Industrial Training Report 2016
“Training Report of three key departments of Ramada Addis
Hotel.”
Submitted to :
Submitted by : Tariku Hailu
Roll: ED 044/07
Instructor - Yonas Tolesa
CTTI
Department of Hotel Management
September 2016
1
Letter of Submission
30th September 2016
Yonas Tolesa
Practicum Instructor
CTTI
Department of Hotel Management
Subject: Submission of internship report on “A Training Report of three key department of
Ramada Addis Hotel”
Dear Yonas
I am pleased to submit this internship report titled “A Training Report of three Key
Departments of Ramada Addis” for fulfilling requirement of the 2nd Year Hotel Management
Degree Program. It was my endeavor to present all that I learned during my One month
internship period and analyze the gathered Information’s.
It will be my profound pleasure if this report can give a fair idea on the concerned issue. I hope
you will be pleased to accept my report and oblige thereby.
Sincerely yours
Tariku Hailu
Roll: ED 044/07
CTTI
Department of Hotel Management
2
Preface
For one month from August 15 / 2016 to September 2016, I did my Training at Ramada Addis
Hotel. My induction into three different divisions of Ramada Addis; one of the country‘s best
five-star hotels allowed me to practically experience the world of hospitality businesses in
Addis Ababa. I earned good grace of the directors of each division. I found that most of the
managers working in the organization hold BA Degree in Hotel Management. Most importantly
they all learned from mistakes and experiences. They often tell me if they had Masters in
Hotel Management or sophisticated excellent Hospitality education, they could direct and
train the employees more efficiently and could climb the ladder much faster. Proper degree in
this field is imperative for planning, problem solving, business expansion and to come up
with original innovative concepts (still tourism remains relatively unexplored industry of
all). Only degree without industry attachment or practical ‗know how ‘ i s like a tiger without
claw. Therefore, I needed to ensure that I get proper training during the internship period.
And Ramada Addis fulfilled my wish.
In this report, I will describe my experience during the internship period. This report contains the
company profile, the functions of three different departments of the hotel.
3
Acknowledgement
For this opportunity I thank:
Mrs. Genet Weldu, Human Resource Manager of Ramada Addis Hotel who accommodated
me and arranged specialized learning materials to fortify my learning.
Mr. Victor oluoch, Food and beverage Manager of Ramada Addis Hotel who prepared learning
materials concerning knowledge on food and beverage departments dspite being a busy person
and inspired me to attend different functions as a part of his team.
Mrs. Betelhem Aynekulu ; Front office manager of Ramada Addis Hotel who let me stand at the
front desk and thus gave the opportunity to learn by doing which is inaccessible for most
trainees.
Mr. Cherinet Mesele, Executive House Keeper for his friendliness and flexibility to my
conditions and providing me with the resources on the housekeeping department of Ramada
Addis Hotel
And of course
Mr. Murad Akmal –Training Manager of Ramada Addis Hotel for vital supervision during
my internship period despite being Preoccupied with his professional and personal life.
Beside my internship, I really enjoyed spending time with the Ramada Addis Hotel team. I
thank them for creating such beautiful experience for me.
4
Abstract
If I sum up my internship experience in 150 words, I only have to mention the titles of
the contents briefly. It was 1 month of continuous learning from the experienced directors
and managers directly. In this report, I tried to illustrate the functions of each of three
departments including the deviation from the standard benchmarking. Sometimes it is justified
acting by not following rules. I presented the organization chart of those departments,
which differs from organization to organization. I presented the screenshot of the front office
software HMS that Ramada Addis Hotel department developed according to their needs.
I will also include the guest satisfaction survey that will present guest attitude to check in to
checkout services provided by Ramada Addis Hotel.
At the end, I will finish the report recommending probable solutions to the problems found and
suggestions to improve quality of service.
5
Table of contents
Contents
Page No.
Abbreviations and acronyms
1-2
Chapter One
Introduction
3
1.1 Background of the study
4
1.2 Objective of the study
5
1.3 Scope of the study
5
1.4 Methodology of the study
6-7
1.4.1 Source of data
1.4.2 Data collection method
1.5 Limitation
8
Chapter Two
Management & Training Information
9-11
2.1 Company profile and literature review:
12-13
Ramada Addis Hotel
2.2 Ramada Addis Hotel : Mission & Vision
13
2.3 Departments of Ramada Addis Hotel
14
2.4 Different services at Ramada Addis Hotel
15-16
6
Chapter Three
3. Job background and Information
17-19
Chapter Four
SWOT Analysis of Ramada Addis Hotel
20
4.1 Food and beverage department
20
4.1.1 F&B organization chart of Ramada Addis Hotel
21-24
4.1.2 F&B department segments
24-29
4.1.3 Standard operating procedures: Steps of F&B product control
30
4.1.4 Identified problems in Ramada Addis F&B department
30
4.2 Housekeeping Department
31
4.2.1 Functions of housekeeping department of Ramada Addis
31
4.2.2 Liaison of housekeeping department with other departments
32
4.2.3 Types of room at Ramada Addis Hotel
32-34
4.2.4 Housekeeping organization chart: Ramada Addis Hotel
35
4.2.5 Ramada Addis housekeeping staff performance measurement
35-36
4.3 Front office department
37
4.3.1 Front office organization chart of Ramada Addis Hotel
37
4.3.2 Ramada Addis Front office layout design
38
4.3.3 Front office functions and guest interaction
39
4.3.4 Ramada Addis Hotel property management software: HMS
40-47
4.3.5 Planning and evaluating operation of Ramada Addis
48-50
4.4 SWOT analysis on Ramada Addis Hotel
51-56
4.5 Ramada Addis’s performance measurement with RevPAR
57-59
7
4.6 Ramada Addis strength measurement criteria
60-65
4.7 Guest Satisfaction survey analysis
66-71
Chapter Five
Evaluation ,Conclusion and Recommendations
5.1 Recommendations
72
5.2 Conclusion
73
Appendices
74
Reference/ Bibliography
75
8
List of Figures
Name of the figure
Page No.
1. Ramada Addis Hotel operation timeline
11
2. At a glance information on Ramada Addis Hotel
12
3. Types of departments at Ramada Addis Hotel
14
4. Meeting and event facilities at Ramada Addis Hotel
16
5. F&B division organization chart
21
6. F&B division segments of Ramada Addis Hotel
24
7. Kitchen layout of Ramada Addis Hotel
26
8. Front office staff checklist form: afternoon shift
28
9. Steps of F&B product control
30
10. Liaison of Ramada Addis Hotel housekeeping department
32
11. Room categories at Ramada Addis
33-34
12. Housekeeping department organization chart
35
13. Ramada Addis housekeeping staff‘s performance measurement
35
14. Room attendant checklist
36
15. Front office organization chart of Ramada Addis
37
16. Front office layout of Ramada Addis
38
17. Front office functions and guest interaction
39
18. HMS property management system screenshots
40-47
19. Daily business report sample
48
9
22. SWOT analysis
51
24. Ramada Addis RevPAR (August 16 vs September 16)
58
25. Ramada Addis strength measurement criteria
60
26. Strength measurement Likert
61
27. 6 different strength measurement segments
62-64
28. Average result of measurement segments
65
29. Guest satisfaction survey paper
66
30. What was the purpose of the trip?
67
31. How did you come to know about Ramada Addis?
67
32. Guest rating on arrival and departure service
69
33. Guest rating on dining
70
34. Guest rating on recreation
71
35. Guest rating on executive club lounge
71
10
Abbreviations and acronyms
-Back to Back: A sequence of consecutive group departures and arrivals usually arranged by tour
operators so rooms are never vacant; a floor plan design that brings the piping of adjacent baths
into a common shaft.
-Bed Tax: A tax added to the price of a hotel room.
-Benchmarking: Comparing results with similar tourism businesses or assessing the business
against an industry average.
-Block: An agreed: upon number of rooms set aside for members of a group planning to stay at a
hotel
-Booking: Term used to refer to a completed sale by a destination, convention centre, facility,
hotel or supplier (ie convention, meeting, trade show or group business booking).
-Complimentary: No charge is made for the item or service offered.
-Galileo: Airline reservation system.
-Gateway or Gateway City: A major airport, rail or bus center through which tourists and
travelers enter from outside the region.
-Global distribution system (GDS)
-Gross Rate: Same as rack rate. The accommodation rate quoted to the public. Group,
convention, trade show, meeting and incentive rates are negotiated by the hotel and program
organisers.
-Group Rate: Negotiated hotel rate for convention, trade show, meeting, tour or incentive groups.
- V Vacant
- VC Vacant Clean
- VD Vacant Dirty
- VCI Vacant Clean Inspected
- OC Occupied clean
- OD Occupied Dirty
- ONL Occupied No Luggage
- C/O Check out
- S/O Sleep out
- OO Out of order
- VIP Very important person
- SA Special attention
-DND Do not disturb
11
- HMS: Hotel Management System
-PMS: Property Management System
-SWOT: Strength, weakness, opportunity and threat
-F&B: Food and beverage
-GDS: Global Distribution Service
-GIT (Group Independent Travel):
12
CHAPTER ONE
Introduction
Hospitality industry today is expanding fast by the grace of globalization. Hotel Investment
has been expanding in Ethiopia, especially in Addis Ababa w i t h newest technological
invention. As well as patterns of Lifestyle and Leisure period spending style changed a lot. To
keep up with the ever changing demand and to get a hold of newest market segment keeping
pace with dynamism and variety, innovative ideas taking over old ones and evolving every
