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Summary
Summary
Hospitality students and front office managers and staff members will learn how to organize, perform, and evaluate hotelfront office functions. Relationships between departments, technological advances, and front office tools are explained in chapters on areas such as reservations, front office accounting, and human resources. Although the book concentrates on many technical aspects of front office management, it also emphasizes the importance of guest service. This sixth edition emphasizes automation and computer applications, and touches on issues facing the industry, such as the multicultural work force. Chapters have been added on housekeeping and security. Annotation c. Book News, Inc., Portland, OR (booknews.com)
Author Notes
Michael L. Kasavana, Ph.D., is the National Automatic Merchandising Association (NAMA) Professor in Hospitality Business in The School of Hospitality Business at Michigan State University. Dr. Kasavana did both his undergraduate and graduate work at the University of Massachusetts -- Amherst. He received a bachelor's degree in hotel, restaurant, and travel administration; a master of business administration in finance; and a doctorate in management information systems. He has written several books, instructional software packages, and a host of research journal and trade industry magazine articles.
Dr. Kasavana's teaching and research efforts have been sharply focused on computers in hotels, restaurants, casinos, vending, and clubs. He is an active consultant and a recipient of the MSU Distinguished Faculty Award, MSU Teacher-Scholar Award, and the Eli Broad College of Business Withrow Teacher/Scholar Award. He has presented numerous seminars on a variety of topics in the United States, Canada, Hong Kong, and other areas of the world. Dr. Kasavana is also a member of the Hospitality Financial and Technology Professionals (HFTP) International Technology Hall of Fame and a recipient of the Distinguished Achievements Award from the Food Service Technology Exhibition and Convention (FS/TEC) consortium.
In addition to his responsibilities at the MSU hospitality business school, Dr. Kasavana serves as the university's Faculty Athletic Representative to the NCAA, Big Ten, and CCHA athletic conferences and chairs the MSU Athletic Council.
Richard M. Brooks, CHA, currently serves as Vice President, Service Delivery Systems for MeriStar Hotels and Resorts, Inc. and is responsible for the development, implementation, and maintenance of the company's operations policies, procedures, standards, and best practices. Before joining MeriStar, Mr. Brooks was Vice President of Operations for BridgeStreet Accommodations, Inc. Mr. Brooks was previously Vice President of Rooms Management for Renaissance Hotels and Resorts, and Stouffer Hotels and Resorts. Mr. Brooks has also held positions with Fidelity Investments, The Boca Beach Club, Hyatt Hotel Company, NCR Corporation, and Purdue University.
Mr. Brooks received B.A. and M.B.A. degrees in lodging management from Michigan State University. He has also been designated a Certified Hotel Administrator by the Educational Institute of the American Hotel and Lodging Association and is a member of the International Technology Hall of Fame sponsored by Hospitality Financial and Technology Professionals (HFTP). Mr. Brooks is a member and past co-chairperson of the AHandLA Technology Committee and a past member of the AHandLA Strategic Planning Committee. In addition, Mr. Brooks has been a guest speaker at recent International Hotel and Motel Expositions in New York and many International Hospitality Technology Expositions and Conferences.
Table of Contents
| About the Authors | p. xiii |
| 1 The Lodging Industry | p. 3 |
| The Hospitality Industry | p. 3 |
| Defining the Term Hotel | |
| Classifying Hotels | |
| Size | p. 5 |
| Target Markets | p. 6 |
| Commercial Hotels | |
| Airport Hotels | |
| Suite Hotels | |
| Extended Stay Hotels | |
| Residential Hotels | |
| Resort Hotels | |
| Bed and Breakfast Hotels | |
| Vacation Ownership and Condominium Hotels | |
| Casino Hotels | |
| Conference Centers | |
| Convention Hotels | |
| Alternative Lodging Properties | |
| Levels of Service | p. 18 |
| The Intangibility of Service | |
| Quality Assurance | |
| Rating Services | |
| World-Class Service | |
| Mid-Range Service | |
| Economy/Limited Service | |
| Ownership and Affiliation | p. 24 |
| Independent Hotels | |
| Chain Hotels | |
| Reasons for Traveling | p. 28 |
| Business Travel | |
| Pleasure Travel | |
| Group Travel | |
| Buying Influences | |
| Multicultural Awareness | p. 32 |
