Chapter II REVIEW OF RELATED LITERATURE AND STUDIES

The progress and development of one project always come with a basis that is why review of related literature and studies always involved in like this project. The related literature deals with the written information about a certain subject of interest which will include those of the books, journals, articles, and internet resources. While related studies refers to any type of study that has to do with a certain subject. You may need related studies to complete a project. Related studies may include anything used to provide you with the information you need on that specific subject. These are also focused on the discussion regarding a certain phenomena that could be testable descriptively or experimentally. so it's not just based on information but through inferences.

2.1 Related Literature

2.1.1 Foreign Literature

Checking In After Checkout By Julie Weed Hotels want to hear your opinion of your stay. But they no longer feel that it is enough to leave a questionnaire in your guest room and hope for a response, not when TripAdvisor and other public rating sites display customer satisfaction or dissatisfaction for all to see. So they may send guests who have just checked out an e-mail survey asking about their stay, and sometimes an additional e-mail if they do not respond to the first one. And hotels monitor what is being said about them on social media and travel Web sites. The data they collect affects both how they treat their guests over all and how they interact with individual travelers.

Customer feedback used to be for internal use only, but as guests increasingly turn to the Web to air their reactions to their stays, hotels view customer satisfaction as even more important to their business. A study from the Center for Hospitality Research at Cornell University recently found that hotels with better customer reviews on travel rating sites like Travelocity and TripAdvisor could charge slightly higher rates. Thomas P. Botts, executive vice president and chief customer officer at Denihan Hospitality Group, said customer satisfaction was so important to his company that a portion of employee compensation was tied to it. Still, hotels are trying to find the right balance between surveying customers and bothering them. As a result, some questionnaires are now shorter, allowing guests to complete them in a few clicks, and sent to mobile devices to be filled out by customers riding in taxis or waiting at the airport. The Denihan Hospitality Group uses a system created by Posmetrics that rotates five questions on an iPad at the front desk. In the latest Hyatt Hotels post-stay survey, only one question really needs to be answered. At the same time, some hotel surveys are going beyond the basics of asking about noise, cleanliness and satisfaction. Symon Bridle, chief operating officer of the hotel management company New World Hospitality, said his companys surveys focused on a customers emotional connection with the brand, which can come down to interactions with staff members. It really is the people you have that can make a stay into a great versus an average experience, he said, and creating that link with the customer is whats its all about. Hotels work on their surveys with a variety of partners. The Dorchester Collection of hotels in the United States and Europe uses the Gallup organization to collect more than 10,000 surveys annually to determine customer loyalty and emotional attachment, according to Ana Brant, director of organizational performance at the Dorchester Collection. Guests at the Four Seasons Hotel Los Angeles at Beverly Hills and the Inn at Penn, a Hilton hotel in Philadelphia, can share opinions via in-room iPads

using software created by Intelity, a technology provider that focuses on the hospitality industry and works with more than 500 hotel clients worldwide. Wyndham Hotels and Resorts guests receive their post-stay surveys directly from TripAdvisor and can see the consolidated results on Wyndhams Web site. Hyatt Hotels found that customers like to give specific feedback, said Heather Briggs, the companys vice president for consumer insights and market research, so there are more text boxes for open-ended answers. Traditionally, market researchers have preferred numeric scales and check boxes to openended questions when working with large numbers of surveys because they are easier to tabulate and analyze. Hyatt, though, uses a system of text recognition and analysis that groups comments from its surveys into subject areas. The system also rates how positive or negative the comments are by which words are used and the use of exclamation points, among other things. The amalgamated survey data is available to all Hyatt Hotel properties. Hyatts system also scans for and analyzes comments from Facebook, Twitter and other social media and feedback sites. Comments that are especially negative or positive set off alerts to the appropriate hotel general manager, who can directly communicate with the guest on that social network. We live and die by guest feedback, Ms. Briggs said. Customers may think that their survey answers are just used for research, and that their responses are just grouped with a lot of others, but hotel can use their individual answers as well. Hyatt is working to integrate its survey system into its guest profiles and even to have some of that information available as the guest checks in. That way, for example, the front desk staff may notify guests if they are two stays from a rewards program upgrade or assign them a room far from an elevator because of comments on a previous questionnaire. We need to balance customer privacy in the information they share with letting them know we are listening to them and want to personalize their stay, Ms. Briggs said.