day. Hotel industry of Addis Ababa has been expanding rapidly. In first decade of 19 90’s
there were only One 5 star hotel and about 5 three star hotels to 100 of guest houses have been
established all over the country. In Ten years’ time only in Addis Ababa four 5 Star
Thirty seven 4 Star Hotel and Thirty Four 3 Star Hotels were Built and this indicates
the demand of standard accommodation facilities for both domestic and international business
and leisure tourists. The transformative education process like internship program consists of
developing full personal and professional potential and involves addressing six key areas of
development. These are internationality, guided hands-on learning, professionalism in the
workplace, progressive learning principles, soft skill development and ultimately,
employability. Internships are important, in terms of both employability and creating future
industry leaders. If employees are already operational when they start, this will fast track
them in the right direction, achieving middle management and executive levels at an increased
rate. Internships as a route to entry have a proven success rate. Internship at Ramada Addis
Hotel and was productive and helped to achieve a professional edge.
During my internship period, I worked in three different departments: food and beverage, front
office and housekeeping and tried to gather knowledge from each of them. I will describe my
experience during the internship period. This report contains the company profile, the functions
of three different departments of the hotel.
13
1.1 Background of the study
The Ramada Addis hotel is one of the most exquisite, exclusive and magnificent business-class
five star hotels in Addis Ababa. It is located on Bole Airport road in the commercial area of
Bole. Ramada Addis has consistently sought to bring together the finest in art and architecture,
comfort and cuisine leisure and fun to create each moment is for Guests to enjoy. Experience
the premier choice of hotel in Ramada Addis Hotel; where it offers the personalize comfort
for guest to enjoy. The Ramada Addis hotel is the city‘s diplomatic zones and a host of
attractions with a brand new streamlined approach to service. The Ramada Addis Hotel is
renowned for its outstanding professional services. Spectacular Eleven-story‘s tower, the
Ramada Addis hotel has 136 luxury and suite rooms plan. At present 116 luxury rooms and
suites are having guest accommodation and rest of 20 needs detail works. Its guests will enjoy
extensive facilities and extra privileges, including high speed Wifi Internet connection, and an
endless variety of activities. Fresh perspective at this new hotel in Addis where the spectacular
hospitality, freedom and luxury is set only for guest. For its guest it has assembled state-of-theart conference and exhibition halls charged with breathing vibrancy, warmth light, lobby area,
new revolving Brazilian Churascaria restaurants on the rooftop offering unrivalled panoramic
views of the Addis city.
The Ramada Addis Hotel is set on becoming a high performance global player in the field of
hospitality industry. It is concerned about the satisfaction level of its guest for better
improvement, higher revenue as well as to stabilize its goodwill by providing different types of
hospitality. The hotel has obligations to all the guests through its staff like (Front desk
receptionist, Housekeeping staff, Telephone operator, Food & Beverage staff, Recreation staff),
Service like ( Telephone service, Front desk service, Housekeeping services, Food & Beverage
service), Condition like (Bed room, Bath room, public area) and so on. However, it is hard to
satisfy all guests but satisfaction is the crying need for any hotel.
With the introduction of new international hotel brands Ramada Addis will face challenges.
These challenges they have to overcome with the competitive advantage and practice of
international standard to satisfy their guest. As I observed, number of repeated guest in
Ramada Addis is higher in comparison of other hotels despite being a national brand. Which
means they are performing better to build own strong brand image. This makes Ramada Addis a
place worth studying.
14
1.2 Objective of the study
Broad Objective:
The main objective of this report is to note down the adopted functions of three different
divisions of Ramada Addis Hotel based on their operation and evaluate the practice against the
ideal one. At last, this report will end analyzing conducted guest satisfaction survey.
Specific Objective:
The specific objectives of this report will be the following:
 Observe the daily operations of food and beverage department, front office department and
housekeeping department
 Evaluate the daily operations against the standard benchmark
 Explaining the weakness of the hotel
 Measurement of guest satisfaction
1.3 Scope of the study
This report is an attempt to present operation of Ramada Addis Hotel and the mechanism they
use to compete against their competitors. As I have already industrial attachment, I tried to
match and find the difference between the things I learned in the book and the practice in the
real world. Then I measured the guest satisfaction, which I think will explain if the practice of
this organization is paying off in their favor. The completion of this report will help the
organization recheck its strengths, weaknesses, opportunities and threats that will aid it in
strategizing further ahead.
15
1.4 Methodology of the study
Research is a procedure of logical and systematic application of the fundamentals of science to
the general and overall questions of a study and scientific technique, which provide precise tolls,
specific procedures and technical information, rather than philosophical means for getting and
ordering the data prior to their logical analysis and manipulation.
1.4.1 Source of data
The sources of data include primary and secondary data sources.
Primary Sources:
Primary data is collected by internal report and data of Ramada Addis Hotel managed under
Wyndham Hotels & Resorts.
Secondary Sources:
The secondary data is data, which is collected and compiled from different sources and are used
in research for this study.
The secondary data include material collected from
 Web Sites
 Company Fact Sheet
 Internet
16
1.4.2 Data collection method
The various method of data gathering involves the use of appropriate recording forms. These are
called 'tools' or 'instruments of data collection.
Collection Instruments:
 Ramada Addis Hotel Internal Report and data analysis.
 Observation
 Practical work in Ramada Addis Hotel
 The survey questionnaire is pre prepared by the organization and supplied at guest
rooms to find out guest satisfaction
 I used Microsoft Excel to analyze the data with graphical presentation.
 The target population was the guests that visit Ramada Addis Hotel. Mostly Emirates,
Saudi Airlines and Fly Dubai crew occupy most of it. But to bring dynamism and
fulfillment I used normal guests too.
17
1.5 Limitations of the study
The only limitation I faced is the time limitation and lack of access to the confidential data. I had
to roll into three different divisions of the hotel within this short period. Functions in each of
these departments are so broad that it is possible to finish the whole internship in one department
alone. Despite that, I tried to sum up my learning within these couple of days left after the
internship. With more time, I could collect more data to analyze from my connections and come
up with recommendations that are more accurate. During my internship period, I had to keep
myself busy for 8 hours a day learning new things and facing new situations. It was little tiring
yet immensely interesting.
Another factor is the lack of access to the confidential data. During my period, I came to observe
with their business reports, predictions and expected business expansion plans. This information
could be ripe fruit for the enrichment of my report and I could have more data to decide and
work on. Still I tried to gather available data from the website and the daily business reports.
18
Chapter Two
Management & Training Information’s
Hotel industry Addis Ababa and induction of Ramada Addis Hotel
In first 20’s 4 five star hotel and about 50 three & four star hotels to Luxury guest houses have
been established all over the City. This indicates the demand of standard accommodation
facilities for both domestic and international business and leisure tourists. We can be happy to
know that 2 Private universities( St.Marry & Admas ) have opened Hospitality and Tourism
Department. The government has also established 2 Hospitality and Tourism Institutes in the
Regional Towns. Hawassa University, the main cit y of SNNP, and Gonder, the tourist city.
Divisional and district towns of the country are also offering Different Hotel & Tourism
Course in TVET Preogram From Level 1 upto Level 5.
Private sector deserves full credit for this significant change in the hospitality industry. Along
with the hotels, the role of private sector should also be lauded for building several Hotels and
Resorts. Within comparatively short span of time, the sector has become enriched by attractive
properties like Radisson Blu Addis Ababa Hotel, Marriot Appartment Hotel, Golden Tulip
Addis Ababa Hotel Illily International Hotel, Capital Hotel & Spa, Eliana Hotel, and upcoming
Hotels like Best Western, Radisson Plaza and West In AU are few of the properties who has
boomed the hotel industry.
With more upscale hotels expected to start operation by 2017, the hotel room inventory in Addis
Ababa city is going to be significantly established in new tourist places. Not so long ago, the
highly capital intensive hospitality industry in Addis Ababa was dependent on public sector
investment as the private sector was very shy. This resulted in building major properties
like now Radisson Blu Hotel Addis Ababa- the first international standard hotel in Addis
Abab after Sheraton & Hilton in 2011, Golden Tulip Addis Ababa Hotel in 2015 and Marriot
