Country Inns & Suits

Standard Operating Procedure Food & Beverage Service
FRONT OFFICE STANDARD OPERATING PRODEDURES MANUAL
H & G Hospitality Group
1.
Staff will not tell customers to contact other departments but will make these contacts on clients behalf.
Special requests are opportunities to reestablish our image as a competent hotel prepared for unique preferences and choices. Some of the requests we might get are listed below: TYPE OF SPECIAL REQUEST DIRECTED TO (Dept) HOUSEKEEPING (Extn:) REQUESTS Baby sitter Heater Hot water bag Thermometer Flowers Decoration Flowers Boquet (outsourcing) BELL DESK (Extn:) Courier Film rolls Extra Newspaper Picture postcards TRAVEL DESK (Extn.) Car (Without escort) (With escort) Air tickets (confirmation or new) Training tickets 15 minutes 15 minutes 45 minutes 15 minutes 24 hours Check with Lobby Mgr/ Travel Desk & confirm 30 minutes 30 minutes 5 minutes 5 minutes Film rolls should be available with shop, call & check REQUIRED TIME 24 hours in advance 10 minutes 5 minutes 5 minutes 24 hours 30 minutes REMARKS Check with LM if at a short notice
Check cost with Lobby Manager & confirm
GUEST RELATIONS/ LOBBY MANAGER (Extn:) Gift wrapping 15 minutes
TELEPHONES/ OPERATOR (Extn:) Speaker phones 10 minutes
BUSINESS CENTER (Extn.) Meeting room (to confirm/ deny) 5 minutes BANQUETS (Extn: 1901) Extra chair 10 minutes CONTRACTED Cell phone charger 30 minutes
TYPE OF REQUESTS (Reception Related) Restaurants See good food guide at reception/or check with Lobby Manager Places to visit, Shopping Cellphone Video Player Doctor Trekking & other requests Reading File Lobby Desk FOMs Office Lobby Desk/FOMs Office Lobby Desk
2.
There will be sufficient staff to cover 24 hours daily shifts
STANDARD FRONT OFFICE STAFFING: Room Division/Front Office Manager Asst. Front Office Manager/Asst. Manager Front Office Lobby Execs! Guest Relations Exec. Asst. Manager/Public Relations Exec! Sr. Front Office Supervisor/Front Office Supervisor Front Office Assistant /Reservations Assistant Business Centre Executive! Secretary Telephone Supervisor Telephone Operator Bell Captain Bell Boy Pool Attendant TOTAL 01 01 01 06 01 02 03 15
The Front Desk, Lobby Desk, Bell Desk are manned 24 hours a day. Sufficient staffing is provided in all the shifts i.e. Morning (0730 hours to 1630 hours), Afternoon (1330 hours to 2230 hours) and Night Shift (2230 hours to 0730 hours).
3. There will be a quick, efficient check-i and check-out wit/i individual queues not to exceed 4 guests.
I. II.
At the time of check in, the front desk must be prepared with a pre-registered card, pre allocated room (as far as possible) and all related correspondence. For all regular guests, the guest history should provide the necessary details, billing instructions, etc. This would facilitate a quick check in where only the guest signature is required. A. All group arrivals are taken towards the L.H.S of the counter, enabling a corporate /V.I.P check-in at the R.H.S. B. Regular/VVIP guests can be checked in at the GRE Desk/in the room.
4.
Registration cards will be prepared iii advance for all arriving guests and contain all information available from reservations
All guest history records should be linked at the time of creating the reservation in the system to ensure that the pre-registered card has as much information as possible, such as: credit card number, expiry date, passport no., etc. Format Attached.
16.
Top VIPs will be registered in their room or suite
I. II.
Arrival time to be confirmed at the time of taking reservation! Reconfirming reservation. Pre-registered card with guest history (credit-card! passport details, address) to be placed in the room in a leather folder along with a pen.
III. IV. V.
Ensure that a welcome letter! welcome back letter is placed prior to arrival. Ensure that VIP amenities are arranged in the room well in advance. Guest on arrival to be escorted to the room by the LMJ GRE! Reception incharge, request the guest to sign the registration card, explain the room features and check for any tea!coffee!refreshinent requests.
17.
If guests with guaranteed reservations or those with confirmed reservations (arriving before 1800 hours,) are turned away, they will receive complementary rooms at a comparable hotel, with transport to other hotel and a long distance call to home and office arranged, at no extra cost to patron.
Guest with guaranteed reservation (where the payment has been made) should not be relocated. However in case such exigency occurs a dummy bill indicating occupancy and room change should be raised and a paid out released to pay the other hotel.
18.
Guests with confirmed, but non-guaranteed reservations arriving after 1800 hours will be referred to a hotel of comparable quality and rate.
I.
The Front Office Manager would decide before l800hrs about any relocation of guests and plan accordingly. When the guest is to be relocated, a sequence of events must be followed to ensure that the experience is as convenient to the guest as possible; Before reaching the reception the Lobby Manager should recognize the guest, take him aside break the news and offer help. Details of all the services /packages offered by all the hotels should be known to extend immediate assistance. One long distance call should be allowed to the guest. Complimentary drink and car drop to be offered. Senior person should escort Guest to the referred hotel. Once the guest settles down, the Lobby Manager should give him a courtesy call about his stay. Operators should be informed immediately about the same so that all his/her messages can be diverted to the referred hotel.
II. A. B. C. D. E. F. G.
9.
Staff will establish & maintain eye contact, smile and greet guest using guest name.
Even while attending to another call or to another guest, the staff concerned should communicate through body language and establish eye contact.
Good Morning, Reception, Laxmi speaking, How may I help you? During the conversation and while ending the conversation guest name must be used to personalize the conversation.
A CURVE THAT CAN SET A LOT OF THINGS STRAIGHT!
10.
Name, spelling, rate, address and bed type will be reconfirmed. Upgrade will be explained, when offered.
On guest arrival a pre registered card is offered. I. II. For all guests using, hotel for the first time reconfirm the name spelling, for example Mr. Gupta kindly guide us on the spelling, Sir. Establish preferences for room type: You prefer a room near the elevator, Sir, with a king-size bed III. Confirm rate charged for segment: We are pleased to extend a X% discount on our published tariff of---, Sir. IV. In case of an upgradation
Script: Mr. Singh, we do not have the type of room you have been booked for, however we would like to accommodate you at The Residence, our deluxe floor at the same price. May I escort you to The Residence, sir. NOTE: Do not use the word UPGRADE during the conversation, as the hotel is not in a position to deliver what it had promised.
15.
All guests will be roomed as soon as possible. A System to identify and welcome first time guests should be established
Rooms for corporate and first time users must be pre allocated based on arrival time to ensure quick check in. Identifying first time users is very important, as these are opportunities to create first impressions. When Regional Sale Office/Sales office informs about a guest visiting us for the first time or we can establish first time usage:
I. A.
AT RESERVATIONS Pick up clues that indicate first time usage, for example
Where is the hotel located? Distance from the airport? Type of rooms? B. C. Confirm, Sir, is this your first visit to our hotel? or Mr. Sharma is this Mr. Gupta first visit to our hotel? Indicate in the remarks column, 1St VISIT, SPL. ATTN
II A. B.
ON ARRIVAL (On check in or while escorting the guest to the room) If the guest inquires about our restaurants, business facilities, type of rooms, then confirm 1st time usage. Check purpose of visit, if business traveller introduce Business Centre, meeting rooms, etc. If leisure traveller introduce F&B, Recreational, Health Club and Pool, etc.
11.
Quick check out facility will be offered
I. II. III. IV. V. VI. VII.
Departure time would be ascertained at the time of check-in by the Front Office Assistant and entered in the system accordingly. Airport drop request conveyed to the Lobby. Manager and marked on the Guest Registration card. Expected departure list will be printed by the night/morning shift. Reconfirm departure date for those pending FOO/Bell Desk / Minibar to be given a copy of the same. Airport drop consolidated sheet to be made and approved by the Reservation Manager. Handed over to Travel Desk/Security as pet- requirement.
VIII. On guest request for a check out, bell desk to be informed for luggage to be brought down and cashier regarding the bills. IX. X. XI. XII. Bell-boy to inform regarding minibar - to be approved. In case of airport drop cal-/taxi to be arranged at the porch while the guest checks out. feedback form to be taken by FOG / Reception I GRE in co-ordination. Guest to be escorted to the main porch by Lobby Manager / GRE / FOA. Have a comfortable flight. Hope to have you back with us soon.
12.
Guest will be asked for next destination & offered a booking at A Hotel.
Reception and Reservations staff to be well versed with the facilities offered at other locations of A Hotel in India (Entry Point Training) Special feature I packages to be taken up regularly in the briefings conducted. Reservation to inform the Front Desk regularly regarding the sold-out dates. Next destination column to be updated and instant confirmation at to be offered.
13.
No guest will wait for more than 3 minutes to a complete check-in
At the time of check in, the front desk must be prepared with a pre-registered card, pre allocated room (As far as possible) all related correspondence I. For all regular guests, the guest history should provide the necessary details, billing instructions, etc. This would facilitate a quick check in where only the guest signature is required. All group arrivals are taken towards the L.H.S of the counter, enabling the corporate /V.I.P check-in at the R.H.S. Regular/VVIP guests can be checked in at the GRE Desk/in the room.
II. III.
14.
Any guest waiting for their room will be correctly advised as to tile length of wait. They will be shown to a comfortable p and offered free refreshments, alcoholic & non-alcoholic. Bell staff will store luggage and coats. When the room is ready, the guest will be advised immediately and escorted to room.
Script: Mr. Gupta, I am sorry we would require ---- minutes for your room to be ready. May I offer you a cup of tea /coffee while it gets ready. I. II. III. Escort the guest to the-coffee shop, ensuring that a bellboy is handed over the guest luggage. Inform Coffee shop Manager and Lobby Manager to ensure an EDM is raised for the refreshment. Make sure that room is allocated in the time span mentioned and escort the guest to the room, apologizing once again for the wait and thanking the guest for cooperating. Mr. Gupta, I am sorry we kept you waiting, may I escort you to your room Sir. Thank you for our cooperation. IV. V. Coordinate with the belldesk to have the luggage placed in the room. Enter the information in the guest history.
5.
Guest history records for all individual guests will be checked for personal preferences.
Guest relations calls guests on a daily basis and feedback is recorded on the Guest Courtesy Call Sheet and Guest Service Recovery Module. The feedback is informed to the Front Office Manager daily who updates other HODs regarding their relevant points. Any special requests I complaints are updated in the guest history for future reference. Format: Guest Courtesy Call Sheet & Guest Service Recovery Module Sheet.
6.
Staff will ascertain if guest is on any rate package
At the start of the morning shift all guest on corporate or travel agency packages are referred to. In case of a missing rate /authorization billing letter from the company/travel agency voucher, a consolidated list is given to reservation for their follow up. The same is up dated and handed over to the reception shift-in - charge. Check relevant formats / documents.
19.All turned-away guests will receive pick-up arrangements the following day, VIP treatment, letter of apology from the General Manager and room upgrade (suite, nice touch (if available)
I. II. III. IV. V. VI.
A senior person should go to the hotel to receive him along with a bouquet of flowers / cake/ bottle of wine/ cookies/ chocolates and the room key. Car pick-up shall be arranged, with uniformed chauffeur. FOM to welcome the guest back to the hotel. GMs letter of apology to be placed in the room. Guest to be upgraded if possible. All relevant departments have to be informed for SPL. ATTN.
20.
When possible, registration cards will be supplied to the agent prior to arrival for completion
I. A. B.
First visit: Reservation should ensure that naming list and passport details are arranged prior to group arrival. The tour leader /agent would be offered the registration card and rooming list prior to arrival for room allocation. Second visit A. Reservation to indicate in the remark column whenever- a group has a second visit. B. Reception should ensure that rooming list /passport details are retained.
II.
21.
Groups and crews will register iii a different check in area, located away from main reception.
I. II. III.
Based on arrival time, group keys to be prepared & kept separately along with rooming list / arrival card I Key Card. Must take details of meals I wake up call or any other information which may be required by hotel / group members. (FORMAT EXISTING) If rooming list received prior to arrival, rooms should be blocked accordingly and a copy of the list should be given to bell desk. case of last minute change in room number, bell desk should be notified. On second visit of the group rooms blocked as per first visit, take out passport details, check on programme if any Tour Leaders Room to be blocked & noted as per - previous TA request. Welcome letter and VIP amenities to be placed prior to arrival. Groups to be checked in on the le1 and side of the Reception or GR desk (for VIP groups and crews). All corporate and individual FITs to check in on the right hand side. All VIP groups or in case of special request Arti / Tikka / Traditional welcome by GRE / Reception to be provided. Check in to be taken at GR Desk.
IV V VI.
VII.
23.
Final rooming list will be give to bellboys within 10 minutes of arrival
I.
Reservation to request for a rooming list along with the travel agency vouchers. In case of more than one visit, the remark column to mention See 1st visit on _______to facilitate reception staff to maintain the records for the next visit. The room numbers to be pre-allocated and keys kept separately prior to group arrival at a separate counter. Amendments if any need to be done within 5 minutes of group arrival after discussion with the escort I group leader. For second visits rooms can be pre - allocated as per 1St visit status.
II.
III.
IV.
24.
All phone calls will be answered before 4th ring, using standard script and guest flame.
Standard Script: Good Morning, Reception, Dimgla speaking, How may I help you? I. During the conversation and while ending the conversation guest name must be used to personalise the conversation. While handling one telephone, politely if another phone rings inform the guest to hold, pick up the other telephone within 3 rings. Inform the guest that you are speaking n the other extension, give option of holding the line or calling back the guest.
II.
7.
Rooms for guests wit!, special requests will be allocated
At the time of room reservation guest preferences should be confirmed, for example, east facing / west facing /pool facing, corner room, near to the elevator, twin beds etc. The same should be updated on the LAN. Guest relations while pre- blocking rooms for the arrivals keeps these preferences in mind. These preferences are also updated in guest history where relevant.
