Internship Project Report ITC HOTEL Done by RAVI KUMAR HS MBA

FORTUNE SELECT TRINITY, INN MAR TOURISM, ITC HOTEL
INTRODUCTION
Organization study is a part of MBA program which a student has to undergo train
ing during their course of study. It narrows the gap between theoretical knowled
ge and practical situations. The intention of organization study is to have an e
xposure of real organization function and to strengthen the theoretical knowledg
e. I did my training program at FORTUNE SELECT TRINITY, ITC GROUP HOTEL. During
the period of one month I was able to experience the various function of differe
nt departments in the organization. Objectives of the study 1. To get practical
exposure in the corporate world. 2. To have a proper balance between the theory
and practical knowledge 3. To study origin, mission vision, and status of the or
ganisation. 4. To study the functional departments exist in the organisation 5.
To evaluate the effectiveness of the organisation 6. To study the problem areas
in the organisation 7. To provide some valuable suggestion to improve the effici
ency in the organisation
Scope of study
1 This report s based on the study conducted at FORTUNE SELECT TRINITY, Bangalor
e. 2 It aims at understanding the companys establishment, organisation structure
departments, production techniques, marketing strategies and the advantages it i
s having over the competitors. 3 An attempt is made to analyse the company perfo
rmance in comparison to the theoretical aspects. 4 It aims to understand the ski
lls of company in areas like technological advancements, competition and in mana
gement.
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Limitation of the study
Time limit were a major constraint As per the company rules many information wer
e not disclosed As The managers were busy in their daily schedules were not poss
ible for us to spend more time in interacting with them
Methodology adopted for the study
Observing the working of various departments like finance, human resource produc
tion etc.. Discussion with the company executives and employees, managers and em
ployees. Visiting and surfing websites of the company.
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INDUSTRY PROFILE
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HOSPITALITY AND TOURISM INDUSTRY
The Indian hospitality industry has emerged as one of the key industries driving
growth of the services sector in India. It has evolved into an industry that is
sensitive to the needs and desires of people. The fortunes of the hospitality i
ndustry have always been linked to the prospects of the tourism industry and tou
rism is the foremost demand driver of the industry. The Indian hospitality indus
try has recorded healthy growth fuelled by robust inflow of foreign tourists as
well as increased tourist movement within the country and it has become one of t
he leading players in the global industry. Foreign tourist arrivals (FTAs) into
the country increased steadily from 2002 to 2008. FTAs dipped in 2009, due to th
e global economic slowdown; however, the impact on the Indian industry was much
lower than that on the global counterparts. FTAs are expected to increase in 201
0. On the other hand, domestic tourist movement within the country was the highe
st in 2009.
Industry characteristics
Major characteristics of the Indian hospitality industry are:
High seasonality
The Indian hotel industry normally experiences high demand during OctoberApril, f
ollowed which the monsoon months entail low demand. Usually the December and Mar
ch quarters bring in 60% of the years turnover for Indias hoteliers. However, this
trend is seeing a change over the recent few years. Hotels have introduced vari
ous offerings to improve performance (occupancy) during the lean months. These i
nclude targeting the conferencing segment and offering lucrative packages during
the lean period.
Labour intensive
Quality of manpower is important in the hospitality industry. The industry provi
des employment to skilled, semi-skilled, and unskilled labour directly and indir
ectly. In India, the average employee-to-room ratio at 1.6 (2008-09), is much hi
gher than that for hotels across the world. The ratio stands at 1.7 for five-sta
r hotels and at 1.9 and 1.6 for
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the four-star and three-star categories respectively. Hotel owners in India tend
to overspec their hotels, leading to higher manpower requirement. With the entry
of branded international hotels in the Indian industry across different categori
es, Indian hotel companies need to become more manpower efficient and reconsider
their staffing requirements.
Classification of hotels
The Ministry of Tourism has formulated a voluntary scheme for classification of
operational hotels into different categories, to provide contemporary standards
of facilities and services at hotels. Based on the approval from the Ministry of
Tourism, hotels in India can divided into two categories: o DoT (Department of
Tourism) classified hotels 2) DoT (Department of Tourism) unclassified hotels
Classified hotels
Hotels are classified based on the number of facilities and services provided by
them. Hotels classified under the Ministry of Tourism enjoy different kinds of
benefits such as tax incentives, interest subsidies, and import benefits. Due to
lengthy and complex processes for such classification, a significant portion of
the hotels in India still remain unclassified. The Ministry of Tourism classifi
es hotels as follows:
Star category hotels Heritage hotels
Licensed units
Star category hotels
Within this category, hotels are classified as five-star deluxe, five-star, four
-star, threestar, two-star and one-star.
Heritage hotels
These hotels operate from forts, palaces, castles, jungles, river lodges and her
itage buildings. The categories within heritage classification include heritage
grand, heritage classic and heritage basic.
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Licensed units
Hotels/establishments, which have acquired approval/license from the Ministry of
Tourism to provide boarding and lodging facilities and are not classified as he
ritage or star hotels, fall in this category. These include government-approved
service apartments, timesharing resorts, and bed and breakfast establishments.
Branded players
This segment mainly represents the branded budget hotels in the country, which b
ridge the gap between expensive luxury hotels and inexpensive lodges across the
country. Budget hotels are reasonably priced and offer limited luxury and decent
services. Increased demand and healthy occupancy have fuelled growth of budget
hotels. These hotels use various cost control measures to maintain lower average
room rates without compromising on service quality. Ginger Hotels, ITC Fortune,
Hometel, and Ibis are some of the popular budget hotels.
Other smaller players
These are small hotels, motels and lodges that are spread across the country. Th
is segment is highly unorganized and low prices are their unique selling
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Growth drivers
The fortunes of the hospitality industry are closely linked to the tourism indus
try and hence tourism is one of the most important growth drivers. In addition,
all factors that aid growth in the tourism industry also apply to the hospitalit
y industry. The Indian hospitality industry has recorded healthy growth in recen
t years owing to a number of factors:
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Increased tourist movement
Increased FTAs and tourist movement within the country has aided growth in the h
ospitality industry. Healthy corporate profits and higher disposable incomes wit
h easier access to finance have driven the rise in leisure and business tourism,
thus having a positive impact on the hospitality industry.
Economic growth
India is one of the fastest growing economies in the world. It recorded healthy
growth in the past few years, at more than 9% each during FY06-FY08. Despite the
global economic slowdown, the Indian economy clocked growth of 6.7% and 7.4% in
FY09 and FY10 respectively. Attractiveness of India has encouraged foreign play
ers to set up their operational facilities in the country. Domestic industries h
ave also made heavy investments to expand their facilities through Greenfield an
d Brownfield projects.
Changing consumer dynamics and ease of finance
The country has experienced a change in consumption patterns. The middle class p
opulation with higher disposable incomes has caused the shift in spending patter
n, with discretionary purchases forming a substantial part of total consumer spe
nding. Increased affordability and affinity for leisure travel are driving touri
sm in India and in turn aiding growth of the hospitality industry. Emergence of
credit culture and easier availability of personal loans have also driven growth
in the travel and tourism and hospitality industries in the country.
Measures undertaken by the government
Various policy measures undertaken by the Ministry of Tourism and tax incentives
have also aided growth of the hospitality industry; some of them include:
Allowance of 100% FDI in the hotel industry (including construction of hotels, r
esorts, and recreational facilities) through the automatic route
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Introduction of Medical Visa for tourists coming into the country for medical trea
tment Issuance of visa-on-arrival for tourists from select countries, which incl
ude Japan, New Zealand, and Finland
Promotion of rural tourism by the Ministry of Tourism in collaboration with the

