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The purpose of this study is to examine the food and beverage revenue changes in private clubs in the USA during the economic downturn from 2008 to 2010.

Over 1,000 private club managers in the USA were surveyed to determine the impacts of two economic downturns on their financial performance.

Findings of this study indicated that most clubs experienced a decrease in their overall net food and beverage revenues and consequently experienced significant losses in their overall food and beverage operations, especially affecting private party business in 2010.

This study examined private clubs requiring sponsorship of membership candidates by existing club members in order to maintain their exclusivity, whereas many for‐profit clubs, semi‐private clubs, and non‐private clubs do not require sponsorship. Future studies should investigate if for‐profit clubs, semi‐private clubs, and non‐private clubs experienced the same negative impact on their food and beverage services as the private and exclusive clubs of CMAA explored in this study.

City/athletic clubs are severely impacted during economic downturns because most members only use their clubs for business purposes. Therefore, private club managers, particularly in city clubs, need to take into account expanded promotional strategies to retain or grow member food and beverage revenues during economic downturns.

The analysis of economic downturns and their impact on food and beverage revenues and overall profitability provides valuable information for private club managers in their quests for revenue generation, membership growth and improved profit performance.

Notes that the private club industry is a unique segment within the broader hospitality industry and, relative to other segments of the hospitality industry, very little research has focused on it. Pannell Kerr Forster (PFK) publishes an annual publication that tracks the operating and financial performance of more than 200 private clubs. Provides a statistical analysis of data from PKF’s Clubs in Town & Country publication in order to identify top line trends emerging in the North American club market. Membership, revenue and expense trends are explored over a 20‐year time line.

Managers are constantly making decisions that affect profit. One of the decision‐making areas which is crucial to all managers concerns profit planning. Attempts to show how cost‐volume‐profit (CVP) analysis, aided by the computer spreadsheet, can be applied to the practical profit planning situation in the hospitality industry. Paradoxically, CVP analysis is one of the most widely referred to techniques in managerial accounting, but all too often it is not used to its full potential in the operating environment. Aims at encouraging greater use of the CVP approach to hospitality profit planning.

On course convenience cart service is an important component of a club’s food and beverage mix. Not only do convenience carts contribute gross and net revenues, but research shows that they are an expected amenity that increases members’ overall satisfaction with the golf experience. Factors that impact whether or not members purchase from convenience carts include the number of times they would like to be approached by the cart, tee times, age, and handicap.

The demand for manpower resource by a hotel is derived from the public's demand for travel goods and services. In filling job vacancies, hotel managers are confronted with an array of internal constraints, industry‐specific drivers as well as external economy‐wide factors that influence the availability and cost of the labour input required. In this study a model incorporating relevant task and general environmental factors is used to measure their impact on hotel managers' decision to raise or lower the level of employment in hotels. Industry‐specific factors which were found to be statistically significant in influencing the demand for hotel staff included the number of hotel rooms, total revenue earned from room rentals and food and beverage sales and revenue obtained from the sale of these items. More broadly, general environmental factors of importance were the production index and the gross domestic product in impacting on the number of hotel employees hired by hotel management.

India is edging China to become the most populous country by 2028. More than 60 per cent of the current population of India is between 15 and 59 years of age, whereas domestically, its relatively youthful profile is seen as the biggest challenge for the government, as India is the largest employable manpower base globally. In the past two decades, the rate of population growth in India has reduced, but the skilled labor force is expected to grow almost 2 per cent annually for the next couple of years. Historically, the Indian economy has been mainly agriculturally based, but, with urbanization, the labor is drifting toward service sectors, and people are increasingly looking to develop their skills in sectors such as hotels, restaurants, airlines, retail and health care. To sustain economic growth, there is an urgent need to develop vocational training programs that address current needs. In spite of all the favorable numbers, the question that must be answered by employers and policymakers remains: Is the available labor being skilled appropriately to be employable? The mushrooming of educational and training institutes in India has imparted professional skills to youth, but industry leaders tend to talk about the unavailability of skilled labor, especially in the culinary skills arena. In a country like India, the labor market tends to alternate between the availability and shortage of skilled labor, and so it seems ironic that on the one hand, there is a shortage of staff and at the same time graduates from various colleges and professional institutes remain unemployed; the reason could be lack of employability skills, especially culinary skills. Given this, the hospitality and tourism industry has emerged as the main driver of the service sector in India; it contributes 6.23 per cent to National GDP and 8.78 per cent of the total employment in India, contributing to significant economic growth. In this context, it is imperative for the government to take appropriate steps in devising strategies to address the problem and also secure successful implementation. This paper aims to analyze the Skill India initiative for the hospitality sector and compare it with the realities on the ground, with particular reference to culinary skills.

The research reported here was conducted using primary and secondary sources. Industry data were collected through focused groups and roundtable discussions. Online sources, magazines, newspapers and books are referred to as secondary sources, and the data collected are critically analyzed to reach a conclusion.

There is a significant increase in foreign and domestic tourists, and the subsectors discussed are very closely linked to food, health, traditional cooking, regional and seasonal cuisines. The demand for Indian food and slow cooking is increasing; however, despite various government initiatives, there is no significant improvement in the skill set of the available labor. As food is an important component of all tourism packages, there is a particular need for public–private partnerships to take the Skill India initiative to the next level. That said, academic standards and curriculum must align with international quality frameworks and be in sync with current and future industry demands and benchmarks.