8.
All rooms will be allocated on a priority basis regardless of rate.
I. II.
III. IV. V. VI. VII.
At the time of Reservation room preference should be taken along with the arrival time and flight details and maintain accordingly in the system. Rooms to be reserved for groups / crews etc in order to have a correct inventory for corporate arrivals of that day. Corporate / VIPs to be reserved for superior & twin rooms to be allocated accordingly (KG king-size bedroom & TW for twin-bed room) - to be approved. This inventory would also indicate the variance in Room Reservation. In this situation, deluxe room should be sold. (Upselling) Morning shin at the Reception to take out arrivals of the day based on Expected Arrival Time. The arrivals for evening / late evening should also be blocked based on Expected Departures (departure time) of the day. Guest preferences / remarks to be updated based on in the guest history / system.
25.
Voice messaging will be offered when caller cannot be connected.
Automated voice-mail facility is available in all the guest rooms. I. The receptionist will inform the caller that the guest is not in the room and has not left a message with the reception.
Sir, would you like to leave a message on the answering machine? II If yes, connect to the answering machine and the voice prompt will guide him further. If declined, a handwritten message is taken in duplicate on the message slip with complete details. One copy is put in the key slot and other delivered in guestroom within 10 minutes.
III.
Printed message - Not applicable yet being processed. A. B. C. D. E. F. G. In case caller wants to page the guest, the reception will assist in paging the guest through the Bell Desk. Use Ball Point pen only. The Message pad carbon must be replaced daily. Message must be written in capitals. Always take message in duplicate copies. Listen carefully to the caller. Repeat message especially phone numbers.
26.
Front office assistant will verify guest name and room number before issuing duplicate keys.
Script: To ascertain the guest is issued key for the right roomnumber Sir, may I have your name please. Check for the room number in the computer and then issue the keys accordingly.
27.
Receptionist will always reconfirm rate to guest requests for a room change.
______________________________________________________________________________ Guest will always the informed in writing if his room rate is being changed. Update the registration card Request the guest to re-sign.
28.
Disabled guests will be noted on all in-house guest list, and switchboard and security will be advised in case of emergency.
When prior information is available that a disabled guest would be checking in, a note should be sent out mentioning the disability of the guest to concerned departments namely: Telephone Exchange Housekeeping Security Room Service To ensure special attention. The following format-is recommended
Standard Operating Procedure Food & Beverage Service HANDICAPPED ROOM (Room No.) We have one wheel chairs at AHotel in case of use by handicapped people. The guest room door has 32 of clear opening width. The key to the guestroom door is easily operable by one hand without tight gripping or twisting. A person sitting on a wheelchair can reach the height of the lock The door to the bathroom is a swinging door and provides 32 clear opening width. It also provides turning space, in case of moving the wheel chair. The faucet is operable with a closed fist. The toilet seat is 17to 9above the floor. And there is adequate maneuvering space in front of and beside the toilet. There is a hand held shower on a hose in the bathtub and the shower control is operable with a closed fist. The air conditioning controls, light switches, television and individual lamp controls are within easy reach of the person Drawers are easily operable by one hand without tight gripping or twisting.
29.
Front Office Manager will contact 5 non- VIP guest daily to check [ hotel services meet their requirements. Shortfalls will be relayed to appropriate departments and guest contacted following day to double- check status of problem.
Guests are met and their feedback recorded during: Met on Arrival While Escorting Courtesy Calls On Departure This feedback is recorded at tile Lobby Manager / Guest Relations Desk to avoid any overlap and to ensure smooth follow The shortfalls are immediately reported to the departments along with an updation in the guest history.
30.
Staff will smile & establish eye contact, greet and ask for guest name rather than room number. Guest will be asked if he enjoyed stay, and comments will be passed on to appropriate departments.
_____________________________________________________________________________
Script: Good Morning, Sir. May I have your name pleaseT How was your stay, Sir? If he says yes: It was our pleasure having you here, Sir. Your feedback I very valuable for us, Sir. If he says NO: I am very sorry to heai- that, Sir. Was there anything in particular that caused discomfort? I will report this to my manager, Sir and we will ensure this does not happen again. - Enter the information the Guest Service Recovery Module.
31.
Late check-out will be authorised, without any extra charge, for fit Guests until 1800 hours, based on space availability and agreement with the front office manager, prior to guest request.
______________________________________________________________________________ Whenever departure time / flight details of the guest are known, provision for late check out should be considered. On guest arrival/check in, confirm: Mr. Matthews, since you would be flying by Swissair, we have extended your check-out On acceptance of the off ensure time validity on registration land for a late check out AND mention the departure tune in the guest folio in the system and on the registration card.
32.
Outstanding message and mail will be checked for the guests
________________________________________________________________________ I. Pre-Arrival
For confirmed reservations, a note is made in the remark column in the guest reservation. This information is entered in the Guest Message register at the reception. FORMAT On arrival, the message is handed over to the guest and the same is mentioned in the register. II. During guest stay
Check if the guest is in the room. If not, send a message informing the guest. Kindly contact the reception - A parcel received for you at 1800 hrs. Akash Singh. III. On Departure
If a guest leaves a parcel to be collected by some one, then check for the following details: A. B. C. D. E. F. Sir, When would Mr. Joy Arora be collecting the parcel? Address and phone number should be taken while taking deliveries. Also confirm as to what should be done if the person does not collect the same in the stipulated time. All messages/mail /parcels should be entered in the register. In case of a forwarding address or information, the message should be forwarded within one week. Perishable items should be disposed depending on shelf life or after 1 week.
33.
Luggage assistance will be offered.
______________________________________________________________________________ When the guest calls up regarding his departure, inform bell desk to provide luggage stance immediately. May I send a bellboy to bring the luggage down now, Sir? Check for number of pieces of luggage and inform the bell-desk accordingly. How many pieces of luggage are there, Sir? SCRIPT: Would you require a transport to be arranged for you, Mr. Mittal?
34.
Guest will be thanked for choosing AHotel and invited to return.
______________________________________________________________________________ SCRIPT Mr. thank you for staying with us/ we hope you had a pleasant stay. See you again soon, Sir. or Mr. Singh, we.stay. When do we see you again sir? or Mr. Singh, we. stay. Have a nice journey, Sir.
35.
No guest will wait more than 8 minutes to complete a check-out.
______________________________________________________________________________ I. II. Departure time should be ascertained at the time of check in. Morning shift to refer to the expected departures of the day to ascertain departure time where no mentioned. If the guest mentions any other departure date, confirm departure time and amend details in the system accordingly. Inform Bell Desk /cashier / [& Mini bar?] regarding expected departures of the day. Belldesk to offer luggage assistance closer to the departure time. FOC to process billing closer to departure time. While the guest is waiting for billing process GRE/Reception to check for feedback Thank the guest for staying with us.
III. IV. V. VI.
36.
There will be atleast 4 incoming telephone lines and four in-house telephone lines, with call hold, transfer capability and one facsimile capability.
______________________________________________________________________________ Reception counter has two telephone connections with DIGITAL MULTI KEY TELEPHONE instruments. These telephones indicate guest name and room number OII receiving a call from room ext or the extension number in case of an administrative extension. . The instrument has keys facilitating calls to be put on hold or transferred to any extension numbers.
37.
Guest name display part of telephone system
______________________________________________________________________________ As soon as a check-in is shown on the computer, the time and the room number gests displayed on the DMKT telephones. While receiving calls from the guestroom guests must be addressed by their names as Mr. ______________ or Ms__________ in order to personalize the conversations.
38.
Voice-mail service for guests
______________________________________________________________________________ The telephone instruments installed in the guests room have voicemail facility. A caller can leave a message in the automated voice mail guided by the voice-prompt. VOICE MAIL SYSTEM Pick up the handset/ hand free dial. Press /Retrieve messages button. Listen to voice prompts and access the listening option by pressing _____ To retrieve messages press_____. To review messages press ______. To delete messages press ______. After listening to your messages press _____ to exit. Put handset back/press HF dial.
39.
Computer screen and printers
_____________________________________________________________________________ To Computers for checking in guests and handling queries are installed at the reception. These computer are on LAN and have updated information regarding room reservations. All generated by the reception are printed at the spooler located at the reservations.
40.
Leather writing pads and quality pens.
______________________________________________________________________________ To Be Developed
41.
Accepted credit cards.
Credit Cards accepted by A Hotel I. MasterCard II. VISA III. AMEX (American Express) IV. Dinners/ Citibank card V. Can Card (Canara Bank) VI. BOB Card (Bank of Baroda)
42.
Airport tax
Applicable while leaving from India on departure at the airport. Rs._______have to be paid the airport authorities. For SAARC Countries (Bangladesh, Srilanka, Pakistan, Bhutan, India & Nepal) Rs.________ has to be paid. This amount is payable in Indian Currency only. However sometime this amount is billed in the airfare itself.
43.
Tariff Card
Available for the guests at the reception and in the rooms to offer current tarrif and facilities of A Hotels. Explain address, location, rates and validity, taxes, facilities, services and salesoffices contact numbers/ addresses.
Format Attached
44.
Office amenities
RECEPTION PAR STOCK: (WEEKLY)
S. No. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27
Item REGISTRATION CARDS ARRIVAL CARDS MESSAGE PAD MESSAGE PAD (EXPECTED) SCRIBBLING PAD INDEX FILES FLAT FILES PLASTIC KEYCARD (WITH THREAD) KEY PASSPORTS SCOTCH TAPE BROCHERS ENVELOPES ENVELOPES (PLAIN, SMALL) BROWN ENVELOPES A4 SZ LOG BOOK REGISTER (SMALL) PLAIN SHEETS A4 SIZE C-FORM BOOKLET MEAL COUPONS (WHITE) MEAL COUPON (BLUE) STAPLE PINS WAKE-UP CALL BOOKLET MOVEMENT SLIPS SCALE (12) ERASSER MATERIAL REQUISITION TOTAL
In Hold
Stand by Stock Normal 1 2 6 3 1 2 3 3 3 2 2 25 24 2 24 1 1 1 5 3 5 5 2 3 1 1 1 137
Stand by Stock Peak 2 5 12 3 1 2 5 3 6 4 2 50 50 4 80 1 1 1 10 5 10 5 3 3 1 1 1 271
45.
Log books
A logbook is kept at the Lobby Desk and the Reception, which is entered by each shift to pass on any relevant information to the next shift. Lobby Logbook This contains the closing of the previous business date, which is entered by night shift. Besides this, each shift enters any follow ups to be done for the day I by the next shift r bills on hold, special amenities to be provided, rate check, messages to be passed on etc. Group schedules wake up calls, departures etc are also entered in the logbook. It also contains a record of VCP, VCR, videocassettes and cell phones and information regarding new corporate rates, new billing instructions etc. Reception Logbook The closing of the previous business date and the groups expected the night shift enter the next day. Besides this, any messages and packets in hold are also entered in the logbook. Each shift enters any followups to be done by the next shift. E.g. date checking etc. Handover format to be attached (As per manual).
46.
Electronic lock systems
SUMMARY OF THE SYSTEM FUCTION
Each time the reception check-in a guest, a new key card can be made by using the mputerized encoding system. The guest slides his card on the lock of his room, activating the lock and accessing the room. The following information are encoded on the card: room number, day and hour of the checkout. The card can open until the expiry time is reached. It is possible to encode cards for operators, staff and other with particular functions.
SUMMARY OF THE SYSTEM FEATURES
In order to access the encoding system, and operator card with the appropriate personal password is required. This allows only authorized operators to issue cards. The system operates with re-codable magnetic cards. Lost guest card can be easily replaced. In this way it is not necessary to replace the mechanical cylinder, which is the only way to keep security in the mechanical systems. Sliding a new guest card on the lock will invalidate the previous one. The guest card, which is the same size of a credit card, can be kept by the guest conveniently, and does not require to be deposited to the front desk each time the guest leaves the hotel or check-out. The electronic locks operate independently from each other without wiring connection and are powered by common alkaline battery.
47.
Hotel information file
Available At the Reception
48.
Registration cards system
All arrivals of the day are registered by the night shift and are placed serial number wise (as per the arrival list) in the an index leatherbound file. On guest arrival, the registration card can be accessed as per the serial number. If the cards is not used/ void and enter the cards in the arrival departure register.
49.
Registration cards rack holder by room, floor.
Nine Racks Floor wise is installed at the reception, the registration card is placed in individual folders and kept in the slot for easy access. All bills and folios related to the guest are attached to the registration card. Registration Cards of upgraded guests are also placed at the Front Office Cash. Note: Numbers in the rack, which are not serial wise, should be checked when renovating.
51.
Welcome pack
To Approve
52.
Note block with hotel name, address, facsimile and telephone number.
Available at the reception. Website to be included.
52.
Pre-printed pad for hand-written messages
Format
54.
Pre-printed facsimile form for guest use
Format
55.
Next destination at AHotel booking confirmation.