Hotels said they had made a variety of changes based on the feedback. A city hotel that heard noise complaints added earplugs to its guest amenity kits. A hotel restaurant that heard grumbling about waiting times increased the number of employees working that shift. Hotels, of course, are not the only ones in the hospitality industry using these kinds of surveys and then making adjustments. Based on survey feedback from customers on overnight flights, the airline El Al combined the food and beverage service so passengers could finish meals more quickly and get to sleep sooner. The most common customer complaint at Crystal Cruises centered on expensive and confusing pricing for Internet access, so pricing was simplified. While young professionals may carry multiple electronic devices, hotels that gather feedback in a variety of formats, including Web and paper, can reach a range of customers. Peter Finamore, senior vice president for operations of Regent Hotels and Resorts, said of his hotels in Taiwan, Our customers have culturally been more comfortable using pen and paper, and, in fact, we still do it that way in our restaurants and receive hundreds of responses every day. Now, though, he said, his hotels are also asking overnight guests to fill out a 30-second survey on a tablet on the way out, or the hotels send the guests an e-mail when they depart. Paper will still be used for some time, though, Mr. Finamore predicted, because of the tough consumer laws in Taiwan. In order to send a customer an e-mail, we need to have a physical signature from them saying it is O.K., Mr. Finamore said. Electronic surveys have a higher response rate than paper ones, according to Chris Anderson, a professor at Cornells School of Hotel Administration, but for all of the new variations of hotel surveys and delivery systems, most guests still ignore them. Jharna Jain, a marketing consultant in the technology industry, may typify those guests. If I have a really fantastic or really terrible experience, Ill put it on TripAdvisor so other people know about it, she said. But I dont want to take the time to fill out a hotel survey.

Source:http://www.nytimes.com/2013/05/28/business/hotels-work-harder-tocollect-customer-responses.html?pagewanted=all&_r=0

With Everyone a Critic, Hoteliers Struggle to Cope By Joe Sharkley SINCE people began traveling, everyone has shared opinions about hotels, but until fairly recently the evaluations were spread by word of mouth or through the august evaluations of recognized guidebook authors.

Now there are scores of major online travel and social media sites sprouting hundreds of thousands of customer reviews. And the hotel industry is frantically trying to stay on top of the commotion. What appeared to be one such effort by a hotel executive drew attention last week. Tnooz.com, a site that specializes in travel technology, reported that an executive based in Sydney, Australia, with the worldwide hotel chain Accor, had anonymously posted more than 100 reviews on TripAdvisor.com, the consumer travel site that features millions of customer reviews of travel services, including hotels around the world. The reviews of various Accor hotels were positive. A few took shots at competing hotels. Tnooz said that the executive, Peter Hook, admitted posting the reviews in a statement in which he explained that most of his reviews were for tourism activities and restaurants rather than just hotels. I could not reach Mr. Hook for comment. hotels around the world include the brands Sofitel, Novotel, Pullman, Mercure and Ibis. Kerrie Hannaford, an Accor spokeswoman, told me Friday she was unaware of the controversy involving the anonymous reviews. She did not respond to further calls for comment. Knowing how busy most hotel managers are, Im somewhat sympathetic to the pressures they have come under in recent years because of the tsunami of

