Management of Tourist and Gastronomic Enterprises

N/A

Teaching methodologies are based on theoretical-practical classes, favouring expositive, interrogative and active methods, based on practical exercises/worksheets and research projects developed by students. To obtain approval (minimum score of 10 marks), students must choose one of the following assessment methods:

1) Exam

Assessment by final exam consists in the completion of a single written test of knowledge (100%), to be held in the respective assessment periods.

2) Continuous/periodic assessment

The continuous/periodic assessment results from the following assessment parameters

a) completion of a written and individual test of knowledge (50%); b) completion of a practical project in group, which should be presented / defended orally (35%), whose weighting is divided into written component (25%) and oral component (10%); c) completion of exercises during classes (15%).

Understand trends, evolution and positioning of gastronomy within the tourist and gastronomic enterprises;

Recognize the typology, structure and functional organization of the hospitality enterprises and catering and drinking establishments, including the interconnection of the various operational areas;

Understand the importance of strategy in the management of tourist and gastronomic enterprises;

Know the principles, variables and tools for strategic management in the field of tourism and gastronomic enterprises, applying revenue optimization methods;

Identify the operational cycle and principles of operation of the Accommodation and F&B departments and apply management processes and control systems;

1. Gastronomy as a tourism product within hospitality: framework, conceptualization and evolution

2. The hospitality enterprises in Portugal: Typologies and trends

3. The importance of strategy in the management of tourism and gastronomic ventures: Principles, variables and tools

4. The organization of the tourism and gastronomic enterprises: Structuring and business specificities

5. Departmental management and control in hospitality: Accommodation and F&B operational management

• - Frequency - 50.0%
• - Individual and/or Group Work - 35.0%
• - Attendance and Participation - 15.0%

• - Exam - 100.0%

NAO

Cross, R., Higbie, J. , & Cross, Z. (2011). Milestones in the application of analytical pricing and revenue management. Journal of Revenue and Pricing Management, 10(1), 8-18.

Lin, M. S., InHaeng, N. J. & Sharma, A. (2020). F&B Performance in the United States Hotel Industry. Journal of Hospitality Financial Management, 28 (1), 20-29. https://doi.org/10.7275/rrkm-bd90

Mun, S G., Woo, L. & Paek, S. (2019). How important is F&B operation in the hotel industry? Empirical evidence in the U.S. market. Tourism Management, 75, 156-168. https://doi.org/10.1016/j.tourman.2019.03.010

Shaheen, O.; Morsy, M.; Qoura, O. & Zaki, K. (2021). The Effect of Yield Management on Food & Beverage Department Profitability in Five-Star Hotels: A qualitative approach. International Journal of Heritage, Tourism and Hospitality, 15 (1), 127-138.

Zaki, K., & Quora, O. (2019). Profitability in Egyptian hotels: business model and sustainability impact. Research in Hospitality Management, 9(2), 89-98.