United Nations Development Programme
Elimination of customs duty for import of raw materials, equipment, liquor etc C
apital subsidy programme for budget hotels Exemption of Fringe Benefit Tax on crc
hes, employee sports, and guest house facilities Five-year income tax holidays f
or 2-4 star hotels established in specified districts having UNESCO-declared Wo
rld Heritage Sites .
Trends in the industry
The hospitality industry recorded healthy growth in early-2000, leading to a ris
e in occupancy rate during 2005/06 and 2006/07. Consequently, average rates for
hotel rooms also increased in 2006/07. The rise in average rates was also a resu
lt of the demand-supply gap for hotel rooms, especially in major metros. Hotels
were charging higher rates, at times much higher than that those charged by thei
r counterparts in other parts of the world. Lured by higher returns experienced
by the hotel industry, a number of players, domestic as well as international, e
ntered the space. India became one of the most attractive destinations for such
investments. While on the one hand, investments continued to flow into the hotel
industry, hit by sharp rise in rates, corporate started looking for alternate c
ost-effective lodging options. This led to emergence of corporate guest houses,
especially in major metros, and leased apartments as replacements for hotels. Wh
ile average room rates rose in 2007/08, occupancy rates dropped. Occupancy rates
plunged sharply next year, as demand declined following the global economic slo
wdown and the terror attacks in Mumbai. As a result, hotel rates declined during
2009-10.
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The hospitality industry reported improvement in 2009-10, with domestic tourist
movement in the country being at a high. While average rates remained lower, occ
upancy rates rose, supported by surge in domestic tourist movement. The industry
is expected to report healthy growth in 2010/11, with expected increase in dome
stic tourist movement and rise in international tourist arrivals.
Development of other markets
A major trend in recent times is the development of the hotel industry in cities
other than major metros. As real estate prices have been soaring, setting up an
d maintaining businesses and hotels in major metros is becoming more expensive,
leading to search for other cities entailing lesser costs. Consequently, hotel m
arkets have emerged in cities such as Hyderabad, Pune, and Jaipur, Banglore. Thi
s has led to increase in hotel development activity and expansion of hotel brand
s within the country. The industry has also seen development of micro markets, e
specially in primary cities. As cities grow larger and more office spaces come u
p across the city, travellers prefer to stay at hotels closer to the place of wo
rk/visit to save on time. This has led to the same hotel company setting up hote
ls across different location within a city.
Marketing strategies
Marketing strategies in the hospitality industry have changed drastically over t
he past decade. A decade back, the brand name of the hotel was a major driver. H
owever, with the arrival of well educated and experienced travellers, hotel comp
anies have had to change/realign their marketing strategies. Today, hotel compan
ies marketing strategies are differentiation, consistency, customer satisfaction
, delivery of brand promises, and customer retention. Development and use of tec
hnology have also changed the way hotel companies operate, creating the need for
online marketing. Travellers increasingly conduct basic research on the Interne
t. Blogs, networking sites, and travel sites are therefore being used for making
choices and the information provided tends to influence opinions and choices. S
everal travel portals

have emerged in recent times and travellers are increasingly using these portals
to make hotel reservations.
Opportunities
The prospects for the hotel industry in India are bright. With revival in the gl
obal economy, international tourist inflow into the country is expected to rise.
Additionally, hosting of international sports events and trade fairs and exhibi
tions in the country are expected to aid both inflow of international tourists a
nd domestic tourist movement. The upcoming industrial parks, manufacturing facil
ities and ports across the country provide a good opportunity for budget and mid
-market hotels. Although around 89,500 additional rooms are expected to come up
in India in the next five years, the supply of branded/quality rooms in India is
much lower compared to other countries across the globe. Hence, there exists hu
ge potential for investors and operators across all the segments of hotel indust
ry in India. The increase in room inventories is expected to make the hotel indu
stry more competitive and hotels would be under pressure to maintain quality and
service levels at competitive prices. Competitive pricing amongst the branded h
otels along with the addition of more budget and mid-market hotels would make th
e hotel industry cost competitive with other destinations. This would aid the gr
owth of segments such as MICE, amongst others. While there is immense potential,
concerns for growth of the industry remain. These include high real estate pric
es in the country, security threats, shortage of manpower, high tax structure, a
nd non-uniformity in taxes.
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Hospitality Industry Growth Rate 2012 - Hotel industry statistics
According to a variety of reports, the U.S. Hospitality industry is growing at a
moderate pace in line with the GDP growth rate that measures the broader econom
y. We are clearly out of recession but have a long way to go to strengthen our n
ational economy. It follows quite logically that as the economy gets stronger th
e hotel and hospitality industry will also get stronger.
Hotel industry statistics are used as the basis of the monthly HIP index. It use
s components such as inflation adjusted lodging revenues, the number of employee
s and room occupancy rates to come up with a number that reflects the health of
the industry. The index has a starting point of 100. Anything above 100 indicate
s growth and anything under 100 means contraction or a negative growth rate. At
the end of March, 2012 the HIP index stood at 104.6 indicating a lukewarm rate o
f growth. Looking at specific markets can also indicate the health of the hotel
industry. In the very important Las Vegas, Nevada market, industry growth is slo
w, but steady. A recent report provided by the UNLV Centre for Business & Econom
ic Research (CBER) forecast an increase in visitor count to the city. They expec
t with a fair degree of certainty that the city will set an all-time record for
annual visitors of just over 40 million people. The prediction of 40.1 million v
isitors in 2012 would surpass the 39.2 million record set in 2007. Texas is anot
her state that attracts millions of travellers and tourists who support the hosp
itality industry.
According to the Texas Workforce Commission & Real Estate Center at Texas A&M Un
iversity, the employment rate has been growing at a much faster rate than the na
tional employment rate. That is a strong indication that business will be pickin
g up for the many hotels, restaurants and tourist attractions in the state. The
data shows that in April, 2012, the Leisure and Hospitality industry employed 1,
089,800 compared to 1,046,000 in April, 2011. The year-to-year comparison shows
that 43,800 more people have been employed and that the figure translates into a
4.2% annual growth rate
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PROFILE OF THE COMPANY
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COMPANY PROFILE
Fortune select trinity hotel Ltd. is a subsidiary of ITC Ltd. Set up in 1995 to
cater to the midpriced market segment in business and leisure destinations; it i
s today a professional Hotel Management company, with forty operating hotel and
many more in various stages of completion. Fortune Hotels operate across a wide
spectrum and offer various categories such as My Fortune, Select. The Select, Pa
rk and Inn categories are business hotels in metros and non-metros. The My Fort
une brand, representing a stylish lifestyle with efficient personalized servic
e , is the latest addition to the bouquet of brands. The Fortune chain has won a
number of a awards which include - The Galileo Express Travel and Tourism Award
for the "Best First Class Hotel Chain in 2004", the Hospitality India Award for
the "Best Mid Market Hotel Chain of the year 2005" and the "Best First Class Ho
tel Chain 2011 and also in 2006, and Satte Award for Leading Mid-Market chain
2012. ITC was incorporated on August 24, 1910 under the name Imperial Tobacco Co
mpany of India Limited. As the Company s ownership progressively Indianised, the
name of the Company was changed from Imperial Tobacco Company of India Limited
to India Tobacco Company Limited in 1970 and then to I.T.C. Limited in 1974. In
recognition of the Company s multi-business portfolio encompassing a wide range
of businesses - Fast Moving Consumer Goods comprising Foods, Personal Care, Ciga
rettes and Cigars, Branded Apparel, Education and Stationery Products, Incense S
ticks and Safety Matches, Hotels, Paperboards & Specialty Papers, Packaging, Agr
i-Business and Information Technology - the full stops in the Company s name wer
e removed effective September 18, 2001. The Company now stands rechristened ITC
Limited .
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The Company s beginnings were humble. A leased office on Radha Bazar Lane, Kolka
ta, was the centre of the Company s existence. The Company celebrated its 16th b
irthday on August 24, 1926, by purchasing the plot of land situated at 37, Chowr
inghee, (now renamed J.L. Nehru Road) Kolkata, for the sum of Rs 310,000. This d
ecision of the Company was historic in more ways than one. It was to mark the be
ginning of a long and eventful journey into India s future. The Company s headqu
arter building, Virginia House , which came up on that plot of land two years l
ater, would go on to become one of Kolkata s most venerated landmarks. Though th
e first six decades of the Company s existence were primarily devoted to the gro
wth and consolidation of the Cigarettes and Leaf Tobacco businesses, the Seventi
es witnessed the beginnings of a corporate transformation that would usher in mo
mentous changes in the life of the Company. ITC s Packaging & Printing Business
was set up in 1925 as a strategic backward integration for ITC s Cigarettes busi
ness. It is today India s most sophisticated packaging house. In 1975, the Compa
ny launched its Hotels business with the acquisition of a hotel in Chennai which
was rechristened ITC-Welcomgroup Hotel Chola (now renamed My Fortune, Chennai
). The objective of ITC s entry into the hotels business was rooted in the conce
pt of creating value for the nation. ITC chose the Hotels business for its poten
tial to earn high levels of foreign exchange, create tourism infrastructure and
generate large scale direct and indirect employment. Since then ITC s Hotels bus
iness has grown to occupy a position of leadership, with over 100 owned and mana
ged properties spread across India under four brands namely, ITC Hotels Luxury C
ollection, WelcomHotels, Fortune Hotels and WelcomHeritage. In 1979, ITC entered
the Paperboards business by promoting ITC Bhadrachalam Paperboards Limited. Bha
drachalam Paperboards amalgamated with the Company effective March 13, 2002 and
became a Division of the Company, Bhadrachalam Paperboards Division. In November
2002, this division merged with the Company s Tribeni Tissues Division to form
the Paperboards & Specialty Papers Division. ITC s paperboards technology, prod
uctivity, quality and manufacturing processes are comparable to the best in the
world. It has also made an immense

