- •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
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HOTEL FRONT OFFICE MANAGEMENT
F I F T H E D I T I O N
James A. Bardi, EdD, CHA
The Pennsylvania State University
John Wiley & Sons, Inc.
This book is printed on acid-free paper.
Copyright © 2011, 2007, 2003 by John Wiley & Sons, Inc. All rights reserved.
Published by John Wiley & Sons, Inc., Hoboken, New Jersey.
Published simultaneously in Canada.
No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States
Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax 978-646-8600, or on the web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken,
NJ 07030, 201-748-6011, fax 201-748-6008, or online at www.wiley.com/go/permissions.
Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.
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Library of Congress Cataloging-in-Publication Data
Bardi, James A., 1947-
Hotel front office management /James A. Bardi.–5th ed. p. cm.
Includes bibliographical references and index. ISBN 978-0-470-63752-4 (acid-free paper)
1. Hotel management. I. Title. TX911.3.M27B35 2011 647.94’068–dc22
2010035007
Printed in the United States of America
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To Linda
Your love, patience, and encouragement made this book possible.
and
To Maria & Rob, Ryan & Jenni, and David
The joy of sharing this book with you makes it all worthwhile. And now, the special delight in sharing this book with my grandchildren,
Ben and Sophia, and all my future grandchildren will provide much joy for this grandfather.
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Contents
Preface |
xi |
Acknowledgments |
xvii |
C H A P T E R 1 Introduction to Hotel Management |
1 |
Founders of the Hotel Industry |
2 |
Historical Developments |
5 |
Overview of the Hotel Industry |
12 |
Types of Lodging Facilities |
14 |
Market Orientation |
17 |
Sales Indicators |
17 |
Levels of Service |
20 |
Business Affiliations |
21 |
Trends That Foster Growth |
27 |
Career Development |
31 |
Solution to Opening Dilemma |
35 |
Chapter Recap |
35 |
End-of-Chapter Questions |
36 |
Notes |
38 |
Key Words |
40 |
C H A P T E R 2 Hotel Organization and the Front Office Manager |
41 |
Organization of Lodging Properties |
42 |
Organization Charts |
43 |
Typical Job Responsibilities of Department Managers |
50 |
Organization of the Front Office Department |
59 |
Function of the Front Office Manager |
62 |
Staffing the Front Office |
69 |
Solution to Opening Dilemma |
72 |
Chapter Recap |
73 |
End-of-Chapter Questions |
73 |
Key Words |
76 |
C H A P T E R 3 Effective Interdepartmental Communications |
78 |
Role of the Front Office in Interdepartmental Communications |
79 |
Front Office Interaction with Other Departments in the Hotel |
79 |
vi C O N T E N T S |
|
|
Analyzing the Lines of Communications |
88 |
|
Solution to Opening Dilemma |
94 |
|
Chapter Recap |
94 |
|
End-of-Chapter Questions |
94 |
|
Key Words |
99 |
|
C H A P T E R 4 |
Property Management Systems |
100 |
Physical Structure and Positioning of the Front Desk |
102 |
|
Selecting a Property Management System |
104 |
|
Procedure for Performing a Needs Analysis |
105 |
|
Other PMS Selection Considerations |
113 |
|
Financial Considerations |
115 |
|
PMS Applications |
116 |
|
Solution to Opening Dilemma |
130 |
|
Chapter Recap |
130 |
|
End-of-Chapter Questions |
131 |
|
Notes |
|
133 |
Key Words |
133 |
|
C H A P T E R 5 |
Systemwide Reservations |
135 |
Importance of a Reservation System |
136 |
|
Overview of the Reservation System |
137 |
|
Types of Reservation Systems |
142 |
|
Sources of Reservations |
143 |
|
Forecasting Reservations |
148 |
|
Overbooking (Occupancy Management) |
150 |
|
Revenue Management |
153 |
|
Processing Guest Reservations |
154 |
|
Process of Completing Reservations through a PMS |
158 |
|
Solution to Opening Dilemma |
167 |
|
Chapter Recap |
168 |
|
End-of-Chapter Questions |
168 |
|
Notes |
|
171 |
Key Words |
172 |
|
C H A P T E R 6 |
Revenue Management |
173 |
Occupancy Percentage |
174 |
|
History of Yield Management |
177 |
|
Use of Yield Management |
177 |
|
Components of Revenue Management |
181 |
|
Applications of Revenue Management |
188 |
|
Solution to Opening Dilemma |
189 |
|
Chapter Recap |
189 |
|
End-of-Chapter Questions |
189 |
C O N T E N T S |
vii |
Notes |
192 |
Key Words |
193 |
C H A P T E R 7 |
Guest Registration |
194 |
Importance of the First Guest Contact |
195 |
|
Components of the Registration Process |
