- •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
220 C H A P T E R 7 ■ G U E S T R E G I S T R AT I O N
F I G U R E 7 - 1 1 The room inventory screen of a PMS tells front desk staff the
reservation status.
ROOM INVENTORY 1225
ROOM |
TYPE |
COMMENTS |
RATE |
AVAILABILITY |
109 |
K |
BAY |
68 |
GUAR |
201 |
K |
KITCH |
75 |
REPAIR |
202 |
K |
|
65 |
CONF |
203 |
K |
|
65 |
CONF |
204 |
K |
|
65 |
CONF |
205 |
K |
|
65 |
OPEN |
206 |
CONF |
STUDIO |
80 |
OPEN |
207 |
K |
/208 |
65 |
OPEN |
208 |
K |
/207 |
65 |
OPEN |
209 |
K |
BAY |
68 |
GUAR |
210 |
K |
KITCH |
75 |
GUAR |
301 |
2K |
SUITE |
100 |
REPAIR |
302 |
2K |
SUITE |
100 |
GUAR |
303 |
DB |
|
55 |
OPEN |
304 |
K |
KITCH |
75 |
OPEN |
305 |
K |
|
65 |
OPEN |
306 |
CONF |
STUDIO |
80 |
GUAR |
307 |
K |
/308 |
65 |
GUAR |
308 |
K |
/307 |
65 |
OPEN |
309 |
K |
BAY |
68 |
OPEN |
310 |
K |
KITCH |
75 |
GUAR |
401 |
K |
KITCH |
75 |
GUAR |
|
|
|
|
|
Checking Room Status Option
The desk clerk also needs to know which rooms are ready for occupancy; this can be determined by activating the room status option of the PMS (Figure 7-12). This option is similar to the room inventory option but does not include rates and has a column on status, telling the desk clerk which rooms are being cleaned and serviced by housekeeping (ON CHG), which are being repaired (OUT OF ORDR), which are occupied by another guest (OCC), and which are available for guest occupancy (READY). The integrity of
R E G I S T R AT I O N W I T H A P M S 221
F I G U R E 7 - 1 2 The room status screen of a PMS tells front desk staff the
housekeeping status.
ROOM STATUS 0722
ROOM |
TYPE |
COMMENTS |
AVAILABILITY |
STATUS |
109 |
K |
BAY |
GUAR |
ON CHG |
201 |
K |
KITCH |
REPAIR |
OUT OF ORDR |
202 |
K |
|
CONF |
ON CHG |
203 |
K |
|
CONF |
ON CHG |
204 |
K |
|
CONF |
READY |
205 |
K |
|
OPEN |
READY |
206 |
CONF |
STUDIO |
OPEN |
READY |
207 |
K |
/208 |
OPEN |
ON CHG |
208 |
K |
/207 |
OPEN |
ON CHG |
209 |
K |
BAY |
GUAR |
READY |
210 |
K |
KITCH |
GUAR |
ON CHG |
301 |
2K |
SUITE |
REPAIR |
OUT OF ORDR |
302 |
2K |
SUITE |
GUAR |
READY |
303 |
DB |
|
OPEN |
READY |
304 |
K |
KITCH |
OPEN |
READY |
305 |
K |
|
OPEN |
ON CHG |
306 |
CONF |
STUDIO |
GUAR |
READY |
307 |
K |
/308 |
GUAR |
ON CHG |
308 |
K |
/307 |
OPEN |
ON CHG |
309 |
K |
BAY |
OPEN |
ON CHG |
310 |
K |
KITCH |
GUAR |
ON CHG |
401 |
K |
KITCH |
GUAR |
ON CHG |
|
|
|
|
|
this information is maintained with constant input and updates from the housekeeping and maintenance departments. This communication is also enhanced with the use of an intranet. Staff members in housekeeping and the front office can send messages quickly informing each other of room status of rooms with a few keystrokes.
If a room is available and the front desk clerk is fairly sure the hotel will not be full that night, the guest without a confirmation number or reservation is handled as a walkin guest. The guest data option of the registration module allows the front desk clerk to enter guest registration information (Figure 7-13). Note this option prompts the desk clerk to inquire if the guest needs additional reservations for future visits.
222 C H A P T E R 7 ■ G U E S T R E G I S T R AT I O N
F I G U R E 7 - 1 3 A blank registration screen in a PMS is activated to register a walk-in guest.
|
REGISTRATION—ENTER GUEST DATA |
|
|
NAME: |
|
|
|
COMPANY: |
|
|
|
BILLING ADDRESS: |
|
ZIP: |
|
PHONE NUMBER: |
|
|
|
CREDIT CARD: |
TYPE: |
NUMBER: |
EXP. DATE: |
AUTO MAKE: |
MODEL: |
LIC. PLATE: |
STATE: |
TYPE OF ROOM: |
NO. GUESTS: |
RATE: |
|
DATE IN: |
DATE OUT: |
CLERK: |
|
FUTURE RESERVATION? |
DATE: |
TYPE ROOM: |
NO. GUESTS: |
HOTEL ID NO.: |
CONF: YES NO |
GUAR: YES NO |
|
CONF NO.: |
|
|
|
|
|
|
|
A guest may present a confirmation number when no rooms are available. When overbooking produces more guests than rooms are available for, a guest is “walked” to another hotel that can provide accommodations. Although, when walking a guest with a reservation, the hotel is under no obligation to provide cab fare, pay for the room at the other property, provide telephone calls to allow the guest to notify people of a change of venue, pay for a meal, or provide a complimentary future stay, some hotels try to accommodate the guest in these ways to ensure positive guest relations. While the guest is usually not satisfied with the situation, he or she may accept the alternative accommodations as better than nothing. When the front office staff realizes an overbooking situation is fast approaching, they should telephone nearby hotels to establish projected occupancy.