contribution to the development of Sarapaka, an economically backward area in th
e state of Andhra Pradesh. It is directly involved in education, environmental p
rotection and community development. In 2004, ITC acquired the paperboard manufa
cturing facility of BILT Industrial Packaging Co. Ltd (BIPCO), near Coimbatore,
Tamil Nadu. The Kovai Unit allows ITC to improve customer service with reduced l
ead time and a wider product range. Launched in 1975, ITC Hotels, India s premie
r chain of luxury hotels, has become synonymous with Indian hospitality. ITC Hot
els pioneered the concept of Responsible Luxury in the hospitality industry, d
rawing on the strengths of the ITC groups exemplary sustainability practices. Re
sponsible Luxury personifies an ethos that integrates world-class green practice
s with contemporary design elements to deliver the best of luxury in the greenes
t possible manner. Fortune Hotels are the brainchildren of ITC ltd which is a la
rge commercial conglomerate. Fortune Hotels have done a splendid job of establis
hing its brand as a premium hotel brand. Their chain of 3-4 star hotels across 1
8 locations in India are mostly business hotels situated in metropolitan areas.
Branded Accommodation
ITC Hotels has set standards for excellence in the hotel industry by pioneering
the concept of branded accommodation. The chain has developed three brands of ac
commodation ITC One , Towers and the Executive Club to differentiate between
the needs of various travellers and provide the highest levels of service.
Branded Cuisine
ITC Hotels is one of the first to introduce branded cuisine WelcomCuisine - in I
ndia. The Bukhara and Peshawri restaurants give epicures the rugged, outdoor cui
sine of the Northwest Frontier Province. Dakshin has brought together the highly
evolved cuisines of the four southern states- Andhra Pradesh, Karnataka, Tamil
Nadu and Kerala. Dum Pukht is a unique restaurant dedicated to a 200-year old cu
linary tradition of slow cooking food, in sealed deghs. The fragrance of the mea
l becomes an invitation befitting royalty. Today the connoisseur can savour

these delicacies across the country. The sumptuous fare at Kebabs and Kurries co
mprises a mouth-watering array of kebabs and a wide range of dishes from all ove
r India. These dishes can be categorized as Qualms, Qaliyas or Salans. Rated hig
h by food connoisseurs all over the world, ITC Hotels takes exceptional pride in
showcasing its internationally renowned cuisine. West View brings a careful sel
ection of western cuisine s from the remote France chateaux, grill houses on the
East and West coasts of America, rosy kitchens of English manors, leisurely Med
iterranean villas and bustling German marketplaces.
ITCs corporate strategies are:
Create multiple drivers of growth by developing a portfolio of world class busin
esses that best matches organizational capability with opportunities in domestic
and export markets.
Continue to focus on the chosen portfolio of FMCG, Hotels, Paper, Paperboards &
Packaging, Agri Business and Information Technology.
Benchmark the health of each business comprehensively across the criteria of Mar
ket Standing, Profitability and Internal Vitality.
Ensure that each of its businesses is world class and internationally competitiv
e. Enhance the competitive power of the portfolio through synergies derived by b
lending the diverse skills and a capability residing in ITCs various businesses.
Create distributed leadership within the organization by nurturing talented and

focused top management teams for each of the businesses.
Continuously strengthen and refine Corporate Governance processes and systems to

catalyze the entrepreneurial energies of management by striking the golden bala
nce between executive freedom and the need for effective control and accountabil
ity.
Company Facilities: No director, senior management and employee shall misuse
Company facilities. In the use of Company facilities, care shall be exercised to
ensure that costs are reasonable and there is no wastage.
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BOARD - STRUCTURE
Board of Directors
Audit Committee
Compensation Committee
Nominations Committee
Investor Committee
Service
Sustainability Committee
Corporate Committee
Management
Divisional/ Strategic Business Unit (SBU) Management Committees, each headed by
a divisional/ SBU Chief Executive Business includes: FMCG, Hotels, Paperboards,
Specialty Papers & Packaging, Agri Business and Information Technology Corporate
Functions, each headed by a HOD Corporate Functions include: Planning and Treas
ury, Accounting, Taxation, Risk Management, Legal, Secretarial, EHS, Human Resou
rces, Corporate Communications, Corporate Affairs, Internal Audit and Research &
Development
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Board of Directors
Chairman Y C Deveshwar
Chairman :- Y. C. Deveshwar (65) joined ITC in 1968 and is an alumnus of the Ind
ian
Institute of Technology, Delhi and Harvard Business School. He was appointed as
a Director on the Board of the Company in 1984 and became the Chief Executive an
d Chairman of the Board on January 1, 1996. Between 1991 and 1994, he led Air In
dia as Chairman and Managing Director. Deveshwar is a past President of the Conf
ederation of Indian Industry. He is also a Member of the Board of Governors of t
he Indian School of Business and the former Chairman of the Society and Board of
Governors of the Indian Institute of Management Calcutta. He is a Member of the
National Integration Council, Board of Trade as well as the National Manufactur
ing Competitiveness Council constituted by the Government of India. He also serv
es on the National Executive Committees of some of Indias premier trade and indus
try bodies, and is a Member of the UK-India CEOs Forum instituted by the Governm
ents of India and the United Kingdom. Executive Directors A Baijal
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S Banerjee
A V Girija Kumar
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S H Khan
S B Mathur
D K Mehrotra
P B Ramanujam
S S H Rehman
Anthony Ruys
Basudeb Sen
Meera Shankar
K Vaidyanath
B Vijayaraghavan
Hotels Division N Anand Dipak Haksar B Hariharan A Pathak M Bhatnagar S C Sekhar
A R Noronha G Anand A Sharma Executive Director and Divisional Chief Executive
Member Member Member Member Member Member Invitee Invitee
ITC Hotels ITC Hotel Luxury Collection
ITC Maurya, New Delhi ITC Mughal, Agra
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ITC Maratha, Mumbai ITC Grand Central, Mumbai ITC Sonar, Kolkata ITC Kakatiya, H
yderabad ITC Windsor, Bengaluru
List of Fortune Hotels
Fortune Global Select Gurgaon Fortune Select Palms Chennai Fortune Select Trinit
y Bangalore Fortune Select Exotica Navi Mumbai Fortune Select Manohar Hyderabad
Fortune Select JP Cosmos Bengaluru Fortune Park Bella Casa Jaipur Fortune Landma
rk Ahmedabad Fortune Landmark Indore Fortune Park Centre Point Jamshedpur Fortun
e Hotel The South Park Trivandrum Fortune Park Calicut Calicut Fortune Park Gala
xy Vapi Fortune Murali Park Vijaywada Fortune Park Klassik Ludhiana Fortune Pand
iyan Hotel Madhurai Fortune Park Panchwati Kolkata Fortune Fences Tirupati Tirup
ati Fortune Resort Bay Island Port Blair Fortune Resort Sullivan Court Ooty
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Fortune Chariot Resort Mahabalipuram Fortune Resort Central Darjeeling Fortune I

