Marketing for Hospitality and Tourism

Third Edition

Philip Kotler
John Bowen
James Makens

1. Understand the relationship between hospitality and travel industry.
2. Define the role of marketing and discuss its core concepts.
3. Explain the relationship between customer value, satisfaction, and quality.
4. Discuss how marketing managers go about developing profitable customer relationships.
5. Understand how the marketing concepts call for a customer orientation.

Ellsworth Statler (1863-1928)

Ellsworth Statler was an innovator whose ideas still play a vital role in today's lodging industry. Statler constantly sought innovations that would make the guest's experience more comfortable and pleasant. In 1908, he opened the Buffalo Statler, the most innovative hotel of its time. It was the first middle-class hotel to have a bath in every room rather than the large public baths common at that time. His architect tried to dissuade him, arguing that it would be impossible to recapture the investment required to provide this convenience at the rates that Statler planned to charge. Statler then explained that the baths would be constructed back to back, with common plumbing shafts. These plumbing shafts would also carry electrical conduit and hot water for the heating system.
Statler added other conveniences. The Buffalo Statler was one of the first hotels to have a phone in every room. Statler felt this innovation would be paid for by increased room-service sales, and with many hotel guests eating in their rooms, the hotel restaurant could be made more attractive to local diners.
Internal marketing, or marketing to the employees, was also a part of Statler's marketing efforts. Statler understood that by taking good care of his employees and fostering a sense of pride in where they worked, his employees would be more sensitive to customer needs. As part of his internal marketing program, he developed an employee publication called the Statler Salesman. He also developed a profit-sharing plan for all employees, a radical policy at the time.
Statler's attitude toward his guests is summarized in the Statler Service Code.
Statler Service Code

• It is the business of a good hotel to cater to the public. It is the avowed business of the Hotel Statler to please the public better than any other hotel in the world.
• Have everyone feel that for his money we want to give him more sincere service than he ever before received at any hotel.
• Never be perky, pungent or fresh. The guest pays your salary as well as mine. He is your immediate benefactor.
• Hotel service, that is, Hotel Statler service, means the limit of courteous, efficient attention from each particular employee to each particular guest. It is the object of the Hotel Statler to sell its guest the best service in the world.
• No employee of this hotel is allowed the privilege of arguing any point with a guest. He must adjust the matter at once to the guest's satisfaction or call his superior to adjust it. Wrangling has no place in Hotel Statler.
• In all minor discussions between Statler employees and guests the employee is dead wrong, from the guest's point of view and from ours.
• Any Statler employee who is wise and discrete enough to merit tips is wise and discrete enough to render like service whether he is tipped or not.
• Any Statler employee who fails to give service or who fails to thank the guest who gives him something falls short of Statler standards.

Ralph Hitz (1891-1940)

Ralph Hitz headed the largest hotel organization in the United States during the 1930s, called the National Hotel Company. His company was paid to manage hotels owned by real estate investors. Hitz had great personal involvement in each of his hotels until his death in 1940.
Hitz came to the United States from Vienna in 1906. Three days after his family arrived in New York, he ran away from home. During the next nine years he supported himself by taking assorted jobs in the hospitality industry. In 1915 he married, putting an end to his transient lifestyle. After holding a number of secondary management positions, he became manager of the Gibson Hotel in Cincinnati in 1927. Here he more than tripled the hotel's profits over the next two years. In 1929, Hitz became manager of the 2500-room New Yorker, a position that moved him into national prominence.
Hitz was a marketing genius, creating innovations that today are industry standards. He was first to develop a customer database. This guest history file was used to order hometown newspapers for guests. Imagine the feeling of guests when their hometown newspapers were delivered to their rooms.
Hitz also developed a history file of 3000 active conventions. From these data, weekly bulletins on convention prospects were sent to each of his hotels. Hitz staffed three national sales offices and had two national salespeople. In the cities in which he had hotels, he networked with the local chapters of the major trade associations and helped them lobby to have regional or national conventions in their hometown, also the location of Hitz's hotel.
Hitz was a master at merchandising hotel services. He used an in-house radio system in much the same way today's hotels use in-house television channels to advertise their products. He scheduled radio promotions in the mornings, afternoons, and evenings describing the hotel's breakfast, lunch, and evening entertainment offerings. He created the position of "Tony" in the dining rooms. The Tony's job was created to merchandise café diablo and crepes suzettes. By standardizing the production process and dedicating one person to the task, he was able to sell these two items for 50 cents, making them affordable to the average guest. Guests perceived these treats as a real value, while Hitz made a handsome profit through volume sales. This exemplified his philosophy: Give the customer value and you will get volume sales in return.
Like Statler, Hitz recognized the critical importance of having satisfied employees. He paid more than competitive wages. He sent gifts to all employees on the birth of their children and developed extensive training programs for his staff. Hitz developed a special club for employees with five or more years of service. Members of the five-year club had an automatic appeal to the general manager before they could be fired.

