From Student to Student |
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v | |
Preface |
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vii | |
Part 1 PERSPECTIVES ON CAREERS IN HOSPITALITY |
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1 | (56) |
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The Hospitality Industry and You |
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2 | (28) |
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What is Hospitality Management? |
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4 | (1) |
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The Manager's Role in the Hospitality Industry |
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5 | (1) |
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Why Study in a Hospitality Management Program? |
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6 | (3) |
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8 | (1) |
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9 | (1) |
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9 | (1) |
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Employment as an Important Part of Your Education |
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10 | (4) |
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Profiting from Work Experience |
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10 | (2) |
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Learning Strategies for Work Experience |
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12 | (2) |
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14 | (3) |
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15 | (1) |
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16 | (1) |
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Other Ways of Profiting from a Job |
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16 | (1) |
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Industry Practice Note 1.1 An Employer's View of Job Placement |
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17 | (1) |
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Global Hospitality Note 1.1 Career Opportunities Overseas |
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18 | (1) |
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19 | (1) |
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Goals and Objectives: The Strategy of Job Placement |
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19 | (3) |
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The Outlook for Hospitality |
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22 | (3) |
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Polarization in Hospitality Service Organizations |
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22 | (1) |
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23 | (1) |
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Service Is the Difference |
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24 | (1) |
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24 | (1) |
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24 | (1) |
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24 | (1) |
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25 | (1) |
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25 | (1) |
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25 | (1) |
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25 | (1) |
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25 | (1) |
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26 | (1) |
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26 | (1) |
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27 | (1) |
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28 | (2) |
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Forces for Growth and Change in the Hospitality Industry |
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30 | (27) |
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32 | (13) |
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The Changing Age Composition of Our Population |
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32 | (2) |
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Industry Practice Note 2.1 Demographics in Practice |
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34 | (3) |
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Diversity and Cultural Change |
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37 | (5) |
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Industry Practice Note 2.2 Changing Roles for Women in Food Service |
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42 | (1) |
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Changing Income Distribution |
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43 | (1) |
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Industry Practice Note 2.3 Is the Middle Class Shrinking? |
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44 | (1) |
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45 | (6) |
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Industry Practice Note 2.4 Lifestyle and Demand for Hospitality Services |
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46 | (1) |
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47 | (1) |
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48 | (3) |
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51 | (1) |
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The Impact of Labor Scarcity |
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51 | (1) |
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52 | (1) |
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53 | (1) |
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54 | (1) |
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55 | (1) |
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55 | (2) |
Part 2 FOOD SERVICE |
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57 | (176) |
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58 | (36) |
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The Varied Field of Food Service |
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60 | (4) |
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The Outlook for Food Service |
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62 | (2) |
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64 | (1) |
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The Dining Market and the Eating Market |
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64 | (8) |
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64 | (5) |
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Case History 3.1 Top Denver Restaurant Faces Hard Decision |
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69 | (1) |
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70 | (2) |
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Contemporary Popular-priced Restaurants |
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72 | (16) |
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Quick-Service Restaurants (QSRs) |
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74 | (6) |
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80 | (4) |
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Industry Practice Note 3.1 Demand Growing for Alternatives to Home Cooking |
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84 | (1) |
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High-Check-Average Restaurants |
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84 | (1) |
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85 | (3) |
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Restaurants as a Part of a Larger Business |
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88 | (1) |
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Restaurants in Retail Stores |
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88 | (1) |
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Restaurants in Shopping Malls |
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88 | (1) |
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Restaurants At Truck Stops |
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89 | (1) |
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89 | (1) |
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90 | (1) |
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90 | (1) |
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91 | (1) |
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91 | (3) |
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94 | (22) |
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96 | (12) |
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96 | (4) |
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100 | (3) |
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103 | (1) |
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104 | (3) |
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Life in the Restaurant Business |
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107 | (1) |
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107 | (1) |
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Making a Profit in Food Service Operations |
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108 | (1) |
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108 | (1) |
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109 | (1) |
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Keeping the Score in Operations: Accounting and Operating Ratios |
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109 | (2) |
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110 | (1) |
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110 | (1) |
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110 | (1) |
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111 | (2) |
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113 | (1) |
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113 | (1) |
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114 | (1) |
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115 | (1) |
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Restaurant Industry Organization: Chain, Independent, or Franchise |
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116 | (30) |
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118 | (6) |
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Marketing and Brand Recognition |