| 2 Hotel Organization | p. 45 |
| Organizational Missions | p. 45 |
| Goals | |
| Strategies and Tactics | |
| Hotel Organization | p. 48 |
| Organization Charts | |
| Classifying Functional Areas | |
| Rooms Division | |
| Food and Beverage Division | |
| Sales and Marketing Division | |
| Accounting Division | |
| Engineering and Maintenance Division | |
| Security Division | |
| Human Resources Division | |
| Other Divisions | |
| Front Office Operations | p. 64 |
| Organization | |
| Workshifts | |
| Job Descriptions | |
| Job Specifications | |
| Appendix Model Job Descriptions | p. 78 |
| 3 Front Office Operations | p. 91 |
| The Guest Cycle | p. 91 |
| Pre-Arrival | |
| Arrival | |
| Occupancy | |
| Departure | |
| Front Office Systems | p. 98 |
| Non-Automated | |
| Semi-Automated | |
| Property Management Systems | |
| Front Office Processes | p. 102 |
| Pre-Arrival | |
| Arrival | |
| Occupancy | |
| Departure | |
| The Front Desk | p. 104 |
| Functional Organization | |
| Design Alternatives | |
| Telecommunications | p. 107 |
| Telecommunications Equipment | |
| Property Management Systems | p. 112 |
| Reservations Management Software | |
| Rooms Management Software | |
| Guest Account Management Software | |
| General Management Software | |
| Back Office Interfaces | |
| System Interfaces | |
| 4 Reservations | p. 127 |
| Reservations and Sales | p. 128 |
| Types of Reservations | p. 130 |
| Guaranteed Reservations | |
| Non-Guaranteed Reservations | |
| Reservation Inquiry | p. 132 |
| The Seven Step Reservation Sales Process | |
| Central Reservation Systems | |
| Global Distribution Systems | |
| Intersell Agencies | |
| Property Direct | |
| Reservations Through the Internet | |
| Group Reservations | p. 141 |
| Reservation Availability | p. 147 |
| Reservation Systems | |
| The Reservation Record | p. 150 |
| Reservation Confirmation | p. 151 |
| Confirmation/Cancellation Numbers | |
| Reservation Maintenance | p. 153 |
| Modifying Non-Guaranteed Reservations | |
| Reservation Cancellation | |
| Reservation Reports | p. 155 |
| Expected Arrival and Departure Lists | |
| Processing Deposits | |
| Reservations Histories | |
| Reservation Considerations | p. 156 |
| Legal Implications | |
| Waiting Lists | |
| Packages | |
| Potential Reservation Problems | |
| 5 Registration | p. 169 |
| Preregistration Activity | p. 169 |
| The Registration Record | p. 172 |
| Room and Rate Assignment | p. 174 |
| Room Status | |
| Room Rates | |
| Room Locations | |
| Future Blocks | |
| Method of Payment | p. 179 |
| Cash | |
| Personal Checks | |
| Credit Cards | |
| Direct Billing | |
| Special Programs and Groups | |
| Denying a Credit Request | |
| Issuing the Room Key | p. 187 |
| Fulfilling Special Requests | p. 188 |
| Creative Options | p. 189 |
| Self-Registration | |
| Selling the Guestroom | p. 191 |
| When Guests Cannot Be Accommodated | p. 193 |
| Walk-In Guests | |
| Guests with Non-Guaranteed Reservations | |
| Guests with Guaranteed Reservations | |
| 6 Front Office Responsibilities | p. 207 |
| Front Office Communications | p. 207 |
| Guest Communications | |
| Log Book | |
| Information Directory | |
| Mail and Package Handling | |
| Telephone Services | |
| Interdepartmental Communications | p. 215 |
| Housekeeping | |
| Engineering and Maintenance | |
| Revenue Centers | |
| Marketing and Public Relations | |
| Guest Services | p. 219 |
| Equipment and Supplies | |
| Special Procedures | |
| Guest Relations | p. 221 |
| Complaints | |
| Identifying Complaints | |
| Handling Complaints | |
| Follow-Up Procedures | |
| 7 Security and the Lodging Industry | p. 235 |
| A Growing Concern | p. 235 |
| Developing the Security Program | p. 236 |
| Doors, Locks, Key Control, and Access Control | |
| Guestroom Security | |
| Control of Persons on Premises | |
| Perimeter and Grounds Control | |
| Protection of Assets | |
| Emergency Procedures | |
| Communications | |
| Security Records | |
| Staff Security Procedures | |
| Management's Role in Security | p. 246 |
| The Need for Effective Management | |
| Areas of Vulnerability | |
| Security Requirements | |
| Setting up the Security Program | p. 249 |
| The Importance of Law Enforcement Liaison | |
| Security Staffing | |
| The Elements of Security Training | p. 254 |
| Who is Responsible? | |
| The Authority of a Security Officer | |
| The Team Concept | |
| Security and the Law | p. 262 |
| Legal Definitions | |
| 8 Front Office Accounting | p. 277 |
| Accounting Fundamentals | p. 277 |
| Accounts | |
| Folios | |
| Vouchers | |
| Points of Sale | |
| Ledgers | |
| Creation and Maintenance of Accounts | p. 283 |
| Recordkeeping Systems | |