online reviews. Many hotel companies expect managers to respond personally to negative reviews, a time-consuming chore. Olery, a company that offers brand reputation management for hotels, said in a report that about 78 percent of travelers used online reviews to help decide which hotel to book. As the importance of online customer evaluations grows, an increasing number of hotel reviews are suspect. Big travel review sites like TripAdvisor say they try to monitor reviews to weed out the ones from customers clearly acting in bad faith, or from competitors simply out to torpedo a rival. One global hotel company, Small Luxury Hotels of the World, not long ago created its own review system open to members of its loyalty program, called The Club. It allows review privileges only to members who have had more than one stay at a given hotel. Still, the reviews are open to honest evaluation, including criticism, said Paul Kerr, chief executive of Small Luxury Hotels, which represents more than 520 boutique luxury hotels in about 70 countries around the world. Members overwhelmingly say that reviews are an important consideration in booking a hotel, he said. But for his groups hotels, which do about 25 percent of their trade in business travel, it is important to cull the rampaging herd, he added. I didnt believe that TripAdvisor provides a necessarily very good indicator of quality for high-end hotels because some of the people writing reviews may have only been to a luxury hotel once or twice, and dont really know what they are talking about, he said. That can cut both ways, because an uninformed rave has minimal value to a discerning customer. Someone might say, Oooh, its so great; they have these fluffy towels but thats the sort of thing you expect in a luxury hotel, he said. On the other hand, you can get some unfair and unfounded criticism from people who dont understand what a luxury hotel is about. He added: We have about 450 reviews at about 250 of our hotels now. The customers love it. The hotels dont. Some hotels dont understand that its so

important to have these reviews because it increases your rankings in Google. Your search-engine utilization is much better when its honest and transparent. I compared online reviews, chosen at random from the TripAdvisor and Small Luxury Hotels Web sites, for two of the groups high-end hotels, the Huntington in San Francisco and Le Pavillon de la Reine in Paris. Both hotels got mostly rave reviews, many using the word superb. The few criticisms were similar, but different in tone. A review of the Huntington on the groups Web site said, I didnt enjoy that Wi-Fi was charged ... really? Also, I thought the room could have used fresh paint, and the furniture looked a bit tired. On TripAdvisor, an otherwise favorable review of Pavillon said, Our room was in need of a thorough update. It added, The bathroom makeup mirror was held to the stem by duct tape. Mr. Kerr said that there was genuine value in providing reliable reviews, including those with criticism, for discerning and knowledgeable customers even on a Web site managed by an organization that represents hotels, not the general public. Our customers are not stupid people at all. They know what its all about, he said. On the other hand, he added, there is a desire for perspective. If a hotel has only one review and its not a great one, thats really not fair to that hotel, he said. So to make sure there are balanced reviews, weve got to have at least five reviews of a hotel before we put it all up on the system.

Source: http://www.nytimes.com/2013/05/28/business/hotel-industry-deals-withits-online-critics.html?ref=business

Turning Problems into Opportunities: Guest Response Systems Provide the Data Needed to Eliminate Defects, Improve Processes and Increase Guest Satisfaction By: Mike Benjamin Manufacturing companies such as General Electric Co. and Motorola Inc. have used Six Sigmathe crme de la crme of total quality management programsfor years. The central idea behind Six Sigma is that if one can measure how many defects there are in a process, one can systematically learn how to eliminate them and get as close to zero defects as possible. Throughout the hotel industry, numerous improvement programs exist that focus an organization on defect reduction, customer service and process alignment. In a previous article I explained the benefits of implementing a guest response call center and technology to improve service delivery and collect data for process improvement. (See: Tired of fighting fires? Proactive hotel managers implement guest call centers to deliver outstanding service, save thousands of dollars.) In this article I will discuss how hotel managers can use the data collected from guest call centers and other sources of guest feedback to analyze and reduce defects. I also will discuss the benefits of using guest response systems for continuous process improvement without having to invest the time and money in a Six Sigma program. Unlike factories, where Six Sigma (commonly defined as 3.4 defects per million opportunities) is achievable, the hotel industry average for defects (problems experienced by guests) is more than 20 percent of all guest stays. With more than one in five guests experiencing a problem, the potential for defect reduction is huge. At this defect rate, for every point reduction in problem experience, a hotel can eliminate 5 percent of all guest problems. Hotels are a fast paced, highly variable working environment where things change constantly (oftentimes bordering on chaos). The quantity and type of data collected by a real-time guest response system is far more useful for eliminating defects than data collected from post-visit surveys. When combined

