CBM2015-00091
`CBM2015—00091
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`EXHIBIT 2040
`EXHIBIT 2040
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`PART 5
`PART 5
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`Lodging Faci ities
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`After reading and studying this chapter, you should be able to:
`
`Define the term product line as used in lodging operations.
`
`List and discuss the three elements in the service product line of a
`lodging enterprise.
`
`Name the activities common to all front office operations that must
`be taken into account in their layout and design.
`
`Identify by name and size eight types of beds commonly used in
`lodging properties.
`
`Provide the size range in square feet for each of the following:
`sub—budget motel room; budget motel room; commercial
`hotel/motel room; luxury motel room; hotel junior suite; hotel
`standard suite; suite in an a|l—suite property.
`
`Compare and contrast the size and furnishings of a budget motel
`room with those of a luxury hotel.
`
`List and discuss ten engineering systems found in lodging facilities.
`
`Distinguish between centralized and decentralized air conditioning
`systems.
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`Part Four )9 Lodging Perspectives
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`9 List four possible sources of water for lodging operations having no
`access to a public water supply.
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`‘I0
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`Identify the principal components of a fire safety system.
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`11 List and describe four common types of energy control systems.
`
`
`
`The previous chapter was devoted to examining the size and scope of
`the lodging industry. We identified characteristic types of lodging estab-
`lishments and discussed three classification systems. In addition, we
`identified several rate plans that include food and described two rating
`systems used for lodging properties. With that as background, we now
`turn to the subject of lodging facilities.
`I
`As indicated in the previous chapter, lodging establishments may
`offer any number of different services to guests. Some lodging opera-
`tions offer very few—simple guest houses having only rooms with a
`bath down the hall, for example. Others present a full range——elegant
`luxury hotels, for example, offering twenty—four-hour service, laundry
`and valet services, concierge service, twenty—four-hour maid service,
`secretarial services, hairstylists, and many other services.
`Lodging establishments also vary greatly in size and in target clien-
`tele. The simple guest house may have only one or two rooms to rent,
`whereas the large, complex hotel may have over three thousand rooms.
`Similarly, some lodging operations cater to business travelers while
`others specialize in convention business. Still others offer permanent
`- accommodations to those who consider the hotel their home while
`
`some provide temporary accommodations to people on vacation.
`It should be apparent from the broad range of possibilities for ser-
`vice, size, and target clientele that lodging facilities differ considerably
`from one another. For example, compare a resort property to a city
`hotel. The resort is likely to provide recreational activities—golf, ten-
`nis, and swimming, for example—requiring specialized facilities and
`equipment. In contrast, the city hotel might offer specialized services
`to appeal to high—level business executives—in-room computers and
`fax machines on each floor, possibly—requiring different kinds of spe-
`cialized facilities and equipment. While there are obvious differences
`between these two—and between any two different types of lodging
`properties—there are a number of important similarities. All lodging
`properties provide accommodations for guests, and all provide some
`services, although the services may be very limited in some properties.
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`As we will see, however, the points of similarity are of far greater
`importance than the many apparent differences.
`As we proceed with a discussion of lodging facilities, it is impor-
`tant to remember that the typical lodging facility is likely to be far
`more complex than the typical food and beverage facility. In addition,
`the amount of money and the length of time required to plan and open
`a food and beverage operation is far less than that needed to plan and
`open a lodging operation. These realities clearly help to explain why
`comparatively few people develop their own commercial lodging oper-
`ations. Most are planned and developed by corporations.
`Prior to a discussion of lodging facilities, it is necessary to address
`three key topics that are fundamental to the layout and design of a
`lodging facility.
`
`1. Concept
`2. Legal requirements (local, state, and national)
`3. Product line
`
`These are the same l<ey topics that were addressed before the dis-
`cussion of foodservice facilities in chapter 5. However, while the topic
`areas are the same, the details differ considerably.