Guest will be asked for next destination & offered a booking at A Hotel if available or can arrange for other A hotel. Reception & Reservation staff to be well versed with the facilities offered at other cities or locations in India (Entry Point Training). Special features/ packages to be taken up regularly in the briefings conducted. Reservations to inform the Front Desk regularly regarding the sold out dates.
I. II. III. IV.
57.
There will be dedicated reservation staff during normal business hours.
RESERVATION STAFFING:
Reservation Manager/ Assistant Manager Front Office [01]
Senior supervisor Reservations [01]
Reservation Asst [03]
The Reservation staff works during the normal local business hours i.e. 0900-1800 hrs. extending upto 2000 hrs depending on work exigencies. After 2000 hours, the calls should be transferred to the reception. Zero dual should be locked.
58.
All front staff will be able to handle reservations, thus extending 24 hour service.
RESERVATION
I.
Answer all calls with the standard script Good Morning, Reservations, Pawan speaking, how may I help you On general enquiries for room bookings: On which date would you be requiring the reservation? If rooms are available; Mr. Singh, it would be our pleasure to offer you the room/ rooms. May I have the guest name please? May I note down Mr. Gupta nationality please? May I have his flight details please? What would be the expected date of departure Would the guest be paying directly, Mr. Singh If the caller mentions that the bills have to be sent to the company, check credit policy If the company is on the credit list: May I request you for a billing letter authorizing us to forward the bills to your company? Take down the booking makers telephone & fax number: Mr. Singh, may I note down your phone number, your fax number, please? End the calls by reconfirming all the details by reading them out to the caller Sir, May I repeat the reservation, - ___________________ Thank the guest before disconnecting Thank you for calling, Mr. Singh Have a nice day/ pleasant evening. II. CANCELLATION When the caller announces that Mr. MITTAL has cancelled his trip/ plan Mr. SINGH, May I have Mr. MITTAL full name please?
59.
I.
Caller will be greeted with a welcoming voice.

