coordinating teacher : VINTEAN ADRIANA Hotel classification systems are widely used in the accommodation sector as a means of providing an indicator… [619950]

Hotel in
Irbid
governorate

STUDENT: [anonimizat] : VINTEAN ADRIANA

Hotel classification systems are widely used in the accommodation sector as a means of
providing an indicator to both consumers and intermediaries on the standards to be found at
individual establishments.
Moreover, hotel classifications can provide us eful marketing platforms for individual
hotels and for destinations wishing to promote the quality of their offer. However, the existence
of multiple systems worldwide is a challenge. There exist at least five different approaches, and
within each approach there can be different practices and processes. This can confuse the
consumer, particularly in a global market.
This report compares the recurrence of classification criteria in 4 and 5 star hotels across
30 European destinations and 6 global destinatio ns with a view to identifying general trends and
providing guidelines for destinations wishing to revise existing or establish new hotel
classification systems that meet the needs of consumers, hotels, intermediaries and destinations.
The comparison of the recurrence of classification criteria in 4 and 5 star hotels in the global and
European groups revealed that despite the existence of many types of classification systems,
there are many more similarities than differences, both between the geographic grou ps and
between the star categories.
With regards to the geographic comparison, the proportion of criteria assigned to various
hotel departments is almost identical in the European and global groups, though differences are
more prominent among individual d estinations and subregions. “Room” is the top department in
terms of proportion of criteria across all destinations that were assessed.
In terms of the comparison of star categories, in the vast majority of cases, classification
criteria in 5 star criter ia catalogues are also reflected to some extent in 4 star criteria catalogues.
Moreover, for the most recurring classification criteria in 5 star criteria catalogues, there is little
to no difference with their rate of recurrence in 4 star criteria catalog ues. The findings of the
report also suggest that more regular reviews of hotel classification systems can be useful in
order to keep them up -to-date with rapidly evolving consumer needs, particularly with regards to
technology and accessibility.
Hotel cl assification systems are widely used in the accommodation sector as a means of
providing an indicator to both consumers and intermediaries on the standards to be found at

individual establishments. This is particularly important in a sector where the produ ct (i.e. the
accommodation) is bought / listed sight -unseen (i.e. consumers/intermediaries are not able to see
or test the product offering before the purchase / listing is made). Moreover, hotel classifications
can provide useful marketing platforms for i ndividual hotels and for destinations wishing to
promote the quality of their offer. Nevertheless, establishing a classification system for tourism
accommodation is a complex undertaking due to the diversity of both accommodation types and
of the cultural, environmental and economic contexts in which the systems are embedded. This
report provides an overview of the main hotel classification systems in operation in Europe and
selected global destinations, and makes comparisons between the systems and the ran ge and
recurrence of criteria in 4 and 5 star category hotels. The report draws on research on the
development and status of hotel classification systems undertaken by UNWTO and the
QualityMark Norway programme of Norwegian Accreditation, a public body un der the
Norwegian Ministry of Trade, Industry and Fisheries. With a view to assisting destinations in
developing and reviewing classification systems, the report addresses a range of areas, including,
but not limited to, the benefits and challenges of clas sification, key findings from the
comparisons of 4 and 5 star accommodation, and recommendations.
The comparisons are made using two groups of countries. The first group (henceforth
known as global group, or GG) includes six destinations representing a gl obal spread of both
emerging and established destinations. The second group (European group, or EG) is comprised
of 30 European countries. A total of 34 national systems were reviewed, 30 in the EG and six for
the GG. Portugal and Germany are included in b oth the European and global groups. For the GG,
national classification systems were collected for Australia, (destination offering city tourism as
well as unique eco -friendly accommodation units), Germany (both business and leisure
destination, and part o f HotelStars Union), India (key emerging destination), Portugal (important
European tourism destination that is not a member of HotelStars Union), South Africa
(geographical spread), and the United States of America1 (destination of worldwide renown
offeri ng a very wide range of accommodation facilities). The EG included all the EU countries
except Finland2 , as well as Iceland, Norway and Switzerland, totalling 30 countries3 and 21
criteria catalogues. Within this group:

