Ezy Hotel Manager
What are the 3 types of software?
--Computers are managed by software. Software may be divided into three categories: system, utility, and application.What is the difference between download and install?
--The act of "downloading" a file is distinct from "installing" it. Instructions to utilize the downloaded data to modify your computer are "installing" the file. The file does not alter or be updated if installation is not performed.What is software used for?
--Software is a collection of instructions, data, or computer programs used to run machines and carry out certain activities. It is the antithesis of hardware which refers to a computer external components. A device running programs, scripts, and applications are collectively referred to as "software" in this context.
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81EQF-NKQHH-2THS2-B4MKS-HNZQ1D2VLG-IYIG6-V8VRR-C6N8P-TUUP3
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HUGQI-3RYOM-YT7TZ-C76GM-S9FSZXSH26-1I6OC-5A8Z2-TA8K5-8HUH3
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Registration Key
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ZYDMZ-SUCCI-061SS-4RLKH-F5YEX
U5EZY-Q3SDM-AVP4P-DLB7Q-LE2VG
Ezy Hotel Manager is administration system for guest houses/ lodges; bed and breakfasts, hotels and motels. It has the following features. . Easy to Configure Software . User name and Password protected system . Audit trail i.e. who captured what and when . Access control i.e. grant/revoke access to modules . Search and query functionality . Reservation / Quotation module . Converts a quote to a reservation . Day End Procedures . Loyalty point modules . Email / Fax / SMS customer invoice . Petty Cash Expenses module . Date format selection (dd/mm/yy, mm/dd/yy, yy/mm/dd) . Auto discount schedule . Payment deadline setting . Pie, Bar, Line and Area charts . Unlimited Guest History . Automatically cancel unpaid or unconfirmed bookings . Annual Turnover Report . Room Availability Report . Customer loyalty points Report . Customer statement Debt Aging Report . All reports can be exported to PDF, Excel . Hotel Broacher and directions sending . Backup and Restore . Automatically send a backup to remote site . Free 30 days trial download.
For hoteliers, hotel management is not one concept but many tied together under one umbrella.
It’s hard to really say you’ve mastered hotel management when it comes with such a range of roles and responsibilities. Being able to adapt, meet challenges, and place yourself on a scale of personal growth is vital for a hotel manager.
There are always new strategies, traveler preferences, or industry technologies emerging that you have to keep track of. Even new roles within hotels and the hotel industry are being created that will affect the way one manages their property so it pays to have your finger on the pulse.
This blog will take you through the major considerations to keep in mind regarding hotel management and throw some tips and ideas along the way, to help you run a better hotel business.
Hospitality is one of the most profitable global industries which has been constantly increasing and
improving in both qualitative and quantitative aspects. Since tourism has shown a stable growth rate
for the last 30 years, it has a positive impact for hotel room demands, also. Thus, figures and studies
indicate that international tourism revenues and international tourist numbers will continue to
increase in 2012-2017 period, demand mainly concentrating from emerging markets (Euromonitor
International, 2013) and international tourist arrivals are predicted to grow 3.3% a year from 2010 to
2030 to reach 1.8 billion by 2030 according to UNWTO (2013). Ernst & Young’s study (2013) on
Global Hospitality Insights mentions that “regardless of global economic risks and uncertainties;
lodging fundamentals in much of the world continue to strengthen, and many investors anticipate
hotel values will either remain stable or increase”.
Since hospitality and tourism has been a highly profitable industry with a considerable growth rate
for the last thirty years (ITB, 2010), the competition among tourism destinations in macro sense and
tourism establishments in micro sense has become incredibly intense, which in turn leads to
necessary application of specifically designed competitive indexes. For macro aspects, there are
some available popular indexes, like The Travel & Tourism Competitiveness Index (TTCI) (WEF, 2013),
but for measurement of effectiveness and competitive aspects of micro issues like hotels and other
tourism establishments, indexing is even more complicated, bringing further challenges to hospitality
managers
1. Hospitality Management
In social sciences, strict definitions, rigid conclusions and quantitative evidence may not be easily
derived for subjective concepts like management, since it covers many components. On the contrary,
it was very briefly defined by some authors as “the art of getting things done through people”,
although the successful end result needs existence and application of various skills and abilities like;
flexibility, cognitive skills, creativeness, tough mindedness, motivational skills, social skills,
technological knowledge, communicational ability, personal skills, language skills, leadership traits,
finalized by enormous effort and energy (Koontz, 1961; Pascale, 1984; Axelrod, 2004; Bossidy &
Charan, 2011; Garwin, 2012). Furthermore, in their research Van and Ernst (2005) mentioned that for
effective and efficient results, it is important not to only get things done but to get the right things
done, which requires not only social skills but design skills and knowledge management ability, as
well. Management is also defined “as the process of planning, organizing, leading and controlling the
work of organization members and of using all available organizational resources to reach stated
organizational goals” (Chong, 1997). In the same manner, a manager is the person who is in charge
of an organization (hotel, restaurant, etc.) or of one or more of its subsidiary units (like food &
beverage director, head housekeeper, etc.) (Lane & Hartesvelt).