All calls to be received before 4th ring using the standard script. Reservations, Good Morning, XYZ speaking, How may I help you? Workshops to be held regularly for employees for acquiring the attitude and basic skills required for handling the telephone. To be conducted by Training & Front Office Managers. Briefings to emphasise on feedback from managers/ supervisors & colleagues. Regular audits to be done through phantom calls & scores to be put on the notice board, shared in briefings.
II.
III. IV.
FORMAT Area Call picked up in how many rings Courteous (Name used/ Listening/ Concluding/ Disconnect Sound happy/ Personal Cheerfulness- enquiry) Attitude Skill Level _______________________ _______________________ _______________________
_______________________ _______________________ _______________________
60.
Staff will be able to list all hotel facilities, and be familiar with software and telecommunication techniques. They will also have current information on credit policy and all hotel services available for reference.
I.
Computer system at Country Inn & Suites by Carlson, has a IDS/FIDELIO software package. LAN i.e. Local Area Network which operates between all departments of all hotel. The Reservation, Reception (Front Office). The software provides various MIS (Management Information System) reports. There are various modes to access the software department wise e.g. Login Frontfor Front Office. E-mail is also centralized through LAN. AHotel hotel website is available on internet. (www.a-hotel.in). This provides guests all over the world to know about and their feature in India. Business Center rates for Internet for guest are E-mail services Email address to Email address Rates: Email: Rs.__per mail./ Rs. ____ for an attachment Internet Rs. ______ per hour.
II.
III. IV.
V. VI.
VII. A.
B.
THINGS TO REMEMBER WHILE EXTENDING CREDIT I. No credit is to be extended to any company until approved by the Sales & Marketing Manager, who sends out a letter to that effect. This is then okayed by the Financial Controller/ General Manager and the credit is okeyed. Credit for a No Credit Listed company can be approved on an adhoc basis by A. Sales & Marketing Manager
2.
B. C. III.
Financial Controller Front Office Manger
Companies who are not on the credit list can only pay by the following ways: Cash Credit card Demand Draft Personal cheques are not accepted There is a Credit Meeting held every fortnight. This meeting is attended by the General Manager Financial Controller Sales & Marketing Manager Front Office Manager Reservations Manager Credit Manager F&B Manager Banquet & Banquet Sales Manager Sales Executives
A. B. C. IV.
The main points discussed in this meeting are: Outstanding Blacklisted companies Outstanding collection follow up V. The following files are maintained at the Reservations for reference by anyone who should so require:
Credit Listed Companies File No Credit Listed Companies File
62.
Staff will be aware of hotels fit yield policy and will be able to react to guest and hotel requirements.
FIT YEILD POLICY What is yield? Yield is an evaluative technique to maximise room revenue or in other words profit. To achieve high revenue/profit the right combination of pricing and allocation as depending upon the demand and supply conditions. e.g. High Demand-Low Supply - Increase ARK, only high priced bookings can be accepted. Low Demand-High Supply - Increase occupancy. High volume bookings can be acc Forecast information can be controlled in these ways through yield management I. Capacity Management: Control of room supply This may be done through: A. Selective overbooking i.e. overbooking by room type B. Predetermination of the number of walk ins to take C. Monitoring the available capacity of other hotels. II. A. Discount Allocation : Allocate discounting based on the demand for that room type in the given period Protect enough rooms that may be sold at a higher rate to satisfy the demand at that rate while at the same time filling rooms that would otherwise have remained unsold. Encourage upselling depending upon the price elasticity of the market. Duration Control Control reservations based on duration of stay i.e. on a high occupancy date, maximise yield by accepting multiday stays rather than one night stays. These strategies may be combined to give the desired yield. e.g. A 3 night stay may be on a discount whereas a one night stay may be on rack rate. Potential High Demand Tactics Determine the right market segment mix in order to sell at the highest possible room rates. Monitor new business bookings and close out low room rates
B. III. A. B.
IV. A. B.
C. D. V. A. B. C. D. E.
Fix a number of rooms to be given to walk- ins only. Establish a minimum number of nights per stay. Low Demand Tactics Design a flexible pricing policy well in advance in anticipation of low demand periods. Closely monitor group bookings and trends in corporate travel. Solicit price sensitive groups through lower rates. Maintain high room rates for Walk ins. Consider upgrading in order to build value.
63.
Automatic call sequencing system in hotel will switch to queue incoming calls amid advise these caller that next available agent will respond
Hunting Facility Introduced
64.
All calls will be answered before 4th ring, using standard script, and guest name, if known. Callers will not be rushed or made to feel.
All calls to be received before 4th ring using the standard script. Reservations, Good Morning, XYZ speaking, I-low may 1 help you? Workshops to be held regularly for employees for acquiring the attitude and basic skills required for handling the telephone. To be conducted by Training & Front Office Managers. Briefings to emphasise on feedback from managers / supervisors & colleagues. Regular audits to be done through phantom calls & scores to be put on the notice board, shared in briefings.
65.
The possibility of full pre-registration check-in will be offered
At the time of taking guest reservation all the relevant details should be taken in order to facilitate a speedy check-in. detail like guest name, first & last name, designation and company details, arrival date and time, flight number, departure date and flight number, room requirement & preference, billing instructions, any airport assistance, transfers required. One all this information is updated on the system, all this information can be pre-registered on to the registration card and the guest only needs to sign the card at the time of check in. this not only increases efficiency, but also leaves a perfect first impression.
66.
Calls will be concluded by a reconfirmation of booking details and thanks for choosing A/Hotel
After making down the reservation always and the call by reconfirming the details; Mr. Malhotra, may I reconfirm the details please Mr. Gautam Kaul arriving on 10th May by IC404, departure on 11th May at 2pm; Airport transfer not required. He would be settling his bills by credit card.Thank you for calling Sir.
Staff will confirm or deny all airlines and travel agent reservations within two office hours. _________________________________________________________________ The Reservation jobs have been allocated individually. Moreover the entire team has individual printed confirmation formats. As soon as a corporate reservation is taken, all confirmations should be faxed to the booking maker. For all out station and overseas reservation e-fax should be sent to save on cost
There will be atleast 3 incoming telephone lines and 2 in-houses telephone lines, with call hold, transfer capability free-hand option, if possible) _________________________________________________________________ The reservation department has _______ extensions, _______/ ______/______ and ________. The telephones are XYZ models with options to hold, transfer and redial facilities. In order to transfer a call to an internal extension number press flash button followed by the extension number. Zero- dialing must be locked at the end of the working day.
Facsimile and photocopier facility. _________________________________________________________________ To Process
Automatic call distribution system Hunting facility ensures that if an extension is engaged, the call gets forwarded to the next possible free extension.
For e.g. if "A" is busy, the call will be transferred to B automatically.
71.
Computer terminal & printer (as is system)
_________________________________________________________________ Reservations has 2 computer terminals. Attached to one fax/main printer.
72.
Filing system
____________________________________________________________________ Once the reservations are registered or updated in the computer system, all the records are maintained date wise in the filing cabinet. The cabinet comprises essentially of two shelves. The top shelf contains --- files. One for each date for the current month. The bottom shelf comprises of --- files for the subsequent month. Records for the following months are filed in one file for each month.
73.
Wall mounted notice boards.
_________________________________________________________________ Information about the following would be put up Promotions Festivals Interoffice memos Notices Days Follow ups Occupancy Forecasts New Corporate Accounts
74.
Pictures of all room types will be documented.
75. An up-to-data listing of corporate accounts, special flyer programmes, special promotions and hotel wholesaler tour operator contracts will be readily available to reservation agents. _________________________________________________________________ Any information related to promotional activities such as special packages (summer/weekend) or suite promotions is displayed on the notice board. This information is also shared in the briefings.
Internal notices _________________________________________________________________ Format
Correspondence amenities with hotel address, telephone and facsimile number _________________________________________________________________ Website to be included. Being processed.
"Full pre-registration" application forms _________________________________________________________________ Being Processed.
Revenue Management Training
What is Revenue Management?

_________________________________________________________________ Learning Objectives As a result of this module you will be able to Define Revenue Management Understand its widespread uses throughout various industries, and its importance in the hotel industry.
What is Revenue Management? List some ways that your hotel practices Revenue Management
_________________________________________________________________ _________________________________________________________________ _________________________________________________________________ _________________________________________________________________ _________________________________________________________________ _________________________________________________________________ _________________________________________________________________ _________________________________________________________________
What is Revenue Management?

_________________________________________________________________ REVENUE MANAGEMENT DEFINED: Knowing and understanding your customers in order to accurately forecast demand, thus enabling you to Sell the right rooms At the right price To the right market segment At the right time At the right length of stay
In order to Maximize Room Revenues! KNOWING YOUR CUSTOMERS AND ACCURATE DEMAND FORECASTING ARE THE KEYS TO EFFECTIVE REVENUE MANAGEMENT: List some other industries and how they practice Revenue Management Name of Industry How They Practice Revenue Management
What is the foundation they all have in common? ________________________________________________________________ ________________________________________________________________
Learning Objectives Upon completion of this module, you will be able to Define RevPAR Understand why occupancy and average rate alone are not a true measurement of success. Calculate RevPAR
For many years, hoteliers used only once factor to measure their success. Some argued that the occupancy of a hotel told the story. Others said that the average rate was the magic number. But consider this: What if a hotel was running 89% occupancy year to date? What if the same hotel was running 89% occupancy but had an average rate of S39. The problem with using just one factor, is you are not considering the important other one Occupancy is an incomplete measurement because it fails to account for lost revenue due to unsold rooms. RevPAR blends both occupancy and average daily rate.
What does RevPAR stand for?
1.
2.
RevPAR Index _________________________________________________________________ Based on the (fictitious) RevPAR's identified on the previous pages. Calculate the RevPAR Index for the following hotels.
Hotel Country I&S Hampton Inn Fairfield Holiday Inn Clubhouse Residence Inn
RevPAR $41.88 $51.52 $36.57 $39.42 $36.29 $47.70 __________
RevPAR Index _________ _________ _________ _________ _________ _________
Competitive Set
$42.97
Which Hotels are achieving more than their fair share? ___________________ _________________________________________________________________ _________________________________________________________________ Which Hotels are achieving less than their fair share? ____________________ _________________________________________________________________ _________________________________________________________________
What is a Point of RSI Worth? Why is RSI so important? You may not realize have much a 1 point loss of RSI will cost your hotel. Remember this is a measurement of your market share. To find out hat a point of RSI is worth to your hotel use your STAR Report and the following formula. (Comp Set RevPAR * (Comp Set Rooms * Days in Period) / 100 *Country % of Supply=the value of a point change in RSI for a hotel for the period of time you have used in above formula. What you are actually calculating is first the dollar size of the room revenue pie for the entire competitive set, then what 1% of the pie is, then the country fair share1 of that 1% of the room revenue pie. This would be the dollar value of a point change in RSI for the period of time chosen. 1. Fair Share is the same % of the rooms sales as the Country has of the room supply, so every Country's fair share is different. The components of the above formula can all be found on different pages of the STAR report. Comp Set RevPAR - self explanatory. Comp Set Rooms - at the bottom of the YTD or month STAR Report in section called "Market Sample" You need to use the Census Rooms number (not the Sample rooms) Days in the period - you need to know how many days in a year or a month or what ever period of time you have chosen to analyze. Country % of Supply - This information is on the Trends page of the STAR report under Market Share Supply or on the Month or YTD page under Market Share Rooms Available If the supply percentage is 18.8% then use .188 in your formula. It is best to choose a 12-month period rather than perform the above formula on a single month. It might be interesting to perform the calculation on each of twelve (or more) months to see if and by how much the value of a point in share changes from month to month. What is a point of RSI worth to your hotel? _______________________
The Competition _________________________________________________________________ The report shares information regarding your competitive set, but in order to successfully gather statistics, it promises anonymity. In order to determine which hotels in your market have more than their fair share, it is necessary to uncover their ADR and Occupancy. List some ways in which you gather information from your competitors: _________________________________________________________________ _________________________________________________________________ _________________________________________________________________ _________________________________________________________________ _________________________________________________________________ _________________________________________________________________ _________________________________________________________________ Competitive Set Worksheet This worksheet will provide you with the following valuable information ADR Occupancy RevPAR RSI _________________________________________________________________ _________________________________________________________________ _________________________________________________________________ _________________________________________________________________
The Black Book _________________________________________________________________ PACE STATISTICS Every day you should look at and record, the status of 5 different dates. You will turn 5 different pages in the Black Book 60 days out 30 days out 10 days out 4 days out Yesterday's Actuals Pace indicates how far out people will book your hotel Pac can vary by season, and day of the week A Pace Calendar is provided at the back of your Black Book How far out will a customer typically book a corporate hotel? _________________________________________________________________ How far out will a customer typically book a reason hotel in season? _________________________________________________________________ What conclusions would you make if you were a resort hotel with 20 rooms on the books 4 weeks from arrival? _________________________________________________________________ Assume today is What dates will you complete Pace Statistics for? _________________________ _________________________ _________________________ How can understanding your booking pace help you with revenue management decisions? _________________________________________________________________
The Black Book _________________________________________________________________ ACTUAL DATA RECAP The second page of the book is to record statistics regarding the date. Most of this information is to be completed after the date has passed. Avg. Length of Stay Your average length is stay is calculated by
Segmentation This area can be utilized to segment your business as you like The number of rooms sold, the average daily rate, and the total revenue for each segment should be included. Group Break down This area should contain information regarding individual groups Provides history regarding block pick up and rate Competition Information The status rates and availability of your competition should be recorded here Community Events Any information that may effect demand such as city wide conventions, regional events, etc. should be recorded here. Comments Any additional information should be tracked here Today's Reservation Activity for Future Days These statistics should be transferred from your call conversion sheet
Room Statistics Tracking Sheet _________________________________________________________________ The Room Statistics Tracking Sheet (RSTS) should be used in conjunction with the Black Book. The RSTS tracks vital statistics by month, and gives you averages by day of the week, making it a very powerful tool for making revenue management decisions Among the statistics tracked by day of the week are
No Show Factor (both 6 pm's and gtd') Length of Stay Denials Arrivals RevPar
_________________________________________________________________ _________________________________________________________________
The Black Book ===============================================================
TOP 10 REASONS FOR MAINTAINING A BLACK BOOK