Appartment Hotel in end of 2015, by the public sector. Only two notable hotels – Sheraton
Addis and Hilton Addis Ababa represented private sector for quite some time 1990’s and early
20’s.
But now, the situation has been reversed. Now, the hospitality industry of the country is
dominated by a vibrant private sector. In the span of little over two decades, private sector has
greatly enriched hospitality industry of the country in general and the capital Addis Ababa in
particular. Apart from upscale hotels in different parts of the country, the private sector has
made a great contribution in enriching the country in another sector of hospitality industry
the lake side resorts outside of the capital city in different regions. For upscale accommodation,
for many years Addis Ababa was dependent on Sheraton Addis & Hilton Addis Ababa
19
Now the Westin AU, Marriot Appartment Hotel,Golden Tulip Addis Ababa Hotel ,Radisson
Plaza Hotel, Ramada Addis and Best Western have enriched Addis Ababa’s hospitality
industry. And together they are offering about 1,400 five star quality rooms. There are about
seven other L o c a l hotels including Illily International Hotel, Capital Hotel & spa,
Intercontinental Addis Hotel, Harmony Hotel, Jupiter International, Saro Maria Hotel and Few
others which are offering about 1 , 500 three to four star quality rooms. In addition to these
rooms, there are about 200 one to two-star quality rooms available in guesthouses. Right now we
have government certified 5 five-star hotels, 34 four-star hotels, and 36 three-star hotels in
the Addis Ababa. Besides, Sheraton Addis is still keeping all facilities of a five star hotel.
11 hotels with brand like Hilton, West Inn, Radisson Plaza , Marriot Court Yard and Wyndham
Hotels & Resorts are in the pipeline which are expected to start operation by 2017 offering over
1,700 rooms. If projects like Hilton Hawassa and Ramada Langano are taken into account, as
they are also in the pipeline, the situation will look even better.
It is encouraging to note that initial contracts have already been signed with Best Western,
Marriot, West Inn, Radisson in various parts of the country including Hawassa, and Langano.
These hotels are likely to be opened in 4 to 6 years period. Public sector or in other words
the government is no more required to invest in building hotels. But that does not mean that
government now has nothing to do. In fact, government now has great responsibility as
facilitator and regulator in guiding the sector to a planned growth.
In this connection, government has declared the Tourism A u t h o r i t y and Investment
Authority to boost tourism sector in a planned way. The government is also going to establish
Exclusive Tourist Zone in Bishoftu/Oromia Region and Hawassa/SNNP Region where foreign
tourists will relax in Lake Side Resorts and feel comfortable. Steps have been taken to
improve road communication especially for these two areas and air connection of this
subcontinent is also being rescheduled for a much better service for the tourists. Public hotels
are being renovated and expanded. New rest houses are also getting Popularity. There is a
vibrant possibility in hotel and hospitality industry in Ethiopia. We have the longest sea
beach – Lake Tana -- and the largest Mauntain Semen - . Religion tourism and eco-tourism
can take an important role here. If we can brand our tourism sector, it will take a place after
Agriculture & garment sector in earning foreign currency.
20
History of Ramada Addis Hotel
May 2011 :
Debut of Ramada Addis Hotel as ADM Business Group
June 2012 :
They started their own construction to develop as a five star hotel
November 2015:
The director body recruit the management body of
Ramada Addis Hotel
December 2015 :
Initial staffing requirements was completed
January 2016 :
Started the training program for the executives as well as for the
staffs
July 2016 :
It has been soft open
Figure: Ramada Addis operation timeline
21
2.1 Company profile & literature review: Ramada Addis Hotel
As mentioned in their website; Ramada Addis is a magnificent new-generation business class
hotel ideally located on Airport Road in the commercial area Bole. It a 3-minute drive from
Bole International Airport or around the bend from Diplomatic Zone or a 15-20 minutes ride
away from the AU and ECA Areas, Ramada Addis Hotel is conveniently situated to target and
attract the market segment that requires lodging services most frequently. Moreover, its
proximity to the Shopping Centers and International NGO’s like EU, UN and AU, which
contributes to the lion share of outbound travels to the nation, makes the hotel's location even
more prime.
YEAR OF ESTABLISHED
:
2011
TYPE OF HOTEL
:
5 Star Business Hotels
GROUP
:
ADDRESS
:
Owned by ADM Business Group/Wyndham
Hotels & Resorts management Contract
Africa Avenue /Bole road
TELEPHONE
:
+251 11 6 39 39 39
FAX
:
+251 116 39 20 26
E-MAIL
:
WEB
:
www. ramadaaddis.com
TRANSPORT
:
Airport – 1 km, (3 minutes by car)
ACCOMODATION
:
136 Guest rooms
LOCATION
:
info@ramadaaddis.com
City‘s nearest hotel From The International
Airport. As well as Closest from Shopping
Centers & Diplomatic Zone.
Figure: Information at a glance
22
11-stories high with over 250,000 sq. ft. of space (including 15,000 sq. ft. parking lot), this
edifice of classic stature structured for 136 luxuriously furnished guest rooms and suites,
including the exclusive club floors with its private VIP lounge. Each room is equipped with
central air-conditioning, satellite television, International Direct Dialing, mini bar and an electronic
safe.
Ramada Addis boasts the 1st Brazilian Churascaria restaurant in the country on the 10th Floor of
the Hotel Building, offering unlimited Brazilian Meat Cuts delights and Theme Night buffet
every day at Chefs Club Restaurant Located on the 1st floor of the Hotel. There is also a Lounge,
and provides guests an unobstructed panoramic view of the city's airport runway.
Apart from the restaurants, the hotel also caters events in its 2 elegant banquet and event
venues. Ramada Addis also has two Bar located on the Ground Floor and as well as the largest
live entertainment OAK bar & Konnect Bar.
With stake towards the health of its guests, the hotel also has its very own Fitness, which
constitutes of steam & sauna services, rooftop swimming pool and some of the latest
equipments of the season, all including personal fitness concierge service. The largest
authentic Thai rejuvenation facility in the country, Bion Spa, is also part of Dhaka
Regency, complete with also steam, sauna, and salon services. And as business travelers
constitute most of its hotel occupants, Dhaka Regency ensures its guests the convenience of a
fully equipped Business Center and Limousine services.
2.2 Ramada Addis Hotel: Mission and Vision
Mission:
The Ramada Addis Hotel mission is to exceed the expectations of their guests. Inspire their
associates and provide superior financial results to those who entrust with managing their assets
Vision:
Vision of Ramada Addis Hotel is to be a world class and renowned hotel by its service
excellence and product quality.
23
2.2 Ramada Addis Hotel: ORGANIZATIONAL STRUCTURE
General
Manager
Front Office
Manager
Ass Front Office
Manager
FO Supervisor
Executive
Housekeeper
Night Manager
Night Auditor
Ass Executive
Housekeeper
HSK Supervisor
Executive Chef
Sous Chef
F&B Manager
Ass F&B
Manager
Sales Manager
HR & ADMIN
Reservation
Outlet
Manager
Page 24of 67
Page 25of 67
2.3 Departments in Ramada Addis Hotel & Their responsibilities
Ramada Addis Hotel is a four star & Five star service business Class hotel. Within Three
Months of its operation, it gets much popularity from various types of guest for its excellent
service and guest friendly ambiance. This hotel has been operated consisting of its ten
important departments.
These Department‘s brief descriptions are given below:
Front Office
Security department
Food and beverage service
MIS department
Food and beverage production
Finance and Accounting department
Maintenance department
Sales and marketing department
Housekeeping department
Human resources department
Figure: Departments in Ramada Addis Hotel
4.1 Food and beverage department
Hospitality industry is the most diverse and widely spread lucrative industry in the world. It is
certainly the largest employing millions of people in a bewildering array of jobs around the
globe. Sectors range from the glamorous five-star hotel to the less fashionable, but arguably
more specialized, institutional areas such as hospitals, industrial outfits, schools and colleges.
Yet of these many different sectors, catering has to be the most challenging. Whatever the size of
the catering operation, the variety of opportunities available is endless. ―The sky is the limit with
catering‖. This is true in case of the Ramada Addis Hotel or any five star hotels in discussion.
The food and beverage operation starts from purchasing and receiving the product that will be
30
used to prepare food and finished beverages and ends at serving and service process.
4.1.1 Food and beverage department of Ramada Addis Hotel
Figure: F&B division hierarchy of Ramada Addis Hotel
Like other five star hotels, the food and beverage director controls the food and beverage
department of Ramada Addis Hotel. Food and beverage manager then finds restaurant
manager, banquet manager and the executive chef working for him to manage the department.
Then the other people in the hierarchy have their role in this department including other chefs,
cooks, Bartenders and waiters. As I noticed, despite the small extant of the people on job are fit
for getting works done. Organization chart is modified as per their requirement and activities.
We need to find out what roles different personnel of this department are required to perform:
a) Food and beverage Manager:
The food and beverage director is in charge of a hotel's food service operations, including any