Management definitions indicate that managers face many challenges and should obtain many
qualitative and quantitative skills in order to suitably full fill the positions. When hotel managers are
taken into account, it becomes clear that their jobs are even more complicated and challenging,
since, it also requires cultural diversification issues regarding both employees and guests. Since
hotels are “hosts” to the world they are very vulnerable to and affected by social trends and tech
trends while trying to serve a friendly feel at home atmosphere to their guests.
Hospitality management is specially complicated since it is a non-stop service industry serving to
customers with emotional purchasing behavior causing hotel managers having higher burn out
effects (almost seven times more than other industries managers) (Gee, 1994). Hotel managers, also
facing high stress levels and experiencing complexity in forecasting and decision making activities.
Years of research on hospitality management topic indicates that hospitality managers should obtain
specific requirements in addition to the ones needed for management in general (Goodall &
Ashworth, 1988; Valachis, 2003; Walker, 2004; Rees and Porter, 2008)
Hospitality managers and expatriates operating in international hotels or foreign environments are
also expected to have knowledge on norms as principles and practices for various social, geographic
and cultural environments. Thus relying on this unique knowledge, they are expected to act
accordingly and adapt different situations taking into consideration the different power distance and
individualism index issues, cultural differences and barriers.
International guests have varying expectations also, and their perceptions on hotel’s service quality
is effected by their own cultural perspectives and travel habits with respect to accommodations,
amenities, food and beverages, service, and – most of all – hospitality service style. The concept of
hospitality management may be universal, but its’ efficient and effective application varies from
culture to culture, from one customer segment to another. In literature, six fundamental patterns of
cultural differences effecting hospitality managers’ applications efficiency and effectiveness are
stated as (Gee, 1994; Pırnar, 2005; Clarke and Chen, 2007):
Different verbal and non-verbal communication styles, various language skills
Various and sometimes opposing approaches and attitudes towards conflict and crisis
occurrence and resolution
Different approaches to completing tasks, employing new techniques like benchmarking and
employing effective managerial methods like time management
Different decision-making styles, various problem solving techniques
Different attitudes towards admission and adjustment.
Varying information on knowledge management applications and technological applications
Besides cross-cultural communications and guest service considerations, there are other aspects of
hotel operations requiring specialized lodging knowledge on; accounting, financing, techniques like
benchmarking, marketing, purchasing, inter-personal skills, technical competency, ethics, planning,
flexible programming, quality management, security and safety management, cultural issues, green
energy management, eco-lodging, e-tourism applications, adaptation and skills and legal provisions
(Kay, 2000; Kotler and Armstrong, 2001; Evans, Campbell and Stonehouse, 2002; Kotler, Bowen and
Makens, 2006; Yesawich, 2007; Forrester, 2008, Dixit, 2013).
Essential Competencies for an Effective and Efficient Hotel Manager
Service industries are quite vulnerable to change, unpredictable risks and uncertain environments
which may be attributed to the need to react and adapt to situations like; fluctuating customer
demand, crisis and conflict, unpredictable staffing requirements, weather and natural disasters, shifts
in trends and such (Brownell, 2008). Therefore, as table 1 below indicates, the skill requirements of
service industry staff and managers are considerably different when compared with traditional
manufacturing.
Due to hospitality’s “unique” nature, when compared with criteria stated for managers in other
fields, the criteria for hotel managers success potential are rather different. In his study, Worsfold
found that hotel managers were more assertive, venture some, independent, self-assured, extrovert,
determined and imaginative when compared with general management norms (1989). Thus other
authors stated that managers with personality traits like (Mullins and Davies, 199; Feng and Pearson,
2006);
being calm, realistic and stable,
being assertive, competitive and stubborn,
being open minded,
having tendency to adaptation
being active and enthusiastic,
being outer going and spontaneous,
being free minded, free spirited and
being concerned with practical matters and detail are favorable traits for effective and
efficient hotel managers.
