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DWIG > Hotel Management > Flashcards

Hotel Management Flashcards

1
Q

What is a company’s mission statement?

A

Underlying philosophy that gives meaning and direction to hotel policies and a sense of purpose. Three main groups: guests, management and employees.

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2
Q

Revenue vs. support centre

A

Revenue centre sells goods and services to guest and generates revenue for the hotel e.g. F&B, FO, Catering

Support centres (cost centres) – housekeeping, accounting, engineering and HR.

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3
Q

Explain the triangle of Business Goals, Strategy and Tactics

A
  • Business Goals: The big picture of your business
  • Strategy: A plan to meet the identified goals and is audience and goal focused.
  • Tactics: Specific ideas and actions used to meet the goals of a strategy and achieve the objective
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4
Q

Guest cycle:

A

Reservations -> Arrival/Check-In -> Guest uses the outlets -> Post guest charges -> Night Audit -> Check-Out

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5
Q

Tasks of accounting

A
  • Receiving and paying money
  • Monitors the financial activities of the property
  • Payment method
  • Proactively advise and guide a hotel to increase profitability
  • Is not responsible for the budget, S&M is responsible for cost overview
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6
Q

What are the financial activities?

A 
o	Paying outstanding invoice
o	Distribute unpaid statements
o	Collecting amounts owed
o	Processing payroll
o	Accumulating operating data
o	Financial reports
o	Making bank deposits
o	Securing cash loans
o	Sending a request for the deposit and arranging the final bill (Banqueting sales makes the final bill)
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7
Q

Examples of advise and guidence for a hotel to increase profitability:

A

o accounts payable – paying incoming bills
o accounts receivable – receiving payments
o payroll – paying the hotel employees
o credit manager – works with groups and events for billing arrangements and approves the people who can by on credit

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8
Q

Sales and marketing functions in a large hotel

A
  • Sales
  • Revenue management
  • Convention services
  • Advertising
  • PR
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9
Q

Who fills al the S&M roles in a small hotel?

A

The GM

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10
Q

HR is responsible for:

A 
o	Employment (external recruiting and internal reassignment)
o	Training
o	Employee relations (quality assurance)
o	Benefits
o	Administration
o	Labour relations and safety
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11
Q

What is part of HR planning?

A 
o	Recruiting 
o	Hiring 
o	Compensation 
o	Training 
o	Evaluation 
o	Benefits
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12
Q

Enineering and maintenance are responsible for:

A
  • Maintaining the property’s structure and grounds, electrical and mechanical equipment
  • Swimming pool sanitation, parking lot cleanliness, fountain operations and operation of safety equipment
  • Event: if there is a big event requiring a lighting, they are in charge of that
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13
Q

What is Security and Loss Prevention and what are they responsible for?

A
  • They are the law enforcement, fire and EMS () for a hotel
  • Guest safety
  • Loss prevention
  • Security and safety of equipment
  • Keys
  • Safety procedures – first aid
  • Identification procedures
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14
Q

Rooms Division consists of:

A
  • Consists of Front Office, Housekeeping, Concierge, Security and Communications
  • Guest relation
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15
Q

Front Office Functions

A
  • Check-Out and History
  • NIGHT AUDIT
  • Reservations
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16
Q

What does FO do during Check-Out and History

A

o Calculation house limit
o CC = authorisation
o cash/debit = payment
o Example: 500$ per night, room tax for 2 night -> charge at least $1000 + extra expanses = amount the guest spend on average per room/night on extras
150$/night for extra => 1300/stay+extra = the guest sale at check-out

17
Q

What is needed for a Night Audit and what do you do?