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119 | (2) |
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121 | (1) |
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121 | (1) |
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122 | (1) |
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Control and Information Systems |
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122 | (1) |
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Personnel Program Development |
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122 | (2) |
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124 | (1) |
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Operating Advantages of the Independent Restaurant |
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124 | (6) |
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Marketing and Brand Recognition |
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125 | (1) |
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125 | (1) |
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126 | (1) |
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Industry Practice Note 5.1 Working with the SBA |
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127 | (1) |
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Industry Practice Note 5.2 Why Go Public? |
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128 | (1) |
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128 | (1) |
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Control and Information Systems |
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128 | (1) |
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129 | (1) |
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The Independent's Extra: Flexibility |
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129 | (1) |
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The Independent's Imperative: Differentiation |
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130 | (1) |
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Between Independent and Chain |
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130 | (1) |
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130 | (11) |
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132 | (1) |
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Continuing Franchise Services |
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133 | (1) |
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Industry Practice Note 5.3 Interested in Becoming a Franchisee? |
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134 | (3) |
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Drawbacks for the Franchisee |
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137 | (1) |
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138 | (1) |
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Franchising Disadvantages to Franchisors |
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139 | (1) |
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Franchisor---Franchisee Relations |
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139 | (1) |
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Industry Practice Note 5.4 Conflict in Food Service Franchising |
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140 | (1) |
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Franchising: A Middle Way |
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141 | (1) |
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141 | (1) |
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142 | (1) |
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143 | (1) |
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143 | (1) |
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144 | (2) |
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Competitive Forces in Food Service |
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146 | (24) |
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Competitive Conditions in Food Service |
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148 | (2) |
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150 | (11) |
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150 | (4) |
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Case History 6.1 Concept Blur and the Great American Hot Dog |
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154 | (1) |
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154 | (2) |
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156 | (2) |
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158 | (1) |
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Industry Practice Note 6.1 Food Service Advertising and Diversity |
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159 | (2) |
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Competition with Other Industries |
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161 | (4) |
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161 | (1) |
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162 | (1) |
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163 | (2) |
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Industry Practice Note 6.2 Competition Between Food Service and Grocery Spurs New Product Development |
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165 | (1) |
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165 | (1) |
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166 | (1) |
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167 | (1) |
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167 | (1) |
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168 | (2) |
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Issues Facing Food Service |
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170 | (28) |
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172 | (9) |
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172 | (3) |
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Junk Food and a Hectic Pace |
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175 | (2) |
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177 | (1) |
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Industry Practice Note 7.1 Defining Health Claims |
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178 | (1) |
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179 | (1) |
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180 | (1) |
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Food Service and the Environment |
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181 | (8) |
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Thinking about Garbage: From Dump to Waste Stream |
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182 | (2) |
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Managing the Waste Stream |
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184 | (5) |
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189 | (5) |
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Enhancing Customer Service |
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190 | (1) |
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Technology in the Back of the House |
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191 | (1) |
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Technology, the Internet, and Food Service Marketing |
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192 | (1) |
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Technology and Management |
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193 | (1) |
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194 | (1) |
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194 | (1) |
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195 | (1) |
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195 | (1) |
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196 | (2) |
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Institutions and Institutional Food Service |
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198 | (35) |
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Comparing Institutional and Commercial Food Services |
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200 | (3) |
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203 | (1) |
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Contract Management Companies |
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203 | (2) |
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Global Hospitality 8.1 International Perspectives |
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204 | (1) |
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Pros and Cons of Contract Management |
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204 | (1) |
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Business and Industry Food Service |
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205 | (4) |
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Industry Practice Note 8.1 Measuring Guest Participation |
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208 | (1) |
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College and University Food Service |
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209 | (3) |
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College Students as Customers |
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210 | (2) |
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212 | (5) |
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The Dietetic Professional |
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212 | (1) |
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213 | (1) |
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213 | (1) |
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Dietary Department Organization |
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213 | (2) |
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Trends in Health Care Food Service |
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215 | (2) |
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School and Community Food Service |
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217 | (4) |
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The School Food Service Model |
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219 | (1) |
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Contract Companies in School Food Service |