• Ten form part of HotelStars Unio n (Austria, Czech Republic, Germany, Hungary, Latvia,
Lithuania, Luxembourg, Malta, Sweden and Switzerland), and hence represent one criteria
catalogue.
• Four HotelStars Union members, namely the Netherlands, Belgium, Estonia and Denmark, are
still in tr ansition and will not use the Hotelstars Union (HSU) criteria until 2015. Hence, they are
represented with their respective national criteria catalogues.
• One HotelStars Union member, Greece, has made the HSU star rating voluntary in addition to
the mand atory Greek system. The Greek criteria are used in this comparison.
• Italy and Spain have regional systems with differing minimum standards. These have been
reviewed and for the purpose of this exercise a composite set of criteria has been compiled for
each country.
• The United Kingdom of Great Britain and Northern Ireland consists of England, Wales,
Scotland and Northern Ireland. The same criteria are used for all four territories.

Executive summary
Irbid governorate is located in northern Jordan, 71 km far from Amman, and 20 km far
from the Syrian borders. It is considered the second largest governorate in terms of population
after A,mman. Irbid’s population equals to 650 thou sand. The estimated area of the city is about
30 sq. km, furthermore, Irbid has valleys and fertile plains.
Irbid's climate is Mediterranean climate, moderate in the summer and cold and rainy in
the winter. The temperature in the summer does not exceed 3 5 degrees, however; the
temperature in the winter is low and may reach zero degrees and snow sometimes. The best
season of is the spring, where Irbid becomes green and different flowers and plants bloom
everywhere.
Irbid has many universities and is cons idered an attractive area for college students from
inside and outside Jordan. It also features many archaeological and tourist areas, however; it
lacks a high quality 4 -star hotel with high level,services hence the idea of this project is to
establish a 4 -star hotel in Irbid which provides many services and benefits to Irbid’s residents,
tourists and visitors.
The project is a 4=star hotel that offers lodging services using better technology, and
providing quality services. The hotel will have the best e quipment, furniture, appliances,
furnishings, and specialized services in tourist accommodation, whereas this project is

considered one of the most important successful projects throughout the year to attract
tourists.The below tables summarizes project ma in indicators:

Jordan Hashemite Kingdom area is 89342 Kilometers with a population exceed
9.8 Millions distributed among 12 Governorates. Jordan is bounded by Saudi Arabia,
Iraq, Syria and Palestine from the South, East, North and west respecti vely. Jordan
climate is mostly arid desert with rainy season between November to April Months.
Jordan is a free market economy, ranked as the fifth freest economy in the MENA
region in the Index of Economic Freedom. Its free market economy enjoys strong
partnerships amongst its neighboring country as well as Europe and the USA. Jordan is a
signatory of several bilateral and multilateral trade agreements such as (Free Trade
Agreement with the US and the EU, a Free Trade Agreement with the EFTA states, an
FTA with Singapore, A member of the Greater Arab Free Trade Agreement (GAFTA)
and a signatory of the Aghadir Agreement. Looking at the range of countries these
agreements cover and facilitate trade between, one is confident to say that Jordan has
business g ateways and partnerships across the globe.

Population Overview
Based on the latest surveys done by Department of Statistics (DOS) in 2017, total
number of population has reached around 9.814.995 with an increase rate of 2.88% from
2016 year, figure b elow summarizes the population distribution among the kingdom
governorates.