`
` Est‘
`
`Every lodging operation is (or should be) established around a con-
`cept—an imaginative, unifying idea of the operation that serves as the
`"focus for the people, energies, and other resources required to convert
`the idea into reality. This concept originates with the person or com-
`pany that will own the property, or with some other person or firm that
`develops the property on commission.
`We will begin with one fairly obvious element of this concept: the
`type of lodging operation to be developed. The person or company
`responsible for the concept has in mind some idea of the type or types
`of lodging operations that might be developed—motel, convention
`hotel, resort hotel, or some other. A new property is likely to resemble
`one of the various characteristic types discussed in chapter 7 or some
`combination of those.
`
`Those responsible for the concept must clearly understand the
`nature of the hospitality service products to be offered in the lodging
`operation they are developing.
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`The laws and regulations—federal, state, and local—that an owner
`faces in operating a lodging facility must be taken into account. Build-
`ing codes, fire codes, health codes, zoning regulations, environmental
`regulations, and licensing requirements are among the most common.
`Each of these provides specific direction for an owner in planning,
`designing, and operating a lodging enterprise.
`Laws and regulations vary considerably from one state to another
`and even from city to city within a given state. For example, zoning
`regulations in some areas limit the‘ height of new buildings con-
`structed in the area. Plans for a facility that fail to comply with these
`regulations will not receive approval from local authorities. Conse-
`quently, it would be impossible to obtain a building permit until archi-
`tects and engineers had redesigned the building to comply with the
`regulations. This is just one example of the many possibilities.
`Before proceeding with plans for lodging facilities, owners lacking
`full knowledge of the laws and regulations that apply in given locales
`must have advice from lawyers, architects, engineers, professional
`lodging consultants, and others with the necessary expertise. Failure to
`take these details into account can lead to costly errors.
`
`
`
`As indicated in chapter 5, the term product line is used in marketing
`to refer to a group of products with similar characteristics. We will
`borrow the term from marketing once again and use it to mean the
`service products that a lodging operator intends to offer based on the
`concept developed for the establishment. For example, if one intends
`to operate a budget motel, the service products will be significantly
`different from those offered by a developer who intends to operate a
`luxury resort. Each lodging establishment offers its own distinct
`product line.
`The hospitality service product line offered by lodging operations
`has three elements.
`
`1. Accommodations
`2. Services
`3. Ambiance
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`Accommodations
`
`Lodging establishments offer accommodations—the most basic ele-
`ment in their service product line. This accommodations element con-
`sists of all the accommodations that will be offered to the public. The
`accommodations are the specific rooms, suites, or other facilities to
`which guests are assigned. All of these, taken together, are defined as
`the accommodations element in the service product line.
`Many lodging operations offer specialized accommodations.
`Some, for example, feature only one type, such as suites. Any number
`of specialized accommodations can be found in the lodging industry
`today. Two of the characteristic types of properties discussed in the
`previous chapter offer good examples: budget motels and residential
`hotels. In contrast, other lodging operations offer a broader range of
`accommodations, which may consist of both rooms and suites of vary-
`ing sizes and types.
`
`Services
`
`The second basic element in the hospitality service product line offered
`in a lodging enterprise is the service available to guests. This element
`is defined as all the services the operator intends to offer. Again, the
`type of establishment will strongly influence the nature and extent of
`the services offered. Housekeeping service is the basic service offered
`by transient hotels, motels, and similar lodging enterprises. Other
`common services include security, parking, valet and laundry, and bell
`services. Additional services may include information about goods and
`services available in the geographic area and assistance in making
`reservations at affiliated properties in distant locations for future
`dates.
`
`Many operators offer such additional services as entertainment
`and recreational facilities—common hospitality-related services that
`are central to specific types _of lodging operations and expected by
`guests in these operations. Again, the characteristic type of lodging
`facility established strongly influences the nature and extent of any
`additional services offered. Thus, entertainment and recreational facil-
`ities are central to resort hotel operations.
