- •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
N O T E S 457
C A S E S T U D Y 1 5 0 2
Thomas Brown, executive housekeeper of The Times Hotel, has been reviewing the last five quarterly reports on linen costs from the supplier, and he feels this cost is getting out of control. In addition, the supplier was unreliable over the busy convention
season. Mr. Brown scheduled a meeting with Simon International Laundry Equipment in two days to discuss the possibility of an in-house laundry. What should he research prior to the meeting?
C A S E S T U D Y 1 5 0 3
Yoon-Whan Li, executive engineer of The Times Hotel, has been reading how several nearby hotels are applying for LEED certification. Margaret Chu, general manager of The Times Hotel, is also aware of those hotels and would like to investigate how The Times Hotel could become certified. Ms. Chu decided to organize a committee of the assistant general manager, executive housekeeper, front office
manager, and food and beverage manager. She also wanted to include her two interns—you and your classmate.
Prior to the first meeting, she asked her two interns to prepare an agenda on what LEED certification is all about—the granting agency, levels of certification, and the point system. Prepare several bullet points and be prepared to discuss those concepts.
Notes
1.“Enhancing the Guest Experience,” http://www.hotelmanagement-network.com/ features/feature395/Hotel ManagementNetwork.com, December 1, 2005.
2.Barbara A. Worcester, “Sheets, Blankets, Pillows, Towels and Shower Curtains Are the Ambassador to the Hotel,” Hotel & Motel Management (November 1998), http://www.hotel-online.com/SpecialReports1998/Nov98_Linens.html.
3.Alberto Santana, “Gaylord Opryland Expects $220K in Annual Housekeeping Savings, Better Guest Service Via MTech’s REX,” July 3, 2009, http://www.hotel- online.com/News/PR2009_3rd/Jul09_MTechGaylord.html 2009.
4.Robert J. Martin, Professional Management of Housekeeping Operations, 3rd ed. (New York: John Wiley & Sons, 1998), 142.
5.Harry Nobles,“Which Training Plan is Right for You?” June 9, 2009, http://www. hotel-online.com/News/PR2009_2nd/Jun09_HNoblesTraining.html, 2009.
6.Michael Hampton, “Optimizing New Employee Performance and Productivity or Getting New Hires Up to Speed Quickly,” December 2003, www.hotelonline. com/News/PR2003_4th/Dec03_NewHires.html.
458 C H A P T E R 1 5 ■ E X E C U T I V E H O U S E K E E P I N G
7.Jessica Wilbanks, “PM Hospitality Strategies Zero Defects Program Increases Unity Between the Housekeeping and Maintenance Departments,” August 3, 2001, www.hotel-online.com/News/PR2001_3rd/Aug01_ZeroDefects.html.
8.Carol Kenrick, “The Outsoursing Weblog: Outsourcing Houskeeping Functions” December 26, 2006,http://www.outsourcing-weblog.com/50226711/outsourcing_ housekeeping_functions.php 2006.
9.“Enhancing The Guest Experience” December 1, 2005, http://www.hotelmanage- ment-network.com/features/feature395/ hotelmanagement-network.com, 2005.
10. Agnes Sibal, “Hilton Garden Inn® Evolving with New Guest Room Amenities: 26’’ Flat Panel High-Def TVs, Ergonomic Desk Chair and New Technology Air Cell Mattresses,” Hilton Garden Inn Brand Communications, February 15, 2005, www.hotel-online.com/News/PR2005_1st/Feb05_HiltonGardenInnEvolves.html.
11. Mary Beth Cutshall, “Hotel Equities Celebrates Grand Opening of the Courtyard by Marriott-Buford, Georgia,” August 3, 2009, http://www.hotel-online. com/News/PR2009_3rd/Aug09_HECourtyard.html2009.
12. Cheryl Johnston, “Holiday Inn Wants Confessions, Declares Amnesty Day for Towel Snatchers,” Baltimore Sun, Knight Ridder/Tribune Business News, August, 27, 2003, www.hotel-online.com/News/PR2003_3rd/Aug03_HITowels.html.
13. “Baring Laundry-Valet Profile,” Baring Industries, 655 NW 122 Street, Miami, Florida, 33268, undated brochure. Quoted in Martin, 308–309.
14. D. E. Leger, “The Practice of Hoteliers Outsourcing Their Laundry Is Growing,” The Miami Herald, Knight Ridder/Tribune Business News, March 29, 2004, www.hotel-online.com/News/PR2004_1st/Mar04_LaundryOutsource.html.
15. U.S. Department of Labor, Occupational Safety and Health Administration, All About OSHA, OSHA 2056, 2000 (Rev. ed.), 5, 6, 14.
16. Richard Gullickson, “Reference Data Sheet on Material Safety Data Sheets,” May 1996, Meridian Engineering & Technology, Inc., http://www.msdssearch.com/ msdshistory.htm.
17. Ibid.
18. Deborah T. Curtis, “ADA Compliant, But Ready?” May/June 2003, The Rooms Chronicle®, P.O. Box 2036, Niagara University, NY 14109-2036, Vol. 11, No. 2, 8-9.
19. Chris Kluis and Glenn Hasek, “Mintek Mobile Data Solutions Unveils New Website, Introduces Transcendent” May 2, 2009. Ideas & Trends, http://www.hotelonline.com/News/PR2009_2nd/May09_MintekWebsite.html.
20. Phil Sprague, “Hotel Energy Conservation Can Be Easy As 1, 2, 3” July/August 2008, The Rooms Chronicle®, P.O. Box 2036, Niagara University, NY 14109-2036, Vol. 16, No. 4, 10-11.
K E Y W O R D S 459
21. Ishmael Mensah, “Environmental Management Practices in US Hotels,” May 2004, Cecil B. Day School of Hospitality Administration, Robinson College of Business, MSC 4A0310, Georgia State University, Atlanta, Georgia 30303, www. hotel-online.com/News/PR2004_2nd/May04_EnvironmentalPractices.html.
22. Jim Butler, “Hotel Industry Outlook 2008: A Roundtable Discussion Industry Fundamentals - Where have we been? Where are we going?” December 4, 2007, http://www.hotel-online.com/News/PR2007_4th/Dec07_RoundtableJMBM. html.
23. David M. Green, “Four Simple Steps for Housekeeping Managers Considering ‘Going Green’” July/August 2008, The Rooms Chronicle®, P.O. Box 2036, Niagara University, NY 14109-2036, Vol. 16, No. 4, 16.
24. Stephanie Hampton, “Marriott International’s Global Headquarters Building and 30 of its Hotels in Development Expected to Achieve LEED(R) Certification” May 9, 2009, http://www.hotel-online.com/News/PR2009_2nd/May09_Marri- ottGreen.html.
25. “Intro–What LEED Is” U.S. Green Building Council, 2009, http://www.usgbc. org/DisplayPage.aspx?CMSPageID=1988.
Key Words
amenities |
LEED |
room attendant |
Material Safety Data Sheets (MSDS) |
deep cleaning |
par system |