Moreover, and based on the latest survey conducted by (DOS) which related to
population nationality distribution over the governorates, it was found that total Non –
Jordanian re sidents constitutes around 30% of the total population. Half of these are
Syrians (1.3 Million) concentrated mainly in Amman Capital (436 Thousand) then Irbid
(343 Thousand), Mafraq at 208 Thousand and Zarqa at 175 Thousand.
Jordan prides itself in its y outhful population with 35% of ages below 15 years
old and only 4% with ages above 65 years old. Table below summarizes population
distribution of Jordanians according to Age Group:

Overiew of Jordan Economy
Classified as an upper middle economy by the World Bank and as a country of
High Human Development by the UNDP, Jordan is an important financial power in the
Middle East. Its small market witnessed growth in the last two decades since King
Abdullah II accessed the throne. Jordan’s GNI per capita has increased in the last four
years due to the basket of economic reforms that were enacted in the recent decade such
as (the new Income Tax Law, Public Private Partnership Law and Investment Law).
Theselaws aim to encourage the participation of the priva te sector in the Kingdom’s
economic development and provide an enabling legislative environment for current and
new investment opportunities.
The Jordanian economy is overwhelmingly services oriented and its contribution
in the GDP is 68.1%. The contribu tion of the industrial sector is 22.4%, the construction
sector is 4.2% and the agricultural sector is 2.9%. These contributions are aimed to
increase to (27.4%), (5.8%) and (3.4%) respectively and that of the service sector is due
to decrease according to Jordan 2025 vision.

Jordan’s exports include variety of textiles, potassium, phosphates, fertilizers,
vegetables and pharmaceutical products. While it’s main imports are crude and refined
petroleum. Distinguished by its strategic location, on the cro ssroads between Asia, Africa
and Europe with strong connections to the Levant and the GCC, Jordan has a regional
market of interest that represents US$3.8 trillion market and compromising 380 million
consumers.

Jordan infrastructure ranks comparatively w ell (38th out of 148 comparable
economies), with an extensive 8000 KM road network connecting Jordan domestically
and externally The new Queen Alia International Airport and the Port of Aqaba are the
major gateways to the international market. In addition to some mega projects such as the
Red- Dead Sea Canal and the national railway network that will be developed to position
Jordan as a hub for regional commerce.
Jordan banking system is quite sophisticated, resilient and in compliance with
international standards, making it very attractive and trustworthy to investors. This is
reflected in the fact that 50% of equity in licensed banks in Jordan is held by non –
Jordanians, and non residents’ deposits in Jordanian banks witnessed a steady growth of
19.2%. Mo reover, realizing the value of MSMEs to drive economic growth, the
government has developed the national Strategy for the encouragement of
entrepreneurship and the development of micro small and 70% 23% 4% 3% Service
sector Indusrty sector construction sec tor Agriculture sector 4 -Stars Hotel – Irbid
governorate 10 medium sized enterprises for 2015 -2019. This shows the commitment of
the Jordan government to enhance the private sector development and leveraging the
country’s strong human capital. Jordan pride s itself in its youthful population. It’s the
country most valuable capital. A tech savvy well educated and trained workforce attracts
a lot of investors to Jordan. More than 20.4% of Jordan’s GDP is dedicated to the
education and capacity building for the labor force, this has resulted in securing a 91%
literacy rate and enabled Jordanians to be among most hired and qualified middle -eastern
workforce. Such solid, diverse and resilient characteristics of the Jordanian economy and
investment scene position J ordan as a competitive investment destination.
Major Economic Indicators
• GDP Growth
The Jordanian economy slowed and reached 2.4 percent in 2015 compared to
growth rate of 3.1 in 2014 and similar to MENA growth rates. The growth also slowed
for trade , restaurants and hotels; manufacturing; transport; and electricity and water.
Meanwhile, finance, insurance, and business services advanced at a faster pace.

