The Best-Laid Plans
Cornell Hotel and Restaurant Administration Quarterly 1992 33: 1. [PDF]  

...an executive summary of this issue's feature articles
Cornell Hotel and Restaurant Administration Quarterly 1992 33: 4-6. [PDF]  

Redlined!
Cornell Hotel and Restaurant Administration Quarterly 1992 33: 8. [PDF]  

The Measure of a Manager
Cornell Hotel and Restaurant Administration Quarterly 1992 33: 8. [PDF]  

Keep Your Fingers Crossed
Cornell Hotel and Restaurant Administration Quarterly 1992 33: 9. [PDF]  

Focusing on International Travel
Cornell Hotel and Restaurant Administration Quarterly 1992 33: 10. [PDF]  

Hanging Tough
Cornell Hotel and Restaurant Administration Quarterly 1992 33: 10. [PDF]  

Upcoming Events
Cornell Hotel and Restaurant Administration Quarterly 1992 33: 11. [PDF]  

Buying Opportunities, Mystery Meals
Cornell Hotel and Restaurant Administration Quarterly 1992 33: 12. [PDF]  

Amenities, and Chain Churning
Cornell Hotel and Restaurant Administration Quarterly 1992 33: 13. [PDF]  

Building a Quality-Control Program
Cornell Hotel and Restaurant Administration Quarterly 1992 33: 14. [PDF]  

Donald R. Trice

A New Partnership for the Hotel Industry: The hotel industry's long downward slide requires all parties—owners, lenders, managers, and franchisors—to cooperate to improve cash flow and property values. Here is an industry insider's proposal for improving lodging prospects
Cornell Hotel and Restaurant Administration Quarterly 1992 33: 15-19. [PDF]  

Robert H. Woods and Glenn Withiam

The Great Retirement Caper or: This study of food-service managers shows that, within the next ten years, many top managers plan to retire early from their corporate jobs (although some plan to keep working). Hospitality firms should plan now to fill the gap created by such turnover
Cornell Hotel and Restaurant Administration Quarterly 1992 33: 20-28. [PDF]  

Christopher W. Nordling and Sharon K. Wheeler

Building a Market-Segment Accounting Model to Improve Profits: To maximize profits and allocate wisely your available resources, you must determine how different market segments contribute to your bottom line. Here's one such method for doing so, devised at the Las Vegas Hilton
Cornell Hotel and Restaurant Administration Quarterly 1992 33: 29-36. [PDF]  

Patricia A. Monteson and Judith Singer

Turn Your Spa into a Whiner: Spas are a popular amenity in upscale and destination hotels. They can also be a revenue center. Here are some of the considerations for marketing and operating your spa
Cornell Hotel and Restaurant Administration Quarterly 1992 33: 37-44. [PDF]  

Burt Cabañas

A Marketing Strategy for Resort Conference Centers: Operators of resort conference centers need to take a strategic approach to marketing. In this example, one conference center operator is using computer technology to sales and marketing
Cornell Hotel and Restaurant Administration Quarterly 1992 33: 45-49. [PDF]  

Tom Feltenstein

Strategic Planning for the 1990s: ''Exploiting the Inevitable": This approach to strategic planning allows room for everyone's ideas and ensures the goals being pursued can be traced back to the firm's mission
Cornell Hotel and Restaurant Administration Quarterly 1992 33: 50-54. [PDF]  

Francis Buttle

The Marketing-Strategy Worksheet A Practical Tool: A field-tested planning tool for developing marketing strategy is explained in detail, step by step
Cornell Hotel and Restaurant Administration Quarterly 1992 33: 55-67. [PDF]  

R. Dan Reid and Melvin Sandler

The Use of Technology to Improve Service Quality: A look at the extent of service improvements to be gained through investments in technology and expanded facilities and programs
Cornell Hotel and Restaurant Administration Quarterly 1992 33: 68-73. [PDF]  

Michael L. Kasavana and Julie Smith David

Scripted Computer Demonstrations (How to Standardize Vendors' Presentations): An effective way to evaluate and select from among the great variety of hospitality computer systems involves requiring vendors to "audition" by follouving a prepared script
Cornell Hotel and Restaurant Administration Quarterly 1992 33: 75-83. [PDF]  

Stephen G. Miller

The Simplified Menu-Cost Spreadsheet: Here's an easy way to use a computer spreadsheet as a menu-analysis tool to help you get a handle on food costs and profits
Cornell Hotel and Restaurant Administration Quarterly 1992 33: 85-88. [PDF]  

Companies Ask Chicago "Wanna Bet?"
Cornell Hotel and Restaurant Administration Quarterly 1992 33: 89. [PDF]  

Complex Interactions
Cornell Hotel and Restaurant Administration Quarterly 1992 33: 90-91. [PDF]  

Workplace 2000
Cornell Hotel and Restaurant Administration Quarterly 1992 33: 91. [PDF]  

Seeing Stars
Cornell Hotel and Restaurant Administration Quarterly 1992 33: 92. [PDF]  

Inspired Cuisine, Cuisine, Naturelle
Cornell Hotel and Restaurant Administration Quarterly 1992 33: 92. [PDF]  

Wanted Unsold Rooms
Cornell Hotel and Restaurant Administration Quarterly 1992 33: 93. [PDF]  

Unsold Rooms 2: Bartering
Cornell Hotel and Restaurant Administration Quarterly 1992 33: 93. [PDF]  

On Deadline
Cornell Hotel and Restaurant Administration Quarterly 1992 33: 93. [PDF]  

The Hotel as Museum
Cornell Hotel and Restaurant Administration Quarterly 1992 33: 94. [PDF]  

Are for Real
Cornell Hotel and Restaurant Administration Quarterly 1992 33: 94. [PDF]  

On the Waterfront
Cornell Hotel and Restaurant Administration Quarterly 1992 33: 95. [PDF]  

A Communications Partnership
Cornell Hotel and Restaurant Administration Quarterly 1992 33: 95. [PDF]  

Have a Nice DaySM
Cornell Hotel and Restaurant Administration Quarterly 1992 33: 96. [PDF]  

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