with guest defects reported from other sources such as comment cards and surveys, the guest response system helps manage the chaos and creates the foundation of a successful quality management program. After implementing process improvement with data collected from a realtime guest response system, one hotel saw its problem experience percentage drop from 30 percent to 20 percent in two years. That is equivalent to eliminating one third of all guest problems. Overall guest satisfaction increased dramatically and operating costs decreased because of more efficient operations and reduced guest compensation. Use data to make good decisions Managers who rely on information gathered anecdotally run the risk of making process changes or financial decisions that lead to misuse of resources and mediocre results. Those who rely on actual defect data and not gut instincts to make decisions about process improvements will be the most successful at improving guest service and satisfaction. The more relevant data one has, the higher the probability that a good decision will be made. There are myriad opportunities to collect guest feedback and defect data: when a reservation is made, at check-in, through the hotel call center, via staff who are confronted face-to-face by guests, at check-out, and from comment cards or any other correspondence that a guest might send after a hotel stay. Most guest response systems focus on the time a guest is in a hotel but some do provide components that enable data collection prior to check-in and after check-out. A real-time guest response system can track the following types of data: the amount of time it takes to respond to a request by staff, request or department; how many requests or problems are successfully responded to within a specified goal period; and the amount of time it takes to dispatch a call. A guest response system also can generate incident reports by department, an overall top 10 incidents report, predict peak request times to optimize staffing and generate work orders for maintenance personnel. Gain control of maintenance issues

Maintenance issues can be a big cause of guest problems. Rarely is there a set or predefined time to replace aging equipment or furnishings. By using a defect report, one can pinpoint the optimum time to replace an aging product. Two key factors in determining optimum replacement time are impact on the customer and maintenance costs including labor. The following are some additional ways that reports generated from a guest response system can help: Isolating the real cause. (Many times it is easy to blame equipment when other less costly solutions can be found with deeper analysis.) A top 10 incidents report generated by one resort helped it identify a door lockout problem. The property was able to reduce the problems frequency by 75 percent by revising the front office re-key process rather than spending tens of thousands of dollars on replacing the system. A report generated by another property helped it adjust a simple housekeeping procedure. Guests had contacted the call center to report that their TV remotes were not working. It was determined that the problem was due to housekeepers placing the remotes on the TVs. The batteries drained faster there. The remotes were placed in another convenient location. This may never have been noticed had hotel staff not been looking at their top 10 report. Recurring room problems and the 80/20 rule. Having a report available that shows rooms with the same problem repeated two or three times a month can be a huge help. From bath or sink drains to HVAC issues, it is common that 80 percent of all problems occur in just 20 percent of guestrooms. If one can fix the problem rooms faster (by reviewing a report two times per month), one can prevent many problems and possibly avoid spending money to replace an aging system. Fixing it the first time. Broken mini-bar locks or running toilets are perfect examples of maintenance issues that recur in the same room. Without this report, it is common for a problem to recur six or seven times before a permanent fix is made. Consider replacement or permanent repair after just two

or three complaints. This will reduce guest problems and free up more time for staff to concentrate on other issues. Justify capital expenditures. Reports generated from a guest response system also can be used by managers to justify capital expenditures. At one ski resort, top 10 incident reports are given to rental unit owners to help them identify where to spend money on upgrades. Hotel owners are more likely to approve replacement of furniture, fixtures and equipment when they see the frequency guests are experiencing problems and efforts made by management to fix the problems. Manage amenity requests and housekeeping Although typically not viewed as defects, guest requests collected by guest response systems provide a great opportunity for process improvement. These requests can be ranked by type, frequency and cost. One hotel manager used a top 10 requests report to identify a need for two foam pillows in each guestroom. The decision was based on the cost of delivering more than 100 foam pillows per month versus placing them in every room. The labor savings alone made up for the cost of the pillows in one year and hotel staff had more time and resources to deal with other issues. A key consideration when examining amenity requests is the impact on staffing levels and meeting service delivery standards. The fewer the number of requests, the easier it is to shorten the response time for other issues and amenities. In larger hotels and resorts, fewer requests (and problems) can reduce the number of runners required to meet the standard delivery times. Guest response reports also can reveal trends based on variables other than overall request frequency such as day of the week or time of day graphs. One convention hotels staff in Orlando discovered that requests for extra towels were much higher for certain groups and on the weekends. Based on the data the decision was made to add guestroom towels during those occasions. The result was an improvement in overall average response times because runners no longer had to address the towel shortage problem. Similar