• Inflation rate
Inflation rate decreased to 0.9 in 2015 after 2% decline in the previous year .
Inflation Rate in Jordan averaged 3.1 percent from 2011 until 2015.
• Unemployment
The unemployment rate in Jordan was recorded at 13 percent in 2015, comparing
to 11.9 percent a year earlier. This increase due to the current instability in the labor
market structure as well as high competition from low cost foreign labors especially from
Syria.
• External Sector
A number of risks manifested in 2015, the closure of land trade routes with Syria
and Iraq and the deepening instability in the region adv ersely impacted many external
sector indicators such as trade, tourism and direct Investment.
Moreover, loans disbursements increased by JD 545.3 million, due to the use of
the International and Arab Monetary Funds (IMF and AMF) credit facilities. As an
outcome of these developments, the overall balance of the balance of payments registered
a surplus of JD 328.7 million in 2015, compared with a surplus of JD 1,550.7 million in
2014.
Further, net international investment position (IIP) witnessed an increa se in the
Kingdom’s net obligations to abroad; to reach JD 24,357.5 million, compared to a net
obligation of JD 22,578.8 million at the end of 2014 as a result of the increase in the
stock of external financial assets and liabilities of all resident econom ic sectors to reach
JD 18,657.9 million and JD 43,015.5 million; respectively.
External Debt in Jordan increased to 9390.50 JOD Million in 2015 from 8030.10
JOD Million in 2014. External Debt in Jordan averaged 5433.67 JOD Million from 1988
until 2015, r eaching an all time high of 9390.50 JOD Million in 2015 and a record low of
3640.20 JOD Million in 2008.
Investment Climate in Jordan
Investment in Jordan is considered as one of the vital sources to boost the
economy considering that Jordan's economy i s among the smallest in the Middle East,
with insufficient supplies of water, oil, and other natural resources, underlying the

government's heavy reliance on foreign assistance. The country’s location, supported by
myriad free trade agreements (FTAs) offer ing access to 1.5bn consumers, enables the
kingdom to be a strategic trade route to many of its neighboring countries and regions.
Jordan aspires to create a competitive investment destination capitalizing on its
many advantages mentioned above. The gove rnment focused its efforts to implement
significant advances in structural and legal reform. These efforts are represented in the
new Investment Law of 2014, the tax law, in addition to other endeavors related to
providing greater access to credit for MSME s, and by providing greater investment
incentives to specific priority sectors identified by the new Investment law and the Jordan
2025 vision.
Furthermore, in it endeavor to enhance the business environment, several
geographically industrial states were created across the kingdom. These range in type to
include (industrial estates, free zones and special economic zones). Under the new
Investment Law, these zones are given a number of incentives that include a tax rate of
0% on exports, sales tax, import duties, social service tax, dividends tax and a 5% income
tax from all economic and manufacturing activities undertaken in the development zones.
As for the investments in Free Zones, they enjoy Exemptions from customs duties,
income tax exemptions and exe mptions from land and building taxes among others. Both
development and free zones also enjoy facilitations regarding visa and residency permits
for investors and workers in addition to Repatriation of capital and profits in a convertible
currency. Such es tates have succeeded in attracting relatively large amounts of FDI to
Jordan.
Key National Invesment
Priorities:
Jordan Investment commission worked on taking a leading role in the application
of government policies to promote and attract domestic and f oreign investments and
create an investment environment that stimulates economic performance through
investment promotion strategy launched in 2016 Jordan investment commission aims to:
• Regulating the special provisions governing Development Zones and F ree Zones in the
Kingdom and developing them placing them in service of the national economy as well
as monitoring their functioning.

• Developing plan and programs to stimulate domestic and foreign investments.
• Establishing trade centers and organizin g exhibitions as well as opening markets and
organizing trade missions in order to promote national products, in addition to marketing
and development of national exports and encouraging investment.
• Taking appropriate decisions related to private or pub lic institutions to improve
Investors’ confidence in Jordan’s investment environment.
Market analysis
Project Description
The idea of the project is to establish a 4 -star hotel, to target visitors, tourists,
residents especially in holidays, whereas Irb id lacks for a high qualified hotel that offers
the best hotel services in spite of its large size and existence of universities.
Project objectives:
• Promote tourism in the governorate.
• Achieve profit income for project owners
• Provide a relaxatio n and entertainment station for the public
• Improve the economy in in the governorate
• Provide job opportunities and reduce unemployment.