J. Willard Marriott (1900-1985)

J. Willard Marriott also recognized the importance of his employees and treated them like family members. He visited them when they were sick, helped them when they were in trouble, and listened to them when they wanted to talk. Marriott spent much of his personal time letting his employees know that he cared about them. He often visited restaurants and shook hands with all the employees. He knew the importance of the employee-customer relationship and tried to make sure that his employees felt comfortable in their jobs. J. W. Marriott, Jr., current president of Marriott, recalls that at one time, his father employed a person whose sole responsibility was to make sure that the restaurant employees enjoyed their work and were fairly treated. It has been said that J. Willard Marriott treated line employees better than management.
Marriott valued good locations. He often located his restaurants adjacent to bridges, citing his belief that they might reroute highways but they would not remove bridges. Marriott was also expert at analyzing the environment and picking up trends. He recognized the importance of the automobile in the 1920s and geared his first restaurant toward automobile traffic. In the late 1930s, he had the foresight to see the airplane as the future commercial transportation mode and was one of the first to enter the airline catering business.
Marriott was an innovative marketer. His Hot Shoppes had the famous curb-cut, which allowed cars to come onto the lot. He used the first drive-in trays. He ran gala grand openings for his Hot Shoppes that included bands and entertainment and had his employees promote the restaurant by handing out coupons to cars stopped at traffic lights.
Today, the Marriott corporation has sales of more than $7.5 billion annually, operating a broad range of food and lodging facilities. Its lodging chains include Marriott Hotels and Resorts, Marriott Suites, Residence Inns, Courtyard Hotels, and Fairfield Inns. Its food service operations emphasize contract feeding, such as dining rooms in office buildings, employee cafeterias, and college and school feeding.
 

Ray Kroc (1902-1984)

Ray Kroc is considered the father of the fast-food industry. He started franchising McDonald's in 1955 to create a demand for the multimixer. Kroc was the exclusive distributor of this machine, which could mix up to five milkshakes at once. His largest single user was a hamburger restaurant in California called McDonald's. Kroc made a deal with the McDonald brothers to expand this restaurant concept, which would create a larger demand for his mixers. The success of the restaurants soon changed his focus from mixers to hamburgers.
Kroc had great marketing skills. He managed to develop a restaurant concept that appealed to younger families: quick service, clean surroundings, and inexpensive food. He offered value by keeping the menu simple and developing an excellent service delivery system. His formula, QSC&V (quality, service, cleanliness, and value), was the key to his restaurant's success. He maintained consistency throughout the chain by insisting that all the franchisees adhere to strict product specifications, keep the stores clean, and provide good value through his pricing structure. To maintain a family atmosphere and discourage teenagers from hanging out, he would not allow telephones or jukeboxes in the restaurants.
Kroc was one of the first restauranteurs to understand the value of public relations and include it in McDonald's strategic plans. He hired the public relations firm of Cooper, Burns, and Golin in 1957, knowing that a favorable article in the paper was much more valuable than an advertisement. McDonald's quickly gained national publicity through media such as Time and Associated Press. Cooper, Burns, and Golin also developed kits for the franchisees to use in their local markets. These kits explained how to support the community through involvement in local charities and events and how to get media coverage from such activities. Some chains are just now starting to emulate the form of local store marketing that McDonald's began using more than 30 years ago.
Ronald McDonald House is one of McDonald's national charities. A study found that customers had a preference for McDonald's because of their perceived community involvement through Ronald McDonald House. Kroc realized that image is not only important for a company's customers, but that it has an impact on stockholders, franchisees, prospective employees, and communities in which the company locates its stores.
Through Kroc's leadership McDonald's became the largest restaurant company in the world, as measured by gross sales. Today, it is an international organization with more than 14,000 stores. More than 2000 people apply for a McDonald's franchise every year. None of these hospitality industry leaders took a formal marketing course before entering business, as marketing was not taught in most colleges until the 1960s. Yet the concepts that have been formalized into the discipline of marketing were the keys to the success of these past leaders.

