- •Contents
- •Preface
- •Acknowledgments
- •Founders of the Hotel Industry
- •E. M. Statler
- •Conrad Hilton
- •Cesar Ritz
- •William Waldorf Astor and John Jacob Astor IV
- •Kemmons Wilson
- •Ernest Henderson and Robert Moore
- •Ray Schultz
- •Historical Developments
- •Atrium Concept
- •Select-Service Hotels
- •Technological Advances
- •Marketing Emphasis
- •Total Quality Management
- •Major Reorganization, 1987–1988
- •Hotel Investment
- •September 11, 2001
- •Economic Downturn of the Late 2000s
- •Overview of the Hotel Industry
- •Types of Lodging Facilities
- •Hotels
- •Motels
- •All-suites
- •Select-service Hotels
- •Extended-stay Hotels
- •Market Orientation
- •Sales Indicators
- •Occupancy
- •Average Daily Rate (Average Room Rate)
- •Yield Percentage
- •RevPAR (Revenue per Available Room)
- •Levels of Service
- •Business Affiliations
- •Chain Affiliation
- •Referral Property
- •Company-owned Property
- •Management Contract Property
- •Brands
- •Independent Properties
- •Trends That Foster Growth
- •Leisure Time
- •The Me/Pleasure Concept
- •Discretionary Income
- •Family Size/Household Size
- •Business Travel
- •Female Business Travel
- •Travel as Experience
- •Career Development
- •Educational Preparation
- •Work Experience
- •Professional Memberships
- •Ports of Entry
- •Researching Growth Areas in the Hospitality Industry
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Notes
- •Key Words
- •Organization of Lodging Properties
- •Organization Charts
- •Typical Job Responsibilities of Department Managers
- •General Manager
- •Assistant General Manager
- •Food and Beverage Director
- •Physical Plant Engineer
- •Executive Housekeeper
- •Human Resources Manager
- •Marketing and Sales Director
- •Front Office Manager
- •Controller
- •Director of Security
- •Parking Garage Manager
- •Organization of the Front Office Department
- •Typical Front Office Organization
- •Select-service Hotel Front Office Organization
- •Function of the Front Office Manager
- •Job Analysis and Job Description
- •The Art of Supervising
- •Staffing the Front Office
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Key Words
- •Role of the Front Office in Interdepartmental Communications
- •Front Office Interaction with Other Departments in the Hotel
- •Marketing and Sales Department
- •Housekeeping Department
- •Food and Beverage Department
- •Banquet Department
- •Controller
- •Maintenance or Engineering Department
- •Security Department
- •Human Resources Management Department
- •Analyzing the Lines of Communications
- •Situation 1: Marketing and Sales Knows It All—But Didn’t Tell Us
- •Situation 2: Peace and Harmony in 507
- •Situation 3: I Know What You Said, and I Think I Know What You Mean
- •The Role of Total Quality Management in Effective Communication
- •An Example of Total Quality Management in a Hotel
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Key Words
- •Physical Structure and Positioning of the Front Desk
- •Guest First Impression
- •Creating a Balance Between Guest Flow and Employee Work
- •Selecting a Property Management System
- •Importance of a Needs Analysis
- •Procedure for Performing a Needs Analysis
- •Selecting a Team
- •Analyzing the Flow of Guests through the Hotel
- •Communicating Information
- •Reviewing Administrative Paperwork
- •Management Review of Information
- •Evaluate Needs That Have Been Identified
- •Assessing Needs Based on Findings
- •Choosing Software
- •Choosing Hardware
- •Other PMS Selection Considerations
- •Vendor Claims
- •Hardware Installation Plans
- •Computer Training Programs
- •Backup Power Sources
- •Maintenance Agreement
- •Financial Considerations
- •PMS Applications
- •Reservations
- •Revenue Management
- •Registration
- •Room Status
- •Posting
- •Call Accounting
- •Checkout
- •Night Audit
- •Inquiries/Reports
- •Back Office
- •Housekeeping
- •Food and Beverage
- •Maintenance
- •Security
- •Marketing and Sales
- •Personnel
- •Electronic Mail
- •Time Clock
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Notes
- •Key Words
- •Importance of a Reservation System
- •Overview of the Reservation System
- •Choice Hotels International
- •Hilton Hotels
- •Marriott International
- •Global Distribution Systems (GDS) in Securing Reservations
- •Role of the Internet in Securing Reservations
- •Background on Room Rates Offered via the Internet
- •Effect of Internet on Pricing Rooms
- •Consumers Response to Use of the Internet—Third-Party Websites
- •Social Media
- •Financial Effects of Third-Party Reservations
- •Types of Reservation Systems
- •Franchisee
- •Referral Member
- •Sources of Reservations
- •Corporate Clients
- •Social/Military/Educational/Religious/Fraternal (SMERF)