logic can be applied to other amenities based on the season or room type. GuestWare is a guest response system that enables one to break housekeeping incidents down by section. By analyzing a graph in one such report, a hotels manager discovered that housekeepers had been flushing used soap down guestroom toilets. The soap caused flushing problems. The soap disposal process was changed and the problems stopped. Similar reports also can be used to monitor other housekeeping-related issues such as dirty rooms or broken coffee pots. One hotel determined that certain housekeepers were breaking coffee pots during cleaning. The problem was resolved in one meeting and eliminated from the top 10 list altogether.

Measuring and managing response times

In hotels where guest response systems are not used, a measurement such as average response time (for all request delivery and problem resolution) is difficult, if not impossible, to track. If you cannot measure it, you cannot manage it. Sometimes the simple act of tracking response time can motivate employees to respond more rapidly to requests and problems. Average response time and goal analysis (percentage of calls within the goal) are each helpful metrics that improve processes. Reviewing these for each request type, by runner, by time of day and by day of week can shed light on problems and inspire potential solutions. A common use of this information is to shift staffing levels (especially during peak periods) to maintain delivery standards. Analyzing average response time by problem type can provide insight into training and organization improvements. Simple things like creating well positioned storage closets for the top 10 issues can shave 5 percent to 10 percent off response time. Similarly, knowing what tools are needed for each task can prevent an employee from making two separate trips.

Build a team focused on process improvement. No matter what types of reports are generated from a real-time guest response system, they will be ineffective if there is not a formal process to use the information. Assembling a team from key departments to meet every other week to review the information is all that is required. Include those who know how to focus on the problems. The guest response reporting tool is key so managers spend more time managing positive change rather than collecting and tallying data. Choose the right battle. One cannot expect to ever eliminate the top 10 guest issues. However, if one focuses on two or three issues every meeting, the number of negative guest experiences soon will decline. It is also important to measure results after a process has been changed. I read our guest response reports every day and distribute them to the appropriate department, says the guest services manager of one hotel. We print out a top 10 incidents report every two weeks. Our goal is to not have a top 10 incidents report. Zero defects may be an impossible goal but continuous improvement can produce amazing results. Without detailed defect reports, a hotel manager may never know the true severity of maintenance, housekeeping and other service problems. A guest response system can provide the analysis tools one needs to quickly improve problem resolution processes, make operations more efficient, reduce hotel expenses, justify capital expenditures and increase overall guest satisfaction. Mike Benjamin is vice president for Diversified Computer Corp., Seattle. Diversified Computer Corp. develops, implements, markets and supports GuestWare, customer relationship management software for the lodging industry. GuestWare software includes: Rapid Response, Guest Recognition, Facilities Maintenance, Comment Card Tracking, Enterprise, Communication Server, Incident Tracking and 12 PMS interfaces. For additional information, call 888-504-8378, write to mikeb@guestware.com Source:http://hotelonline.com/News/PR2003_4th/Dec03_GuestResponseData.h tm