stand-alone restaurants within the hotel property. This position often demands an experienced
restaurant leader, who may be the sole manager at a smaller hotel, or who might oversee a
number of managers at a larger one.
i.
Quality Control
The most important job of the food and beverage director making sure that all guests have good
experiences with the hotel's food service, whether eating at the restaurant, ordering room service
31
Or having a special event catered by the establishment. The director is responsible for restaurant
personnel following recipes precisely, ensuring quality meals and proper portions, for instance.
He is also responsible for personnel following health and safety rules and regulations, ensuring
both the well-being of guests and that the hotel is in compliance with the law.
ii.
Inventory
The food and beverage director is also in charge of maintaining proper inventory to ensure the
restaurant can fulfill all of its orders. This includes estimating the need for ingredients and
ordering the appropriate amounts. This also ties in with the need to ensure quality standards, as
too much or too little of a particular ingredient can create inventory issues. The director may also
have overall budgetary responsibilities for the food and beverage program, which include nonfood items such as dishes and chairs.
iii.
Scheduling
The food and beverage director is also in charge of maintaining the restaurant staff, both in terms
of scheduling and in terms of training. This includes hiring the best applicants, teaching them
what they need to know to keep turnover to a minimum, placing the right number of people on
each shift in the right positions and even firing them, when necessary. As with food inventory,
the director must keep the overall budget in mind, as well as day-to-day operations, when dealing
with personnel.
iv.
Intangibles
Finally, the food and beverage director must serve as the face of the hotel's food service. Thus,
she may be called upon to represent the hotel to customers, whether dealing with an unhappy
guest's complaint or "making the rounds" of the dining room in formal dress to survey customer
satisfaction. The director may even play a role in such front-of-house elements as the menu
design and choice of flatware, or even appear in marketing brochures or advertisements. All of
this demands both poise and strong communication skills from the director.
b) Food and Beverage Manager
The food and beverage manager is the head of the food and beverage service department, and is
responsible for its administrative and operational work. Food and Beverage Managers direct,
plan and control all aspects of food and beverage services. Food and Beverage Managers require
excellent sales and customer service skills, proven human resource management skills, and good
communication and leadership skills. Desired knowledge for this position includes knowledge of
the products, services, sector, industry and local area, and knowledge of relevant legislation and
32
regulations, as well. Hence it is said that food and beverage manager is a Jack-of-all-trades, as
the job covers a wide variety of duties.
In general, food and beverage manager is responsible for:
i) Budgeting
The food and beverage manager is responsible for preparing the budget for the department. He
should ensure that each outlet in the department achieves the estimated profit margins.
ii) Compiling New Menus and Wine Lists
In consultation with the chef, and based on the availability of ingredients and prevailing trends,
the food and beverage manager should update and if necessary, compile new menus. New and
updated wine lists should also be introduced regularly.
iii) Quality Control
The food and beverage manager should ensure quality control in terms of efficiency in all service
areas, by ascertaining that the staffs are adequately trained in keeping with the standards of the
unit.
iv) Manpower Development
The food and beverage manager is responsible for recruitment, promotions, transfers and
dismissals in the department. He should hold regular meetings with section heads, to ensure that
both routine as well as projected activities of the department go on as planned. He must also give
training, motivate and effectively control staff.
c) Restaurant Manager
Restaurant Manager is responsible for directing and supervising all activities pertaining to
employee relation, food production, sanitation, guest service and operating profits. The
restaurant manager is either the coffee shop manager, bar manager or the specialist restaurant
manager. The restaurant manager reports directly to the food and beverage manager and has
overall responsibility for the organization and administration of a particular outlet or a section of
the food and beverage service department. The restaurant manager's job includes:
i) Setting and monitoring the standards of service in the outlets.
ii) Administrative duties such as setting duty charts, granting leave, monitoring staff positions,
recommending staff promotions and handling issues relating to discipline.
iii) Training the staff by conducting a daily briefing in the outlet.
33
iv) Playing a vital role in public relations, meeting guests in the outlets and attending to guest
complaints, if any.
v) Formulating the sales and expenditure budget for the outlet.
vi) Planning food festivals to increase the revenue and organizing advertisement campaign of the
outlet along with the chef and the food and beverage manager.
d) Banquet Manager
The banquet manager supervises the banquet operations, sets up break-down service according to
the standards established by the hotel. He co-ordinates the banquet service in conjunction with
other departments involved and prepares weekly schedules for the banquet personnel. From the
time the bookings are done till the guest settles the bill, the banquet manager is in charge of all
aspects of banquet and conference operations. He supervises the work of the banquet sales
assistants, who do the banquet bookings and the captains and waiters who perform the food and
beverage service activities under his guidance. He is responsible for organizing everything right
down to the finest detail. The banquet manager projects the budget of the banquets, and works in
close coordination with the chef in preparing menus. He is responsible for making an inventory
of all the banquet equipment and maintaining a balance between revenue and expenditure.
Banquet managers may also be designated as assistant managers in the food and beverage service
department
4.1.2 Segments of food and beverage department of Ramada Addis Hotel
FOOD & Beverage Department
__________________________________________________________________________
1
2
3
4
5
6
[ Kitche ] [ Oak Bar] [ Konnect Bar] [ Chefs Club Res.] [FogoNoChao][Room Service]
Figure: Food and beverage department segments of Ramada Addis
34
As you can see here there are 6 different segments that the food and beverage department has to
look after in Ramada Addis .
1.
2.
3.
4.
5.
6.
Kitchen (1st Floor )
Chefs Club Restaurant (1st Floor )
Oak Bar (Ground floor)
Konnect Bar (Ground floor on the lobby area)
Fogo No Chao /Brazilian Chrascaria Restaurant (10th Floor)
Room service (1st Floor )
The people in the higher chain of authority handle the unexpected troubles and people
working in different segments try to hold up the quality of the service as a team. This department
seemed different from other departments I worked in and I had great pleasure working in this
department. F&B Manager Mr. Victor Oluoch was friendly and proved himself a great leader with
his skills as Manager and behavior as a leader. Now, let us have a tour around their 6 different
outlets.
1. Kitchen:
Kitchen facilities of any five star hotels are very important to be efficient. The large bulk of food
preparation and delivery requires the kitchen to be proper for many chefs and assistants working
together and getting job done in time. So the kitchen designing is important first to make the
kitchen functional and make it easier for the people to work fast and work efficient. The
designing is scientific keeping in mind the daily operation and flow of work. Here I‘m presenting
the kitchen of Ramada Addis Hotel.
35
Figure: Kitchen of Ramada Addis Hotel
The three kitchen doors are designed to get food to the storage area, deliver food
quickly to the restaurant just left of hand and letting the workers get to washroom
without having sight of the guests. The offices of executive chef, sous chef and order
taking office is designed to accommodate flow of decision and handle problems at
hand. The three different kitchen segments Cold kitchen, hot kitchen and the National
kitchen are kept aside considering the similarity of the job. The cold kitchen and the
pastry kitchen are kept aside in different places as per the convenience. Since the
restaurant works require constant communication with the cold kitchen; the cold
kitchen is placed as per the convenience. The dishwashing and cutlery storage area is
near to the restaurant too. It supplies clean plates and cutleries quickly. So it‘s all
scientific. Cleanliness and hygiene is of highest importance here too.
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2. Restaurants
Chefs Club
With a contemporary yet elegant setting sprawled over a space of 8,500 sq. ft., the
Restaurant is the Theme Buffet restaurant, allowing plenty of privacy to all our patrons.
It comprises an a la carte menu boasting sumptuous dishes from all four hemispheres of
Earth, thereby, truly offering food for your every mood - and at any hour to boot!
Fogo No Chao /Brazilian
Another important part of the restaurant is the reception desk where most of the reservation
orders are taken in and the bill is paid. The profitability and efficiency of the restaurant also
depend on telephone skills of the Hostess. The restaurant manager of Ramada Addis taught us
the procedure that we need to follow to prove ourselves as efficient Host. During any telephone
conversation, hotel staff should follow the below key points:

