There has even been one time when they showed me a way to find a cheaper ticket then the one that I currently had, which was a loss to them, but a major gain for me. From the ticket counter to the plane, Southwest Employees are empowered to do what they need to do to make the customer happy. There was one time that I remember my flight being cancelled on the day of my sister's graduation. When I got to the airport, I already only had about 4 1/2 hours before the graduation, only to find out that my flight had been cancelled! With tears in my eyes I made it to the ticket counter and the agent immediately worked diligently to get me on the very next flight out, and I made it to my sister's graduation with time to spare!
Southwest Airlines encourages their employees to show their personalities to the passengers on their planes. Below is just one out of many examples where Southwest Airlines Employees have gone above and beyond the norm. In this video, David Holmes broke out of the box to have a good time while doing his job and even get the passengers involved!
http://www.youtube.com/watch?v=LVriOJn_gMo
Customer Service is more than just a job description for the employees at Southwest Airlines, it is their passion and their way of life, and because of this they will be around and in the game for years to come.

Sources:

Hardy , F. (2007, August 12). Southwest airlines: luv in the air. Retrieved from http://ethical-employment-standards.suite101.com/article.cfm/southwest_airlines_luv_in_the_air

(2009). World's most admired companies. Retrieved from http://money.cnn.com/magazines/fortune/mostadmired/2009/snapshots/2068.html

Good to Great Review

"Good is the enemy of great."

This is the first sentence in the book, Good to Great by Jim Collins which offers a brilliant look into how and why companies are able to make that critical leap from just being good companies to great companies that are able to withstand the test of time and outperform the market. Along with his research team, Jim Collins pinpointed eleven companies out of hundreds through strict guidelines that jumped from good to great and stayed there for at least fifteen years. He also picked seventeen comparison companies that failed at one time or another in order to distinguish the great companies against. If you are looking for the answer of whether a good company can truly become a great company, this book is the answer. This five year venture that includes thousands of hours of interviews and research showcasing several distinct qualities that all eleven of the great companies displayed. Collins is able to round up his findings into seven different key areas for becoming a great company. They are noted as the Level 5 Leader, First Who, Then What?, Confront the Brutal Facts, the Hedgehog Concept, Culture of Discipline, Technology Accelerators, and building a company to last.

The first chapter that dives into becoming a great company offers insight on the companies’ leaders, executives, and CEOs. In discussing the Level 5 Leader Collins states,

"Level 5 Leaders are a study in duality: modest and willful, humble and fearless."

A level 5 Leader must care for the success of the business above his/her own personal success within the business. What was found in the comparison companies was just the opposite. They often found 'celebrity CEOs' and leaders who were focused mainly on their own wallet. Many believe that to be great is to personally be great. "After all, what better testament to your own personal greatness than that the place falls apart after you leave?" CEOs and Executives who are effective leaders tend to focus on the I-centric style and the success of the individual and not the company, and in turn focus outward when things go wrong and inward when things work out well. This is a chapter that is intriguing for any leader from the line-level to the CEO who wishes to be the best at what they do.

"We've gotta get the right people on the bus in the right seats," is a phrase that I have heard many times in my own company, and is explained in Chapter 3: First Who...Then What. Collins and his research team have found that it is essential to get the right people for the position. He goes on to explain that the great companies went through massive layoffs and many months without key personnel to find those who were absolutely perfect for the position. He realized that with the right people who are passionate and are willing to do what it takes to do what is right for the company that great results will follow.

"In other words, the good-to-great companies did not churn more, they churned better."

From there Collins moves on to Chapter 4: Confront the Brutal Facts (yet never lose faith) It is here where we realize that a perfect world is non-existent, even in the great companies. What was most interesting about this chapter was the Stockdale Paradox, named for Admiral Jim Stockdale, who spent eight years imprisoned during the height of the Vietnam War. It was found that two key ingredients are needed for success. To retain faith that you will prevail in the end, regardless of the difficulties AND (at the same time) confront the most brutal facts of your current reality, whatever they might be. This is an important chapter for anyone to read because it can relate to everyone, no matter what their walk in life may be.
The Hedgehog Concept (simplicity within the three circles) discusses the hedgehog and the fox. We see that sometimes the simplest ideas can turn into the best and most profitable ones. This chapter is simple enough, however many don't realize that by dipping your hands into too many pots it can lead to a horrible disaster. What is most important to take out of this chapter is to understand what you can (and cannot) be the best at. The Hedgehog Concept is used in the next chapter, A Culture of Discipline. This chapter describes how a company should stay within their three circles once they define them, and offers insight into 'stop doing' lists rather than 'to do' lists.
This book also discusses technology and how it has impacted all companies from the not-so-good ones to the best of the best. An important idea to note from this chapter is that just because something is new and shiny does not mean that you should go out and focus on only that. Collins uses drugstore.com and Walgreens as an excellent example on why it's important to always focus on what you do best as a company and not necessarily on the current trends.
Collins warns companies of the doom loop and to be cautious of the quick steep rise to fame. By falling into this doom loop companies see a cycle of disappointing results, reaction without understanding, new directions, and no buildup and Collins discusses this through the case of Warner-Lambert who was the direct comparison to Gillette.
Finally, Collins begins to explain how the good-to-great companies can become built-to-last companies. In this conclusion chapter Collins puts together all of the previous chapters very nicely and sums it all up. He goes on to say,

"Enduring great companies preserve their core values and purpose while their business strategies and operating practices endlessly adapt to a changing world. This is the magical combination of preserve the core and stimulate progress."

There are four key ideas that built to last companies understand according to the findings of this research project:
1) Clock Building, not time telling
2) Genius of AND
3) Core Ideology
4)Preserve the Core/Stimulate Progress

In the final sentence of this book we can begin to understand the core of what becoming a great company or person really is,

"When all these pieces come together, not only does your work move toward greatness, but so does your life. For, in the end, it is impossible to have a great life unless it is a meaningful life. And it is very difficult to have a meaningful life without meaningful work."

F. John Reh of about.com has this to say about the book, "If you haven't read it yet, buy, beg, or borrow it. It's that important." If you are in any sort of leadership position or even want to enhance your work or personal life this is the book to read. This is a book that offers many key concepts on becoming a great company that I find in many companies that are considered great today. Now I will say that this book is NOT the business bible and should not be treated as such. However, I believe that this book can help many companies and individuals who are stuck at just being good and can help them to eventually become a great company that is built to last!

Sources:

Reh, F. J. "About.com: Management." About.com. Web. 14 Oct 2009. Retrieved from .