Proposed Services
The hotel will be modern and will offer services and facilities according to
international st andards to serve all segments of society. It will provide hotel services such
as accommodation, food and beverage services for hotel’s guests. The Project’s capacity
equals to100 rooms, and will conform tospecifications set by the Ministry of Tourism.
The hotel will also include the following services and facilities:
• Buffet and restaurant: Equipped with furniture, decorations, cooking appliances,
refrigerators and other supplies to makevarious international dishes in a modern way.
• Swimming pools: al l are equipped with water sterilization devices, pumps, filters and
various health pool accessories plus custom pools for children and women.
• Halls for meetings and other services. In addition to a parking large enough for all
guests and visitors.

• Gymnasium
• Business Center
• A special Facility for the necessary services of massage, Jacuzzi and sauna.
Target Segments
Target customers would probably be from the Arabian Gulf, especially in the
summer period, in addition to college students, famili es, and Irbid’s residents. There are
three main facilities targeted by visitors and tourists in the hotel:
Large wedding Hall : Accommodates up to 300 people, ready for wedding service, events
and activities for governorate’s residents with high quality sp ecifications, equipped with
all necessary hotel services, various lighting equipment, audio devices and presentation.
1- Swimming pools for children, adults and women: since there is only one pool exists
in Hassan youth City (Olympic pool) and other small loc al pools, with an increasing
number of people and high demand و these pools became unable to serve all people,
and that is an important element in the project.
2- 2- Guest service and bedrooms:The establishment of the first 4 -star tourist hotel in
Irbid will boost the economy and tourism in the region since it will serve its
residents, and will be a comfortable station for many.

Market Size Analysis
Irbid’s population reached 1,770,158 in 2015 and the number of foreign tourists reached
20019 . Jordanians v isitors from different governorates reached 120147. (Source: Ministry of
Tourism).
Irbid is considered a less active area in the tourism sector despite its large population and
the existence of many tourist attractions, as for the hotels, Irbid has some hotels ranging from
one star to 3 stars only, with an occupancy rate of no more than 25%. However, the city hasmany
large event halls, wedding and meetings halls with an occupancy rate of 45 -95%.

Competitors Analysis
According to the Ministry of Tourism ’s data, there are no hotels in Irbid rated as (4 star).
The following table shows the established hotels in Irbid:

Conclusions
Based on the profitability analysis and considering that project inrernal rate of return is
higher than WACC, it is concluded that the project is feasible as the net present value for the
project is positive 1,955,420 Jordan Dinars considering that the project provides 80 Job
Opportunitites for the governorate residents.
Today’s consumers seek many sources of inform ation during their hotel booking
decision. Recent years have seen an explosion in user generated reviews with consumers
increasingly expressing opinions on recent hotel stays as well as seeking opinions of others prior
to booking unknown hotels. During the early growth phase of guest reviews, hotels and
consumers have expressed concerns with the authenticity of reviews; but with today’s over 200
million reviews across the numerous travel related sites, the wisdom of crowd dwarfs potentially
fraudulent revie ws.
The ease of access to information requires an updated approach to how we look at hotel
classification, with 75% of surveyed consumers and hotels indicating that the integration of
reviews into classification is potentially important. At the same time consumers appear to use
guest reviews and hotel classifications in different manners – classification systems help filter
hotels, while guest reviews provide a means to help select from a smaller set of acceptable
options. These similar yet distinct uses indicate a continued need for both hotel classification and
guest reviews. Hence a modification to existing classifications systems is proposed which
includes guest review data. This new classification system can be used in concert with existing
guest revi ew sites and data – with consumers continuing to use both as seen fit.
Prior research clearly shows a link between hotel performance and guest review scores.
Whether the link between hotel performance and guest review scores directly translates to an
integrated classification model is unknown, but some gain is anticipated as consumer confidence
in hotel classification should increase purchase intention.
With prior efforts in the United Arab Emirates, Norway, Switzerland and Australia as
guidelines, a fra mework for the potential inclusion of guest reviews into hotel classification is
proposed. The framework uses scores by hotels’ departmental data and subjective, non –

departmental data to ensure consistent use of review information within a traditional hote l
classification framework.
Moreover, it uses aggregated review scores to support authenticity. At present, the
proposed framework is untested. A next step would be to test the framework within a given
region, e.g. incorporating reviews into classificati on of hotels in some but not all cities. Testable
metrics would be the number of hotels reclassified (both up and down) as a result of integration
and then a comparison of hotel performance (ADR, RevPAR and Occupancy) both at the hotel
level as well as by market or city