`
`Ambiance
`
`The third basic element in the hospitality service product line in lodg-
`ing operations is ambiance. This element includes a vast number of
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`tangible and intangible features that give a specific lodging operation
`its special and distinctive character. These include theme, lighting, uni-
`forms, furnishings, cleanliness, wall coverings, fixtures, fabrics, deco-
`rations, and any other related features, tangible or intangible, that cus-
`tomers see or sense and that help to form their impressions of the
`establishment. For example, when an arriving guest walks through the
`front door of a lodging facility, he gets an impression of the property
`from the lighting, furniture, carpet, wall coverings, works of art, and
`any of the other coordinated elements that make up the lobby area.
`Similarly, after being assigned to a particular accommodation, the
`guest gets additional impressions from the elevator, the elevator foyer
`on her floor, the general appearance of the corridor leading from the
`elevator foyer to her room, and so on. To a guest, the sum of these and
`many other tangible and intangible features constitutes the property’s
`ambiance, or atmosphere.
`The discussion above does not take into account that many lodging
`operations also offer food and beverage products. Some would say that
`the lodging enterprise that offers food and beverages is offering a sec-
`ond product line. Others would disagree, arguing that if food and bev~
`erages are offered because of guests’ expectations, the food and bever-
`age operations should be thought of as additional services, akin to the
`recreational facilities discussed above. One can agree or disagree with
`
`either point of view.
`
`Accommodations,
`service, and ambiance
`are the three basic
`elements in a lodging
`product line. The
`ambiance of the lobby
`pictured right
`immediately conveys a
`sense of this hotel’s
`
`special and distinctive
`character. (Photo
`courtesy of the Four
`Seasons Hotel.)
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`In summary, the service product line offered by a lodging establish-
`ment consists of three basic elements—accommodations, services, and
`
`ambiance. Some operators choose to add one or more of an array of
`other possible product lines by including boutiques, jewelry shops, gift
`shops, souvenir stands, and other retail shops on premises. Although
`these are interesting and often desirable additions to a property, they
`are not essential to the basic lodging enterprise. Therefore, we will
`limit the following discussion to the facilities required for the basic
`service product line of a lodging enterprise. (Appropriate discussion of
`food and beverage facilities appears in chapter 5.) In the present chap-
`ter, we will assume that the owner has attended to the necessary pre-
`liminaries and decided to proceed. At this point, we will turn our atten-
`tion to the specifics of lodging facilities.
`The student reading about lodging facilities may find it useful to
`refer to particular lodging properties. Therefore, in order to describe the
`various facilities and to point out some of the differences from one prop-
`erty to another, we will refer to the three distinctly different types of
`lodging properties described in case studies 8.1, 8.2, and 8.3. The first of
`these is a limited-service budget motel catering to economy—minded
`transient travelers. The second is a full—service, upscale resort hotel that
`provides accommodations and services primarily for vacationers. The
`third is a luxury hotel located in a major cosmopolitan city offering the
`services associated with that type of property.
`
`
`
`The Value Lodge is a fifty-room property located in a small midwestern
`town adjacent to an exit on Interstate 80. It is owned and operated by a
`couple name Roger and Janet Goodson. It is part of a chain called
`Value Lodges. Roger and Janet were both executives for major compa-
`nies for many years. Eventually they both began to dislike their work
`and felt they were wasting their lives, so they decided to open their
`own business. They had always been fascinated by innkeeping and felt
`they had the talent for it. Because they had no formal training in the
`business, they decided to work with a chain to receive the necessary
`training and to reduce risk. The Goodsons sold their home and as
`many other assets as they could. Because they had limited funds, they
`could only afford a relatively small property They answered an adver-
`tisement in the Wall Street Journal placed by the Value Lodge Com-
`pany. After thorough investigation, they agreed to an arrangement giv-
`ing them a motel in an excellent location, a Value Lodge sign, a large
`mortgage, and an obligation to pay various fees to the chain.