References

1. Floyd Miller, Statler: America's Extraordinary Hotelman (New York: The Statler Foundation, 1968).
2. Ibid., p. 140.
3. "Hitz Hotels," Fortune, 15, no. 5 (May 1937), pp. 139-154.
4. Willard J. Marriott, jr., Interview at Marriott Headquarters with Karl Conrad and Bill Heaton of the Conrad N. Hilton College, on April 8, 1986.
5. Charles Moritz, Current Biography Yearbook (New York: H.W. Wilson Company, 1972).
6. John F. Love, McDonald's, Behind The Golden Arches (New York: Bantam Books, 1986).
7. John T. Bowen, "Advertising to Children: Restaurants Should Proceed with Caution," Consultant, 18, no. 1 (1985), pp. 45-46.
8. Lisa Bertagnoli, "McDonald's Company of the Quarter Century," Restaurants and Institutions, 98, no. 18 (1989), pp. 32-441.

e 1.2
Accor
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Ritz Carlton
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McDonalds Restaurant
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e 1.3
Marriott Hotel
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Scandanavian Airlines
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e 1.4
Formule 1
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Motel 6
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Four Seasons Hotel
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Kempinski Hotel and Resorts
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Marriott Hotel
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Disney World
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e 1.5
Hong Kong
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e 1.6
Hilton Hotel
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e 1.7
ARAMARK
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Iron Skillet Restaurant
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e 1.8
Switzerland
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e 1.9
New Zealand
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e 1.10
American Association of Retired Persons
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e 1.11
MADD, Mother's Against Drunk Driving
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e 1.12
Boston Park Plaza Hotel & Towers
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• Hotels and Resorts
• Restaurants & Food and Beverages
• Airlines
• Other travel (Car rental, Cruise lines)
• Destinations and Convention Centers
• Distributors of Travel Products
• Restaurant Reservation Sites
• Associations
• Marketing Information
• Internet Information
• Industry Resource Site

1. Describe a service culture.
2. Identify four service characteristics that affect the marketing of a hospitality or travel product.
3. Explain marketing strategies that are useful in the hospitality and travel industries.

e 2.1
Four Seasons Hotel
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e 2.2
International Association of Conference Centers
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Marriott Vacation Clubs International
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Regent Hong Kong
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e 2.3
Club Med
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e 2.4
ARAMARK
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Marriott Hotel
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Ritz Carlton
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e 2.5
British Airways
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Hyatt Hotels
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e 2.6
Marriott Hotel
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MGM Grand Hotel and Casino
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Outback Steakhouse
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Disney
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Swissair
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e 2.7
bmi British Midland Airlines
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T.G.I.Fridays
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Taco Cabana
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Burger King
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e 2.8
All Star Cafe
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Hard Rock Café
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Planet Hollywood
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1. Explain companywide strategic planning.
2. Understand the concepts of stakeholders, processes, resources, and organization as they relate to a high-performing business.
3. Explain the four planning activities of corporate strategic planning.
4. Understand the processes involved in defining a company mission and setting goals and objectives.
5. Discuss how to design business portfolios and growth strategies.
6. Explain the steps involved in the business strategy planning process.

e 3.1
Marriott Hotel
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Hyatt Hotels
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Motel 6
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e 3.2
Las Vegas Hilton
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e 3.3
Rockresort
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e 3.4
Starbucks Coffee
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e 3.5
Loews Hotels
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e 3.6
Pizza Hut
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Dunkin Donuts
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Burger King
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e 3.7
The Boston Greater Convention and Visitors Bureau
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e 3.8
Star Alliance
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Accor
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1. List and discuss the importance of the elements of the company’s microenvironment, including the company, suppliers, marketing intermediaries, customers, and public.
2. List the macro-environmental forces that affect the company’s ability to serve its customers and describe the levels of competition.
3. Explain how changes in the demographic and economic environments affect marketing.
4. Identify the major trends in the firm’s natural and technological environments.
5. Explain the key changes that occur in the political and cultural environments.
6. Discuss how companies can be proactive rather than reactive when responding to environmental trends.