196 |
|
Registration with a PMS |
216 |
|
Solution to Opening Dilemma |
228 |
|
Chapter Recap |
228 |
|
End-of-Chapter Questions |
228 |
|
Notes |
|
230 |
Key Words |
230 |
|
C H A P T E R 8 |
Managing the Financials |
232 |
Common Bookkeeping Practices |
233 |
|
Forms Used to Process Guest Charges and Payments |
234 |
|
Account Ledgers |
235 |
|
Posting Guest Charges and Payments |
237 |
|
Transferring Guest and City Ledgers to Accounts Receivable |
241 |
|
Importance of Standard Operating Procedures for Posting and the Night Audit |
243 |
|
Solution to Opening Dilemma |
243 |
|
Chapter Recap |
243 |
|
End-of-Chapter Questions |
244 |
|
Key Words |
246 |
|
C H A P T E R 9 |
Guest Checkout |
247 |
Organizing Late Charges to Ensure Accuracy |
248 |
|
Guest Checkout Procedure |
249 |
|
Determining Method of Payment and Collection |
252 |
|
Assisting the Guest with Method of Payment |
256 |
|
Obtaining Future Reservations |
258 |
|
Filing Documents |
259 |
|
Relaying Guest Departures to Other Departments |
259 |
|
Removing Guest Information from the System |
260 |
|
Transfer of Guest Accounts to the Back Office |
260 |
|
Checkout Reports Available with a Property Management System |
260 |
|
Guest Histories |
262 |
|
Last Impressions of the Hotel |
265 |
|
Solution to Opening Dilemma |
266 |
|
Chapter Recap |
266 |
|
End-of-Chapter Questions |
267 |
|
Notes |
|
269 |
Key Words |
269 |
viii C O N T E N T S
C H A P T E R 1 0 |
Preparation and Review of the Night Audit |
270 |
Importance of the Night Audit |
270 |
|
The Night Auditor |
271 |
|
The Night Audit Process |
272 |
|
Goal of Preparing the Night Audit Report |
278 |
|
Preparing the Night Audit Report |
278 |
|
Reading the Flash Report |
293 |
|
Reading the Night Audit |
293 |
|
Solution to Opening Dilemma |
296 |
|
Chapter Recap |
296 |
|
End-of-Chapter Questions |
297 |
|
Key Words |
316 |
|
C H A P T E R 1 1 |
Managing Hospitality |
317 |
Importance of Hospitality |
318 |
|
Managing the Delivery of Hospitality |
320 |
|
Total Quality Management Applications |
327 |
|
Developing a Service Management Program |
328 |
|
Customer Relationship Management |
338 |
|
Solution to Opening Dilemma |
339 |
|
Chapter Recap |
339 |
|
End-of-Chapter Questions |
340 |
|
Notes |
|
342 |
Key Words |
343 |
|
C H A P T E R 1 2 |
Training for Hospitality |
344 |
Determining Employee Hospitality Qualities |
345 |
|
Screening for Hospitality Qualities |
346 |
|
Developing an Orientation Program |
347 |
|
Policy and Procedure Manual |
351 |
|
Administering the Orientation Program |
352 |
|
Developing a Training Program |
354 |
|
Steps in the Training Process |
356 |
|
Administering a Training Program |
361 |
|
Cross-training |
362 |
|
Developing a Trainer |
362 |
|
Training for Empowerment |
364 |
|
Americans with Disabilities Act |
365 |
|
Solution to Opening Dilemma |
367 |
|
Chapter Recap |
367 |
|
End-of-Chapter Questions |
368 |
|
Notes |
|
370 |
Key Words |
371 |
C O N T E N T S |
ix |
C H A P T E R 1 3 |
Promoting In-House Sales |
372 |
The Role of the Front Office in Marketing and Sales |
373 |
|
Planning a Point-of-sale Front Office |
375 |
|
Theories of Motivation |
380 |
|
Applying Motivation Theories |
381 |
|
Training Programs for a Point-of-sale Front Office |
382 |
|
Budgeting for a Point-of-sale Front Office |
384 |
|
Feedback |
|
384 |
Planning a Point-of-sale Front Office—An Example |
386 |
|
Solution to Opening Dilemma |
388 |
|
Chapter Recap |
388 |
|
End-of-Chapter Questions |
389 |
|
Notes |
|
391 |
Key Words |
391 |
|
C H A P T E R 1 4 |
Security |
392 |
Importance of a Security Department |
393 |
|
Organization of a Security Department |
395 |
|
Job Analysis of the Director of Security |
395 |
|
In-House Security Departments versus Contracted Security |
398 |
|
Room Key Security |
401 |
|
Fire Safety |
404 |
|
Emergency Communication |
411 |
|
Employee Safety Programs |
415 |
|
Safety Training Programs |
418 |
|
Solution to Opening Dilemma |
418 |
|
Chapter Recap |
418 |
|
End-of-Chapter Questions |
419 |
|
Notes |
|
421 |
Key Words |
422 |
|
C H A P T E R 1 5 |
Executive Housekeeping |
423 |
Importance of the Housekeeping Department |
423 |
|
Role of Chief Engineer in a Lodging Property |
446 |
|
The Greening of the Lodging Industry |
450 |
|
Solution to Opening Dilemma |
453 |
|
Chapter Recap |
454 |
|
End-of-Chapter Questions |
455 |
|
Notes |
|
457 |
Key Words |
459 |
|
|
Glossary |
460 |
|
Index |
475 |
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