2.1.2 Local Literature

Pan Pacific Manila Philippines(Pan Pacific Hotels Group Significantly Reduces Guest Response Time and Delivers 80 Percent Cost Savings with Avaya) Enhanced enterprise mobility and 3 - 4 times faster response rate to guest requests. 80 percent cost savings from efficiencies in resource and staff allocation for service delivery. 20 percent reduction in equipment and infrastructure costs Pan Pacific Manila Avaya, a global provider of business communications and collaboration systems and services has today announced that its Avaya Aura Unified Communications and contact center technology has been chosen by Pan Pacific Hotels Group to enhance its resource management, employee mobility and productivity to achieve greater guest satisfaction. Pan Pacific hotel manila was looking to provide new room service options where guests could get a faster response time and overall more efficient and effective personalized service. This became imperative as Pan Pacific was keen to elevate its customer service capabilities through increased efficiency and better resource management. The overall efficiencies gained through the Avaya network and IP telephony freed up the hotels staff members to spend more valuable face-to-face time with guests a key service differentiator in the hospitality industry. The converged network and standardised, IP telephony also minimized time and costs required for IT and equipment maintenance and administration. Source:http://www.avaya.com/usa/about-avaya/newsroom/newsreleases/2013/pr-130611

Best Western Hotel La Corona Manila- Philippines

Best Western Hotel La Corona Manila is a boutique hotel conveniently located in the tourist belt of Ermita in Manila. All of their 57 air-conditioned rooms promise to offer you with the space and functionality that you need. Their amenities are complete to satisfy your needs and the entire hotel staff treats you with the warm service that made the hotel a choice among local and international travelers. Best Western Hotel La Corona Manila is 2006 Best Guest Services Awardee of Best Western International. Guest response-- the hotel was very nice with a very good buffet breakfast. the room was small but had expensive sheets and a very good mattress and god AC. the staff was excellent and friendly. overall the hotel was great for the 5 days that we stayed. the hotel was very nice inside with a roman look of marble floors not the modern look but very nice. I would definitely stay here again. Best Western Hotel La Corona Manila always try to make our guests have the best experience during their stay. It is good to hear that the employees provided excellent service. We really appreciate your feedback because it helps us understand what we are doing right and what to continue doing for future guests. Best Western Hotel La Corona Manila. Your positive comments are very valuable to us. Rest assured that we will continue to offer all our guests the best possible experience. We always try to make our guests have the best experience during their stay. It is good to hear that the employees provided excellent service. We really appreciate your feedback because it helps us understand what we are doing right and what to continue doing for future guests.

http://www.tripadvisor.com/ShowUserReviews-g298573-d299500-r146770716BEST_WESTERN_Hotel_La_Corona-Manila_Metro_Manila_Luzon.html

2.2 Related Studies

2.2.1 Foreign Studies

5-star Hotel Okura Amsterdam Selects NEC as strategic partner for Hospitality Communications IP based integrated communications and security platform becomes strategic asset to enhance guest experience, increase efficiency and drive profits September 30, 2010 The 5-star Hotel Okura Amsterdam has selected NEC as strategic partner for Hospitality Communications and commissioned the delivery of a fully integrated Hospitality Communications System. The system, which is based completely on IP technology, comprises sophisticated communications facilities to enhance the guest experience, increase hotel staff efficiency and drive profits. Service to guests will be optimized by deploying NECs wireless IP -DECT mobility solution and a messaging solution that is integrated with a rapid response system. The hotels entire security system will also be directly connected to the communications system, giving it the strategic value of a fully integrated security platform. Its partly due to NECs in-depth knowledge of the hotel industry, its dedicated team and their huge experience with communications systems in 5star hotels that we decided to replace our current system with NECs Hospitality Communications System. In NEC we found the trusted partner we were looking for, says Ms. Emmy Stoel, Deputy General Manager of the Hotel Okura Amsterdam. Our existing system was based on dated technology and did not offer integration of voice and data, needed for the messaging solution we require. The separate sub-systems were inefficient to manage and resulted in high operating costs.