Help us create a top 10 list 10 9 8 7 6 5 4 3 2 1 ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ ________________________________________________________________ Because theyre free! Contact Worldwide Reservation Services at (402) 498-5006 for your supply!
Forecasting =============================================================== Did this hotel maximize their revenues by closing out their discounts for the last 10 rooms? _____________________________________________________________________ What could they have done differently? _____________________________________________________________________
How Do I Forecast Demand?

A demand forecast must be done prior to filling all of your rooms When doing a demand forecast ask yourself the following question: If I had unlimited capacity, how many rooms could I sell? Demand forecasts can be over 100% A demand forecast may be over 100%. In order to determine which rates to sell, you must first determine how many people you will turn away.
This area represents excess demand. You will turn away this many guests
100%
In order to anticipate excess demand, a demand forecast must be done far enough in advance to maximize revenue and occupancy on shoulder dates. How often should a 9-day demand forecast be done? _____________________________________________________________________ How for out should you forecast demand? _____________________________________________________________________
Forecasting =============================================================== Exercise Many factors need to be evaluated to prepare an accurate demand forecast. Listed below are some of the factors that will require research. What information you will be looking for, why is it important, and where you will find it?
PACELAST YEAR PACETHIS YEAR HISTORY GROUPS ON THE BOOKS-LAST YEAR GROUPS ON THE BOOKS-THIS YEAR COMPETITION DENIALS COMMUNITY EVENTS
THE ADCS OF YIELD MANAGEMENT

We cannot leave yield management reports on the shelf. They are one of the best business planning tools a hotelier can have. Yield management cannot generate demand, of course, but it can show a hotelier markets that might have been overlooked. Yield management is the business planning tool for hoteliers in the 1990s and beyond. The computerized functioning of yield management is complex, but the concept is simple: by using a combination of pricing and inventory control, a hotelier can maximize profits from the sale of rooms and services. We should be prepared to build at least part of our operation around yield management. Some hoteliers have created manager has reporting responsibility and ownership of the data produced by the system. With labor costs what they are, it may seem difficult to justify another senior staff position, yet this is necessary. Yield management is a new approach to selling hotel space which involves the entire notel organization. The yield manager must retain a global vision of the business. He or she should not be involved full-time in any other duty. The role of the yield manager should be to collect historical data regarding occupancies over at least a three-year period; check the accuracy of that data against special circumstances, such as the Olympic Games; and collect pricing information-not only for our hotel but for our competitors, along with lists of the competitors facilities. The yield manager also should record special events scheduled for the future, along with seasonal booking trends. He or she should conduct ongoing checks to verify results. It should be the yield managers job to find out why forecasts do not always match actual results. Make sure our yield manager is empowered to call regular meetings with other senior staff to discuss the results of the reporting process. Yield management should give us a workable control on overbooking, based on statistical demand, cancellation and no show trends.. But, it should not be an excuse to say no to reservations. Remind reservation agents that any reservation can quickly turn into a cancellation or no show.
To maximize yield managements forecasting abilities, we must make sure reservation agents note why reservations were turned do and make it easy by creating imple categories, such as: hotel fully booked; price too high; only wanted suites, but suites sold out. Then use the data in reviewing our sales strategy, segmentation mix and room types. The reporting function of yield management also can tell us whether selling techniques are effective, which promotions generated the best results, whether discounts were given correctly and how attractive weekend packages were functions have various audit trails. Reports will tell us exactly how each reservation was captured. Forecasting should be a major role of yield management. Yield management should be able to help us find trends in customer behavior, business evolution and scheduled events. That information will help us forecast occupancy and plan for times when room sales are slow. (Of course, no system can predict natural disasters.) It also should be used to plan backof-thehouse activities that -will support the expected business volume - including staffing and the purchasing of supplies. We may want to develop contingency plans that deal with cancellations and noshows, fluctuations in actual length of stay and even how, competitors will respond to our sales promotions. Information an high and low booking periods is essential in controlling sales to convention groups. The marketing department should work with the yield manager to maximize not only occupancy, but access to other hotel facilities and services and anticipated spending power. That should translate into maximum profitability for the hotel. Forecasting has limited benefits if we do not-check it against actual results. If we expect 80Y. occupancy on a certain day and get only 70Y., we must try to pinpoint the reasons. Open room inventory should be updated constantly to minimize the number of unsold rooms each night. Both the yield manager and controller should be involved in analyzing the variances. Over time, this ongoing analysis should reveal trends showing why we are missing some business opportunities.
YIELD MANAGEMENT
Accepting certain business, such group bookings at large discounts can cost any hotel more than it brings in. With yield analysis, The Sales staff can determine when to accept a booking and when to turn it down in favor of potentially more lucrative business. When Measuring sales performance, hotel management wont high occupancy, others watch the average rate and still others compare actual results to budget. Managements selection of performance criteria affects the decision making, priority setting and overall behavior of all departments and units within a hotel company. Many of the traditional performance criteria employed by the industry today do not other decisions that are in the best interest of the hotel. The sales department measured by roomnight productivity, for instance will inevitably accept group business whenever possible and then be forced to turn away higher-paying, laterbooking individual customers. Yield management, can help a hotel gain on optimum business mix and meet: its revenue goals. Reduced to essentials, hotels are in the business of generating revenue from space. Guest rooms, restaurant seats and function rooms are the scarce resource of hotels, in much the same way that seats arc the scarce resource of the airline industry. Managements principle function is to produce, the best possible return, or yield, from the space available. PERCENTAGE The basic yield statistic is a straight forward measure of the effectiveness of practices and policies applied to generating revenue from room sales. This statistic can be expressed as follows:Yield = Revenue Realized -----------------------Revenue Potential
Revenue potential is the income that could be secured if 100 percent of available rooms ore sold at their full rack rates. So, for 300 - room hotel with a $100 rack rate, the revenue potential is $30,000. Revenue realized is the actual sales receipts. If the
hotel sold 200 rooms at on average rate of $80, the revenue realized would be $16,000. The yield would be $10,000 divided by $30,000 or 53.3 percent. MORE EQUAL THAN OTHERS .Many combinations of occupancy and average rate could result in the same revenue and the same yield percentage. Some managers might contend that all the cases of a 53.3 percent yield are not equal. One could assert that the above is preferable for instance, because the cost of cleaning and heating 160 rooms is lower than any of the alternatives. Someone else might say that having 300 occupied rooms is best, because a full house would inevitably mean more revenues in other profit centers such as restaurants, Loungos and telephones. The manager sensitive to how statistics can create powerful impressions might hold that one of the interm alternatives was best, because a full house would inevitably mean more revenues in other profit centers such as restaurants, lounges and telephones. The manager sensitive to how statistics can crease powerful impressions might hold that one of the intermediate alternatives was best, because it would be least likely to raise a red flag with the owners or at headquarters. In fact, each of the foregoing arguments has validity. For the balance of this case, we will assume that all combinations of rate and room sales that produce the same yield are equally desirable to the hotel.
CLOSE COUSINS
The yield statistic is closely related to the industry standbys of occupancy percentage and average rate. The occupancy percentage of course, is actually a ratio of the number of rooms sold to the rooms available for sale. We usually express average rate as a simple dollar figure, but we could also express the average rate as a ratio of actual rate to potential rate. In case B above, for instance, the average-rate ratio is $88.88 divided by $100, or about 89 per Knowing that you have an 89 percent rate ratio and a 60 percent occupancy rate is not especially helpful, until you multiply the ratios together, as shown in Exhibit. So the yield to is closely related to the combination of occupancy and average rate. The only difference is that average rate is converted into a ratio. But the yield statistic is a more flexible and consistent way to judge a hotels performance.
SEESAW Most seasoned managers know that results like case B (with its dismal. 60-percent occupancy.) would likely be follow by a call from headquarters or owners asking why occupancy was so low. In response to this concern, management might relax rate expectations regarding groups, sell more rooms to economy- mined transients and allocate more rooms for specially priced packages. I these measures are effective, the results for the next month might look more like case E, in which occupancy rises while average rate sinks. The manager then would not be surprised to receive another call, this one inquiring why average was so low.
The Point here is that both cases are essentially equal .n term of Revenue and Yield and they are probably equally profitable for the hotel. By considering yield the Manager would have a single integrated measure that tracks closely with contribution to profitability. EXHIBIT 1 Different scenarios for identical Revenues Case Rooms Sold Occupancy A B C D E F G EXHIBIT 2 Typical Yield Calculation Occupancy Ratio x Average Rate Ratio is the same as:
Rooms Sold Average Rate of Sold Rooms X Rooms Available for Sale Average Rate Potential
160 180 220 240 260 280 300
53.3% 60.0 73.3 80.0 86.6 93.3 100.0
Average Rate $ 100.00 88.88 72.72 66.66 61.53 57.14 53.33
Rooms Revenue $ 16,000 16,000 16,000 16,000 16,000 16,000 16,000
Yield % 53.3 53.3 53.3 53.3 53.3 53.3 53.3
Using case B as an example:

180 Rooms Sold $88 .44 average Rate of Sold Rooms X 300 Available to Sell $100 max imum average rate
This calculate as:

$16 ,000 revenue realized 53 .3% Yield $ 30 ,000 revenue potential
Boosting Yield Managements responsibility is to increase yield. There are two basic yield -management strategies, each appropriate for different conditions of guest-room supply and demand. High demand calls for tactics geared to maximizing the revenue associated with rooms sold (high rates). Excess supply requires an emphasis on maximum room sales, even it a lower average rate is the cost associated with these tactics. A hotels effectiveness in improving yield is based on its infrastructure in the following four critical areas: Forecasting Good forecasts of daily rooms demand with a system for continuous updating; Automated systems, rate setting policies, promotional packaging and specially trained personnel with sufficient flexibility to adapt to changes in demand conditions of work. Cohesive strategies supported by tactics that can quickly respond to varying demand conditions.
Systems and procedures
Strategic and Tactical Plants
Feedback system
Methods to assess the effectiveness of tactics and provide information vital to personnel seeking to improve performance.
Forecasting
The most effective yield-management tactics have a daily, rather than so orientation. For example, decisions, regarding the vai1ability of packages designed for rate sensitive markets should be made .for individual future days and not as single policy for all days in a season. Forecasting must provide estimates of future demand on a daily basis for it to be helpful in optimizing yield. Many hotels that make daily forecasts look only at the upcoming 60 to 00 days. Since most commercial hotels realize the vast majority of transient reservations within a few weeks of receiving them, daily forecasts with a t. or threemonth horizon would seem sufficient. But longer-range estimates of transient demand are critical for hotels that do even a small portion of their business with group segments. The trade off between group business and transient business is often one of occupancy versus rate. Groups generally make room commitments far in advance of transients, thereby boosting known occupancy percentages. But most hotels find that transient guests, on average, pay higher rates than do groups. Therefore, the displacement of future, high-rate transient reservations by groups that are paying lower rates must be a carefully considered decision. This decision takes on an added dimension when one considers that a portion of the displaced transients will be spending the night at a competitors hotel. It is clearly imperative to base todays decision on whether to book a prospective group on forecasted transient demand for the specific days under consideration. The common s approach of considering all Mondays through Thursdays as essentially the same often leads to unwise displacement or to empty rooms that could have been filled. Forecasts must consider both transient and group demand. In evaluating whether to book a group two years in advance at a marginal rate, the sales manager must determine the likelihood of displacing other groups, as yet unknown to the hotel, that might be willing to pay higher rates. Computer as forecasting methods can facilitate the necessary data handling and analyses. The risk with in some forecasting models is their oversimplification of the factors affecting demand. A program that fails to look at the interaction between neighboring days, for example, may result in misinformation. Taking each day individually, a program might predict occupancy well in excess of 100 percent on Monday night and 95 percent on Tuesday night. A well thoughtout program would make adjustments in the
Tuesday estimate to reflect the lack o availability on Monday. If Monday sells out prematurely, Tuesdays full potential will not be realized.
Systems and Procedures Daily demand forecasts, regardless of accuracy, are not sufficient to enhance yield. Policies, procedures and personnel training for yield maximization must be in place to take advantage of the forecasts and act in ways that enhance the propertys revenues. The following is a sampling of tactics that cultivate higher yields.
High Demand When demand is high, a hotel can (1) (2) (3) restrict or close availability of low-rate categories and packages to transients. requite minimum lengths of stay and commit rooms only to those groups willing to pay higher rates.
Low Demand When demand is low, a hotel can (1) (2) (3) provide reservation agents with special promotional rates to offer transients who balk at standard rates. Solicit group strees from organizations and segments that are characteristically rate sensitive and Promote limited-availability low-cost packages to the local market.
Through these tactics are not novel, their application in many busy hotels is often loess than through. In my experience, it is not uncommon to find hotels taking only partial steps to maximize yield. For example, a hotel anticipating demand in excess of a sellout might restrict availability of all but the highest rate categories, while inadvertently keeping open rates for special segments (e.g. government).
Sometimes the intention is right, but the tactic is off-target, until recently, a major hotel company had a policy of closing lower rates on a fixed schedule, according to the number of rooms left to sell. This meant that someone calling for a reservation when there were 300 unsold rooms would be quoted lower rates than another called inquiring about the same date when only 100 rooms remained. This method considered neither the time left to sell the remaining rooms nor estimates of the potential, unrealized demand. In many cases, the inflexibility of computer systems hampers yieldmanagement efforts. Most central reservation systems, when providing rates to reservation agents in response to an inquiry, display the rates that are available on the arrival date requested. But demand on the arrival date will not, in many cases, be representative of den during the entire length of stay. The following & sample illustrates this point. Say that a reservation agents computer is programmed to how the following rates on given days of the week. Available rates Sunday Monday Tuesday 110 110 110 95 95 85 85 75 75 65 65 95 95 85 75 65
Wednesday 110 Thursday Case A 110
A caller inquirin9 about a three-day stay beginning on Sunday could be quoted five rates, all the way down to $65. These rate quotes would undermine efforts to maximize yield, given that both Monday and Tuesday are high-demand days. Case B A caller inquiring about a three-day stay beginning on Tuesday would be quoted only one rate $110. Such rate Inflexibility would increase the likelihood that the caller would shop around for lower rates. Given that Wednesday and Thursday are low-demand days, the loss of this reservation would be unfortunate.
Other central reservation systems take a different approach. They display only those rates that are available for all the days requested. Using the examples above, only $110 would be quoted in both cases. Such an approach would be unjustifiably restrictive if yield maximization is the objective. Often it is not an automated system that confounds full implementation of yieldmanagement tactics, but the approaches taken to training personnel and monitoring their performance. For example, a sales managers productivity is often measured in terms of the number of room-nights booked. The implicit assumption in this approach is that all room-nights are equally beneficial to the hotel, regardless of rate. Many companies refine this criterion by looking at monthly sales-manager totals of both room-nights and average rate. Though this approach provides more data, it does not necessarily shed light on the real impact of each sales managers bookings. The Chart in Exhibit 3 help to demonstrate the problem. All four sales managers in the example boo coo room-nigh at an average rate of $100. Does that mean they all did an equally good job in contributing to the hotels yield? A case can be made for ranking the sales managers in the following way. Sales Manager D Sales Manager A Sales Manager B all bookings on low-demand days. relatively few high-demand days. high proportion of high-demand days booked, high likelihood of transient displacement. high proportion of high-demand days, many sold at a relatively low rate.
Sales Manager C
The difference in the contribution made by sales managers D and C is substantial. When traditional measures of productivity are unable to demonstrate this difference statistically, there is little motivation for sales managers to adapt their behavior to maximize contribution. A sales Manager, faced with a large, rate-sensitive group eager to book low-demand days, might think twice before taking the group if it would substantially lower the average rate of all conflict between the hotels best interest and the statistical representation of productivity is seriously flawed and will not effectively promote yield maximization.
Bookings into low demand days accrue more points than those into days with high or excess demand. To be assured of systems and procedures that encourage yield maximization, that that purpose must be designed specifically into the system. Rarely will the traditional approaches coincidentally promote supportive decision making and behavior. Fortunately, conscientious employees often attempt to compensate for the limitations they find in a hotel systems and procedures. Strategy and Tactics Appropriate planning is integral to yield management. Often planning takes the shape of last years results plus ten percent followed by a list of task to achieve the new target. Planning for maximum yield takes a different approach. It asks questions like what would be our mix of market segments if we were to maximize yield? Too often the seciment mix that node good business sense a few years ago is perpetuated simply because this question has not been asked. Many critical decisions are made by a casual continuation of past practices, rather than an analysis of and choice for the future. Examples of such inertia include commitments to base accounts (e.g. crow rooms) , love Is of participation in citywide convent discounted rates for local organizations that have the potential to produce a certain volume of business , and desired ratio of transient to group room-nights. Military planners draft tactical blue prints to take ad of any battle field condition that might arise. Though a hotels competitive and market environments do not have the same level of complexity or consequence, the importance of thoughtful and integrated plans is still fundamental. In most hotels, the responsibility for responding market conditions is distributed among many departments. Often resulting in actions with little chance of maximizing yield and with significant potential for fostering disharmony between departments. Displacement Say that a group wants to book 50 rooms on three days next month. The table in Exhibit 4 expresses the hotels situation before and after the prospective booking.
In this example, booking the prospective group would cause displacement on Wednesday, when the hotel doesnt have enough rooms to accommodate the group. If the 50 rooms displaced by the group were valued at the seasonal transient average rate of $95 and tie prospective group is expected to have an average rate of $70, z simple trade off can be calculated as follows: Revenue gains : 150 group room-nights @ $70 = $10,500 Revenue loss: 50 transient roomnights @ $95 $1,750 But is that the only displacement that will take place; Some portion of transients arriving on Monday and Tuesday would ordinarily stay through Wednesday. If Wednesday is unavailable, the, people may go elsewhere, adding to the displacement similarly, some of Wednesday displaced transients would have stayed at the hotel on other days, so even more hidden displacement will occur. With the assistance of computer models that can solve the complex cascading of secondary displacement that due to the dependency of days, the value of the lost potential business can be calculated as shown in Exhibit 5. The advantage of booking the group, however, is still not of the magnitude it seems. Taking the group would incur elements of cost associated with 70 more occupied rooms than if only transients wore accommodated. Those costs could well amount to $1,000 or more. Furthermore, a portion of the 80 disappointed transients may be quite pleased with their alternate hotel choice and their business could be lost forever. Additional considerations abound in what at first sight might seem like a reasonably straight forward analysis. It is little wonder that few sales managers have the time or data to do a full and proper analysis. But the result is lost yield.
Feedback Systematic feedback is needed to assess the effectiveness of forecasts, the impact of tactics and the performance of individuals and departments in their efforts to raise the hotels yield. Much of the data that should be tracked are similar to numbers already gat by many hotels, while some of the data are fu different. A simple example will demonstrate the importance of often- overlooked information. There are a variety of methods and models for forecasting transient demand. All would gain enhanced accuracy if complete data were available on transient requests that were lost or turned down and hy they were not accommodated. Most reservations systems give agents the opportunity to enter lost business, but most do not have a systematic way to ensure that all lost business and related dates are recorded. In forecasting models, partial data can mislead or camouflage important trends. As was pointed out earlier, personnel trend to focus their efforts in ways that will have the greatest impact on the measures by which their performance is assessed. Regular feedback can encourage yield-oriented behavior and decision making. As an example, both individual hotels and large central reservation centers have difficulty determining agent effectiveness. They often resort to ancillary measures such as average call duration or completed calls per hour. A yieldo approach compares the revenue associated with an agents actual bookings to the potential associated with all calls taken by the agent. Such an approach encourages bookings at higher average rates, without discouraging lower rates when appropriate. This ratio is not sufficient in itself to asses agent effectiveness, but it does keep agents continuously attending to yield. Feedback on the effect of tactics can lead to optimization of their application. Reservations managers continuously open and restrict the availability of certain rate categories in the hope of neither underselling a room nor having a room that could have been sold go empty. Their task is to balance the superior revenues associated with higher rate quotations against the greater likelihood of a conversion, or booking, if lower rates are offered. A system with data on the conversion factor associated with different rate quotation schemes, room availability and estimates of demand can automatically select the rate-quotation approach with the greatest potential. Regular and germane feedback provides encouragement, sets priorities and enables the use of yield-management techniques that otherwise would be impossible.
In Practice Hotel companies adopting yield-management systems and techniques have achieved good results. Hotels marching to the drumbeat of yield optimization discover organizational benefits as well as improvements on the bottom line. Interdepartmental conflicts diminish as traditional performance measures are replaced by criteria that integrate efforts across departmental lines. Clear plans and relevant criteria allow decision making to move downward within the organization, leading to greater efficiency and heightened job satisfaction. Many yield management methods are made practical by the advent of affordable computing power. The practices of the past, in many cases, reflect the available technology of those times. New capabilities have engendered fresh thinking and call for a fundamental reconceptualization of the scope of traditional computer applications in the hotel industry. The practices, policies and systems that contribute to yield management share a common orientation namely, maximum return on a resource (hotel rooms). The same approach has been applied in modified formats to optimizing returns on function space and food and beverage facilities. Yield management is not merely an adjunct to traditional managerial approaches. Instead, it represents a fundamental basis for concentrating organizational efforts. Yet it is not such a radical departure from established approac1ic as to force a disruptive transition. Though in many ways the age of yield orientation is just dawning and some early experiencesness will be less than fully successful, the promise 01 this technique is of such magnitude that it demands immediate attention.
Debit and Credit Cards in the Hospitality Industry

