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Os desafios da abertura de um hotel de cinco estrelas. O estudo de caso do The Telegraph Hotel, Tbilisi, Geórgia
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O presente relatório de estágio é desenvolvido no âmbito do Mestrado em Direção Hoteleira da Escola Superior de Hotelaria e Turismo do Politécnico do Porto e tem por
objeto de estudo o processo de abertura do The Telegraph Hotel, em Tbilisi, Geórgia. O hotel é analisado enquanto unidade de cinco estrelas, membro da The Leading Hotels
of the World, com 239 unidades de alojamento e uma estrutura alargada de Food & Beverage composta por nove espaços físicos e quatro centros de receita complementares.
O objetivo geral do trabalho consiste em analisar os principais desafios operacionais e estratégicos associados à abertura de um hotel de luxo, com especial enfoque no papel docdepartamento de Food & Beverage e no seu contributo para a rentabilidade operacional analisada, para o posicionamento competitivo e para a experiência do hóspede. A
investigação procura compreender como a fase de pré-abertura e abertura influencia a coordenação interdepartamental, a liderança, a cultura organizacional, a implementação de padrões e a estabilização da operação. Metodologicamente, o relatório assenta num estudo de caso de natureza aplicada, combinando observação direta participante, análisecdocumental e operacional, indicadores financeiros e entrevistas semiestruturadas a informantes-chave. A análise integra a evidência financeira disponibilizada pela unidade eca triangulação sistemática das entrevistas, da observação direta e dos dados operacionais, permitindo interpretar a abertura como processo estratégico, humano e financeiro. O estudo identifica fatores críticos de sucesso e desafios recorrentes em aberturas de hotéis de luxo, demonstrando que a consolidação inicial depende da articulação entre prontidão técnico-operacional, liderança, cultura de serviço, coordenação interdepartamental, controlo financeiro e gestão estratégica do Food & Beverage.
This internship report is developed within the Master’s Degree in Hotel Management at the School of Hospitality and Tourism of the Polytechnic Institute of Porto. It focuses on the opening process of The Telegraph Hotel in Tbilisi, Georgia. The property is analysed as a five-star hotel and a member of The Leading Hotels of the World, with 239 accommodation units and a broad Food & Beverage structure composed of nine physical outlets and four complementary F&B revenue centres. The main objective of the report is to analyse the operational and strategic challenges associated with the opening of a luxury hotel, with particular emphasis on the role of the Food & Beverage department and its contribution to the analysed operational profitability, competitive positioning and guest experience. The study aims to understand how the pre-opening and opening stages influence interdepartmental coordination, leadership, organisational culture, service standards and operational stabilisation. Methodologically, the report follows an applied case study approach, combining direct participant observation, documentary and operational analysis, financial performance indicators and semi-structured interviews with key informants. The analysis integrates the available financial evidence with the systematic triangulation of interviews, direct observation and operational data, allowing the opening process to be interpreted as a strategic, human and financial phenomenon. The study identifies critical success factors and recurrent challenges in luxury hotel openings, showing that initial consolidation depends on the articulation between technical and operational readiness, leadership, service culture, interdepartmental coordination, financial control and strategic Food & Beverage management.
This internship report is developed within the Master’s Degree in Hotel Management at the School of Hospitality and Tourism of the Polytechnic Institute of Porto. It focuses on the opening process of The Telegraph Hotel in Tbilisi, Georgia. The property is analysed as a five-star hotel and a member of The Leading Hotels of the World, with 239 accommodation units and a broad Food & Beverage structure composed of nine physical outlets and four complementary F&B revenue centres. The main objective of the report is to analyse the operational and strategic challenges associated with the opening of a luxury hotel, with particular emphasis on the role of the Food & Beverage department and its contribution to the analysed operational profitability, competitive positioning and guest experience. The study aims to understand how the pre-opening and opening stages influence interdepartmental coordination, leadership, organisational culture, service standards and operational stabilisation. Methodologically, the report follows an applied case study approach, combining direct participant observation, documentary and operational analysis, financial performance indicators and semi-structured interviews with key informants. The analysis integrates the available financial evidence with the systematic triangulation of interviews, direct observation and operational data, allowing the opening process to be interpreted as a strategic, human and financial phenomenon. The study identifies critical success factors and recurrent challenges in luxury hotel openings, showing that initial consolidation depends on the articulation between technical and operational readiness, leadership, service culture, interdepartmental coordination, financial control and strategic Food & Beverage management.
Descrição
Relatório de estágio
Palavras-chave
Abertura hoteleira Cultura organizacional F&B Hotelaria de luxo Liderança Rentabilidade hoteleira The Leading Hotels of the World Hotel opening Hotel profitability Leadership Luxury hospitality Organisational culture