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`The Value Lodge is a fairly simple fifty—room operation. Roger and
`Janet, as owner-managers,
`live in quarters connected to the office
`where guests check in and out. The fifty units are modern and com-
`fortable—pleasantly decorated, yet simply furnished. Each unit con-
`tains two queen—size beds, a private bath, a color television, two lounge
`chairs, a dresser with mirror, and a telephone, among other items. The
`motel has no restaurant, no meeting rooms, no swimming pool, and no
`recreational facilities. It does have a small dining area with tables,
`chairs, and vending machines from which guests can obtain ice, bever-
`ages, sandwiches, and snacks. The motel caters almost exclusively to
`motorists from Interstate 80 looking for clean, comfortable overnight
`accommodations. Most guests check in by late afternoon and are back
`on the road again early the following morning.
`There is a fast—food restaurant located across the road and a family
`restaurant nearby. The Value Lodge Co. has a central system that takes
`reservations for all units in the chain. Roger and Janet receive about 25
`
`percent of their business from the reservation system.
`Roger and Janet take turns in the office during the day. Roger is
`usually there during morning hours, doing the bookkeeping and order-
`ing supplies, while Janet supervises the housekeeping. During the
`afternoon, Roger sees to the maintenance of the grounds and rooms
`while Janet takes her turn in the office. In the evening, neither stays in
`the office, but the door to their quarters is open, so they can attend to
`any needs of the guests or to any check—ins.
`
`mm’
`
`
`The Mountain Inn is a four hundred room,
`
`three—star resort hotel
`
`located in a major ski area in Colorado. It is owned by the Mountain
`Inn Corporation, a company formed by the group of investors that
`built the property. They have hired the Preferred Management Com-
`pany to run it. The agreement calls for Preferred Mangement to receive
`3 percent of gross room sales and 10 percent of profits.
`The Mountain Inn is a seasonal resort hotel. During the winter
`
`months—early November to mid April——the hotel is a ski resort, cater-
`ing to vacationers who come for winter sports. During the summer
`months—from June 1 to September 30—it is a summer resort catering
`to individuals and groups that come for summer recreational activities
`and meetings. The hotel closes during the months of October and May.
`This four hundred room hotel has two dining rooms—one for indi-
`vidual guests and families and the other for groups. It has one large
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`meeting room that can be divided into several smaller ones, as well as
`a coffee shop, pharmacy, hairstylist, several boutiques, an indoor pool
`and exercise room, two racquetball courts, and four outdoor tennis
`courts.
`
`The hotel is located at the base of a ski slope within one mile of an
`excellent golf course. Mountain Inn guests receive special considera-
`tion at the golf course. There is an excellent stable nearby for horse-
`back riding. Additional services offered guests include room service
`from 7:00 A.M. to midnight as well as tennis and swimming instruction.
`
`
`
`The Kensington is a 350—room, four—star luxury hotel located in the
`center of a major eastern city. It is a classical hotel, owned and oper-
`ated by a nationally—known chain, but the name of the chain is not
`used on any signs, linen, literature, or other item that would be noticed
`by guests. Management decided that the image of the property would
`not be improved by being linked with this particular chain.
`All 350 guest rooms are furnished with reproductions of antique
`furniture. There is a doorman on duty at the front door at all times to
`welcome guests, take charge of their cars, and obtain transportation
`for them. The lobby is finished in marble and brass. Each elevator is
`operated by an attendant, even though they can be operated automati-
`cally.
`The Kensington has a large ballroom with its own kitchen and a
`separate entrance from the street for guests attending weddings and
`similar formal functions. The hotel does not have the number of meet-
`ing rooms that one would find in a convention hotel. It does have three
`small meeting rooms that can be used by guests~—usually business
`executives—for small meetings.
