1. Please consider the profits of both hotels and identify which of the hotels is performing stronger. 2. What pricing strategies (e.g. differential pricing, fixed pricing) these hotels are using? (Compare the hotels to each other; consider fluctuations across the three months). How do these strategies reflect on hotel performance indicators and profit measures of the hotels? 3. Which hotel manages the F&B operations more effectively (use the figures for Food revenue and Beverage revenue that you recorded in the table)? Now, please have a closer look at the F&B operations. The data from the Food Revenue Details Report is shown below. CY Tempe CY Tempe DT Month Breakfast Dinner September $8,793.53 $5,016.30 Room Outside Meeting Banquet Service Room Food Catering $0.00 $2,500.00 $1,626.00 $0.00 2012 October 2012 November 2012 $11,030.00 $7,088.45 $10,503.30 $5,738.25 $0.00 $3,471.73 $1,719.75 $0.00 $725.00 $3,757.00 $0.00 $0.00 September 2012 $3,139.18 $391.10 $0.00 $450.00 $200.00 $0.00 October 2012 November 2012 $3,557.03 $2,842.19 $438.94 $293.80 $0.00 $1,207.00 $5,793.76 $2,552.24 $0.00 $0.00 $0.00 $0.00 4. Please consider different day parts (e.g. breakfast, dinner) and explain which one generates more profits for these hotels. What recommendations would you make to enhance revenue generation ability of different day parts? Day part is most often used to indicate a meal period (i.e. breakfast, lunch, or dinner (Hayes & Miller, 2011, p. 395).