nn Riviera Jammu Fortune Inn Jukaso Pune Fortune Inn Sree Kanya Vishakapatnam
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VISION & MISSION
Sustain ITC s position as one of India s most valuable corporations through worl
d class performance, creating growing value for the Indian economy and the Compa
nys stakeholders To enhance the wealth generating capability of the enterprise in
a globalizing delivering environment, superior and
sustainable stakeholder value
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AWARD AND RECOGNITIONS
Bukhara awarded with " Restaurant of the Year" at NDTV Li
festyle Awards, March 2013 Dum Pukht awarded with Best in Country recognition
at the S.Pellegrino Asia s 50 Best Restaurants, Singapore, February 25, 2013 Buk
hara recognised amongst S. Pellegrino Asia s 50 Best Restaurants at No. 26, from
close to 900 restaurants in Asia, February 25, 2013 ITC Grand Chola receives gr
een rating for integrated habitat assessment by The Energy Resource Institute (T
ERI), Ministry of New & Renewable Energy (MNRE), Government Of India February 20
13
ITC Grand Central awarded with The Golden Peacock - Corporate Excellence Reco
gnition for national training by Institute of Directors January 2013 ITC Grand C
hola recognized by HIFI as development of the year in the luxury and upscale cat
egory January 2013 Kaya Kalp recognized as Best Hotel Spa by CondeNast Traveler,
India December 2012 Bukhara and Dakshin listed amongst Asias Top 20 Restaurants
Miele Guide Asia, January 2013 ITC Grand Chola receives green rating for integra
ted habitat assessment by The Energy Resource Institute (TERI), Ministry of New
& Renewable Energy (MNRE), Government Of India February 2013
ITC Grand Central a
warded with The Golden Peacock - Corporate Excellence Recognition for national t
raining by Institute of Directors January 2013 ITC Grand Chola recognized by HIF
I as development of the year in the luxury and upscale category January 2013 Buk
hara and Dakshin listed amongst Asias Top 20 Restaurants Miele Guide Asia, Januar
y 2013 Kaya Kalp recognized as Best Hotel Spa by CondeNast Traveler, India Decem
ber 2012 ITC Hotels - The Standout Winner for Sustainability , Global Vision Awa
rds -October 2012
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COMPETITORS COMPARISON
Name Indian Hotels EIH Mahindra Holida Hotel Leela Speciality Rest Taj GVK Hotel
s EIH Assoc Hotel Oriental Hotels Sayaji Hotels Asian Hotels Asian Hotel (E) TGB
Banquets Advani Hotels Kamat Hotels Asian Hotel (W) Blue Coast Viceroy Hotels R
oyal Orchid Savera Ind Hotel Rugby Last Price 42.35 49.00 222.80 15.85 134.70 55
.00 110.00 16.80 125.15 102.00 140.00 46.70 28.40 55.80 95.00 81.30 15.55 21.85
37.95 3.60 Market (Rs. cr.) 3,419.65 2,800.69 1,978.04 663.56 632.52 344.86 335.
15 300.05 219.24 198.42 160.17 136.77 131.26 109.83 108.85 72.07 65.94 59.51 45.
27 5.16 Cap. Sales Turnover 1,875.86 1,156.75 701.55 653.86 226.92 254.24 212.42
292.19 117.63 215.83 90.24 161.92 38.68 138.32 129.83 97.48 72.38 111.70 57.96
-Net Profit -276.61 50.96 106.98 -433.46 23.41 8.78 20.50 14.30 -20.83 29.45 31.
73 2.96 2.63 -5.66 7.63 -7.48 -5.78 1.43 3.93 3.12 Total Assets 5,530.32 2,964.6
0 636.26 5,234.12 290.63 552.02 289.74 517.89 188.90 1,470.13 818.16 254.27 43.7
9 617.38 399.10 394.27 1,102.43 347.89 75.08 8.36
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Balance Sheet
------------------- in Rs. Cr. ------------------ITC Hotels Mar 04 India Touris
m D Indian Hotels EIH Mahindra Holida
Mar 12
Mar 12
Mar 13
Mar 13
Sources Of Funds Total Share Capital Equity Share Capital Share Application Mone
y Preference Share Capital Reserves Revaluation Reserves Networth Secured Loans
Unsecured Loans Total Debt Total Liabilities 30.21 85.77 30.21 85.77 0.00 0.00 0
.00 0.00 75.95 75.95 124.37 0.00 3,167.49 0.00 3,367.81 971.18 1,191.33 2,162.51
5,530.32 114.31 114.31 0.00 0.00 83.88 83.88 0.00 0.00
194.22 223.09 0.00 0.00
2,510.61 550.43 0.00 0.00
224.43 308.86 0.08 0.00 0.08 0.00 0.00 0.00
2,624.92 634.31 339.68 0.00 339.68 1.95 0.00 1.95
224.51 308.86
2,964.60 636.26
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ITC Mar 04 Application Of Funds Gross Block Less: Accum. Depreciation Net Block
Capital Work in Progress Investments Inventories Sundry Debtors Cash and Bank B
alance Total Current Assets Loans and Advances Fixed Deposits Total CA, Loans &
Advances Deferred Credit Current Liabilities Provisions Total CL & Provisions Ne
t Current Assets Miscellaneous Expenses Total Assets Contingent Liabilities Book
Value (Rs)
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India Tourism D
Indian Hotels
EIH
Mahindra Holida
Mar 12
Mar 12
Mar 13
Mar 13
206.40 142.32 71.17 80.93 135.23 61.39 4.14 3.11
2,814.49 971.56 1,842.93 235.02 3,622.19 39.79 124.83 35.76 200.38 1,633.62 2.65
1,836.65 0.00 1,290.61 715.86 2,006.47 -169.82 0.00 5,530.32 974.34 42.71
2,825.83 612.51 709.15 139.14
2,116.68 473.37 39.98 705.73 34.12 173.56 20.36 228.04 350.44 0.00 578.48 0.00 4
01.68 74.59 476.27 102.21 0.00 231.42 185.91 6.38 625.98 33.84 666.20 687.42 0.0
0 1,353.62 0.00 1,562.07 45.99 1,608.06 -254.44 0.00
68.20 8.14 1.87 11.25
12.05 114.72 9.96 258.20
23.88 384.17 56.80 130.18 7.00 0.00
87.68 514.35 0.00 0.00
59.30 209.82 11.45 68.29 70.75 278.11 16.93 236.24 0.00 0.00
224.50 308.88 24.04 476.29 74.27 36.01
2,964.60 636.26 190.61 45.92 119.95 75.62
Page 28

ORGANIZATIONAL STRUCTURE
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ORGANIZATIONAL DESIGN
Organizing, the process of structuring human and physical resources in order to
accomplish organizational objectives, involves dividing tasks into jobs, specify
ing the appropriate department for each job, deter-mining the optimum number of
jobs in each department, and dele-gating authority within and among departments.
One of the most critical challenges facing lodging managers today is the develo
pment of a responsive organizational structure that is committed to quality.
1. The framework of jobs and departments that make up any organization must
irected toward achieving the organizations objectives. In other words, the
ure of a lodging business must be consistent with its strategy. 2. Managers
structure to a hotel and lodging through job specialization, organization,
establishment of patterns of authority and span of control.
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be d
struct
give
and