e 4.1
The Lenox
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The New York Palace
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Le Cirque
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New York, New York Hotel and Casino, Las Vegas
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e 4.2
Red Lobster Restaurant
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Sheraton Hotel
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e 4.3
McDonalds Restaurant
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Boston Market
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Kentucky Fried Chicken
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Taco Bell
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Arby's Restaurant
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e 4.4
Renaissance Hotel
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Emerald Suites
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Courtyard by Marriott
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Marquis Hotel
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Crowne Plaza
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Embassy Suites
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Residence Inns by Marriott
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Park Suites
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Quality Inn
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e 4.5
McDonalds Restaurant
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Choice Hotels—Quality Inn
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e 4.6
Ventana Canyon Resort
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Hyatt Hotels
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Inter-Continental Hotels
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Disney
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International Ecotourism Society
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The Ecotourism Society
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e 4.7
Qantas Airlines
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Continental Airlines
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e 4.8
American Airlines
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e 4.9
Hy-Vee Market
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Foodies Kitchen
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Café Express
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1. Explain the concept of the marketing information system.
2. Identify the different kinds of information the company might use.
3. Outline the marketing research process, including defining the problem and research objectives, developing the research plan, implementing the research plan, and interpreting and reporting the findings.

e 5.1
Kentucky Fried Chicken
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e 5.2
Ruby's Diner
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Ritz Carlton
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Las Vegas Hilton
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Benchmark
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Wall Street Journal
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e 5.3
Marriott Hotel
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e 5.4
National Restaurant Association
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e 5.5
Arby's Restaurant
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1. Name the elements of the stimulus–response model of consumer behavior.
2. Outline the major characteristics affecting consumer behavior, and list some of the specific cultural, social, personal, and psychological factors that influence consumers.
3. Explain the buyer decision process and discuss need recognition, information search, evaluation of alternatives, the purchase decision, and post purchase behavior.

Multiple Choice

True or False

Internet Exercise

e-links

e 6.1
Wyndham Hotel and Resort
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e 6.2
Steak and Ale Restaurant
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e 6.3
Cohorts—Looking Glass
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Prizm
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VALS Les Bains
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e 6.4
The Drake Hotel
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e 6.5
Adam's Mark Hotel
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Camp Hyatt
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National Pork Producers
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Omni Sagamore
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Smuggler's Notch
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e 6.6
T.G.I.Fridays
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Travel Industry Association
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e 6.7
Continental Airlines
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Objectives

Students should be able to:

1. Understand the organizational buying process.
2. Identify and discuss the importance of the participants in the organizational buying process.
3. Identify the major influences on organizational buyers.
4. List the eight stages of the organizational buying process.
5. Identify and describe the group markets in the hospitality industry.

Multiple Choice

True or False

Internet Exercise

e-links

e 7.1
Sands Exposition Center
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e 7.2
American Society of Association
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e 7.3
Meeting Professionals International
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e 7.4
Holiday Inn Oceanfront
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Sheraton Hotel
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e 7.5
Society of Incentive Travel Executives
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e 7.6
Loews Hotels
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Chapter 8 Market Segmentation, Targeting, and Positioning

Objectives

1. Explain market segmentation, and identify several possible bases for segmenting consumer markets, business markets, and international markets.
2. List and distinguish among the requirements for effective segmentation: measurability, accessibility, substantiality, and actionability.
3. Outline the process of evaluating market segments, and suggest some methods for selecting market segments.
4. Illustrate the concept of positioning for competitive advantage by offering specific examples.
5. Discuss choosing and implementing a positioning strategy, and contrast positioning based on product, service, personnel, and image differentiation.

Multiple Choice

True or False

Internet Exercise

e-links

e 8.1
Carnival Cruises
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e 8.2
McDonald's Restaurant
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Burger King
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Kentucky Fried Chicken
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e 8.3
Wendy's Restaurants
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Taco Bell
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Waffle House Restaurant
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Holiday Inn
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Super 8 Motel
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e 8.4
Marriott Hotel
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Hyatt Hotels
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Southwest Airlines
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e 8.5
St. Moritz On-the-Park Hotel
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e 8.6
Ritz Carlton
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e 8.7
Double Tree Hotel
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e 8.8
American Airlines
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e 8.9
Spirit Airlines
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US Airways
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e 8.10
Accor
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e 8.11
Motel 6
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IBM
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Regent Hotel
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Hyatt Hotels
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e 8.12
Club Med
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e 8.13
Hard Rock Café
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Palmer House Restaurant
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Planet Hollywood
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Raffles Restaurant
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Waldorf-Astoria
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e 8.14
Chili's Restaurant
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e 8.15
Seoul Plaza Hotel
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e 8.16