Smile even though you are on the telephone: When you smile, you automatically
improve your vocal quality, and you will sound pleasant and interested.

Stand up straight: By standing up straight, you will be more alert and pay better attention
to what is being said.
37

Use a low voice pitch: A lower voice pitch will make you sound more mature and
authoritative.

Match your speaking rate to the callers: Let the caller set the tempo of the conversation.
For Example, he or she may be in a hurry; In that case, you should provide information
more quickly.

Avoid extremes in volume: If you speak too loudly, you may sound rude or pushy. If you
speak too softly, you may sound timid or uncertain.

Avoid expressions such as "uh-huh" and "yeah": Such expressions make the speaker
sound dull, indifferent and uninterested.
Front office staffs often take phone messages for other employees or guests. most front offices
have a standard telephone message form. If you answer the phone, its important that you listen
carefully and take accurate written notes while speaking with the caller. When you take a
telephone message, be sure to get the following information:

Date

Time of the call

Name of the person being called

Callers' full name

Callers' department ( if the call is internal)

Caller's company

Caller's time zone ( only if overseas call)

Caller's Telephone number ( and area code, if needed)

Message ( do not abbreviate- provide a full message)
38
39
3. Konnect Bar
Futuristic furnishing and flavored fragrances make up the feel for the Konnect Bar. Whether
you drop by for a quick coffee or stay for the Snacks, this is the perfect place to treat your
palates.
4. Oak Bar
It is a secret garden View in the Terrace of Ramada Addis Ground Floor where the first thing that
hits you when you step in to it is the aroma of Beer, the open area for Smokers and the majestic
view feels up your senses with a little slice of heaven in the Morning and The Crowd at Night gives
you good vibe Mood and relax with well-prepared DJ Play Lists .
5. Banquet service:
40
Despite the structural problem Ramada Addis banquet service at level 1st Floor is envious for
other hotels. It holds several events & programs at different times of the day. There are two
different parts of the Banquet hall Names by the Rivers found in Ethiopia (Awash & Gibe). So it‘s
possible to hold two different programs at a time. The banquet hall is decorated as required.
6. Room service:
Room service is another important part for the food and beverage department. As I showed in
the kitchen design, the room service order-taking department must always be aware of the orders
placed by the guests. It is found that many guests select hotels depending on the efficiency and
effort from the room service. Although most of the room services are at the hand of the
housekeeping department, mini bar and food delivery at room are at the hand of the food and
beverage department.
41
4.1.3 Standard Operating Procedures: Steps of F&B Product Control
Step 1: Purchasing
Step 2: Receiving
Step 3: Storing
Step 4: Issuing
Step 5: Pre-preparation
Step 6: Preparation
Step 7: Serving
Step 8: Service
Figure: Steps of F&B Product Control
4.1.4 Identified problems in Food and Beverage Department
The identified problems that I found in the Ramada Addis food and beverage department are:




Having problem in finding educated and proper kitchen staff
Inability to employ Service personnel for long time, high employee turnover
Lack of Storage Areas for Bar & Dry Food Items
Lack of modern equipment
I think that can present proper scenario of Ramada Addis Hotel Food and Beverage department.
40
4.2 Housekeeping Department
The housekeeping is the department of a hotel charged with cleaning and maintaining rooms and
public spaces. From the time a guest checks-in in a hotel till he checks out, it is the housekeeping
department which takes care of the guest by making his / her stay pleasant and comfortable. In
general, the housekeeping crew is responsible for the daily cleaning of public rooms (lobbies,
corridors, meeting rooms), private bedrooms and public washrooms. In addition, it handles the
laundering of linens and in some instances, guest laundry. Housekeeping also performs a minor
security function by providing a ―first alert‖ to potential guest problems while staff undertake
daily guest bedroom cleaning. The importance of housekeeping department is:





Comfort
Cleanliness and hygiene
Safety and Security
Privacy
Décor
4.2.1 Functions of housekeeping in Ramada Addis Hotel
The functions of housekeeping department in Ramada Addis are:









Cleaning rooms and public areas
Bed making
Linen management
Laundry service
Pest control
Key control
Safety and security
Interior decoration
Room maintenance reporting
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4.2.2 Liaison of housekeeping with other departments
4.2.3 Types of rooms at Ramada Addis Hotel
Room Type
Published Rate*
Standard
USD 150 ++
USD 275 ++
Deluxe
nd
2
-10
th
Floor
Deluxe Double
USD 200 ++
Executive Suite
USD 300 ++
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Standard Room
Deluxe Room
43
Deluxe Double
Executive Suite
44
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4.2.4 Housekeeping department organization chart: Ramada Addis Hotel
4.2.5 Housekeeping staff performance measurement
Time (minutes) taken by 2 room
attendants
Cleaning time by room attendants
35
30
25
20
15
10
5
0
Time taken
Standard
275 sqft
deluxe 440
sqft
15
20
Deluxe
Double
Executive
suite
25
30
1 room attendant clean 4 rooms in total of 2015 sqft. In 90 minutes.
1 room attendant would take 180 minutes to clean this range.
2015 sqft/180 min = 11.19 sqft/min
One room attendant can clean 11.19 sqft in 1 minute
46
Room attendants use a sheet to keep track of their finished rooms and then send it to executive
housekeeper to analyze.
Time is money. For the lodging industry, this is especially applicable when it comes to cleaning
costs. Many facility managers assume they can multiply the number of guestrooms by some
theoretical productivity rate to determine the time and resources needed to clean their hotels, but
the results are generally inaccurate. Work loading, which involves calculating time standards for
each task and area within the facility, is a reliable way to determine cleaning times. Before
benchmarking your performance or developing staffing plans, consider the following steps to
effectively workload your hotel.
1. Divide the building into areas that are cleaned in a similar way. While your area list will be
unique to your facility, some groupings that make sense are all guestrooms; the lobby; the dining
rooms, bars, and restaurants; and the pool and workout facilities.
2. Add up cleanable space. This is the area that is actually cleaned, not gross square feet. Take
physical measurements—current CAD or scale drawings are the most efficient. The objective is
to accurately gauge what needs to be cleaned and what type of surface is in each area (example
15,000 square feet of lobby tiles).
3. Factor in the task. Labor hours are dictated by the scope of work, which will have two parts:
the actual task that needs to be performed (i.e. detailed vacuuming) and the number of times it is
performed on an annual basis. This will give you the annual labor hours per task. For example,
you may collect trash in a particular area 260 times a year. At 0.5 hours each time, this results in
130 labor hours.
4. Get a Birr figure. The final step is to determine your labor cost. To do this, multiply the total
number of hours by the wage rate (adding a percentage to cover taxes, insurances, and benefits)
to reach your burdened labor cost. To get a final cost estimate, add supply costs; equipment
depreciation; miscellaneous job costs such as background checks, drug testing, uniforms, etc.;
overhead; and administration and profit.
Theoretically, twenty minutes, but I've never seen anyone get it down to less than a half hour.
We shoot for 15 minutes for a stayover, 30 minutes for a checkout.
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4.3 Front office Department
Front office department is the heart of the hotel. It connects all the departments informing them
the guest needs. Front office is the place that has to face complains and queries from the guest.
This department takes the heat. From pre-arrival to departure front has to serve guests
accommodating them with all the services they need. Front office department of Ramada Addis
Hotel is situated at Ground floor of the building and very visible for guests who inters to the
hotel.
4.3.1 Front office hierarchy of Ramada Addis Hotel
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4.3.2 Front office Department layout
Layout of any front office department must be scientific and be designed keeping in mind
flexibility and smooth operation. Front office of Ramada Addis Hotel is also designed
scientifically. There are three workstations to process check-in and checkout process. At the back
office there is computer with internet connection and fax machine to check out information
and receive important documents. Front office manager sits at a separate office at the corner of
the back office. There are reservation office and the business centre aside. There is sitting
area in front of it Trinkets @ Ramada Addis Hotel. Guests can wait if process takes time or in
rush. So it is enough to ensure smooth flow for guests.
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4.3.3 Front office functions and guest interaction
Front office of any hotel has to perform different functions. These functions are divided into
4 different categories. Those are:




Pre-arrival
Arrival
Occupancy
Departure
The specific activities are as shown in the figure above. Pre-arrival function starts with
reservation process. At arrival front office processes registration, key issuing and baggage
handling. At occupancy period they connects guests with other departments according to their
needs, exchange money, handles mails and telephone calls. At departure they arrange checkout,
bill settlement and transportation facilities for guests.
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4.3.4 Ramada Addis Hotel property management system HMS
There are different property management systems available out there. Hotels can purchase the
software from the companies or they can use their own custom-made PMS considering the nature
of work in the front office. Ramada uses custom-made PMS, which they call HMS (Hotel
Management System). It helps the front office employees perform the following functions:




Reservations management
Room management
Guest account management
General management
Here I am presenting screenshots from the Ramada’s property management system HMS
1. Housekeeping room status view (at a glance)
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Ramada Addis Hotel Departmental Functions and Responsibilities
Director of Guest Service
 Maximize guest service satisfaction by more than 80%.
 To minimize guest complaints related to Guest services.
 Building the capacity of the staff
Executive Housekeeper
 Maintain the cleanness of the entire building.
 Increase owner satisfaction by keeping down costs
 Prevent any contamination in the hotel and guarantee health and safety for our customers.
Director of Food&Beverage
 Providing quality and consistent service
 Keeping the Food and beverage cost below the budget
 Create awareness about healthy food and beverage consumption by inviting professional to
the property
SPA Manager
 Making capital wellness achieving market penetrations and growth through quality service.
 Searching competitive weakness and capitalize in our own strengths
 Engaging the members in different activities
IT Manager
 Provide a reliable and efficient ICT infrastructure for the hotel
 Deliver leading-edge information technology services, support and training
 Contribution to over all listed goals and maximize customer satisfaction
Director of Finance
 To respect all law and regulations
 Keep high control of cost and breakage
 Empowering and developing the staff
Director of Sales & Marketing
 Maximize revenue of the hotel by exceeding the customers expectation
 Promoting all the facilities by extensive advertising
 Creating new packages and events
Director of Human Resource
 Improving the staff skill and knowledge
 Insuring the staff has awareness of the HR policies and procedures and check its
implementation
 Analyse the staff retention schemes of the hotel through continuous benchmarking with
competitors
52
Chief Engineer