Vocabulary
Accommodation: A place to stay. (noun)
Alternative: Another choice. (noun)
Amenities: The things that are available for guests to use or do in or around the hotel. (noun)
Appointed: To be filled with furniture and fittings. (adjective)
Appreciate: To like, enjoy. (verb)
Award: Something that is given for being very good. (noun)
Balcony: An outside space enclosed with a protective edge. (noun)
Bar: A place to sit and drink, and also eat food. (noun)
Basement: A space under a b uilding. (noun)
Bed and breakfast: The price includes the room where you sleep and the food you eat for
breakfast. (noun)
Bellboy: A person who carries guests’ luggage to their rooms. (noun)
Booking: To secure a room to stay in a hotel (same as reservation ). (noun)
Brochures: An information booklet. (noun)
Buffet: A counter where you help yourself to food. (noun)
Building: A strong covered area that protects from the wind and water. (noun)
Check -in: To arrive at a hotel and get access to your room. (verb)
Check -out: To leave a hotel and stop using the room. (verb)
Choice: The act of making a decision. (noun)
Comfortable: Very soft and cosy. (adjective)
Complimentary: Something that is free. (adjective)
Concierge: A person who can organise special requests fo r hotel guests. (noun)
Confirm: To accept, agree. (verb)
Continental: To be from mainland Europe. (adjective)
Convenient: To be very easy and just right. (adjective)
Credit Card: A method of payment. (noun)
Cuisine: The prepared food that is available. (noun)
Dearth: A lack of, nothing there. (noun)
Deliver: To take something to an agreed destination. (verb)

Dictate: To tell. (verb)
Double room: A room with one bed that two people can sleep on. (noun)
Efficient: Well organised. (adjective)
Elevator: A way o f going up or down in an enclosed box driven by electricity (American
English). (noun)
Encourage: To give hope or inspire. (verb)
Enjoyable: To make someone happy. (adjective)
Establishment: A reliable constant building run by people. (noun)
Expensive: To cost a lot of money. (adjective)
Experience: The wisdom gained through practical application. (noun)
Facilities: The areas and items that are provided for use. (noun)
Fitness centre: An area with a gym and swimming pool. (noun)
Folder: The outside cover th at holds information leaflets. (noun)
Frequently: To happen very often. (adverb)
Front desk: The place where the receptionist works (same as reception desk). (noun)
Fully booked: To have no rooms available (same as no vacancies). (adjective)
Guest: A perso n who is staying in a hotel. (noun)
Helpful: To be kind, showing you the way, giving information. (adjective)
Hostel: A cheap hotel that caters to young people. (noun)
Hotel: A place where people pay to stay for short amounts of time. (noun)
Housekeeping: The people who and action of keeping the hotel clean. (noun)
Information: News or telling you something useful. (noun)
Inn: Another name for a hotel, often found in the country. (noun)
Interest: An understanding of information. (noun)
Leisure: Free time to enjoy yourself. (noun)
Lift: A way of going up or down in an enclosed box driven by electricity (British
English). (noun)
Lobby: The entrance area of a hotel, often with places for guests to sit. (noun)
Local: Close to where you live. (adjective)
Location : The place where something is. (noun)
Luggage: The bags that travellers take with them. (noun)