Budget Rental Car
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Dollar Rental Car
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Hertz Rental Car
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National Rental Car
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Olive Garden Restaurant
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e 8.17

Fairfield Inn
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Chapter 9 Designing and Managing Products

Objectives

Students should be able to:

1. Define the term product, including the core, facilitating, supporting, and augmented product.
2. Explain how atmosphere, customer interaction with the service delivery system, customer interaction with other interactions, and customer co-production are all elements with which one needs to be concerned when designing a product.
3. Understand branding and the conditions that support branding.
4. Explain the new product development process.
5. Understand how the product life cycle can be applied to the hospitality industry.

Multiple Choice

True or False

Internet Exercise

e-links

e 9.1
Old San Francisco Steak House
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e 9.2
Hyatt Hotels
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Hilton Hotel
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Regent Hotels
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e 9.3
Casa Bonita Restaurant
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El Torito Restaurant
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Las Vegas Flamingo
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T.G.I.Friday's
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e 9.4
Wyatts Cafeterias
Wyatts Cafeterias is now part of Luby's Cafeterias, visit this link for company information
Intercontinental Hotel
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e 9.5
Hampton Inn
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e 9.6
Burger King
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Disney
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Hilton Hotel
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McDonalds Restaurant
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Starbucks Coffee
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Virgin Airlines
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e 9.7
Accor
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e 9.8
Biscuitville Restaurant
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Bo Jangles Restaurant
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Hampton Inn
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Waffle House Restaurant
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e 9.9
The Green Burrito
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e 9.9, page 334
Chevy's Restaurant
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Pepsi Corporation
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Romano's Macaroni Grill
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Chapter 10Internal Marketing

Objectives

Students should be able to:

1. Understand why internal marketing is an important part of a marketing program.
2. Explain what a service culture is and why it is important to have a company where everyone is focused on serving the customer.
3. Describe the four-step process involved in implementing an internal marketing program.
4. Explain why the management of non-routine transactions can create the image of being an excellent service provider.

Multiple Choice

True or False

Internet Exercise

e-links

e 10.1
Marriott Hotel
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e 10.2
Forte Hotels
Visit this link for corporate information; company was sold and is now named Rocco Forte Hotels

e 10.3
Hertz Rental Car
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Hyatt Hotels
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McDonalds Restaurant
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e 10.4
La Quinta Motor Inn
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Ritz Carlton Hotel
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e 10.5
Disney
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e 10.6
Delta Airlines
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Homestead Suites
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Opryland Hotels
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e 10.7
Westin Oaks Hotel
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e 10.8
Sheraton Hotel
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Chapter 11 Building Customer Loyalty through Quality

Objectives

Students should be able to:

1. Define customer value and customer satisfaction.
2. Understand the difference between customer satisfaction and customer loyalty.
3. Discuss attracting new users and retaining current customers by developing relationship marketing.
4. Know tactics for resolving customer complaints and understand the importance of resolving complaints.
5. Define quality and discuss the importance of the benefits of quality.
6. Implement capacity and demand management tactics.

Multiple Choice

True or False

Internet Exercise

e-links

e 11.1
Hampton Inn
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e 11.2
McDonalds Restaurant
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e 11.3
Holiday Inn Oceanfront
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Ritz Carlton
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Southwest Airlines
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e 11.4
Savoy Hotel
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e 11.5
Pricewaterhouse Coopers
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e 11.6
Four Seasons Hotel
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e 11.7
ARAMARK
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Domino's Pizza
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e 11.8
Courtyard by Marriott
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e 11.9
Burger King
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Subway
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Taco Bell
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e 11.10
Alamo Rent-A-Car
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e 11.11
Fontainebleau Hilton
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Chapter 12Pricing Products: Pricing Considerations, Approaches, and Strategy

Objectives

Students should be able to:

1. Outline the internal factors affecting pricing decisions, especially marketing objective, marketing mix strategy, costs, and organizational considerations.
2. Identify and define the external factors affecting pricing decisions, including the effects of the market and demand, competition and other environmental elements.
3. Contrast the differences in general pricing approaches, and be able to distinguish among cost-plus, target profit pricing, value-based pricing, and going-rate.
4. Identify the new product pricing strategies of market-skimming pricing and market-penetration pricing.
5. Understand how to apply pricing strategies for existing products, such as price bundling and price adjustment strategies.
6. Discuss the key issues related to price changes, including initiating price cuts and price increases, buyer and competitor reactions to price changes, and responding to price changes.