Maintaining the existing possessions properly through preventive maintenance
Knowledge sharing to make sure the engineering team have equal ability to handle work
Maintaining malfunctioning equipments and machineries as possible
Chief Security
 Ensure safe and secured environment
 Keeping all property of the hotel secured
 Ensure all security team are aware of the responsibility
Executive chef
 Implement the HACCP standard in all food production area
 Ensure the quality of food in all outlets and maximize the satisfaction of our entire and
external customers
 Control and maintain the given food coast and improve the profit margin of food sales
Reservation Manager
 To maximize revenue through effectively selling rooms and rate products.
 To ensure that reservations on the books are accurate and have supporting documentation.
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2.4 Different services at Ramada Addis Hotel
I.
Accommodation facilities:
Each of our 136 guest rooms and suites has been immaculately decorated with complete
attention to the comfort of our guests. We offer numerous categories of rooms to ensure that
we may cater to the individual needs of our valued guests.
The following facilities are included in our rooms:

Central air-conditioning

Satellite television

Bathrobe & Hairdryer

International Direct Dialing

Mini bar

Electronic safe

24-hours room services

Laundry services
Room Type
Published Rate*
Standard
USD 150 ++
USD 275 ++
Luxury Deluxe
nd
2
-10
th
Floor
Deluxe Supreme
USD 200 ++
Executive Suite
USD 300 ++
55
II.




Dining Facilities:
Fogo No Chao / Brazilian Churascaria restaurant – 10th floor
Chefs Club / Theme Night Buffet Restaurant – 1st floor
Konnect Bar – Ground floor – lobby area
Oak Bar – Ground Floor Terrace
III.
Featured service:
 Business center
 Gym
 Free Internet Facility
 Laundry & Dry cleaning Facility
IV.
Meeting and event facilities:
Function Room
Location
Class room
Theate r
U-
Banquet
Reception
Shape
Awash
1st Floor
30
40
20
30
40
Gibe
1st Floor
30
40
20
30
40
Figure: Meeting and event facilities at Ramada Addis Hotel
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CHAPTER THREE
Job Background and Information
It was 4 weeks long internship program. Unlike other organizations, Ramada Addis Hotel was
pre-prepared for our arrival. The internship-training modules from all departments were prepared
by the Training Manager and with direct supervision of Human Resource Manager Mrs. Genet
Weldu. So we went through a process of learning practical knowledge and see how that works in
the real life.
Week 01
The first week of my internship period I attended classes under Food and beverage Manager Mr.
Victor Oluoch who tried to illustrate his learning from experiences toward me. I learned the
organizational hierarchy of food and beverage department and the roles they play.
My supervisor took me to the food and beverage production area. He introduced me with
different equipment’s and instruments and I started helping them in the cold kitchen and
continental kitchen. I worked in the Indian kitchen and pastry kitchen. It was not about
mastering the skills. Goal was to know operations and to find out what go wrong and take
necessary steps as a manager.
Week 02
I learned
different crucial challenges the food and beverage department has to go
through during daily operations and how to handle guest created problems. We watched
Sunrise training center video documents and learned how to use the knowledge in real life
scenario. I was taken to the 1st Brazilian Chrascaria restaurant to see the real B r a z i l i a n
food and beverage operation. I did ‗mise en place‘, observed the how skillfully managers
handle guests and lead staffs. I had a tour to different outlets of food and beverage department.
Manager provided me hard copy of training module to learn at home.
I learned preparing the restaurant before, during and after service, mise-en-place and rules and
points to remember while table lying in banquet hall. I attended one wedding reception as a staff
of Ramada Addis and worked till closing.
57
Week 03
This week was induction into the hotel front office for the first time. At first, I felt like a fish out
of water but then I tried to cope up with the help of the attendants. They were supportive. I
learned how to deal with guest check-in and check-out. Their software was custom made but still
the concept was same.
I learned the telephone skills of the receptionist; how to take reservation and accommodate
guest properly. Since the front office connects all the departments letting them know guest
requirements, the woks of the front desk employees are not that easy as it seems. I gathered
the knowledge on property management system, reservation and wake up calls.
I learned about processing guest check out system, change payment and night auditing activities.
How to arrange the guest bills in their folders and handling communication with the concierge
and security department.
Week 4
This week was my induction into the housekeeping department. This week I learned the
hierarchy of this department. I learned how to make beds and how fast we need to prepare check
in rooms and layouts. I leaned about the cleaning components and their use.
I learned about relationship between housekeeping department and other departments. Delivering
guest room supplies and how to prepare room attendants checklist. As I worked, I found that the
work of this department is more tiring than other departments being mostly physical. Work of
this department is more sensitive than other since the guest interaction is greater than other
departments.
The total three months period was surprisingly interesting and enjoyable. The attitude of the
Ramada team toward me was unforgettable and I learned a lot from them.
58
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CHAPTER FOUR
SWOT Analysis: Strength, Weaknesses, Opportunities & Traits of Ramada Addis
Hotel
The acronym for SWOT stands for Strength, Weakness, Opportunity, and Threat. The SWOT
analysis comprises of the Organization‘s internal strength, weakness, external opportunities, and
threats. SWOT analysis gives an organization an insight of what they can do in future and how they
can compete with their existing competitors. This tool is very important to identify the current
position of the organization relative to others, who are playing in the same field and used in the
strategic analysis of the organization.
Strengths
Location:
The Ramada Addis hotel is the closest business-class five star hotels in Addis Ababa. Located at
airport road & in the commercial area of Bole. It is also very closest from Bole International Airport
just 1 Km or 3 Minute Drive to the Hotel
1. Latest property:
Ramada Addis is the Latest Five Star Chain hotel In Addis .it is Only 6 Month old property.
2. Excellent service:
Ramada Addis provides world class service to its guest. Service people of this hotel are very
friendly to the guest.
3. Excellent F&B outlets:
50
Food and Beverage outlets of Ramada Addis Hotel are exclusive than no other Outlets of Addis
Ababa city. 1st Brazilian Churascaria restaurant in the country provide unique Brazilian Meat Cuts
& Other Brazilian cuisine to guest. OAK Bar is the largest bar of Addis Ababa city.
4. Advanced Technology:
Ramada Addis always uses modern advanced technology to operate the hotels from smart phone to
modern security devices.
5. New Independent Brand image:
Ramada Addis Hotel is an independent hotel Managed Under Wyndham Group of Hotels.
Weaknesses
The fault of an organization is the most important internal problems that might hamper the growth
rate to take place in a company. Though Ramada Addis Hotel is a company that has many strengths
but it also as well has some weaknesses of its own. The following are a few of the most common
weaknesses that Ramada Addis Hotel has at the present time.
1. Structural Problem
The Hotel Buildings Are not properly designed and Hotel is not quite visible from the main Road
2. Expensive to use internet
In the Hotel, Internet is too expensive charged on hourly basis.
3. Behave of reception staff is not cordial
The reception staff certainly isn‘t courteous. They have very limited choice and most of which are
with very poor reception quality. They weren‘t coming from the proper educational background.
Except receptionist all staff is very much cordial with the guests
4. Slow service
The room service is extremely slow. The AC does not seem to have individual controls. They do
not have a 24/7 housekeeping. Bed sheets and towels stinks. Do not have proper world class
toiletries.
5. Lack of natural scenery
You cannot get the original natural scenario from the Ramada Addis Hotel. It is surrounded by the
buildings.
6. Hotel taxi is not always available
Although you can get the taxi facilities in the Ramada Addis Hotel, but hotel taxi is not available
when you want.
7. It is not comparable to the existing world standards
There is no Proper Hotel Segregated Stores standard, the food and beverage outlets have no enough
storage like Banquet Store. Liquor Store and there is no Food Store and other stores for chemicals
or operating equipment’s.
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Opportunities:
An organization‘s opportunities are positive external environmental factors. An organization should
explore all possible opportunities available to it. These opportunities are intended to improve the
organization. By making improvements, the organization should be able to become more
competitive in the market. The following are opportunities available to Ramada Addis Hotel for it
to become more aggressive.