Table 2 below, summarizes the probable success factors required for a hotel manager and is derived
according to the secondary research outcomes that are already discussed (Gee, 1994; Hsu & Gregory,
1995; Min and Min, 1997, Akrivos, Ladkin, & Reklitis, 2007).
2. Methodology
Qualitative research method of interviewing involving semi-structured open-ended questions is
preferred as a research technique due to the unique nature and need for an expert idea for the
research topic (Robson, 2002; Onwuegbuzie, et.al., 2009). The population of the study consists of 20
top level hotel managers of 4 and 5 star hotels in Izmir and around like Çeşme and Foça. The
participants are chosen from hotel managers who are experts on the existing situation in hospitality
management. The study population is selected according to their professional knowledge on existing
hotel management applications and information regarding trends and updated issues in hotel
management. Though the same research study has been conducted 5 years ago with a population of
10 hotel managers of 5 star hotels in the same region (Pırnar and Genç, 2009), it is not very
meaningful to make a comparison to show the trends of change between studies (though it was the
original and initial aim of this study) since it was found during the data gathering process that more
than 50 % of the prior studies participants have been replaced by new names.
In this research coding according to the concepts identified through the data being analyzed method
is preferred since there is no previously defined conceptual structure guiding the analysis of the data.
Coding is done to the data which is gathered from each of the interviewees. The codes derived from
the interviewees were defined under 3 broader topics. The broader themes that contain the codes
are listed as;
General definition of management and the role of the hotel manager in increasing occupancy
rates and customer satisfaction
Essential skills and characteristics of an effective hotel manager
Success factors affecting hotel managers effectiveness efforts
General definition of management and the role of the hotel manager in increasing occupancy rates
and customer satisfaction
Though many respondents agreed with the literature that the management function consists
“getting things done through other people” only 6 of the mentioned that they are applying MBO
(management by objectives) to their subordinates as “others” by “showing them the way to
accomplish the things” and letting them getting done the right things. 5 of the respondents found
this answer insufficient and were more content with a definition containing a “leader” term and 2
mentioned “entrepreneur” word as an add-on.
3 interviewees stated that “getting things done is insufficient without the manager’s vision, team
building and consultancy ability”. Another interesting comment on the definition was “the manager
should lead to synergy like adding up the missing parts of puzzle”, yet another ne was “a hospitality
manager should act like a magician, bringing out the hidden treasure within his/her staff by making
them more productive while getting things done.
Yet, all of the respondents stated that top managerial level’s managerial skills in hospitality do help
increase the occupancy rates of the hotels and increase the satisfaction level of customers which
help the hotels’ success compared to its competitors. Though it was mostly indicated that lower and
middle level managers do have more impact on the occupancy rates and satisfaction levels since they
are directly in contact with customers face to face. One respondent stated that ”though the top
managers’ impact the on occupancy rates and guest satisfaction is clear, his or her team building and
motivational ability directly impact the hotels’ overall success since the whole team is what makes
the business succeed or fail”.
SOFTWARE FEATURES
Ezy Hotel Manager is a very user friendly and affordable Property Management System considering all the functionality it offers. It is designed for Hotels, Motels, Guest Houses, Bed and Breakfasts. It is very easy to install software. It is a Windows based desktop application that runs all versions of Microsoft Windows.Bellow are some of the main features about the software.
* Easy to Configure Software * User name and Password protected system * Audit trail i.e. who captured what and when * Access control i.e. grant/revoke access to modules * Search and query functionality * Unlimited guest history * Reservation / Quotation module * Converts a quote to a reservation * Petty Cash Expenses module * Room Availability calendar & dashboard * Automatically cancel unpaid or unconfirmed bookings * All reports can be exported to PDF * Ezy Hotel Manager booking hyperlink, you can put it on your website for your guests to book online * Ability to accept online bookings from all major OTA’s like BOOKING.COM, Expedia, AirBnB etc * Double Booking Management * Customer Invoicing * Customer Statement * Multi Level Customer Loyalty Points * Instant message, e.g. every booking made an SMS/Email is sent to the manager/owner * Email/Fax/SMS customer invoice, customer statement and other reports * Petty Cash Expenses * Day End Procedure * Reports (CashFlow, Room Availability, Turnover, Debtor Aging) * System automatically cancel the booking if the payment dead line is missed * System send SMS/email to confirm if the guest is still coming * Pre defined messages * Automated offsite backups * Guest reviews * Guest reminders * Introduce new products like breakfast or dinner * Statistical charts and graphs