Were extremely proud of the fact that a 5 -star hotel like Hotel Okura Amsterdam, with its prominent place on the list of Leading Hotels of the World and its multiple restaurants which in total have been honored with 3 Michelin stars, should opt for our Hospitality communication solution, says Kees van Donk, Directory Hospitality EMEA at NEC. This strengthens us in our vision and our objectives for this sector: to provide communications solutions that increase efficiency, lower costs and optimize service to the guests. The benefits of mobile communications throughout the entire hotel are clear for both employees and guests. Guests will be better served thanks to short response times and the increased efficiency of the personnel will lead to lower costs for the hotel. IP terminals are used by staff at the front- and back-office, while the guest rooms are equipped with Telexed terminals. Besides the IP voice platform, the Hospitality Communication Solution comprises a messaging solution which integrates with the Fire-alarm server and the Building management system, as well as the Hosts rapid response system for enhanced guest services. Integration with the hotels Property Management System is provided by the Tiger application which also takes care of call accounting while the UC application Business Connect Operator Attendant ensures fast call handling and a more efficient use of the front desk staff. Source:http://www.nec-unified.com/de/newsroom/178/258/444/2010/5-star-HotelOkura-Amsterdam-selects-NEC-as-strategic-partner-for-HospitalityCommunications-.html

Canadian Landmark Hotel

Standing high on a bluff overlooking the St. Lawrence River, the Fairmont Le Chteau Frontenac, Qubecs most famous historic landmark, has hosted such famous visitors as Grace Kelly, Prince Rainier, Winston Churchill, Alfred Hitchcock, and several U.S. Presidents. But, at more than 100 years old, its building systems were in need of an update and Le Chteau's management decided to bring the buildings systems into the twentieth century. In 1995,

Canadian Pacific Hotels (now Fairmont Hotels & Resorts), manager of Le Chteau Frontenac, embarked on an extensive, hotel-wide restoration project. The objective was twofold: first, to upgrade building systems; and second, to gain operational savings and implement a preventative maintenance program. Johnson Controls, Inc. was awarded the contract and has been helping to develop hospitality solutions for Le Chteau to date. Existing hotel management wanted a partner - someone who would take charge of the project, was dependable and financially strong, and who could provide a high level of service, along with technical support, indicates Denis Villeneuve, director of technical resources, Le Chteau Frontenac.

Long-Term Planning and Ongoing Partnership Ensure Savings. Strategies have been implemented to ensure Le Chteau is proactive with its maintenance. Johnson Controls is responsible for the maintenance of all installed equipment and has trained Le Chteaus staff to operate the Metasys system and conduct preventative maintenance programs. The maintenance staff uses the Metasys system to program heating and cooling requirements in advance for scheduled events and anticipated fluctuations in hotel occupancy. The ability to program the heating and cooling systems to respond to scheduled demands ensures our guests comfort, saves energy, and provides manpower efficiencies, says Villeneuve. For example: before Johnson Controls completed the lighting retrofits, Le Chteau had one person who replaced light bulbs almost all year round. This person can now focus on more pressing maintenance matters. To date, energy savings and avoided operational costs resulting from the Performance Contract total more than $1.1 million. Le Chteau's maintenance strategies will assist in its energy saving efforts, while ensuring the comfort of its guests. We maintain a close relationship with Johnson Controls and consult the technician on new projects. He assists us with the implementation of energy costsaving measures and policies that are carried out by the maintenance staff, statesVilleneuve.Source: https://www.onereport.com/download.html/shared/librar y/0136-00003015.pdf

The Peninsula Hotels Amcom Messenger Helps a Five-Star Hotel React Quickly and Effectively to Guest Requests Since 1928, The Peninsula Hotels have set the standard for luxurious comfort and impeccable service in the hospitality industry. With properties in nine of the worlds most prestigious cities, including Hong Kong, New York and Tokyo, The Peninsula Hotels group has been a leader in implementing five-star amenities for guests, from accommodations to dining to the latest innovative technology.