Verifying Room Rate
The guest may remember a quoted rate at the time of registration that is not on the confirmation form or in the PMS. It is wise to discuss any discrepancies with the guest to avoid problems at checkout. The guest who thought she was being charged $85 when in fact the rate was $125 could be embarrassed at checkout if her financial resources are inadequate. Desk clerks should have guests acknowledge the room rate by asking them to initial it on the registration form. It is also important to discuss room taxes and local municipal charges that may be added to the room rate.
Issuing Room Key
If the guest can be accommodated, the new key for the guest room is prepared with an electronic key preparation device (Figure 7-14). This device produces a new key (the size of a
R E G I S T R AT I O N W I T H A P M S 223
F I G U R E 7 - 1 4
An electronic device is used to prepare new electronic room keys for guests.
Photo courtesy of the author.
credit card, made of plastic) encoded with a different electronic combination for each new guest. The combination for the door lock is controlled through the hotel’s security system.
Obtaining Reports from the PMS
The PMS can also produce an alphabetical listing of the guests and their room numbers. This option, a variation of the registered guests report option shown in Figure 7-15, is available to the switchboard operator.
The front office manager can access report options of the registration module for effective front office management. The registration module options just discussed provide the basis for gathering and organizing information the front office manager needs to monitor. For example, the guest arrivals report option informs the front office manager of the guests with reservations who are expected to arrive (Figure 7-16). The group arrivals report option lists the groups with reservations that are expected to arrive (Figure 7-17).
These data can be arranged by different categories—room number, date of registration, checkout date, room rate, guest name—according to the front office manager’s needs. These report options, often referred to as data sorts, which indicate groupings of information, vary with the type of software used for the PMS. The room inventory report option, which gives the front office manager a list of vacant rooms (Figure 7-18), is useful in achieving maximum occupancy. Variations of this option include listings of
224 C H A P T E R 7 ■ G U E S T R E G I S T R AT I O N
F I G U R E 7 - 1 5 Registered guests can be listed alphabetically with a PMS.
REGISTERED GUESTS 0215
|
|
|
|
DATE |
DATE |
|
NO. |
ROOM |
NAME |
ADDRESS |
IN |
OUT |
RATE |
GUESTS |
|
|
|
|
|
|
|
|
|
205 |
ARRISON, T. |
RD 1 OLANA, AZ 00000 |
0215 |
0216 |
75 |
2 |
|
312 |
CRUCCI, N. |
414 HANOVER ST., |
0205 |
0217 |
70 |
1 |
|
|
|
|
CANTON, OH 00000 |
|
|
|
|
313 |
DANTOZ, M. |
102 N. FRONT ST., |
0213 |
0216 |
70 |
1 |
|
|
|
|
LANGLY, MD 00000 |
|
|
|
|
315 |
FRANTNZ, B. |
21 S BROADWAY, |
0211 |
0216 |
75 |
2 |
|
|
|
|
NY, NY 00000 |
|
|
|
|
402 |
HABBEL, B. |
BOX 56, LITTROCK, |
0215 |
0217 |
75 |
2 |
|
|
|
|
MN 00000 |
|
|
|
|
403 |
IQENTEZ, G. |
HOBART, NY 00000 |
0213 |
0216 |
70 |
1 |
|
409 |
JANNSEN, P. |
87 ORCHARD LN., |
0215 |
0222 |
90 |
1 |
|
|
|
|
GREATIN, NY 00000 |
|
|
|
|
410 |
ROSCO, R. |
98 BREWER RD., |
0213 |
0221 |
70 |
1 |
|
|
|
|
THOMPSON, DE 00000 |
|
|
|
|
411 |
SMITH, V. |
21 ROSE AVE., |
0215 |
0218 |
70 |
1 |
|
|
|
|
BILLINGS, TN 00000 |
|
|
|
|
501 |
ZUKERMEN, A. |
345 S HARRY BLVD., |
0215 |
0219 |
85 |
2 |
|
|
|
|
JOHNSTOWN, CA 00000 |
|
|
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|
|
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F I G U R E 7 - 1 6 |
An alphabetical listing of guests who will arrive can be prepared by a PMS. |
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ARRIVALS—INDIVIDUAL GUESTS 0918 |
|||
|
|
|
|
|
|
|
|
NAME |
RESV |
DATE IN |
DATE OUT |
CONF NO. |
|
|
BLAKELY, K. |
GUAR |
0918 |
0920 |
09180920JCB75K9334L |
|
|
BROWN, J. |
CONF |
0918 |
0919 |
09180919JCB75K9211L |
|
|
CASTOR, V. |
GUAR |
0918 |
0922 |
09180922V75K8456L |
|
|
CONRAD, M. |
GUAR |
0918 |
0921 |
09180921MC75K8475L |
|
|
DRENNEL, A. |
GUAR |
0918 |
0921 |
09180921V80K8412L |
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FESTER, P. |
CONF |
0918 |
0925 |
09180925JCB75K8399L |
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HRASTE, B. |
GUAR |
0918 |
0191 |
09180919JCB75K8401L |
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LOTTER, M. |
GUAR |
0918 |
0922 |
09180922V80K8455L |
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