- •Meetings/Incentive/Conference/Event (MICE)
- •Group Travelers
- •Leisure Travelers
- •Current Guests
- •Forecasting Reservations
- •Overbooking (Occupancy Management)
- •Revenue Management
- •Processing Guest Reservations
- •Systemwide Reservation Systems
- •Outsourcing Reservations
- •Types of Reservations
- •Reservation Codes
- •Cancellation Codes
- •Blocking Procedure
- •Process of Completing Reservations through a PMS
- •Database Interfaces
- •True Integration
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Notes
- •Key Words
- •Occupancy Percentage
- •Average Daily Rate
- •RevPAR
- •History of Yield Management
- •Use of Yield Management
- •Revenue Manager
- •Components of Revenue Management
- •Definition of Yield
- •Optimal Occupancy and Optimal Rate
- •Strategies
- •Forecasting
- •Star Report
- •Block-out Periods
- •Systems and Procedures
- •Channel Management
- •Feedback
- •Management Challenges in Using Revenue Management
- •Considerations for Food and Beverage Sales
- •Applications of Revenue Management
- •Scenario 1
- •Scenario 2
- •Scenario 3
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Notes
- •Key Words
- •Importance of the First Guest Contact
- •Components of the Registration Process
- •Capturing Guest Data
- •Guest Registration Procedure
- •Guest Hospitality
- •Inquiry about Reservation
- •Completion of Registration Card
- •Review Completeness of Registration Card
- •Extension of Guest Credit
- •Room Selection
- •Room Assignment from Inventory
- •Assigning Room Rates
- •Discuss Sales Opportunities
- •Assigning Room Keys
- •Security of the Key System
- •Maintaining the Key System
- •Registration with a PMS
- •Retrieving Reservation Form
- •Checking Room Inventory Option
- •Checking Room Status Option
- •Verifying Room Rate
- •Issuing Room Key
- •Obtaining Reports from the PMS
- •Self-Check-In
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Notes
- •Key Words
- •Common Bookkeeping Practices
- •Debits and Credits
- •Forms Used to Process Guest Charges and Payments
- •Folio, Transfers, and Paid-out Slips
- •Account Ledgers
- •Guest Ledger and City Ledger
- •Posting Guest Charges and Payments
- •Point-of-sale
- •Room and Tax
- •Transfers and Adjustments
- •Paid-Out
- •Miscellaneous Charges
- •Phone
- •Display Folio
- •Reports
- •Transferring Guest and City Ledgers to Accounts Receivable
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Key Words
- •Organizing Late Charges to Ensure Accuracy
- •Guest Checkout Procedure
- •Inquiring about Quality of Products and Services
- •Retrieving the Room Key
- •Retrieving and Reviewing the Folio
- •In-room Guest Checkout
- •Determining Method of Payment and Collection
- •Credit Cards
- •Bill-to-account (Direct Billing)
- •Cash and Personal Checks
- •Traveler’s Checks
- •Debit Cards
- •Assisting the Guest with Method of Payment
- •Money Wire
- •Travelers Aid Society
- •Auto Clubs
- •International Currency Exchange
- •Obtaining Future Reservations
- •Filing Documents
- •Relaying Guest Departures to Other Departments
- •Removing Guest Information from the System
- •Transfer of Guest Accounts to the Back Office
- •Checkout Reports Available with a Property Management System
- •Guest Histories
- •ZIP Code or Postal Code
- •Developing Conventions and Conferences
- •FAM Tours
- •Origination of Reservation
- •Frequency of Guest Visit
- •Types of Room Requested
- •Room Rates versus Occupancy Patterns
- •Tracking Social Media
- •Last Impressions of the Hotel
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Notes
- •Key Words
- •Importance of the Night Audit
- •The Night Auditor
- •The Night Audit Process
- •Posting Room and Tax Charges
- •Assembling Guest Charges and Payments
- •Reconciling Departmental Financial Activities
- •Reconciling Accounts Receivable
- •Running the Trial Balance
- •Goal of Preparing the Night Audit Report
- •Preparing the Night Audit Report
- •Departmental Totals
- •Bank Deposit
- •Accounts Receivable
- •Cashier’s Report
- •Manager’s Report
- •Formulas for Balancing the Night Audit Report
- •Room and Tax
- •Total Restaurant Sales and Sales Tax
- •Tips for Restaurant, Room Service, Banquet, and Lounge Employees
- •Room Service
- •Banquet Sales
- •Banquet Bar and Total Lounge Sales
- •Room Rental
- •Valet
- •Telephone Charges
- •Gift Shop Sales and Tax
- •Vending
- •Parking
- •Total Revenue and Total Write-Offs
- •Cash Sales and Accounts Receivable Balance
- •Credit Cards and Cash Applied to Accounts Receivable
- •Analysis of Accounts Receivable
- •Bank Deposit and Amount Transferred to Accounts Receivable
- •Cashier’s Report
- •Operating Statistics
- •Daily Flash Report
- •Reading the Flash Report