The Peninsula Hotels is always looking for new ways to provide exceptional customer service efficiently.The group has never been one to rest on its industry accolades. In 2004 it went looking for new ways to raise the guestservice bar yet again, this time by evaluating methods to improve the behind-thescenes messaging among staff members required to give guests a memorable experience throughout their stay

The group found its solution in Amcom Softwares Amcom Messenger , installing it in the Bangkok property. This mobile event notification solution from Amcom Software made an immediate impact, significantly improving staff responsiveness and workflow. Amcom Messenger interfaces seamlessly with the hotels existing property management system (PMS), where all guest information is stored. This includes data such as check-in and check-out times and do-not-disturb requests. For instance, when a guest checks out, Amcom Messenger makes sure the right mobile housekeeping staff are made awarevia pages or SMS messages to cell phonesso the room can be cleaned quickly. When certain guests check in, Amcom Messenger now alerts management so they can promptly provide a personal welcome. In addition, requests like dry cleaning are now accelerated thanks to Amcom Messengers ability to field the request and track down the right staff member instantly. With workflow alerts now automated, crucial minutes

have been shaved off response times, guest demands are met more quickly, the hotel runs more efficiently, and guest satisfaction rates continue to soar. While Amcom Messengers success at The Peninsula Bangkok led to installations at three other Peninsula Hotel propertiesHong Kong, Manila and Beijingthe flexibility of the system opened the door to functionality beyond guest services. Guests arent the only ones benefiting from Amcom Messenger, said Desmond Wong, Operational Systems Manager - HSH Information Technology Manager. Managers can turn rooms faster and direct cleaning staff more precisely. Weve seen real productivity gains. Managers als o use the solution to be alerted of a VIPs arrival or when emergencies occur. At the Hong Kong location, Amcom Messenger has enabled the hotel to launch new innovative services to further enhance the guest experience. It drives each rooms Valet service, a button guests can push to promptly summon personnel. The system receives the valet request and sends a page or SMS message to the right person right away. It also provides the functionality for each rooms shoe shine box, automatically alerting staff when a pair has been deposited. Source:www.amcomsoftware.com

2.2.2 Local Studies

Motivating Positive Guest Response with Superior Hotel Amenities

As a hotel or resort owner you are aware of the things that matter to your guests and what types of efforts have to be put in. Based on the quality of services and hotel amenities, people calculate the quality of services you provide and the type of treatment and facility they are given. Many things contribute towards the impression that is created about any hotel and level of comfort it offers to its guests. Every small service that is provided to the guests affects their opinions, ultimately the level of comfort or satisfaction they get during their stay influences their views.

So as a hotel owner you must be thinking, what are the main things that have to be combined to bring in optimal guest reactions. The living conditions that you provide and the quality of hotel supplies is the main thing. Maintain clean, hygienic and a healthy environment inside your hotel for guests' comfort. You can consider having hotel supplies of higher quality and strong supply carts for the housekeeping department. Good customer service is reflected when providing guests with clean, hygienic rooms with all required supplies of toiletries and amenities. You can customize the in-house products like the bedsheets, soft and fluffy towels, bedspreads, pillows, etc with your hotel logo or name. The hangers that you provide should be user-friendly, good quality and heavy duty. Quality guest amenities and facilities are always appreciated. Many guests calculate even the smallest of details about their stay like the supply of toiletries, the bed comfort, room cleanliness, etc. People even express their views on the hotel room and hotel fragrances within the establishment. Thus, vital hotel amenities such as scent or room fresheners are always essential. Check out the quality of the hotel supplies available to hotels and check out the guest supply manufacturers responsible for producing them. The complimentary toiletries that are provided by the hotel housekeeping affect the staying experience of the guests. Depending upon the hotel budget and type try to provide as much basic toiletries as possible like toothpaste, shampoos, soaps, toilet paper, shaving cream, moisturizer and much more. Whenever guests are asked for their comments or suggestions at the end of their stay they tend to comment on such small issues more. So don't forget to make the stay of your guests comfortable and memorable with your hotel by taking care of vital things. . Source: http://EzineArticles.com/5812141

2.3 Synthesis and Significance of the Study

In developing system there should always have a basis in order to make a unique output. A basis wherein the developer could rely the project to makes more advantage from that basis. The significance of the study in gathering both related literature and studies from foreign and local is to have a good comparison from that gathered information and apply some of its features in making project.