A

• PMS is needed
• FO runs audit during the night and the time for that depends on two things
o All the outlets are closed
o All of our guests are checked-in
o 24/7 room service – POS need to be closed to
o All the guests are not checked-in yet – we hypothetically check them in
• Why? – we need to check revenue in all outlets and how are they payed the day before

18
Q

Reservations:

A
  • Tasks
  • Relationship with FO and Revenue Manager
  • Guaranteed: arrival and departure dates, contact details, credit card details
  • Non-guaranteed: arrival and departure dates, contact details
  • Prepayment guaranteed reservation: arrival and departure dates, contact details, full payment
  • Advanced deposit guaranteed reservation: arrival and departure dates, contact details, partial payment
  • All in relation to the concept of overbooking
19
Q

Example overbooking (reservations)

A

• Afternoon shift, we are overbooked by 5 rooms
o We check availability with competitors, and we make a reservation under the hotel name
o Late checked- out and check-in
o Around 6-7pm in situation of overbooked – cancel 3 non-guaranteed reservations, now we have only 2 overbooked rooms, so if they arrive we send them away to the hotel that we booked (we pay for their transportation, accommodation, invite them for a dinner

20
Q

What does FO consist of?

A

Front desk + Back office

21
Q

COMMUNICATIONS OR OPERATOR responsibilities:

A
  • Call accounting system (PMS)
  • Guestroom phones
  • Pay phones
  • Pagers/cell phones/radios in the hotel for staff
  • Internet access for guests
  • Faxes for guests or staff
  • Messages for guests or staff
  • Emergency Center
  • Voicemail service for guests or staff
  • Wake-up service for guests – either automated or personal
22
Q

Housekeeping responsibilities:

A
  • They clean hotel rooms, meeting rooms, public areas
  • Usually more staff than other departments
  • Executive housekeepers need to be responsible, show leadership (which can be difficult with people from different nationalities), cleanliness, keeping record
  • Keep track of daily reports and tasks (stayover, check-out, pick-up)
  • Check the workers, check with maintenance (via online system)
  • Housekeeping status report, occupancy report, room status discrepancy
23
Q

What are uniformed services?

A
  • Bell attendants
  • Door attendants
  • Valet parking attendants
  • Transportation personnel
  • Congierges
24
Q

What does a Property Management System (PMS) do?

A
  • Accept, store and handle guest reservations, history, billing and requests
  • Daily reports
  • Software packages support reservations management, rooms management and guest account management
25
Q

Tasks and responsibilities of

Revenue Management

A

• The right rates for the right time (e.g. room division)

High or low season
• Events in the city
• Occupancy
• Establish the prices for hotel rooms
• Purpose: increase/maximize the profit/revenue
• Rack rate (highest rate) is not always possible due to discounts or special deals with companies or groups
• Hotels can sell rooms to individual travellers at a higher price (groups get discounts and spend less)
• Groups book way in advance and individuals book around 15 days in advance (figure page 134)
• Revenue management program will handle the demand and supply and recommend the number of rooms to sell to groups in advance and to “hold back” for individuals

26
Q

Tasks and responsibilities of the Congierge

A
  • Tickets, special requests, shopping, advice on and reservations for restaurants, bars or clubs
  • Knowledge of hotel and surrounding
27
Q

Tasks and responsibilities of the bell attendants

A
  • Carry luggage
  • Make guest familiar with hotel and surrounding
  • Deliver mail or packages
  • Pick up laundry/dry cleaning
28
Q

What is Security/Loss prevention?

A
  • Security guards watching over guest floors, public areas and parking facilities, observe suspicious behaviour and take action if necessary
  • Security equipment (video surveillance, smoke detector and fire alarm systems, room security via electronic key cards)
  • Safety Procedures (crisis management and trained staff)
  • Identification made easy with name tags or photo ID cards
  • Security officers
  • Equipment
  • Safety procedures – first Aid
  • Identification procedures
  • Increases at entrances and loading docks, garages, unattended bags/cars
29
Q

How to use SOPs

A
  • Plan SOPs for specific results
  • Use an inclusive process, everyone needs to buy in to them
  • Monitor performance and provide feedback to everyone
  • Create a “culture of continuous improvement”

DWIG (7 decks)

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