Luxurious: Something very special, comfortable. (adjective)
Maid: The person who cleans the rooms in a hotel. (noun)
Manager: The person in charge of the hotel. (noun)
Memorable: Something that is easy to remember. (adjective)
Mini -bar: A small fridge in a room with food and drink that has to be paid for. (noun)
Motel: A cheaper hotel. (noun)
Natural: To come from nature. (adjective)
No vacancies: To have no rooms available (same as fully booked). (adjective)
Non-resident: Someone who does not live or sleep there. (noun)
Occupant: To take up a space, to live there. (noun)
Parking: An area where you can leave your car. (noun)
Pleasant: To be nice or kind. (adjective )
Price: The cost, how much money. (noun)
Provide: To give, supply. (verb)
Quote: To tell information. (verb)
Reception desk: The place where the receptionist works (same as front desk). (noun)
Reception: The area where guests arrive at a hotel and check -in to their rooms. (noun)
Receptionist: The person who greats guests and takes bookings. (noun)
Reduce: To make smaller. (verb)
Reflect: To see an image. (verb)
Register: A written list of items or names. (noun) To arrive at a hotel and claim your
room. (verb)
Relax: To unwind. (verb)
Remove: To take away. (verb)
Require: To need. (verb)
Reservation: To secure a room to stay in a hotel (same as booking). (noun)
Resident: Someone who is staying. (noun)
Restaurant: An area that serves meals. (noun)
Room: The ar ea in a hotel where guests stay. (noun)
Room service: When a guest orders food or drink to be delivered to their room. (noun)
Security: The means that are use to keep something safe. (noun)

Single room: A room with one bed that one person can sleep on. (noun)
Situate: To put something in a place. (verb)
Staff: People employed by a hotel. (noun)
Standard: An agreed level to try to attain. (noun)
Supply: To take to a place, to give, an order. (verb)
Theme: All the same. (noun)
Timetable: A list of agreed time s for buses and trains to arrive/depart. (noun)
Tip: The extra money that a guest gives to hotel workers. (noun) To give extra money to
someone that helps you. (verb)
Toaster: A machine to cook bread. (noun)
Twin room: A room with two beds for two people to sleep on. (noun)
Vacancies: To have rooms available. (noun)
Vacate: To leave. (verb)
Valet: A person who parks your car for you. (noun)
View: What can be seen from the hotel (often the sea, mountains or something beautiful). (noun)
Waiter: The person wh o serves food in a restaurant. (noun)
Weekend: The end of the week (Saturday and Sunday). (noun)
all-inclusive: an all-inclusive resort is a holiday resort that includes a minimum of three meals
daily, drinks and other services in the price.
bed and break fast: a private home where guests are provided overnight accommodations and
served breakfast but usually no other meals.
double room: a room in a hotel that has a bed for two adults.
Hostel: a lodging place, with dormitory accommodation and shared faciliti es, especially for
young travelers.
Hotel: a commercial establishment that provides accommodation and other services for guests.
Another word for hotel is inn.
Lobby: A large area near the reception.

Motel: A lodging establishment typically featuring a series of rooms whose entrance is near a
parking lot normally located near a major highway.
Reception: a desk at hotel where visitors or guests are receiv ed.
single room: a room in a hotel that has a bed for one adult.
Suite: a number of connected rooms in a hotel forming one living unit.
Bellboy: a male worker at a hotel who carries luggage for guests.
hotel manager: someone who is in charge of managing a hotel.
Maid: a woman servant who cleans the rooms and the linen.
Valet: a hotel employee who performs personal services for guests.
book a hotel room: To reserve a hotel room.
check in: To register at a hotel, to announce or record one's arrival at a hotel.
check out: To leave a hotel after paying the bill.
have / offer room service: a hotel service enabling guests to choose menu items for delivery to
their hotel room for consumption there, served by staff.
make a hotel reservation: To reserve a room in a ho tel in advance.
Amenities: amenities refer to anything that would benefit a lodging. Examples of amenities
include: WiFi , dining, parks, swimming pools, golf courses, health club facilities, party rooms…
baggage / luggage: traveling equipment (bags, suitcases…)
linen: articles such as sheets, blankets, tablecloth…