ORGANIZATIONAL STRUCTURE OF FORTUNE SELECT TRINITY
General Manager
Executive assistant manager
Human resourse
Accounting
Marketing & sales
Engineering
Purchasing
Rooms division
Reservations
Convention services
Food & beverages
House keeping
Front office
Security
Uniformed service
Telephone
Food production
Restaurants
Bars
Catering
Room service
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FUNCTIONAL DEPARTMENTS
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SEGMENTATION DEPARTMENTS OF FORTUNE SELECT TRINITY
There are more than 10 different departments are functioning in the traditional
and executive levels at the management of the hotel. These departments have dive
rse portfolios and responsibilities headed by a person in charge of the entire o
perations undertaken within the department. He may be a manger/supervisor of the
respective department. The reason why hotels are usually organized into functio
nal blocks, with departments grouped according to the particular work/activity t
hat particular Department is actively engrossed. In most scenarios a hotel indus
try is divided up into 5 different departments such as rooms, Food and Beverages
(usually this department is called as by its short form as F&B), accounting, sa
les and Human Resource/HR. Each of these departments has their own heads of the
operations and they should have to report directly to the General Manager of the
hotel regarding the performance of their respective departments. These departme
nts are subdivided into various other smaller organizational units. These sub-di
visions represent refinement of the work performed and the knowledge and the ski
lls of the people in each subunit. As organizations grow large in respect of its
size and operations it carries out most hotels tend to segment its operations t
o various departments with food preparation and food servicing as separate entit
ies. Since preparing food and serving it to the guest are usually of two differe
nt arts; both the processes are done through different and separate works. Thus
forming departments along functional line is the most common method in a hotel o
rganization. The department engaged in the preparation of food is called as Prod
uction Department while the division involved in the art of serving the prepared
food to the guests in an eye-catchy and sumptuous manner is known as the Servic
ing Department.
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FRONT OFFICE DEPARTMENT
The front office is the command post for processing reservations, registering gu
ests, settling guest accounts (cashiering), and checking out guests. Front desk
agents also handle the distribution of guestroom keys and mail, messages or othe
r information for guests. The most visible part of the front office area is of c
ourse the front desk. The front desk can be a counter or, in some luxury hotels,
an actual desk where a guest can sit down and register.
Sell guestrooms; regist
er guests and design guestrooms
Provide information
Maintain accurate room stati
stics, and room key inventories Maintain guest account statements and complete p
roper financial settlements
FRONT OFFICE MANAGER
ASST FRONT OFFICE MANAGER
LOBBY MANAGER/DUTY MANAGER
NIGHT AUDITORS
FRONT OFFICE ASSISTANTS/CASHIER
RESERVATIONS ASSISTANTS
TELEPHONE SUPERVISORS
BELL CAPTION/ BOYS DOOR MAN/LINK MAN
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The Front Office may be regarded as the show window of the hotel and hence must
be well designed in the first place and maintained in a well organized and order
ly manner. Regardless of how a hotel is organized into, the front office is alwa
ys an essential focal point. Front Office is the name given to all the functiona
l units of a hotel which are situated in the front portion of the hotel, that is
, the lobby is the place where the guests are received, provided information on
the products and services offered in the hotel, the luggage of the guests are ha
ndled, the accounts of the guest are settled at their departure, and the guests p
roblems, complaints and suggestions are looked after. The front desk is the link
between the guest and the hotel and represents the hotel to the guest. And is a
liaison between the hotel management and the coordination of all the guest serv
ices. It serves as a main channel of both way communications i.e. from hotel to
the guest and guest to the hotel. Hotel terminology includes terms such as front
-of the-house and back-of-thehouse. This front-of-the house term includes those
portions of the hotel with which the guests come in direct contact with during t
he period of their stay in the hotel, such as building exterior, lobby, front de
sk, guest rooms, function rooms etc. The person who is regarded as the head of t
he operation of the front-office desk is the Front-Office Manger. The nature of
the front office job is such that he is almost always crowded with various jobs.
He should be able to match job needs to time available for effective and effici
ent performance. Another responsibility of the Front office manager is making da
ily plan of action by outlining work for the next day at the end of each day. It
includes listing all activities for the next day under ABC category as per the
urgency and importance of the job. It is also important to make flexible plans t
o fit in emergencies. The assistant front-office managers main duty is aiding the
front office manager in supervising and coordinating the day-to-day operations
of the front-office staff and resolves internal problems. She/he co-ordinates st
affing of mail and information and reservation clerks with their supervisors. Th
e AM-front office should also be adept in dealing with problems arising from gue
sts complaints and reservation and room assignment activities. He should also be
responsible for any miscellaneous duties assigned by the front office manager. A
nother important position at the front desk of the hotel is done by the receptio
n assistant. The friendly welcome given by the receptionist to a guest changes a
n impersonal hotel building in to a friendly and homely place and his unfriendly
, hostile and indifferent attitude may convert the guests experience in to an

unpleasant and uncomfortable stay. If the front office is the hub of the hotel t
hen the receptionist can be aptly called as the person who keeps the hotel world
moving. The reception assistant should be well informed of daily room availabilit
y status, and also he should have detailed information regarding arrivals, their
room requirements and expected departures of the guests. The position of the re
servation assistant is also important at the front-office department of the hote
l since the hotels good image can be maintained among the Guests only if all the
needs of the guests are taken care of, especially the guests requirements in term
s of his lodging. He should make proper updating in the reservation register and
records in order to have updated inventory of room availability. The reservatio
n assistant may also carry out amendments and cancellations intelligently and ac
curately. To keep the availability status chart updated. Checkout reservation st
ationary and keep a satisfactory par stock of the same. Type out advance reserva
tion slips and maintains reservation racks and correspondence files and in case
of computers updates information in computers.
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FOOD AND BEVERAGE SERVICE DEPARTMENT
The food and beverage service department is an integral place in any hotel which
is responsible for the systematic and the actual service of food and beverage t
o the general public or customers as per the order in any F &B outlets. This dep
artment plays a vital role on the delivering the accurate service of food and be
verage by placing the orders from the hot or cold plates of kitchen to the custo
mers table in the proper and the hospitality manner. This department in any hote
l plays a vital role in the profitable process of the hotel business. Among the
total revenue collected in the hotel, about 40% contribution is directly accredi
ted to F & B Service department. This department is specialized by its output of
the products that satisfies customers demand for food and beverage. For the pro
per control and the effective management of the total staffs and their duties, t
his department is divided into different units or sections which are also called
as an outlet. Each outlet is specialized for the special functions. For the sys
tematic and a good service process of any F & B outlet, presentation, time keepi
ng, order taking and the suggestive selling are the key element of a service to
be maintained by service staffs. The staffing pattern of F & B department is bas
ically divided into two parts. They involve the service staffs and the kitchen s
taffs. In the modern concept of catering, this department generally focuses on t
he product knowledge, salesmanship, customers relation and expectation rather tha
n the traditional style of service. The guest satisfaction is only ensured when
the service. F & B deals mainly with food and beverage service allied activities
. Different divisions are there in F & B like Restaurants, Specialty Restaurants
, Coffee Shop (24 hrs.), Bar, Banquets, Room service etc. Apart from that they h
ave Utility services (Cleaning). A food and beverage department in a hotel is us
ually guided by an F&B Director followed by an F& B manager. A Food and Beverage
Manager in a hotel should always be ready to undertake a variety tasks each and
every day. Some of the main important functions endowed on this specific depart
ment in a hotel include,
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Provide the highest quality in food, beverage and service in all the food and be
verage outlets inside the hotels Provide all guests with the highest quality of
food and beverage experience by working as a team with all the food and beverage
outlets ensuring prompt, Courteous and professional services resulting in incre
asing employee morale and decreasing employee turnover rates.
Food Production Department
Food production deals with the preparations of food items. It basically engaged
in preparing those dish, which are ordered by the Guest and afterwards is catere
d by the F&B department. Cuisine like Indian, Continental, Thai, Italian, Konkan
i (Coastal Sea Food), South Indian, Chinese, Mexican, etc. Different Chefs are a
ppointed for the specialty cuisine. Marketing a celebrity chef as a primary comp
onent of a hotel may yield a competitive advantage among that specific hotels com
petitive set.
Food Servicing Department
Food service deals with the process of the delivery of the prepared food items o
nto the end customers who ordered it. Service department should also lay special
emphasis on the importance of getting the orders delivered with an eye candy lo
ok and appearance.
Importance of F & B Department in a hotel
Food and Beverage Department (F&B) is responsible for maintaining high quality o
f food and service, food costing, managing restaurants, bars, etc. Food and Beve
rage Service is the service of Food made in the Kitchen and Drinks prepared in t
he Bar to the Customers (Guest) at the Food & Beverage premises, which can be: R
estaurants, Bars, Hotels, Airlines, Cruise Ships, Trains, Companies, Schools, Co
lleges, Hospitals, Prisons, Takeaway, etc Food and beverage servers duties vary c
onsiderably from one type of establishment to another. In fast food outlets, the
y often work behind counters and use computerized systems to take orders and tab
ulate bills. In coffee shops and cocktail lounges, they provide quick and effici
ent