When a guest checks into a hotel and offers a credit or debit card as a method of guaranteeing payment, there is an estimated amount of needed finds authorized and placed on hold. The merchant keys in the amount approximated to cover the bill and in turn, the financial institution places the authorization amount on hold from their checking or savings account (debit card) or subtracts that amount from their usable line of credit (credit card.) This guarantees sufficient funds are available for final payment at the time of checkout. In the case of a traditional credit card, there is a floating period within the billing cycle where purchases are charged and returns are credited. These transactions impact the amount available in the extended line of credit, but are not traditionally attached directly to a savings or checking account. Full, partial or minimum required payments are all options. In using a debit VISA or MasterCard, the line of credit is determined by the amount of usable funds in the savings or checking account. There are not typically preset spending limits, unless a dedicated account with a specific spending cap is established. The amount of available funds is determined by the balance in the account, which varies based upon checks written, ATM and automatic payment withdrawals, deposits and any other account transactions. Debit cards may be options explored for individuals who possibly need to establish or rebuild their credit. When a consumer uses a debit card to secure services that may not have a predetermined or known exact cost, then the merchant estimates the approximate charges (based upon industry formulas) and places an authorized hold on those funds. The account reserves and designates these monies for use toward that particular expected expenditure. In the meantime, the customer is usually unaware that the merchant has already reserved funds. When the hotel guest checks out, typically after a few days, the exact amount of purchase for goods and services is processed. For a period of time (sometimes up to 14 (lays) there are actually two amounts designated toward the same purchase-the authorization and the actual charge. When a traditional credit card is used, there is usually a larger line of available funds, so the fact that twice the amount is designated for the same purchase, is an industry standard not known b the majority of customers. Often, customers have allowed spending limits far exceeding their typical expenditures.
Since the authorization hold does not appear on their billing statement it ordinarily does not affect their day to day lives. This becomes a problematic issue when customers have restricted spending limits or have used close to the maximum amount of their credit. It also becomes an inconvenience for those customers even with generous lines of credit, when they travel frequently and stay at various hotels and use multiple services that also may require authorization holds (i.e: car rentals.) Even though double the amount of funds is not technically charged, twice as much as expected by the consumer, is frozen in their available line of credit, thus impacting their immediate spending ability. Furthermore, in terms of a debit account, this type of temporary duplication in transaction may cause checks to be bounced, which results in shock and embarrassment for the customer. Not understanding the special and unique circumstances regarding the hospitality industry, with the need for pre-au-thorizations prior to the processing of actual charges, creates problems in managing expectations. At present, there is no way for the merchant to distinguish a traditional credit card from a debit card. There are no outwardly physical differences or markings that denote one type of account from another. This is where some of the problems may start. The amount of the authorization hold is determined b\ averaging the per night cost of the room, plus taxes along with an additional charge of typically $50 per day, for any incidentals. This amount is calculated to estimate the approximate funds needed for the entire stay. This total is held when the initial credit card is presented at check-in. This presents several problems when a debit card is used. At checkout, the correct amount is processed, withdrawing those funds from the checking or savings account. For a short period of time (typically 7-14 days) both amounts have seemingly been withdrawn from the account. With a traditional credit card there is a grace period where credits and debits occur on the account. Then at the end of the billing cycle, the transactions are listed, totaled and billed: Authorization holds are released and therefore, not reflected in the amount billed or due. In a debit card scenario, there is no billing cycle advantage, so therefore, when a transaction is processed, checking or savings account funds are immediately impacted. So, if the guest is staying for one night at a rate of $100 per night, the method of payment is determined at check-in. If a credit or debit card is used, the total amount authorized is $100 plus tax (lets use 10% for example) $10 tax and $50 for any incidentals, equaling a total of $i6o. The next day at checkout, the correct
amount is processed. For instance, if the room and tax were the only charges incurred, the total amount charged is $110. In the interim, (until the authorization hold is released) $270 is seemingly withdrawn from the checking or savings account when using a debit card. Unless the guest is aware of this industry protocol and these sequence of events, the expectation is that the final bill total $110 will be charged to the account. It is not commonly known or understood that hotels (along with other industries) run authorization hold on the estimated funds needed to cover their entire hotel stay. In the case of where a debit card is used, this creates duplicate charges for a brief period of time. s a result of the customers being unaware of these transactions and their consequences, many times insufficient funds are available to cover all expenditures and checks are bounced due to the unexpected temporary flux in available funds.
Another complication of using a debit card occurs in the authorization hold process. An approval code is registered at the time when the initial authorization hold is placed. In a typical situation, within 7-14 days, the hold is automatically released, as by that time the actual charges have been processed. In the meantime, if the funds are needed, either the hotel and or Customer Service must intervene on behalf of the guest. The approval code, displayed at check-in during the initial authorization process, is often required in order to prematurely release funds. The approval code is not usually documented and cannot be researched or located after the initial authorization process. This creates a glitch in expediting the hold from being released. Depending upon the protocol of the individual credit or debit card company or financial institution, it may require several phone calls and steps to regain use of the funds, thus effectively releasing the authorization hold. In extreme cases, it sometimes may be difficult or seemingly impossible to unfreeze funds before the automatic drop date. Another problem occurs when the customer presents a credit or debit card for authorization at check-in, however then opts for a different means of payment when checking out. Due to the guest not realizing that any funds have been affected, overcharges or bounced checks may result.
These possible situations are especially traumatic as they are unexpected incidents often resulting in a domino-effect of financial disasters. Often, the customer has no idea or forewarning that this is how the process works. So, when the guest becomes aware that they may have bounced checks or cannot access needed funds, this creates embarrassing and inconvenient situations. Furthermore, this often occurs while the customer is away from home, travelling for either business or pleasure, thus interrupting and interfering with their plans. The customer must then take additional time and effort away from their plans, contributing to the frustration and embarrassment, and may result in a distressed traveler. Some hotels are taking proactive measures to avoid these occurrences. Staff are asking guests who present a VISA or MasterCard at check-in, if it is a debit card, explaining the protocol, process and procedures. This involves the customer in making an informed decision, regarding method of payment and is a potential way to avoid problematic situations. It also serves to better educate the clientele regarding debit card use within the hospitality industry. It is customary among financial institutions to process larger transactions ahead of multiple smaller ones. As. a result, if there is a problem with a lack of adequate funding in the customers account, it works to the advantage of the financial institution, creating more insufficient funds fees for multiple transactions rather than a few. Lenders also rationalize that it guarantees them payment on the larger transactions first. In the rare instances where the authorization hold is not able to be released, it is recommended that Customer Service appeal to a Supervisor or manager at the credit or debit card company to waive any service or insufficient fund charges, explaining the extenuating circumstances. These transactions are revenue- generating for financial institutions, however they are considered extra profits and not counted in their budget expectations. This allows for negotiation of fees being waived.
Suggestions: When the hotel processes the initial hold to reserve the estimated amount of needed funds, there is an authorization approval code that registers and displays for the merchant. The code is offered at this time only and cannot be retrieved at any other time. Even the financial institutions do not keep record of this code. The problem occurs when a customer requires a premature release of an authorization hold, prior to automatica1h off on its own. The credit and debit card facilities have advised Customer Service that if the authorization code were known, it would significantly impact their ability to expedite the release of the hold. If the hotels are able to note the authorization approval code on the guests file, as a standard operating procedure, in the event that a guest needs the hold removed, this would help to quickly facilitate the release. It would be a small change in the process that ultimately would greatly benefit both the customer and the hotel. This small change in protocol could potentially result in hours saved in handling these credit and debit card issues, ultimately resulting in more effective customer service and generate more customer loyalty.
Guest Communication Management Customer Service Issue Non-Financial Issue
Select the RESPONSE tab Choose the means Of contact from the NONFINANCIAL RESPONSE TRACKING window Place the cursor in the COMMENTS window and complete n explanation of the non-financial resolution Click on the APPEND TO ACTION SUMMARY button to add the comments to the Action Summary for review Adjust the ASSIGNED TO field to CS Depress the SAVE button and Customer Service will review the issue for closure
Guest Communication Management: Customer Service Issue Financial Issue Select the RESPONSE tab Depress the ADD button, to enter a financial response Choose the COMPENSATION TYPE from the droplist to indicate the means of compensating the guest Complete the G.C./CHECK # field, if the compensation is a check or gift certificate, as this records the document # Enter in the DOLLAR AMOUNT, recording the compensation in U.S. currency
Guest Communication Management: Customer Service Issue Financial Response (continued) Complete the COMMENTS window, describing how and when the compensation was issued and guest was contacted Complete the COMMENTS window, describing how and when the compensation was issued and guest was contacted Enter the name and address of the guest receiving compensation in the ISSUE TO field Review the compensation type, amount and comments before clicking the SAVE button, located at the bottom of the financial response window Adjust the ASSIGNED TO field to CS Depress the SAVE button and Customer Service will review the issue for closure
Guest Communication Management Customer Service Issue Invocations Click on NEW GUEST ISSUE button Complete the caller information with the word. INVOCATION as the caller first name and the HOTEL CODE as the caller last name Identify if the reservation was booked at the hotel or by a worldwide reservation center system If processed through worldwide reservations, locate the booking by searching the PRIMARY RESERVATION window If booked through the hotel, identify the guest name on the reservation and complete the guest information window Select MEANS OF CONTACT, noting how the guest contacted the hotel (letter, telephone, e-mail, in person, Gallup or website) wanting to invoke the guarantee
Guest Communication Management: Customer Service Issue Invocations (continued) Complete the CALLER/GUEST tab with at lea one address, preferably, the guests The OTHER RESERVATION tab is used when the reservation was booked through the hotel or the guest holds multiple reservations Select the SUMMARIES tab Select the SEVERITY-all invocations should be identified as (5) - extremely severe Click on the MAINTAIN FROM LIST to display category code(s) Select all appropriate category code(s) which relate to the invocation and identify the nature of each one as a complaint
Guest Communication Management: Customer Service Issue Invocations (continued) Click the ADD button to display the selected category code(s) in the window Complete the CALL SUMMARY summarize the guests issue window to
Select the RESPONSE tab, to verify who invoked the 100% guarantee and to ensure the TRACKING FOR HOTEL is selected Depress the SAVE button to retain the issue note: the ASSIGNED TO field must display hotel Click on the ADD button to enter a FINANCIAL RESPONSE Select the COMPENSATION TYPE from the drop-list, indicating how the guest will be compensated
Guest Communication Management: Customer Service Issue Invocations (continued) Complete the G.C./CHECK # field, if the compensation type is gift certificate or check, in order .to record the document # Enter the COMPENSATION AMOUNT in U.S. dollars Complete the COMMENTS window to document details Enter the name and address of the person receiving compensation in the ISSUE TO fields Review the compensation type, amount and comments before clicking the SAVE button within the financial response window Adjust the ASSIGNED TO field to CS Depress the SAVE button and Customer Service will review the issue for closure
Gift Certificates and Financial Responses