Multiple Choice

True or False

Internet Exercise

e-links

e 12.1
Boston Market Restaurant
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e 12.2
Ritz Carlton
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Rusty's Restaurant
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e 12.3
Embassy Suites
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Fair Field Inn
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Hyatt Hotels
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e 12.4
Royal Caribbean Cruise Line
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e 12.5
United States Postal Service
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e 12.6
Stouffer Hotel
Stouffer Hotel sold to Renaissance Hotels, visit this link for company information

e 12.7
Disney
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Dream World
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e 12.8
IBM
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e 12.9
Hilton Hotel
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Sheraton Hotels
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e 12.10
Disney
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e 12.11
Dalmahoy Golf and Country Club Resort
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e 12.12
Colorado Hotel and Lodging Association
Visit this link for association information

e 12.13
J.C. Penney
Visit this link for corporate information
Ponderosa Steak House
Visit this link for location information

e 12.14
British Airways
Visit this link for airline information
Delta Airlines
Visit this link for corporate information
TWA
In 2001 TWA was acquired by American Airlines, visit this link for information

e 12.15
Days Inns
Visit this link for location information
Econo Inns
Visit this link and click on Econo Inns
Super 8
Visit this link for company information

Chapter 13Distribution Channels

Objectives

Students should be able to:

1. Describe the nature of distribution channels, and tell why marketing intermediaries are used.
2. Understand the different marketing intermediaries available to the hospitality industry and the benefits each of these intermediaries offers.
3. Know how to use the Internet as a distribution channel.
4. Discuss channel behavior and organization, explaining corporate, contractual, and vertical marketing systems, including franchising.
5. Illustrate the channel management decisions of selecting, motivating, and evaluating channel members.
6. Identify factors to consider when choosing a business location.

Multiple Choice

True or False

Internet Exercise

e-links

e 13.1
K-Mart
Visit this link for company information
Little Caesar's Pizza
Visit this link for restaurant information

e 13.2
Ontami Hotels
Visit this link for hotel information
Ritz Carlton
Visit this link for company information

e 13.3
Land o’Lakes
Visit this link for corporate information
Sunkist
Visit this link for product information

e 13.4
American Bus Association
Visit this link for association information

e 13.5
Sydney Convention and Visitors Bureau
Visit this link for bureau information

e 13.6
TravelWeb
Visit this link for company information

e 13.7
Go!
Visit this link for website information

e 13.8
Expedia.com
Visit this link for company information
Mandalay Bay Resorts
Visit this link for corporate information
Marriott Hotels
Visit this link for hotel information
Priceline.com
Visit this link for website information

e 13.9
Red Lobster
Visit this link for restaurant information

e 13.10
Hiton Inns
Visit this link for location information
Kentucky Fried Chicken
Visit this link for corporate information
Pizza Hut
Visit this link for restaurant information
Sheraton Hotels
Visit this link for hotel information

e 13.11
Benihanas
Visit this link for restaurant information
California Pizza Kitchen
Visit this link for company information
Gordon Biersch
Visit this link for company information
Rainforest Cafe
Visit this link for company and location information
Tony Roma’s
Visit this link for company information
Wolfgang-Puck Cafe
Visit this link for restaurant information

e 13.12
Cheesecake Factory Description =Visit this link for company information
Chili’s Restaurant
Visit this link for restaurant information

Chapter 14

Chapter 15Promoting Products: Public Relations and Sales Promotion

Objectives

Students should be able to:

Multiple Choice

True or False

Internet Exercise

e-links

Chapter 16Electronic Marketing: Internet Marketing, Database Marketing, and Direct Marketing

Objectives

Students should be able to:

Multiple Choice

True or False

Internet Exercise

e-links

Chapter 17Professional Sales

Chapter 1     Our Server
Chapter 2      Our Server
Chapter 3     Our Server
Chapter 4      Our Server
Chapter 5      Our Server
Chapter 6      Our Server
Chapter 7       Our Server
Chapter 8       Our Server
Chapter 9       Our Server
Chapter 10      Our Server
Chapter 11       Our Server
Chapter 12      Our Server
Chapter 13      Our Server
Chapter 14     Our Server
Chapter 15      Our Server
Chapter 16      Our Server
Chapter 17      Our Server
Chapter 18      Our Server
Chapter 19      Our Server