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220 | (1) |
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Service Programs for the Aging |
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221 | (5) |
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221 | (1) |
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Retirement Housing Communities |
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222 | (2) |
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Other Institutional Food Service Segments |
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224 | (1) |
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224 | (1) |
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225 | (1) |
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226 | (1) |
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226 | (2) |
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Case History 8.1 Vending Meets One Building's Food Service Needs |
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227 | (1) |
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228 | (1) |
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229 | (1) |
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229 | (1) |
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230 | (1) |
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231 | (2) |
Part 3 LODGING |
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233 | (144) |
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Lodging: Meeting Guest Needs |
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234 | (40) |
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236 | (4) |
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236 | (1) |
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237 | (2) |
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239 | (1) |
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240 | (7) |
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241 | (3) |
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Leisure and Personal Travel |
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244 | (1) |
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Industry Practice Note 9.1 Demystifying Gender Differences Among Hotel Guests |
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245 | (1) |
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The International Traveler |
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245 | (2) |
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247 | (20) |
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Industry Practice Note 9.2 Where Have All the Independents Gone? |
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248 | (1) |
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249 | (3) |
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Limited-Service Properties |
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252 | (3) |
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255 | (1) |
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Global Hospitality 9.1 The Economy Sector Flowers Overseas |
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256 | (1) |
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Industry Practice Note 9.3 Diversity In Lodging Ownership: The Asian American Hotel Owner's Association |
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257 | (2) |
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259 | (1) |
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260 | (2) |
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The Meeting and Convention Market |
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262 | (3) |
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Other Specialized Segments |
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265 | (1) |
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Industry Practice Note 9.4 Innkeeping Insights |
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266 | (1) |
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Lodging as a Community Institution |
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267 | (2) |
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269 | (1) |
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270 | (1) |
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270 | (1) |
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271 | (1) |
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272 | (2) |
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Hotel and Motel Operations |
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274 | (34) |
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Major Functional Departments |
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277 | (1) |
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The Rooms Side of the House |
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278 | (19) |
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279 | (2) |
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Automation of the Front Office |
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281 | (3) |
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Reservations and Yield Management |
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284 | (1) |
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285 | (1) |
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286 | (1) |
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287 | (1) |
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Industry Practice Note 10.1 The Concierge |
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288 | (1) |
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289 | (1) |
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Food and Beverage Department |
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289 | (2) |
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291 | (4) |
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Staff and Support Departments |
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295 | (2) |
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Income and Expense Patterns and Control |
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297 | (5) |
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The Uniform System of Accounts |
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297 | (5) |
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302 | (3) |
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302 | (1) |
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302 | (1) |
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303 | (1) |
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303 | (1) |
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304 | (1) |
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305 | (1) |
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305 | (1) |
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306 | (1) |
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306 | (1) |
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307 | (1) |
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Forces Shaping the Hotel Business |
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308 | (30) |
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The Economics of the Hotel Business |
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310 | (15) |
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311 | (4) |
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The Securitization of the Hotel Industry |
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315 | (3) |
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Industry Practice Note 11.1 There Are REITs . . . and Then There Are Paired-Share REITs and . . . Some other Possibilities |
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318 | (4) |
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The Hazards of Public Ownership |
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322 | (1) |
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323 | (1) |
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Case History 11.1 Going Public: Some Good News and Some Bad |
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324 | (1) |
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Dimensions of the Hotel Investment Decision |
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325 | (8) |
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326 | (1) |
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Global Hospitality Note 11.1 Exchange Rates and Hotel Valuations |
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327 | (1) |
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Global Hospitality Note 11.2 Globalization and Taxation |
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328 | (1) |
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328 | (1) |
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329 | (1) |
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Segmentation: For Guests or Developers? |
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329 | (2) |
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331 | (1) |
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Entrepreneurial Opportunities |
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332 | (1) |
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333 | (1) |
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334 | (1) |
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334 | (1) |
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335 | (1) |
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336 | (2) |
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Competition in the Lodging Business |
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338 | (39) |
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The Conditions of Competition |
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340 | (3) |
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340 | (2) |
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342 | (1) |
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342 | (1) |
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342 | (1) |
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342 | (1) |
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The Marketing Mix in Loding |
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343 | (2) |
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345 | (1) |