`Other services offered to guests include twenty—four—hour room
`service, concierge service, secretarial service, a hairstylist, gourmet
`dining in the Empire Room, cocktails in the Kensington Lounge, a
`pharmacy, an indoor pool and exercise room, and extensive house-
`keeping service that includes the service of early morning tea or coffee,
`fresh towels twice each day, and turndown service in the evening.
`Seventy—five of The Kensington’s 350 rooms are presently occupied
`by permanent guests. The remaining rooms are available for transient
`business. Guests are served by a staff of five hundred employees, half
`of whom have worked in the hotel for over ten years. The Kensington
`emphasizes personal service. All staff members—-desk clerks, elevator
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`operators, bellmen, and doormen, among others-make special efforts
`to know guests by name. Staff members are expected to be friendly
`and courteous at all times, and to attend quickly to all reasonable
`requests made by guests.
`These three lodging properties, although they appear at first glance
`to be very different from one another, really have much in common. In
`fact, they have the same basic facilities that any property must have to
`be called a lodging facility.
`
`1. An area for activities and records associated with guest reser-
`vations, check—in, and check—out: the front office
`
`2. The accommodations themselves: guest rooms
`3. An area for attending to housekeeping activities, including the
`storage of linens, uniforms, and cleaning supplies and equip-
`ment: housekeeping
`
`In the following discussion, we will focus our attention on the lay-
`out and design of these three basic elements found in all lodging facili-
`ties.
`
`
`
`Because these three areas are so different from one another, the layout
`and design of each will be addressed separately
`
`> Front office layout and Design
`
`Front office layout and design tends to be determined by the size of the
`lodging establishment. In smaller properties, for example, front office
`areas tend to be smaller, simpler, and more compact because there is
`no need to have more than one clerk on duty for each shift. By con-
`trast, larger properties tend to have larger front offices because they
`need more people on duty at any one time to deal with the larger num-
`bers of guests.
`A lodging enterprise needs a facility to handle front office activi-
`ties, which have traditionally been separated into several categories of
`work known by the terms reservations, check—in, information, and
`check-out. These four terms require some simple explanation.
`Reservations is a term used to refer to a process for holding accom-
`modations for future guests.
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`in a lodging facility, the front office is the area
`for activities and records associated with
`
`guest reservations, check-in, and check—out.
`To guests, pictured right checking in, the
`front desk is the front office. (Photo courtesy
`of Radisson Hospitality Worldwide.)
`
`
`
`Check—in is the process by which people become guests.
`Information refers to providing guests with advice and directions
`relating to shopping, dining, entertainment, local transportation, and a
`range of other possibilities.
`,
`Checkout is the process by which guests terminate their status as
`guests.
`Further discussion of front office work will be deferred to the fol-
`
`lowing chapter on lodging operations.
`The facilities in which front office activities take place vary greatly
`from one property to another. In a fifty-room motel, such as the Value
`Lodge described above, a front office facility is normally quite small.
`Figure 8.1 is a diagram of the front office of the Value Lodge.
`In a larger property, such as the 350—room Kensington hotel, the
`amount of work and the number of employees make a larger front
`office facility necessary. Figure 8.2 is a diagram of the front office of
`the Kensington.
`Note that both facilities are designed to deal with the same activi~
`ties——those associated with reservations, check—in, information, and
`check~out. As previously noted, these are the activities common to all
`front office operations, and every lodging establishment has some
`form of front office designed to accommodate the level of activity
`anticipated in each of those four areas. To that extent, the front offices
`of the Value Lodge and the Kensington hotel are the same. There are
`obvious differences, however, between the two front offices, and these
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`Cash register
`
`Counter and
`shelves
`
`Office desk
`
`Files
`
`Figure 8.1
`
`Layout of the front
`office of the Value
`
`Lodge
`
`<j—— Lobby —————>
`
`Front desk
`
`Counter—height
`work surface
`
`\
`
`Exit to living
`quarters
`
`differences reveal much about the differences between the two proper-
`ties. The principal differences are listed here.