- •Reading the Night Audit
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Key Words
- •Importance of Hospitality
- •Managing the Delivery of Hospitality
- •Management’s Role
- •The Service Strategy Statement
- •Financial Commitment
- •Total Quality Management Applications
- •Developing a Service Management Program
- •Guest Cycle
- •Moments of Truth in Hotel Service Management
- •Employee Buy-in Concept
- •Screening Employees Who Deliver Hospitality
- •Empowerment
- •Training for Hospitality Management
- •Evaluating the Service Management Program
- •Follow-through
- •Interfacing with Other Departments in Delivering Hospitality
- •Customer Relationship Management
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Notes
- •Key Words
- •Determining Employee Hospitality Qualities
- •Job Analysis and Job Descriptions
- •Positive Hospitality Character Traits
- •Practicing Promotional Skills
- •Screening for Hospitality Qualities
- •An Outgoing Personality
- •Patience
- •Ability to Accept Constructive Criticism
- •Interest in Selling
- •Developing an Orientation Program
- •Economic Position of the Property in the Community
- •Overview of the Lodging Establishment
- •Employee Handbook
- •Policy and Procedure Manual
- •Introduction to the Front Office Staff
- •Equipment Overview
- •Interdepartmental Cooperation
- •Administering the Orientation Program
- •Selection of Orientation Leader
- •Developing a Training Program
- •Identification of Tasks and Job Management Skills
- •Preparing Step-by-Step Procedures
- •Management Concepts
- •Steps in the Training Process
- •Preparation: Get Ready
- •Delivery: Show Me
- •Administering a Training Program
- •Cross-training
- •Developing a Trainer
- •Job Knowledge
- •Training for Empowerment
- •Americans with Disabilities Act
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Notes
- •Key Words
- •The Role of the Front Office in Marketing and Sales
- •Planning a Point-of-sale Front Office
- •Set Objectives
- •Brainstorm Areas for Promotion
- •Evaluate Alternatives
- •Devise Incentive Programs
- •Theories of Motivation
- •Douglas McGregor
- •Abraham Maslow
- •Elton Mayo
- •Frederick Herzberg
- •Applying Motivation Theories
- •Maslow
- •Mayo
- •Herzberg
- •Training Programs for a Point-of-sale Front Office
- •Train in Sales Skills
- •Develop an Attitude of Presenting Opportunities
- •Let Employees Experience Hotel Services
- •Use Role-Playing to Create Your Own Training Video
- •Budgeting for a Point-of-sale Front Office
- •Feedback
- •Guest Test
- •Financial Results
- •Planning a Point-of-sale Front Office—An Example
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Notes
- •Key Words
- •Importance of a Security Department
- •Organization of a Security Department
- •Job Analysis of the Director of Security
- •In-House Security Departments versus Contracted Security
- •Room Key Security
- •Hard-key System
- •Electronic Locks System
- •Smart Card
- •Contactless Electronic Locks
- •Fire Safety
- •General Fire Code Requirements
- •Guest Expectations
- •Fire Safety Plan
- •Employee Training in Fire Safety
- •Guest Instruction in Fire Safety
- •Fire Action Communication Procedure
- •Emergency Communication
- •Developing the Emergency Communication Plan
- •Employee Safety Programs
- •Employee Safety Committee
- •Composition and Activities of the Safety Committee
- •Department Supervisors’ Responsibility
- •Safety Training Programs
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Notes
- •Key Words
- •Importance of the Housekeeping Department
- •Overview of a Housekeeping Department
- •Relationship of the Executive Housekeeper to the General Manager
- •Management of a Housekeeping Department
- •Room Assignment/Workload
- •Outsourcing Housekeeping Activities
- •Housekeeper’s Report
- •Communication
- •Situation 1: Why Can’t Room Attendants Get Those Rooms Cleaned More Quickly, or, If That Guest Asks One More Time…
- •Inventory Control
- •Fixtures
- •Theft Control of Inventory
- •In-house Laundry versus Outsourced Laundry
- •Occupational Safety and Health Administration
- •Material Safety Data Sheets
- •Americans with Disability Compliance
- •Professional Associations
- •Role of Chief Engineer in a Lodging Property
- •Job Analysis
- •Job Description
- •Technology
- •Managing Maintenance Inter-departmental Communications
- •Energy Management
- •The Greening of the Lodging Industry
- •Leadership in Energy and Environmental Design (LEED)
- •Solution to Opening Dilemma
- •Chapter Recap
- •End-of-Chapter Questions
- •Notes
- •Key Words
- •Glossary
- •Index
418 C H A P T E R 1 4 ■ S E C U R I T Y
Safety Training Programs
