Reneta McCarthy has both teaching and practical experience in hotel operations. She began her career at Marriott International, where she worked as a housekeeping manager and then as director of services in the full-service hotel division. She later transferred to Courtyard Hotels, by Marriott, where she became one of the youngest general managers of a Courtyard property. She became director of rooms at The Statler Hotel at Cornell in 1992 and joined The Hotel School faculty in 1995, where she teaches courses in hotel and casino operations. She is the faculty advisor to Hotel Ezra Cornell (HEC), an annual, student-run industry conference that attracts 300 hospitality leaders to campus each spring.
Running a successful hotel today is a highly collaborative process involving many roles.
This course is structured around the four key stages in the guest experience -- pre-arrival, arrival, occupancy, and departure -- and will explain hotel operations, the systems that hotels rely on, and the managers and staff who run them. During the guests' experience, managers and staff will learn how to engage with guests to win and maintain their loyalty.
Professor Reneta McCarthy brings first-hand knowledge of hotel operations to this course, providing insights and guidelines that will give participants a good understanding of the inner workings of today's hotels.
Every property’s finance function keeps detailed records of the daily transactions involved in the running the organization. Periodically, they create reports that allow management, stakeholders and regulating authorities to have insight into the financial health of the organization. As a manager, you need to understand both the metrics that are reported in income statement, balance sheets, and cash flow statements, and how they relate to each other. You also need to understand how comparing numbers across your company, the industry, and from year to year, can help you assess the overall financial performance of the firm.
The in-depth review of sample case studies in this course will provide you with the tools you need to examine your own property’s reports. As you make budgeting and investment decisions, your knowledge of how vital financial markers indicate relative health in the organization will help drive initiatives to meet your company’s financial goals.
In this course, you will create a strategy to turn a work group into a high-functioning team by evaluating challenges and applying techniques to generate positive team outcomes. Based on the research and expertise of Professor Kate Walsh, PhD, of Cornell University’s School of Hotel Administration, you will learn how to enable a team to take ownership of its own success and shift leadership roles as the team assumes greater responsibility.
Using tools provided in this course, you will explore best practices in leading teams, assess case studies, and examine functional conflict. With the completion of an action plan at the end of the course, you will be ready to apply what you learn to your own organization.
Services marketing is often viewed in terms of outcomes, but services marketing is also an ongoing analytic process. In this course, you will learn how to properly analyze frameworks, tools, channels, data sets, customer behavioral data, decision-making factors, and strategies that support broader marketing decisions.
Authored by Robert Kwortnik from Cornell University's School of Hotel Administration, this course will teach you how to review the way marketing works in your organization and how to create and apply a services marketing process.
Revenue management is key to any business that has relatively fixed capacity, perishable inventory, and time-variable demand. This course introduces you to the basics of revenue management in the hotel industry: how to apply pricing and length-of-stay tools and how to measure your revenue management performance. It is designed to inspire you to shift your thinking about revenue management from a focus on occupancy and average room rate to a focus on revenue per available room (RevPAR).
This course teaches you how to accurately forecast guest arrivals at your hotel, examine pricing models in accordance with revenue management principles, and to manage overbooking. All of the techniques and practices discussed in this course are applicable to a variety of service management roles.
By completing this course you will have compiled detailed notes and recommendations for implementing revenue management at the organization where you work.
Loyal repeat customers are key to the success of any food and beverage operation. They represent recurring revenue and are a great source for feedback and gauging customer sentiment. They can also be your greatest evangelists, recommending you to friends and colleagues, even giving favorable online reviews.
Through careful design, meticulous attention to service processes, and a way to gauge customer sentiment, you can play to your team's strengths and identify opportunities for improving the guest experience to grow your business.
The Advanced Hospitality Management Capstone, part of the Cornell Professional Development Program, is the on-campus component that results in the completion of your advanced certificate. It takes place at the Cornell University campus in Ithaca, NY, at the renowned School of Hotel Administration.
Over four intensive days, you will tackle management challenges and collaborate with a network of peers to expand the foundation of your hospitality knowledge.
Days 1 and 2: Hospitality Financial Management: Operations Decision Making
In this on-campus faculty-led intensive, you'll explore financial statement analysis tools to increase profitability within your operations. You'll practice techniques to make more strategic operational decisions about costs, volume, profit, and pricing, as well as how to best manage operating and capital budgets. This session will provide you with a background in financial accounting and financial statement analysis, and you'll use tools to analyze cash flows, results of operations, and financial position. Managerial accounting tools will also be explained, examined, and applied as they relate to the decision-making process within your hospitality organization. You'll engage with your peers in case studies and practical problem sets using common terminology employed by owners and operators.
Days 3 and 4: Strategic Decision Making for Hotel Operations
Using team decision making as the primary engine, you'll enhance the skills needed to make sound tactical and strategic decisions to improve hotel performance. You'll practice skills that lead to successful planning and implementation of both short-term and long-term strategic initiatives. This two-day intensive session leverages a simulation focusing on strategic decision making and practical exercises. You'll divide your time among working in the simulation, consulting the collateral materials, performing analyses, and engaging in group discussion and decision making. The activities will lead you to a broader understanding of complex market factors in addition to the micro-markets in which you operate. You'll leave having gained practical experience with the key competitive elements that will drive your success as a hospitality manager.