`
`In the Value Lodge, the volume of work involving front office activities
`can be handled by one individual in a single small area. The entire
`front office area, including the front desk, is only 54 square feet: 6’ X
`9’. By contrast, the front office area in the Kensington is quite large,
`encompassing 540 square feet: 18’ X 30’.
`
`. Space Allocation
`
`The Value Lodge has one single area in which all front office activities
`take place, and the volume of each is such that all can be handled by
`one person. In the Kensington, however, some of the front office activ-
`ities occur in sufficient volume to require that some employees dedi-
`cate their time to specialized work. For example, the volume of finan-
`cial activities—updating guest accounts, processing guest check-outs,
`cashing checks, and making change—make it desirable to assign spe-
`cialists (cashiers) to the work and to allocate one specific area for their
`work. The same is true for the specialist employees assigned to deal
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`Figure 8.2
`
`Layout of the front
`office of the
`Kensington
`
`<———————— Lobby —:-—-———>
`
`Front desk
`
`8
`
`5<
`
`0O\]O\U'l-l>(.Nl\)>—n
`
`Cashier's area
`Information area
`Room clerk's area
`
`Wall of mailboxes for keys, mail, and messages
`Counter—height bank of safe deposit boxes
`Office for front office manager
`Reservations office
`
`Locations of computer terminals and printers
`
`with reservations, information, and check-ins. In the Kensington, the
`front office staff is large enough to require supervision by a front office
`manager, for whom a separate office area has been allocated.
`It should be noted that a number of larger lodging operations do
`not follow the Kensington’s system for functional division of front
`office work. In many lodging operations with front offices similar to
`that of the Kensington, the three front office computer terminals could
`be used interchangeably for check-in and check-out. During evening
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`Part Four > Lodging Perspectives
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`hours, when the number of arrivals in commercial hotels tends to be
`
`higher, all terminals may be used to handle check-ins. By contrast, in
`the morning, when the number of departures are higher, all terminals‘
`can be used to process check—outs.
`
`Equipment
`
`In the Value Lodge, the front office requires some simple manual
`equipment: a room rack that also holds room keys and guests’ bills, a
`cash register, a telephone, and a file cabinet for reservations records
`and for storage of various forms and records. In the Kensington, the
`front office has an integrated computer system with terminals in each
`area. For example, the reservations office has a workstation with a ter-
`minal in which all reservations are input. A telephone and a fax
`machine are within reach, as are file cabinets and other storage facili-
`ties for reservations and related forms.
`
`P ROOIIIS layout and DESIQII
`
`To a great extent, the layout and design of guest accommodations in a
`given establishment are determined by the type of establishment. In
`economy motels, for example, guest rooms tend to be smaller, simpler,
`and more compact than in traditional luxury hotels.
`Because beds, the principal furnishings in most guest accommoda-
`tions, vary considerably in size, it is useful to know the dimensions of
`beds most commonly found in lodging establishments (see table 8.1).
`Most beds are 75” long. Some guests however, prefer longer beds,
`and these are readily available to lodging operators who choose to buy
`
`Table 8.1 Dimensions of Beds in lodging Establishments
`
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`
`Table 8.2 Typical Site Ranges of lodging Accommodations
`
`
`
`them. Some are 78" long; others may be 80" or 82". The latter are often
`called California lengths.
`Table 8.2 indicates typical sizes of guest accommodations in seven
`types of lodging operations. Note that the number of square feet in
`each accommodation includes bedroom, parlor or living room (if any),
`bathroom, and entry area, as well as any closets and other hallways.
`Figure 8.3 illustrates typical floor plans for guest accommodations
`in the seven common types of lodging establishments listed in table 8.2.
`The layout and design of guest rooms in the Value Lodge closely
`resembles that for the budget motel room in figure 8.3. Each unit has a
`private bath, two queen-size beds, a color television, two lounge chairs,
`and a dresser with mirror, among other items. Units in this property
`are of uniform size: 236 square feet.