Type Choose $ 25 Carlson C.S. CHW certificate valid at RAD, CHI, TGI Fridays, Italiannis. Country 1-night G.C. Nights certificate *need prior approval from a supervisor Radisson G.C. Nights US/Canada domestic 1-night Rebill C.S. Pre-Purchased hotel Amount $ 25
Hotel Omaha C.S. Omaha Operations Other choice from list Hotel Omaha C.S. Omaha Operations Other choice from list Hotel Omaha C.S. Omaha Operations Other choice from list
$ 40
$ 90
Radisson G.C. Nights International 1night certificate
$ 125
FROM Select financial response. Determine who is responsible for the paperwork If Customer Service is paying for certificate or any compensation, (even if hotel is issuing the credit but billing Customer Service) select from CS. If the hotel is paying for the certificate, but Customer Service is doing the paperwork, still select from CS. If CS and the hotel are sharing the amount of the compensation, whoever is doing the paperwork determines whom it is from. Select from hotel if the hotel is issuing and paying for the compensation as well as doing the paperwork Please do not select from both If CS is issuing a certificate from 800 and the hotel is issuing a certificate or compensation mailed from the hotel, as well, this may be done as two (2) separate financial responses.
TYPE OF COMPENSATION
Determine what type of compensation is being awarded. If the hotel or CS is issuing a check for commission or compensation, use Check. If the check is issued from the hotel, CS must have the check number, amount and date issued, unless it is processed through a central commissions or a corporate headquarters. Note corporate or NPC if the check is issued from a source or service used outside of the hotel A check number can be added later. Always document is U.S. dollars, noting a conversion if applicable. If the hotel is issuing a gift certificate for a SPECIFIC face value use GC Value. Get the dollar value and note in the financial response. Always document is U.S. dollars, noting a conversion if applicable. If the hotel or CS is issuing a gift certificate for use at any Radisson or Country (domestic and or international), use GC Nights. If the hotel is issuing a gift certificate for the guest to return to their hotel for a free night use GC Nights. Get the dollar value and note in the financial response. Always document is U.S. dollars, noting a conversion if applicable. If the hotel is discounting the rate, note the amount of the discount and use Discount. Always document is U.S. dollars, noting a conversion if applicable.
If CS is issuing a $25 Carlson pre-purchased certificate, (TGI Fridays etc) certificate use G.C. CHW. If the hotel is issuing compensation in cash, use CASH. If the hotel is issuing compensation back to the guests credit card, use CC Ref. If the hotel takes something off of a guests bill (makes an adjustment to something already billed like a restaurant charge to their room), then use Refund. Refund is almost never used. In the case where a customer has paid with scrip, and the hotel is issuing a credit back in scrip, use Scrip.
AMOUNT
Always enter in an amount when doing a financial response. Enter in the amount of the compensation. Note the total amount when multiple gift certificates awarded on one financial response. It is recommended that multiple gift certificate requests be split into individual denominations, so that they may be used separately. Convert all compensation from foreign currencies to US dollars and then note conversion in the comment field
REBILL
Use the rebill category if compensation is not from the hotel and paid by the hotel. If CS does the paperwork, there is always a rebill. If CS and the hotel are sharing the amount of the compensation, in the rebill section, divide the amounts being rebilled to hotel and CS, so they total the amount of the compensation. If selecting a pre-purchased certificate, such as a $25 TGI Fridays or Country free night certificate, select Customer Service pre Purchased. If 800 pays for a sales representative error, rebill Omaha Operations.
COMMENTS
Add comments to all financial responses. With a brief explanation, document the reason the compensation was awarded. Note in the comment field the name of the person from the hotel who closed out the issue with an explanation of the compensation. If a conversion from a foreign currency is necessary, note the conversion amount and value in US dollars in the comment field. When issuing compensation for a recovery or invocation, add a brief explanation as to why Customer Service is making the expenditure. Skip and line and note invocation. If someone from 800 authorized the expenditure, please note in comment field. If the expenditure is due to a sales representative error, skip a line and note in the comments of the memo. If the request is for a check issued from corporate, skip a line and note Net 1 day. When the memo is printed, blacken out the return name and address (Nancy Durand) before handing in. If the compensation awarded includes a $75 administrative fee, please skip a line and note the fee on the financial response page. If more than one page of a financial response is included, please remove the $75 notification from all other pages.
ISSUE TO
Be sure to depress the address of the guest if 800 is sending certificates to the guest. If the hotel is issuing compensation, and billing 800, be sure to put the name of the hotel with city and state listed.
INVOCATION
If 800 is invoking the 100% guarantee, be sure to depress the 100% tracking button outside of the financial response tab (in the non-financial response area) noting who invoked the guarantee.
PROCESSING
Save and Print a copy of the financial response. Print a copy of the memo and attach the financial response atop of it. Place in Jo Anns in-box for authorization and signature.

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Standard Operating Procedure Food & Beverage Service

FRONT OFFICE STANDARD OPERATING PRODEDURES MANUAL

H & G Hospitality Group

Standard Operating Procedure Food & Beverage Service

Check cost with Lobby Manager & confirm

H & G Hospitality Group

Standard Operating Procedure Food & Beverage Service

GUEST RELATIONS/ LOBBY MANAGER (Extn:) Gift wrapping 15 minutes

TELEPHONES/ OPERATOR (Extn:) Speaker phones 10 minutes

H & G Hospitality Group

Standard Operating Procedure Food & Beverage Service

There will be sufficient staff to cover 24 hours daily shifts

H & G Hospitality Group

Standard Operating Procedure Food & Beverage Service

H & G Hospitality Group

Standard Operating Procedure Food & Beverage Service

Top VIPs will be registered in their room or suite

H & G Hospitality Group

Standard Operating Procedure Food & Beverage Service

H & G Hospitality Group

Standard Operating Procedure Food & Beverage Service

A CURVE THAT CAN SET A LOT OF THINGS STRAIGHT!

H & G Hospitality Group

Standard Operating Procedure Food & Beverage Service

H & G Hospitality Group

Standard Operating Procedure Food & Beverage Service

H & G Hospitality Group

Standard Operating Procedure Food & Beverage Service

Quick check out facility will be offered

I. II. III. IV. V. VI. VII.

H & G Hospitality Group

Standard Operating Procedure Food & Beverage Service

No guest will wait for more than 3 minutes to a complete check-in

H & G Hospitality Group

Standard Operating Procedure Food & Beverage Service

Staff will ascertain if guest is on any rate package

H & G Hospitality Group

Standard Operating Procedure Food & Beverage Service

I. II. III. IV. V. VI.

H & G Hospitality Group

Standard Operating Procedure Food & Beverage Service

H & G Hospitality Group

Standard Operating Procedure Food & Beverage Service

Final rooming list will be give to bellboys within 10 minutes of arrival

H & G Hospitality Group

Standard Operating Procedure Food & Beverage Service

Rooms for guests wit!, special requests will be allocated

All rooms will be allocated on a priority basis regardless of rate.

III. IV. V. VI. VII.

H & G Hospitality Group

Standard Operating Procedure Food & Beverage Service

Voice messaging will be offered when caller cannot be connected.

H & G Hospitality Group

Standard Operating Procedure Food & Beverage Service

H & G Hospitality Group

Standard Operating Procedure Food & Beverage Service

H & G Hospitality Group

Standard Operating Procedure Food & Beverage Service

Country Inns & Suits

Country Inns & Suits

Country Inns & Suits

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