The Only Brand Hotel in Bole Road with Good Facilities
Surrounded by Commercial Centers and Diplomatic Residence
Social media marketing can be used to reach out more prospective customers and not only
the corporate business house.
Popular and known shops and Offices are available near the Hotel
Consistent, accurate fulfillment of the clients wishes
Competitive pricing for the quality of services offered
Threats
With the economic development of Addis Ababa, the rapid rise of the surrounding hotels, all other
hotels have settled Kazanchis and Bole Medhanialem , while there are many domestic and
international hotel giants eyeing the fast growing market in Ethiopia. Like other growing business
organization Ramada Addis Hotel, has to face a lot of threats. Specifically, they are the following:
1. Competition:
There are about seven five star Brand hotels and many domestic hotels in Addis. The five star
hotels are highly competitive with each other. To sustain in the market all hotels want to give wide
service facilities to its clients. So, this is one of the main threats for the hotel to sustain in the
market.
The other five star hotels in Addis are:
1. Sheraton Addis Hotel
2. Radisson-blu Addis Ababa Hotel
3. Hilton Addis Ababa Hotel
4. Marriot Apartment Hotel
5. Golden Tulip Addis Ababa Hotel
6. Best Western Hotel
All these hotels are the competitor of Ramada Addis Hotel. All hotels have their distinguishing
features own self to attract foreign and domestic customers. And these hotels are really a big threat
for the Ramada Addis Hotel.
2. Expansion of economic hotels:
50
The gradual penetration of other economic hotel is also the risk for the existing hotels. Those
economic hotels are expanding and penetrating frequently. The price of those economic hotels is
reasonable and their services are considerate, which are favorably received by the customer
resources of middle and low class. Although it‘s main replacement target is the hotel that fewer than
three star levels, the distribution influence towards ordinary businessmen and the customer
resources of scattering customers who choose self-assisted traveling cannot be neglected.
3. Political Turbulence:
Political turbulence reduces tourist traffic and thus the business of the hotels. Hotel industry in
Ethiopia really faces many obstacles for the political instability. For political disorder, strike, lack
of stable business investment tourists may not interested to come in Ethiopia and for this the hotel
authorities have to count losses. So this is a big threat for Ramada Addis Hotel.
4. Traffic Jam in Addis Ababa city:
The overall traffic system of Addis city is become poor day by day. It is really a bad experience for
foreign tourists to face traffic jam for unlimited time after long plane journey. So sometimes they
may lose interest to come in Ethiopia and as a result reduces the hotel business problem.
9. Govt. rules and regulation
Hotel Business may be affected by govt. rules and regulation also. Sometimes hotel authorities may
fail to offer distinguishing services according to customer‘s requirement to follow rules and
regulation provided by Government. And Ramada Addis Hotel has to face these types of problem
very frequently.
10. Others
There are some other external factors such as poor economic condition of Ethiopia, lack of tourism
development in Ethiopia, lack of skilled manpower, culture of People, sudden bad experience of a
foreign client, lack of development of industrial sector of Ethiopia etc. have a direct and indirect
negative impact on the hotel business. All these are also treated as threat for Ramada Addis Hotel.
That was the SWOT analysis of Ramada Addis Hotel.
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CHAPTER FIVE
Evaluation, Conclusion and Recommendations
My internship at Ramada Addis Hotel included induction into three core departments: Food
and beverage department, Front office department and Housekeeping department. I gathered
knowledge and collected data from each of these department. I want to present the discussions,
analysis and findings differently.
Recommendations
I have already presented my discussion on SWOT analysis and Ramada Addis Hotel strength
measurement criteria. In this recommendation part, I will try to show my suggestions to overcome
the weaknesses I observed and to fortify the strength with eternal force. I will present the
suggestions that can be enforceable by the effort of managers below. The recommendations are:
 Positioning: Ramada Addis Hotel‘s positioning is already enviable to many hotels.
Therefore, there‘s no action recommended.
 Infrastructure: Compare hotel‘s infrastructure and technology with other hotels,
actualize the infrastructure and technology needed for essential service of the hotel
 Marketing and sales: Verification of market segments for hotel and identification of
potential market segment to attract.
 Management: Communicate hotel goals and objectives with the employees, design
continuous improvement plan and develop system to avoid ownership conflicts.
 Training: Develop useful training program, hire trainers with experience and provide
initial training to the new employees.
 Information system: Verify if the information system and its reports are useful to the
managers, develop data mining and develop guest follow up system.
Since out of 136 rooms 50 rooms have no views and guests cannot look any interesting thing
outside. This decreases the room rates and affects guest satisfaction. Ramada should take care of
that problem if possible. The whole building is not fit for a five star hotel facility. In future, they
need to shift to compete with the world standard since they will face extreme competition in near
future with the introduction of half a dozen international brands. The conflict about ownership must
be handled for good to save own image. And they need to continue their legacy of entertaining
customer with events and cordial services.
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Conclusion
Before starting my internship program at Ramada Addis Hotel, I was excited and bit worried. I was
excited because I was waiting for my induction into the New Chain hotel experience under the
organization that Wyndham Group of hotels runs. We found out that they planned a whole
internship module dedicated to our learning in the core departments.
As we started, we attended classes and then entered into the practice. We learned a lot. We made
mistakes and they taught us through. In this report, I tried to put all that I learned and observed. I
tried to illustrate the situation and suggest solution based on my brief learning. I may not be the
master of any department now but I am jack of three of those. I really enjoyed my days with
Ramada Addis Hotel team. They are friendly and always willing to deliver knowledge from their
experience. We are amazed by their endeavor and we are fortunate to have them as friends.
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Appendices
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References
1. Bharathiar School (2009), The Food and Beverage Services, Duties and roles of food and
beverage employees
2. James A Bardi (2008) Hotel Front Office Management, How front office connects all
departments?
3. Michael.L.Kasavana, Richard.M.Brooks (2005) Managing Front Office Operation, Property
Management System, Front office accounting
4. Bharathiar School, Accommodation Operation (2009), Functions and segments of housekeeping
operation
5. www.wyndhamgroup.com , Introductory information, room categories and pricing
6. www.ministryofcultureandtourism.et.gov.com ,
7. Ramada Addis Hotel Operating Manuals and Reporting Standards
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