service for customers seated at tables. In formal dining establishments, they ca
refully observe established rules of service and etiquette, and pace the meal ac
cording to customer preference.
prepare tables or counters for meals stock the service area with supplies (for e
xample, coffee, glassware) greet customers, present menus and help customers sel
ect menu items inform customers about daily specials record orders and place the
m with the kitchen and bar pick up and serve orders check that customers are enj
oying their meals and correct any problems suggest and serve desserts and bevera
ges clean and reset tables Tabulate and present bills for payment.
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HUMAN RESOURCE DEPARTMENT
Human resources is exactly meant as resources for human within the workplace. Its
main objective is to meet the organizational needs of the company it represents
and the needs of the people hired by that company for running its operations. Ev
ery organization needs its stack of manpower to carry out its day-to-day operati
ons. No establishment cannot operate without being involved in some kind of tran
sactions with the people in general. Hence HR department is drawn with special e
mphasis as this department is responsible for all activities concerning to the e
mployees of an organization. In short HR department is the hub of the organizati
on serving as liaison between the organization and its employees. On the basis o
f the size of the company their department is usually called as the Personnel de
partment in mediumsized establishments, with a limited number of managerial staff
and is guided by a Personnel Manager. For larger and more complex organizations
with hundreds of departments and divisions, the task of managing the workforce
as a whole is much more demanding and intricate. Some of the most important resp
onsibilities to be carried out by the HR department include.
Employee recruitmen
t & Selection
Employee compensation benefits
Employee relations
Policy formulation
As accompany and the requirements of a position evolve, a company needs to take
certain measures to ensure that the highly skilled workforce is in place. It is
actually the responsibility of the HR department to oversee the skills developme
nt of the companys workforce. After formulating the requirements criteria to fill
up a vacant post in the organization, the HR department of the company will cal
l for application for the specific post from the eligible candidates by way of a
dvertising on news papers, televisions, mobile phones etc. Employee

compensation packages also come under the prerogative of the HR department. This
covers salaries, bonuses, vacation pay, sick leave pay, Workers Compensation,
and insurance policies such as medical, dental, life.
The Human Resources Department is:Responsible for developing and administering a
benefits compensation system that serves as an incentive to ensure the recruitm
ent and keep hold of top talent that will stay on with the company. With the inc
reased rise in unethical practices and misbehaviors taking place in todays workpl
ace such as age, gender, race, and religion discrimination and sexual harassment
, there needs to be mandatory compliance with governing rules and regulations to
ensure fair treatment of employees. In short, employees need to know they have
a place to turn when a supervisor abuses his or her authority in anyway. Regardl
ess of the organization s size, company policies and procedures must be establis
hed to ensure order in the workplace. These policies and procedures are put in p
lace to provide each employee with an understanding of what is expected of them.
Similarly, these policies and procedural guidelines will assist hiring managers
in evaluating their employee s performance. These policies can be established c
ompany-wide or used to define each department s function. It is Human Resource s
responsibility to collaborate with department managers on the formulation of th
ese policies and regulations to ensure a cohesive organization.
HR Head Assistant HR Manager HR Executive HR Co-coordinator Training Department
Training is the process that involves an expert working with learners to transfe
r to them certain areas of knowledge or skills to improve in their current jobs.
Training Department is considered to be a stand-by unit of their department. Th
e primary function of this department is to empower and equip new recruits to th
e hotel to such a level where they can deliver their maximum to the companys grow
th. All the activities undertaken in this department is guided and supervised by
the training Manager
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FINANCE DEPARTMENT
A hotels accounting department is keeping track of the many business transactions
that occur in the hotel. The accounting department does more than simply keep t
he books. Financial management is perhaps a more appropriate description of what
the accounting department does. Whereas the control department is concerned wit
h cost control guidelines by way of reducing in investment, reduction in operati
ng cost, control of food service cost, control of beverage cost, labor cost cont
rol etc. In most hotels the person in charge of the finance department of the ho
tel is called the Chief Financial Officer. Usually he is addresses by the shortform of his designation as CFO. In most major hotels, the CFO or Finance Control
ler/Manager ranks among the top two or three decision makers in the hotel hierar
chy. No organization can survive without a very strong financial vigor. The fina
nce controller is responsible for presenting a Financial and budgetary programs
which can strengthen managements control of hotels operating expenses and help det
ermine the profitability of the property. Specifically forecasting gives owners
a projected level of sales, while budget alert owners and operators alike to sig
nificant expenditures that are on the horizon or predictable shortfalls in reven
ues. Used together, forecast and budgets can provide a bench-Mark for sales inte
nsive programs, executive-compensation bonuses, incentive based management fees
and capital expenditure. The administration and department of accounting and fin
ance coordinate management and staff functions. This includes extensive contact
with our shareholders, other partners. The department of accounting and finance
is responsible for accounting, payroll, budgets and cash flow management. The de
partment of Information Technology (IT) is also managed by the Finance departmen
t in most hotels. The following shown chart is the common hierarchy of the posit
ions in the Finance Department in 5 star hotels. But it cannot be guaranteed tha
t the same structure is followed by all the 5 star hotels. It may depend upon th
e size and the scale of operations of the respective hotels.
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Page 43

Accounts Payable
A key area in accounting, accounts payable ensures that all bills are paid on ti
me and all discounts are taken minimizing the costs of the hotel. Accounts payab
le clerks work closely with the purchasing department to verify that all invoice
s to be paid are indeed invoices of the hotel.
Assistant Controller
In a big hotel, you may see one, or a few, assistant controllers. In smaller hot
els, there may not be any. The controller divides the various functions to be pe
rformed so that the workload will be even. For example, one assistant might be r
esponsible for daily transactions while another works on special projects, budge
ts, analyses, and the like.
Guest and City Ledgers
A hotel keeps two ledgers: the guest ledger is associated with the guests stayin
g at the hotel while the city ledger contains all other billings. It is importan
t that the accounting department has a person in accounts receivable working wit
h the city ledger so the hotel is able to bill and collect revenues due.
Night Audit
Night auditors get their name because of the hours they work. At the end of the
day after most hotel guests have retired, these auditors begin recording charges
to guests accounts and verifying the revenue for the hotel. However, with comput
ers and various technologies, the hotel industry can post charges instantaneousl
y. Some hotels have actually changed the night auditors to become day auditors.
Banquet Auditor
Besides revenues charged to guest rooms, a large hotel earns the bulk of its foo
d

and beverage revenues through banquets. The banquet auditors function is to verif
y the correct revenue for billing. This individual works closely with the banque
t staff, the sales office staff, and the accounts receivable clerks.
Credit
A big hotel may have its own credit manager whose function is to check and grant
credit. In todays business world, many transactions are done on credit rather th
an cash or cashier checks. It is, therefore, the credit managers responsibility t
o conduct such investigations to be sure that a person or company is creditworth
y.
Food and Beverage Controller
This is a fun and challenging position, as it has both accounting and food and b
everage components. While performing all analyses of food cost percentage, yield
s on meat, and menu costing, the food and beverage controller also works with th
e chef to design new menu items, taste new products, and even be a mystery diner
to taste-test the menus in other foodservice establishments.
Front-Office Cashiers
The duties of a front-office cashier are often incorporated with the front-offic
e personnel. When guests check out, it is the duty of these cashiers to charge t
he guests the correct amount and secure a form of payment.
General Cashier
Pause for a minute and think how many cash banks there are
ew at the front office, at least one in the restaurant, at
shop, and so on. The general cashier is the person who is
cash banks in the hotel. He or she also makes all deposits
card receipts.
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Page 45
in a large hotel: a f
least one in the gift
in charge of all the
of checks and credit

Operations Analyst
this is a nice position to have in a hotel. An operation analyst performs analys
es to help managers operate the hotel more effectively. From guests statistics to
revenue trends, the operations analyst does it all. However, not all hotels are
able to afford an analyst on the payroll. If this is the case, an assistant con
troller often performs these duties. For smaller hotels where there is not an ac
counting office on the property, this function is done at the regional level.
Payroll
Payroll employees calculate the pay rate with the hours worked to do the payroll
so pay checks are released on time. Payroll functions also include filing all p
ayroll taxes and tip credits for tipped employees, as well as keeping track of v
acation, sick pay, and other payroll-related deductions.
Systems Manager
A systems manager is not depicted in Illustration above. Since the various accou
nting functions cover the entire hotel operation, the systems manager or systems
analyst, whose job is to take care of all technology issues, is normally founde
d within the accounting department. In a smaller hotel, the controller or an ass
istant controller may take on this responsibility. Normally, this position is fo
und at a regional or corporate level and systems analysts will be dispatched to
assist the property when needed.
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SALES AND MARKETING DEPARTMENT
Marketing is the study and management of the exchange process. It involves the t
hings that the property will do to select a target market and stimulate or alter
that market demand for the property services. A marketing manager in the hotel
industry is responsible for maximizing a hotel s revenues by developing programs
to increase occupancy and make profitable use of its accommodation, meeting and
leisure facilities. A hotel marketing manager must maintain awareness of the fa
ctors that influence the hotel industry and gain a deep understanding of the nee
ds and attitudes of a hotels customers. A hotel marketing manager will be respons
ible for coordinating marketing and promotional activities to meet customer need
s, working closely with other hotel staff to ensure customers are satisfied with
the facilities and their time there.
A typical hotel should usually have Sales
& Marketing division. However, if the staff size, volume business, hotel size, e
xpected group arrivals is low enough, the hotel might have marketing staff place
d under the reservation department (i.e. No need for a Sales & Marketing Divisio
n). A typical Sales & Marketing Division is composed of four different departmen
ts: a) Sales b) Convention Services c) Advertising d) Public Relations Marketing
and sales division can be varied with the size, type, and budget of the hotel t
o hotel. Small hotel only have one person who is handling all the sales activiti
es related to the hotel business. But large hotel have organized sales and marke
ting division with no of key personnel. A sales department is particularly very
essential in large hotels and those with convention and banquet facilities. The
General manger participates actively in this area for and basic reason. First sa
les and their development is a long-range activity of the hotel and the second s
ales policy