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Product---in a Segmented Market |
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345 | (12) |
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347 | (4) |
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Other Services and Amenities |
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351 | (3) |
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354 | (3) |
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Price and Pricing Tactics |
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357 | (4) |
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358 | (2) |
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360 | (1) |
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361 | (7) |
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361 | (1) |
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362 | (2) |
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Industry Practice Note 12.1 Travel Intermediaries: REZolutions |
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364 | (2) |
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Global Hospitality Notes 12.1 Franchising Worldwide |
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366 | (2) |
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Industry Practice Note 12.2 Travel Bookings in the Internet to Skyrocket |
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368 | (1) |
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Promotion: Marketing Communication |
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368 | (4) |
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369 | (1) |
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370 | (2) |
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Marketing and Competition |
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372 | (1) |
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372 | (1) |
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373 | (1) |
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374 | (1) |
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374 | (1) |
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375 | (2) |
Part 4 TRAVEL, TOURISM, AND THE HOSPITALITY INDUSTRY |
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377 | (70) |
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Tourism: Front and Center |
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378 | (30) |
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The Importance of Tourism |
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380 | (1) |
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Factors Affecting Travel and Tourism |
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381 | (3) |
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382 | (1) |
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382 | (1) |
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383 | (1) |
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384 | (2) |
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384 | (1) |
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385 | (1) |
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The Economic Significance of Tourism |
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386 | (2) |
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387 | (1) |
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Publicity as an Economic Benefit |
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387 | (1) |
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The United States as an International Tourist Attraction |
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388 | (5) |
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Global Hospitality Note 13.1 What Makes Tourism Run? |
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389 | (1) |
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390 | (1) |
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Reasons for Growth of the United States as a Destination |
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391 | (2) |
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Businesses Serving the Traveler |
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393 | (8) |
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393 | (5) |
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398 | (2) |
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400 | (1) |
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Noneconomic Effects of Tourism |
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401 | (3) |
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401 | (1) |
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Industry Practice Note 13.1 Ecotourism |
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402 | (1) |
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Favorable Noneconomic Effects |
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403 | (1) |
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404 | (1) |
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404 | (1) |
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405 | (1) |
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405 | (2) |
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407 | (1) |
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Destinations: Tourism Generators |
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408 | (39) |
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410 | (2) |
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412 | (1) |
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Planned Play Environments |
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413 | (1) |
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414 | (8) |
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414 | (3) |
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417 | (1) |
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417 | (3) |
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420 | (2) |
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Employment and Training Opportunities |
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422 | (1) |
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422 | (11) |
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424 | (4) |
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428 | (1) |
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429 | (1) |
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Casino Markets and the Business of Casinos |
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430 | (2) |
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432 | (1) |
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Urban Entertainment Centers |
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433 | (5) |
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Case History 14.1 The National Restaurant Association Restaurant Show |
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435 | (1) |
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436 | (1) |
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436 | (2) |
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Temporary Attractions: Fairs and Festivals |
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438 | (2) |
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Case History 14.2 The New Orleans Jazz Fest |
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440 | (1) |
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440 | (3) |
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Global Hospitality Note 14.1 Ecotourism in other Countries |
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442 | (1) |
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443 | (1) |
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443 | (1) |
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444 | (1) |
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444 | (1) |
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445 | (2) |
Part 5 HOSPITALITY: A SERVICE INDUSTRY |
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447 | (30) |
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The Role of Service in the Hospitality Industry |
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448 | (29) |
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451 | (3) |
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453 | (1) |
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Rendering Personal Service |
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454 | (4) |
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455 | (1) |
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Industry Practice Note 15.1 Service and Stress |
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456 | (1) |
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457 | (1) |
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Managing the Service Transaction |
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458 | (6) |
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The Product View of Service |
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460 | (1) |
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The Process View: Empowerment |
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461 | (2) |
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Production or Process View? |
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463 | (1) |
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How Companies Organize for Service |
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464 | (8) |
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464 | (2) |
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466 | (3) |
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The Employee as Product: The Importance of People |
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469 | (2) |
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Service as a Sustainable Competitive Advantage |
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471 | (1) |
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472 | (1) |
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473 | (1) |
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473 | (1) |
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474 | (1) |
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474 | (3) |
Index |
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477 | |