The dependence on the sources available online and their credibility remains the biggest challenge; however, increasing the sample size and more participation from nodal bodies and government officials would have broadened the base of the study.

The research adds value for industry leaders and policymakers at large. Educational institutions, students and hoteliers will find it useful as they attempt to bridge the gap and plan a roadmap according to industry requirements.

The purpose of this study was to examine the antecedents and consequences of brand prestige in the private country club industry. More specifically, it was proposed that five attributes of a private country club form brand prestige: golf course conditions, service quality during a round, food and beverage cart service, golf shop and clubhouse food and beverage service. In addition, it was also hypothesized that brand prestige can result in three managerial outcomes: social value, brand attachment and brand loyalty. During the theory-building process, it was proposed that brand consciousness moderates the relationship between brand prestige and its outcome variables.

Based on the theoretical relationships between the conceptual constructs, a model was proposed and then tested utilizing data collected from 290 amateur golfers in the USA.

Data analysis results show that four attributes of a private country club (all except for food and beverage cart service) help to enhance brand prestige and, thus, aid in the creation of social value, brand attachment and brand loyalty. Lastly, brand consciousness plays a moderating role in the relationship between brand prestige and brand loyalty.

First, private country clubs are required to consider golf course management before (e.g. hiring top golf architects) and after operating the club (e.g. hiring competent golf course managers). Second, private country clubs need golf course rangers with much experience who can properly manage pace of play. Third, the golf shop needs to prepare diverse souvenirs that well symbolize the private country club. Fourth, the clubhouse at private country clubs needs to provide services at the same level as that found in fine dining restaurants.

Despite the important role played by the prestigious image, no research has attempted to empirically test its influence on the private country club industry. Therefore, this study is the first to apply the concept of brand prestige to the private country club industry. In this regard, the study extends the existing literature on brand prestige by finding the antecedents and consequences in the private country club industry.

Taiwan’s hotel industry was adversely impacted by the COVID-19 pandemic. This study aims to examine the effect of strategic choices by Taiwanese international tourist hotels before and during the pandemic environments.

A data envelopment analysis (DEA)-based Malmquist methodology is used in this study to provide a mechanism to assess Taiwanese hotel strategy performance. Changes in the productivity and performance of Taiwanese international tourist hotels were analyzed in the periods before and during the pandemic to uncover insights useful should a similar crisis occur in the future. Panel data were obtained from the annual report of international tourist hotels published by the Taiwan Tourism Bureau from 2017–2020. Two groups of hotels were analyzed in this study: city hotels and scenic hotels.

The findings of this study reveal that chain hotels tended to perform better than independent hotels in both city and scenic areas during the global pandemic. Specifically, the crisis caused a substantial decline in productivity and profitability for international tourist hotels in Taipei City during the COVID-19 period. Compared to city hotels, findings also indicate that most international tourist hotels in scenic areas were able to maintain better productivity, including larger-sized scenic hotels.

The DEA-based analysis provides unique and valuable insights for hotel firm leaders on how to better identify and make strategic choices when responding to future crises.

In this vein, this paper aims to provide empirical evidence on the following questions: Which expansion strategies offer better operational and economic performance? What effects does performance-related diversification have? How do other factors such as size, quality, service offered, location or seasonality interact with performance.

In this paper, the analysis of the effects of growth strategies and hotel attributes on performance is carried out with a sample of 255 hotels that operate internationally. Using panel data and quantile regression, this study evaluates the effect of expansion and diversification on the hotels’ performance.

From these findings, it appears that the equity strategy (own hotels) outperforms non-equity strategies (hotels under rental, franchise and management contract) at the operational level. However, the economic return of the property, both adjusted and unadjusted to risk, is lower under the property ownership strategy than under the franchise and management strategies because, in general, it requires a higher investment. Regarding diversification, the growth strategy based on related diversification in food and beverage services has a negative impact on performance, calling into question the synergies between the two businesses. However, an exception to this effect is seen among those hotels, mainly those in the Caribbean, that opt to provide all-inclusive services, since these hotels achieve better occupancy rates and more stable results.

This study has not taken into account the effect of hotel property revaluation on the performance of the ownership strategy, as there is no information on the historical average revaluation at the level of each individual hotel. This study has also been unable to include information regarding the level of competition and seasonality of sales.

This paper considers a wide number of factors that can influence the performance of hotels. Second, this is the only paper that studies the impact of growth strategies from the point of view of the hotel chain. Also, the sample considered uses data at the individual level on hotels and this research analyses not only operational performance but also economic performance.

The paper is a research summary of the comparative study, based at the results of the ‘Horwath Hotel Industry Survey’. The study positions the Croatian hotel sector with regard to the hotel industries of competitive countries. The results of the market performance analysis and operative effectiveness show the Croatian hotel sector to be inferior to the respective hotel industries of the analysed countries judging by all the key indicators. Without an activity taking place simultaneously on the national, destination and corporate levels, it will not be possible to achieve any significant market breakthrough or positive shifts in the efficiency of the Croatian hotel industry with regard to its competitors.