`Guest rooms in the Kensington more closely resemble those for the
`luxury hotel room in figure 8.3. Some, like that in the diagram, have a
`private bath, a king-size bed, two night stands, a desk/dresser with mir-
`ror, and a lounge area consisting of corner table, loveseat, lounge chair,
`and coffee table. Units in the Kensington hotel are of differing sizes
`but average approximately four hundred square feet. That illustrated is
`among the largest the property offers.
`Note that both guest rooms are designed for the same basic pur-
`pose—to provide accommodations for travelers. Every lodging estab-
`lishment has guest rooms designed to accommodate the needs and
`desires of the kinds of travelers management intends to attract to the
`establishment. To that extent, the guest rooms in the Value Lodge and
`the Kensington hotel have the same general purposes. There are, how-
`ever, obvious differences between the two guest rooms illustrated, and
`these differences reveal much about the differences between the two
`
`properties. The principal differences are listed here.
`
`

`
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`
`,._e___1g-.0":
`
` 13._6u
`Budget motel room
`243 sq ft
`
`19.0"
`Commercial hotel/motel room
`312 sq ft
`
`
`
`Hotel standard suite
`
`546 sq ft 23'-0"
`Suite in an all-suite property
`690 sq ft
`
`
`
` 14l_0||
`
`Sub-budget motel room
`196 sq ft
`
`30:_ou
`
` zeta"
`Luxury hotel/motel room
`442 sq ft
`
` 1520" an
`Hotel junior suite
`450 sq ft
`
`Figure 8-3
`
`Typical floor plans for guest accommodations in lodging establishments
`
`

`
`chapter EM!“ 9 Lodging Facilities
`
`291
`
`Size
`
`The typical room in the Value Lodge is approximately 150 square feet
`smaller than that in the Kensington.
`
`Space AIIOCBIIOII
`
`In the Kensington, some of the additional space has been allocated to
`some additional furnishings not found in the Value Lodge. In addition,
`the Kensington hotel room appears to be more open and uncluttered.
`Some of the extra space is used, quite simply, as space, affecting the
`ambiance of the lodging product.
`
`Furnishings
`
`In the Value Lodge, the furnishings are better suited to those staying
`overnight than to those remaining for longer periods. They are not
`quite as attractive and comfortable as those in the Kensington, which
`features reproductions of classic antiques. However, the Kensington
`caters to guests who are seeking attractive furnishings and who are
`both willing and able to pay higher rates for more luxurious accommo-
`dations.
`
`Today's work
`environment is
`
`changing. Many
`business travelers
`
`are carrying lap-
`top computers so
`they can work on
`long airline flights
`and in hotel rooms.
`Marriott offers
`business travelers
`the “Room That
`
`Works,” pictured
`right. (Photo
`courtesy of The
`Philadelphia
`Marriott.)
`
`
`
`

`
`292
`
`Part Four > Lodging Perspectives
`
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`V Housekeeping layout and DESi§Il
`
`As in front office and guest accommodations layouts, the layout and
`design of a housekeeping area in a lodging establishment is deter-
`mined, to a great extent, by the type of establishment. In economy
`motels, for example, housekeeping areas tend to be smaller, simpler,
`and more compact than in traditional luxury hotels found in the more
`affluent areas of major cities. The housekeeping area in the Value
`Lodge, for example, is quite small and compact. In the Kensington, by
`contrast, housekeeping requires considerable space because of the lux-
`
`

`
`chapter Eight > Lodging Facilities
`
`293
`
`ury nature of the Kensington and the comparatively large number of
`employees required to maintain such a property
`The layout of the housekeeping area in the Value Lodge is illus-
`trated in figure 8.4. Note that the facility is comparatively simple, hav-
`ing storage space for laundered bed and bath linens and cleaning sup-
`plies,