| Charge Privileges | |
| Credit Monitoring | |
| Account Maintenance | |
| Tracking Transactions | p. 288 |
| Cash Payment | |
| Charge Purchase | |
| Account Correction | |
| Account Allowance | |
| Account Transfer | |
| Cash Advance | |
| Internal Control | p. 292 |
| Cash Banks | |
| Audit Controls | |
| Settlement of Accounts | p. 295 |
| 9 Check-Out and Settlement | p. 307 |
| Check-Out and Account Settlement | p. 307 |
| Departure Procedures | p. 308 |
| Methods of Settlement | |
| Late Check-Out | |
| Check-Out Options | p. 312 |
| Express Check-Out | |
| Self Check-Out | |
| Unpaid Account Balances | p. 316 |
| Account Collection | p. 317 |
| Account Aging | |
| Front Office Records | p. 321 |
| Guest Histories | |
| Marketing Follow-Through | |
| 10 The Role of Housekeeping in Hospitality Operations | p. 331 |
| Communicating Room Status | p. 331 |
| Housekeeping and Maintenance | p. 333 |
| Communicating Maintenance Work | |
| Types of Maintenance | |
| Teamwork | p. 338 |
| Identifying Housekeeping's Responsibilities | p. 339 |
| Planning the Work of the Housekeeping Department | p. 342 |
| Area Inventory Lists | |
| Frequency Schedules | |
| Performance Standards | |
| Productivity Standards | |
| Equipment and Supply Inventory Levels | |
| 11 The Front Office Audit | p. 359 |
| Functions of the Front Office Audit | p. 359 |
| The Role of the Front Office Auditor | |
| Establishing an End of Day | |
| Cross-Referencing | |
| Account Integrity | |
| Guest Credit Monitoring | |
| Audit Posting Formula | |
| Daily and Supplemental Transcripts | |
| Front Office Audit | |
| The Front Office Audit Process | p. 365 |
| Complete Outstanding Postings | |
| Reconcile Room Status Discrepancies | |
| Balance All Departmental Accounts | |
| Verify Room Rates | |
| Verify No-Show Reservations | |
| Post Room Rates and Taxes | |
| Prepare Reports | |
| Deposit Cash | |
| Clear or Back Up the System | |
| Distribute Reports | |
| System Update | p. 375 |
| Night Audit Problem | p. 380 |
| 12 Planning and Evaluating Operations | p. 385 |
| Management Functions | p. 385 |
| Planning | |
| Organizing | |
| Coordinating | |
| Staffing | |
| Leading | |
| Controlling | |
| Evaluating | |
| Establishing Room Rates | p. 387 |
| Market Condition Approach | |
| Rule-of-Thumb Approach | |
| Hubbart Formula Approach | |
| Planned Rate Changes | |
| Forecasting Room Availability | p. 397 |
| Forecasting Data | |
| Forecast Formula | |
| Sample Forecast Forms | |
| Budgeting for Operations | p. 406 |
| Forecasting Rooms Revenue | |
| Estimating Expenses | |
| Refining Budget Plans | |
| Evaluating Front Office Operations | p. 412 |
| Daily Operations Report | |
| Occupancy Ratios | |
| Rooms Revenue Analysis | |
| Hotel Income Statement | |
| Rooms Division Income Statement | |
| Rooms Division Budget Reports | |
| Operating Ratios | |
| Ratio Standards | |
| 13 Revenue Management | p. 433 |
| The Concept of Revenue Management | p. 433 |
| Hotel Industry Applications | |
| Measuring Yield | p. 437 |
| Formula 1 Potential Average Single Rate | |
| Formula 2 Potential Average Double Rate | |
| Formula 3 Multiple Occupancy Percentage | |
| Formula 4 Rate Spread | |
| Formula 5 Potential Average Rate | |
| Formula 6 Room Rate Achievement Factor | |
| Formula 7 Yield Statistic | |
| Formula 8 Equivalent Occupancies | |
| Formula 9 Required Non-Room Revenue Per Guest | |
| Elements of Revenue Management | p. 447 |
| Group Room Sales | |
| Transient Room Sales | |
| Food and Beverage Activity | |
| Local and Area-Wide Activities | |
| Special Events | |
| Fair Market Share Forecasting | |
| Using Revenue Management | p. 456 |
| The Revenue Meeting | |
| Potential High and Low Demand Tactics | |
| Implementing Revenue Strategies | |
| Hurdle Rates | |
| Minimum Length of Stay | |
| Close to Arrival | |
| Sell-Through | |
| Revenue Management Software | p. 466 |
| 14 Managing Human Resources | p. 477 |
| Recruiting | p. 477 |
| Internal Recruiting | |
| External Recruiting | |
| Selecting | p. 482 |
| Selection Tools | |
| Evaluating Applicants | |
| Interviewing | |
| Hiring | p. 495 |
| Job Offers | |
| Processing Personnel Records | |
| Orienting | p. 496 |
| Skills Training | p. 497 |
| Prepare to Train | |
| Present the Training | |
| Practice Skills | |
| Follow Up | |
| Staff Scheduling | p. 510 |
| Alternative Scheduling Techniques | |
| Staff Motivation | p. 513 |
| Training | |
| Cross-Training | |
| Recognition | |
| Communication | |
| Incentive Programs | |
| Performance Appraisals | |
| Appendix Task List and Job Breakdowns | p. 523 |
| Index | p. 563 |
| Appendix Forms for Night Audit Problem | p. 569 |