of the hotel interwoven with the image of the hotel has in the eyes of public an
d GM wishes to enhance that images. This department may have Sales. Manager who
assists the GM on sales calls. The GM and Sales Manager prepare a budget for the
year sale of rooms and the conference hall. They try and achieve the budget by
the end of the year. This is done with a lot of planning and research. This woul
d be achieved by a contract with one or more travel agents in and outside the to
wn. And for selling the conference hall the sales team should contact various co
mpanies and other business firms. The main function of this department is to inc
rease the sales volumes of the different services offered in the hotel, be in te
rms of rooms, food, beverages, clubs, restaurants, spa etc. Usually the tools ad
opted by the department to make the guests accustomed to different services and
offerings in the hotels
The other core areas of its consideration are as follows
Conduct a market Audit.
Analysis of market competition.
Market place analysis.
Formulation of new schemes and niche offerings.
Selection of profitable market segments.
Positioning the property.
Establishing the objectives and the action plan.

Page 48
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HIERARCHY OF SALES & MARKETING
Head of sales Associate Head of Sales Sales Executives Sales coordinators
Purchase Department
While operating a hotel is supposed to be a difficult task, managing the entire
procurement process (for such a unit) is even more so. The purchase department h
andles the task of procurement yet all departments play a crucial role in it. Th
at said technology ensures that interdepartmental activities takes place flawles
sly. Although purchase has now become dependent on technology for managing inven
tories and order status, it was originally a manual job. From selection of produ
cts to deciding on a vendor, this department rests on the human ability of In mo
st modern hotels, the installation and service of elevator systems is generally
the province of the elevator manufacturer, and hotels typically have extended ma
intenance agreements for the elevators. Most engineering departments, however, c
losely monitor the operation of the elevator systems. In modern high-rise hotels
with high speed elevator service, the slightest problem with that service shoul
d be quickly and easily identified and reported to the contractors. It is genera
lly the responsibility of the engineering department to monitor these services a
nd their contracts closely and carefully.
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SECURITY DEPARTMENT
The security of guests, employees, personal property and the hotel itself is an
overriding concern for todays hoteliers. In the past, most security precautions c
oncentrated on the prevention of theft from guests and the hotel. However, today
such violent crimes as murder and rape have become a problem for some hotels. U
nfortunately, crime rates in most majors cities are rising. Hence today security
department also concentrate on these additional criminal activities too. The mai
n position in the security department is of the Assistant Security Manager. The
department includes the fire and safety officer and the duty guards. The primary
function of the security department is to provide property surveillance and pro
tection to the guest. The latter is more important for the security department.
In the hotel there are two variants of security staff working round the clock in
different shifts. First is the direct security staff of the hotel working in thr
ee different shift of 8 hour duration? Considering flawless security to the gues
ts, all the guest rooms of the hotel are installed with spring glass and smoke d
etectors and automatic alarm system. There is a central security office working
inside the hotel with all the modern fire Fighting equipments such as fire extin
guishers, dry powder, and other fire dousing facilities. As a part of the securi
ty provision both to the hotels property and the guests the entire geographical a
rea of the hotel is divided in to 3 portions such as Beach Viewpoint, Tide point
and the Club these three points are all together known as the assembly point . Th
e most common methods adopted by the fire and safety wing of the hotel (it came
under the security department) are liquid carbon dioxide, dry powder etc. The se
curity control post of the hotel will be functioning on 24 x 7with office secret
ary, night and day supervisor, and security officer. The security setup at the h
otel is faultless since the hotel cannot compromise on the safety of its valuabl
e guests. All the activities of the security department is controlled and superv
ised by the main security officer. He is also responsible for conducting trainin
g programmes on security and fire fighting to the security staff of the hotel.
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CHIEF SECURITY OFFICER
ASSISTANT SENIOR SECURITY
SECURITY SUPERVISOR
DOORMAN
GUARDS
SECURITY
Reservation
Receive and process reservation requests for future overnight accommodations.
Wi
th technology development, the Reservation Department can, on real time, access
the number and types of rooms available, various room rates, and furnishings, al
ong with the various facilities existing in the hotel There should be close rela
tion-ships with Sales and Marketing Division concerning Large Group Reservations
Uniformed Services
Bell Attendants: Ensure baggage service between the lobby area and guestrooms
Do
or Attendants: Ensure baggage service and traffic control at hotel entrance Vale
t Parking Attendants: Ensure parking services for guests automobiles Transportati
on Personnel: Ensure transportation services for guests from and to the hotel

Concierge: Assists guests by making restaurant reservations, arranging for trans
portation, and getting tickets for theater, sporting, or any other special event
s
Telephone Department
Answers and distributes calls to the appropriate extensions, whether guest, empl
oyee, or management extensions
Places wake-up calls
Monitors automated systems
oordinates emergency communications
Engineering and Maintenance Division
This very department maintains the property s structure and grounds as well as e
lectrical and mechanical equipment. Some hotels might have this very division un
der different names, such as maintenance division, property operation and mainte
nance department
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HOUSE KEEPING
The good Housekeeper, because of the need taco-operate with many other departmen
t heads, must possess a high degree of tactics well as good organizing ability.
The Assistant Housekeeper is the deputy to the Executive Housekeeper of a hotel.
His/her manages the resources given by the executive housekeeper to achieve the
common objectives of cleanliness, maintenance and attractiveness in a given per
iod of time. Assistant Housekeepers accountability normally ends with the complet
ion of the shift. The position of a Housekeeping supervisor is normally occupied
by a competent, personable individual who knows his/her employees well, and is,
above all, able to meet the public. This requirement is so important as far as
a hotel is concerned since the supervisors are actually representatives of the E
xecutive House keeper in the areas assigned to them. Housekeeping draws special
mention since a hotel survives on the sale of rooms, food and beverage and other
minor operating services such as laundry, spa, clubs etc. Of these, the sale of
rooms constitutes a minimum of 50 %. In other words the largest margin of profi
t comes from room sales because rooms, once made, can be sold over and over agai
n. A good hotel operation ensures optimum room sales to being in maximum profit.
The room sale is dependent on, apart from several other things, the quality of
the room dcor, room facilities, and cleanliness of the room and how safe it is. B
asically the main responsibility of the housekeeping department is to ensure tha
t the guest rooms and the entire public area within the hotel are neat and clean
all the time. But the cleaning duty of the kitchen area is done by Kitchen stew
ard. Cleaning of the lawn area of the hotel is also set apart from the housekeep
ing department while the same is carried out by the gardening division of the ho
tel. The person who is made in charge of the entire operations being performed i
n this specific department is Housekeeping Executive. The Executive Housekeeper
is responsible for the total cleanliness and the, maintenance and the aesthetic
upkeep of the hotel. This end is achieved with the resources made available to h
is/her of manpower, materials, machines, money, space and time. The position of
the Executive Housekeeper is considered to be one of the most important position
s in the hotels since it carries tremendous responsibility for the
SURANA PG CENTRE
Page 53