Specific safety training programs should be developed by each department director. The directors review their departments to determine where safety training is needed. Security, equipment operation, sanitation, chemical use, transport of materials, and movement of equipment are areas to examine in compiling a program. The orientation program is the best opportunity for providing employees with safety training. Films, handouts, and booklets produced specifically to teach the safe way to perform a task reinforce on-the- job training and practice.
Regularly scheduled training sessions with notations of progress for use in the annual employee review are a necessity; otherwise, the employee gets the impression that management is showing that same old film again just to meet the insurance company’s requirements. Safety training sessions should be scheduled when the employee is able to concentrate on the session and is not distracted by other duties. This may mean sessions must be scheduled before or after a shift, with additional pay. If management wants to enhance safety with training programs, then this must be a budget item. Planning for safety takes time and financial investment.
Solution to Opening Dilemma
The investigation of establishing an in-house security department could address the following topics:
■How are communications with public safety officials regarding safety issues handled?
■How are fire safety and emergency communication plans developed?
■Who is responsible for establishing and maintaining an employee safety training committee?
■Who is responsible for maintaining the integrity of the key system in the hotel?
■Who is responsible for the safe delivery of cash deposits?
■How are smoke detector and fire alarm tests conducted, and how are records maintained?
■Who conducts fire and emergency evacuation training and drills?
■How can all members of the hotel staff adopt a cautious attitude with respect to potential terrorist activities?
Chapter Recap
The costs of the security department are a vital expenditure. This chapter examined security as it relates both to the front office and to the overall objective of the hotel in providing a safe environment for guests and employees, especially in light of the
E N D - O F - C H A P T E R Q U E S T I O N S 419
September 11, 2001 and recent international security disasters. The organization and operation of a security department, along with a job analysis of the director of security, were outlined to demonstrate the many facets of this department. The decision about whether to use an in-house security department or to contract outside security services should be based on ensuring the safety and security of hotel guests rather than on costs.
Both the front office and the security department are involved in room key security, which is easier to guarantee with electronic key, smart card, and contactless systems than it is with hard-key systems. Building evacuation requires that established procedures be in place and that both employees and guests receive instruction on how to react during a fire. An employee safety program should involve both staff and management and include a safety committee that addresses safety concerns on a regular basis and a training program for all employees. Emergency communications procedures should be developed, with a plan that involves management, employees, and civil authorities.
End-of-Chapter Questions
1.How does the security department interact with the front office? Give examples.
2.Visit a hotel with an in-house security department. How is this department structured? How many employees are needed to provide 24-hour coverage? What are the typical job duties of employees in this department?
3.Visit a hotel that contracts with a private security agency for security services. What services does this agency provide? How satisfied is management with the level and range of services provided?
4.Compare your answers to questions 2 and 3.
5.Contrast the level of security in a hotel that uses a hard-key system with that in a hotel that uses an electronic key or smart card system.
6.Discuss the features of a hard-key system.
7.Discuss the features of an electronic key system.
8.Discuss the features of a smart card system.
9.Discuss the features of contactless room security system.
10.What advantages do biometrics provide for guest and employee safety?
11.How can a hotel take a proactive stance on fire safety?
12.Why are testing and maintenance of smoke detectors and fire alarms so important?
420 C H A P T E R 1 4 ■ S E C U R I T Y
13.Consider the fire safety procedures provided in guest rooms. How detailed do you think they should be? How can hotels encourage guests to read them?