proper cleanliness and the aesthetic fabric of facilities in order that they are
sanitary, desirable and in saleable condition.
Inspects rooms before they are a
vailable for sale Cleans occupied and vacant rooms Communicates the status of gu
estrooms to the Front Office Department
Cleans and presses the propertys linens,
towels, and guest clothing (if equipped to do so, free of charge or for a pre-de
termined fee) Maintains recycled and non-recycled inventory items The House Keep
ing Department is another important department in the hospitality industry House
keeping Department is responsible for cleaning the hotels guest rooms and public
areas. Housekeeping department usually has the largest staff, consisting of an a
ssistant housekeeper, room attendants, room inspectors, a house person crew, lin
en room attendants and personnel in charge of employee uniforms. They may also h
ave their own laundry and valet service. Hotels with laundry and valet equipment
may use it only for the hotel uniforms.
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SWOT ANALYSIS
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SWOT ANALYSIS STRENGTHS
ITC is a very strong and established brand name all over the world. It has a bas
e of loyal customers at local level as well as at international level. It has on
e of the biggest international booking structures. Whatever the situation and sc
enario may be, corporate and government agencies always prefer for their functio
ns, seminars, and lodging their guest and customers. ITC Guest Rewards program i
s the worlds largest and most preferred frequent guest program and is strength fo
r customer retention.
Natural and cultural diversity: India has a rich cultural
heritage. The "unity in diversity" tag attracts most tourists. The coastlines, s
unny beaches, backwaters of Kerala, snow-capped Himalayas and the quiescent lake
s are incredible.
Government support: The government has realized the importance of tourism and ha
s proposed a budget of Rs. 540 crore for the development of the industry. The pr
iority is being given to the development of the infrastructure and of new touris
t destinations and circuits. The Department of Tourism (DOT) has already started
the "Incredible India" campaign for the promotion of tourism in India.
Increase in the market share: India s share in international tourism and hospita
lity market is expected to increase over the long-term. New budget and star hote
ls are being established. Foreign hospitality players are heading towards Indian
markets.
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WEAKNESSES
Poor support infrastructure: Though the government is taking necessary steps, ma
ny more things need to be done to improve the infrastructure. In 2012, the total
expenditure made in this regard was US $150 billion in China compared to US$ 21
billion in India.
Susceptible to political events: The internal security scenar
io and social unrest also hamper the foreign tourist arrival rates. The lack of
adequate recognition for the tourism industry has been hampering its growth pros
pects. Whatever steps are being taken by the government are implemented at a slo
wer pace.
OPPORTUNITIES
ITC has the opportunity to retain its customers by providing good quality food,
as food quality is not up to mark.
In light of post 11 September, foreign delega
tions and missions are bound to come to the federal capital, which opens an oppo
rtunity for ITC to attract new business.
Rising income: Owing to the rise in inc
ome levels, Indians have more spare money to spend, which is expected to enhance
leisure tourism.
Open sky benefits: With the open sky policy, the travel and to
urism industry has seen an increase in business. Increased airline activity has
stimulated demand and has helped improve the infrastructure.
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THREATS
Emergence of new competition in form of new hotels: Food Street poses a threat f
or their restaurant business. Government policies and economic recession can adv
ersely affect their business.
Fluctuations in international tourist arrivals: The total dependency on foreign
tourists can be risky, as there are wide fluctuations in international tourism.
Domestic tourism needs to be given equal importance and measures should be taken
to promote it.
Increasing competition: Several international majors like the Fo
ur Seasons, Shangri-La and Aman Resorts are entering the Indian markets. Two oth
er groups - the Carlson Group and the Marriott chain - are also looking forward
to join this race. This will increase the competition for the existing Indian ho
tel majors.
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Page 58

FINDINGS AND SUGGESTIONS
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Page 59

FINDINGS
The employees are satisfied with the nature of work
The supervisor cons
ider the decisions or viewpoints given by the employees
The relationship between
the superior and the subordinate is good The relationship of the with peers is
good The recognition for the contribution to the job is satisfactory
The working
environment is encouraging for the employees
The employees are happy with the c
ommunication flow followed in the organization The company will encourage qualit
y of work life in the organization The rating given to the employees on their pe
rformance is satisfactory
The employees satisfied with the shifts
The company wi
ll encourage work life balance The training program given to the employees is go
od.
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SUGGESTIONS
It is suggested to have the workers participation in the management Training
gram can be improved for the future prospective employees to the meet the challe
nges The preference of the employees can be evaluated by adopting suitable techn
iques and methods Transport facilities is suggested to be given to the employees
for their easy movement Emphasis should be given on the career development aspe
cts of potential employees which in turns help in organization growth and develo
pment Space for subordinate comments should be provided which results in deeper
analysis of the problem, proper evaluation and effective solution for the same.
Hotel should consider local restaurants as their competitors too and try to attr
act people visiting these restaurants as well. As they are constructing new hall
s and restaurants, they must consider their pricing strategy to attract new cust
omers and provide them better quality food at competitive rates.
They should iss
ue News Letter to let its customers know what are their future plans. Their exis
ting policy emphasizes on existing customers. They should broaden their customer
base.
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CONCLUSION
Tourism is a phenomenon, which has now become a powerful in its own right. It ha
s now become a vital part in any countrys economy. This is by virtue of the being
the highest foreign exchange earner and an employment in time industry.
The hot
el is undergoing a tremendous regarding management, which prefers analyzing inno
vative thinking in the administration hotel. India today has a very strong compu
terized system making the work easy. Budget hotels cater to the needs of the bud
get conscious travellers Lot of private airlines is coming up with open off poli
ces of government of India.
ITC is renowned because of its excellence in providing customer satisfaction. Th
ey were enjoying the status of market leadership rather monopoly since their exi
stence,. ITC should work to cope with this competition. Whatever the conditions
will be, ITC loyal and permanent customers will always prefer them. As is not up
to the expectations so far, therefore, It has an opportunity to maintain and im
prove their quality service and retain their customers. It never compromises on
quality. ITC is aware of the fact that hospitality industry exists in rapidly ch
anging environment, where new products and innovations are introduced quite freq
uently. It is one of the biggest names in the industry and they always keep abre
ast of their competitors. It relies on its international brand name and is quite
sure that will not be that big a threat. We conclude that ITC is better than an
y other hotel located in Bangalore at present and it is always the first prefere
nce for its customers.
SURANA PG CENTRE
Page 62

BIBLIOGRAPHY
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Page 63

BIBLIOGRAPHY
The information provided in this project is collected from various sources like;
ITC website(www.itcportal.com www.wikipedia.com www.Wikipedia.org India Today m
agazines
SURANA PG CENTRE
Page 64

Internship Project Report ITC HOTEL Done by RAVI KUMAR HS MBA

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FORTUNE SELECT TRINITY, INN MAR TOURISM, ITC HOTEL

FORTUNE SELECT TRINITY, INN MAR TOURISM, ITC HOTEL

FORTUNE SELECT TRINITY, INN MAR TOURISM, ITC HOTEL

FORTUNE SELECT TRINITY, INN MAR TOURISM, ITC HOTEL

FORTUNE SELECT TRINITY, INN MAR TOURISM, ITC HOTEL

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FORTUNE SELECT TRINITY, INN MAR TOURISM, ITC HOTEL

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Promotion of rural tourism by the Ministry of Tourism in collaboration with the

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FORTUNE SELECT TRINITY, INN MAR TOURISM, ITC HOTEL

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Create distributed leadership within the organization by nurturing talented and

Continuously strengthen and refine Corporate Governance processes and systems to

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FORTUNE SELECT TRINITY, INN MAR TOURISM, ITC HOTEL

FORTUNE SELECT TRINITY, INN MAR TOURISM, ITC HOTEL

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FORTUNE SELECT TRINITY, INN MAR TOURISM, ITC HOTEL

FORTUNE SELECT TRINITY, INN MAR TOURISM, ITC HOTEL

FORTUNE SELECT TRINITY, INN MAR TOURISM, ITC HOTEL

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FORTUNE SELECT TRINITY, INN MAR TOURISM, ITC HOTEL

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FORTUNE SELECT TRINITY, INN MAR TOURISM, ITC HOTEL

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FORTUNE SELECT TRINITY, INN MAR TOURISM, ITC HOTEL

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FORTUNE SELECT TRINITY, INN MAR TOURISM, ITC HOTEL

FORTUNE SELECT TRINITY, INN MAR TOURISM, ITC HOTEL

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FORTUNE SELECT TRINITY, INN MAR TOURISM, ITC HOTEL

FORTUNE SELECT TRINITY, INN MAR TOURISM, ITC HOTEL

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Analysis of market competition.

Market place analysis.

Formulation of new schemes and niche offerings.

Selection of profitable market segments.

Positioning the property.

Establishing the objectives and the action plan.

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