14.Why is it important for management to include employees when developing safety programs?
15.Review the minutes of the safety committee meeting in Figure 14-7. What issues do you feel are top priorities? Which are low priorities?
16. What value do you see in preparing an emergency communications system to be used in a hotel?
17.Review the emergency communication plan presented in this chapter. What are its most important features?
C A S E S T U D Y 1 4 0 1
Ana Chavarria, front office manager of The Times Hotel, has scheduled an appointment with the director of security, Ed Silver. Mr. Silver has just learned that a nearby hotel, Remington Veranda, recently received a bomb threat that required the evacuation of all guests and employees. The situation caused a great deal of confusion and panic. Several employees were screaming, “Bomb! Bomb! Run for your life!” while other employees and guests were absolutely stunned and couldn’t move. Although the bomb threat was of no substance, five guests and three employees had to be treated in the emergency room
for shock and broken limbs caused by the crush to evacuate the building.
After reviewing the files in the security department, Ed Silver feels he and Ana should develop an emergency communication procedure to be sure the situation that occurred at Remington Veranda would not be repeated at The Times Hotel. Ana agrees; her prior experience at a hotel on the East Coast makes her realize the importance of such a plan.
Give Ana and Ed suggestions for developing an emergency communication plan.
C A S E S T U D Y 1 4 0 2
Cynthia Restin, night auditor of The Times Hotel, waited to see Ana Chavarria, front office manager, after her shift was over. She related a few incidents to Ana that occurred during her evening shift. She said she received a call from a guest in room 470 who said he had received a threatening call from someone at 1:45 a.m. Cynthia discussed the incident with the guest and said she would alert the security
guard on duty. At 2:05 a.m., Cynthia called the guest to see if he was OK. He thanked her for her concern and said he was ready to retire for the evening.
At 2:35 a.m., a guest in 521 called Cynthia at the front desk reporting a loud noise coming from the room located below him. Cynthia alerted the security guard on duty and asked him to go to room 421 to investigate the situation. The security guard found
N O T E S 421
C A S E S T U D Y 1 4 0 2 (CONTINUED)
the door ajar and the room vacant. There was no sign of violence, and the guest’s belongings were removed; everything looked like a normal self-checkout.
At 3:29 a.m., Cynthia noticed a green sports car circling the portico of the hotel. The driver stopped the car once and drove off after 15 seconds. Cynthia again alerted the security guard on duty. Ana asked Cynthia to stay a few more minutes and prepare a report of the three incidents for the file. She said she would be talking with Ed Silver, The Times Hotel’s director of security, later, and she wanted to discuss the events with him. These incidents seem to have been increasing over the past several weeks, and Ana feels there could be some problem.
The discussion with Ed Silver was brief. He said he feels these incidents are no cause for alarm but that a training program for front desk personnel on safety and security procedures should be initiated. Ana indicated that similar situations have occurred in other hotels where she worked and were the beginning of larger problems for them. Ana said she wanted the local police department involved and agreed that a training program on safety and security procedures is critical.
What do you think of Ana’s suggestion of involving the police? What major topics would you include in a training program on safety and security procedures for front office personnel?
C A S E S T U D Y 1 4 0 3
The director of security, Ed Silver, has requested a discussion of contactless locks for guest rooms as an agenda item for the next supervisors’ meeting. Recently he attended a hotel exhibitor show that displayed several “really cool” options where guests could check in on their cell phones and didn’t have to stop at the front desk. He said this would assist communication between housekeeping and security if a breach in security arises. Ed is really fired up and
wants to get a committee together to find out what this system costs and how soon The Times Hotel can get it installed!
Ana Chavarria, front office manager, has recently accepted you and two of your classmates as semester interns and wants you to research contactless locks. Develop an outline of product description, possible vendors, and the cost ranges.
Notes
1.Rolfe Winkler, September 25, 2009. Avoiding And Surviving Hotel Terrorism, http://www.reuters.com/article/idUSTRE58O1ZT20090925.
2.Patrick M. Murphy, “How Marriott Employs CPTED in Its Properties’ Total Security Package,” Hotel Security Report 19, no. 2 (Port Washington, NY: Rusting Publications, January 2001): 1–2.
3.Timothy N. Troy, “Keys to Security,” Hotel & Motel Management 209, no. 20 (November 21, 1994): 17.
4.Mahmood Khan, Michael Olsen, and Turgut Var, VNR’s Encyclopedia of Hospitality and Tourism (New York: Van Nostrand Reinhold, 1993), 585.