Documente Academic
Documente Profesional
Documente Cultură
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Disclaimer
This publication is designed to provide accurate and authoritative information in regard to the subject matter
covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting,
or other professional service. If legal advice or other expert assistance is required, the services of a competent
professional person should be sought.
From the Declaration of Principles jointly adopted by the American Bar Association and a Committee of Publishers and Associations
Nothing contained in this publication shall constitute a standard, an endorsement, or a recommendation of the
American Hotel & Lodging Educational Institute (EI) or American Hotel & Lodging Association (AH&LA).
The Institute and AH&LA disclaim any liability with respect to the use of any information, procedure, or
product, or reliance thereon by any member of the hospitality industry.
2012
By The AMERICAN HOTEL & LODGING
EDUCATIONAL INSTITUTE
800 N. Magnolia Ave, Suite 300
Orlando, FL 32803
The American Hotel & Lodging Educational Institute is a nonprofit
educational foundation.
All rights reserved. No part of this publication may be reproduced,
stored in a retrieval system, or transmitted, in any form or by
any meanselectronic, mechanical, photocopying, recording, or
otherwisewithout prior permission of the publisher.
ii
Front_year1.indd 2
5/1/2013 10:35:42 AM
Acknowledgements
Subject Matter Experts
EI Educational Focus Group
Darron Kirkley
Hospitality and Tourism Management Teacher
North Central High School
Kershaw, SC
Douglas OFlaherty
Director of Operations
South Carolina Hospitality Association
Columbia, SC
Jillian Ely
Hospitality and Tourism Consultant
Little Rock, AR
Lisa Perras
Business and Hospitality Instructor
Mountain View Academy
White Mountains Regional High School
Whitefield, NH
Patricia LeCompte
Marketing/Hotel, Resort, & Tourism Management
Instructor
Monroe Career & Technical Institute
Bartonsville, PA
Technical Assistance
Courtyard by Marriott Orlando Downtown
Cheryl Seckman, General Manager
Jorge Vargas, Operations Manager
Janett Gonzlez, Housekeeping Supervisor
Carlos Lopez, Front Desk Representative
Courtney Cruz, Front Desk Representative
Debra Rangoo, Guestroom Attendant
EI Technical Team
iii
iv
ADA Box
Throughout this textbook, an ADA box will highlight how federal requirements determine what the
hospitality and tourism industry must do to meet the needs of guests with disabilities.
ADA
What is the purpose of the Americans with Disabilities Act (ADA)?
The ADA is a Federal civil rights law that prohibits discrimination against people with
disabilities in everyday activities. These requirements went into effect on January 26, 1992.
Businesses that serve the public must modify policies and practices that discriminate
against people with disabilities; comply with accessible design standards when constructing
or altering facilities; remove barriers in existing facilities where readily achievable; and
provide auxiliary aids and services when needed to ensure effective communication with
people who have hearing, vision, or speech impairments.
Green Practices
Why are green practices important?
Today, every organization should participate in environmentally friendly or green
practices to ensure that all processes, products, and workplace activities address current
environmental concerns. This is known as running a sustainable green business. The
hospitality and tourism industry was one of the first to recognize the value of sustainable
green practices for protecting the future of its guests, employees, planet, and profits.
Table of Contents
Unit 1
Introduction to Hospitality and Tourism Program...................................................... 2
Chapter 1
Hospitality and Tourism.....................................................................................................................4
Section 1.1
Introduction..............................................................................................................................................................6
Section 1.2
History of Hospitality and Tourism..............................................................................................................................8
Section 1.3
Global View of Hospitality and Tourism.....................................................................................................................10
Section 1.4
Scope of the Industry..............................................................................................................................................11
Section 1.5
The R.A.V.E. Principle: Respect and Value Everyone................................................................................................12
Section 1.6
Guest Service on a Global Scale..............................................................................................................................13
Section 1.7
Types and Organization of Accommodations............................................................................................................16
Chapter 2
Careers in Hospitality.......................................................................................................................20
Section 2.1
Introduction............................................................................................................................................................22
Section 2.2
The People of Hospitality and Tourism.....................................................................................................................23
Section 2.3
Exploring Careers in Hospitality and Tourism............................................................................................................24
Section 2.4
Types of Hospitality and Tourism Careers.................................................................................................................25
Section 2.5
The Hospitality and Tourism Professional.................................................................................................................28
Section 2.6
You As a Guest Service Professional .......................................................................................................................29
Section 2.7
Career Goals: The Job Hunt, Rsum, and Portfolio ................................................................................................32
Section 2.8
The Interview Process.............................................................................................................................................36
Section 2.9
Ethics: Doing the Right Thing .................................................................................................................................38
Section 2.10
Self-Esteem: Respect and Value Yourself ................................................................................................................39
vi
Unit 2
Hospitality Soft Skills.......................................................................................... 42
Chapter 3
Guest Cycle....................................................................................................................................44
Section 3.1
Introduction............................................................................................................................................................46
Section 3.2
Stages of the Guest Cycle........................................................................................................................................47
Section 3.3
Guests: Who Are They?...........................................................................................................................................50
Section 3.4
Global Traveling Public............................................................................................................................................52
Chapter 4
Guest Experience Cycle ...................................................................................................................56
Section 4.1
Introduction............................................................................................................................................................58
Section 4.2
Follow the Experience: Stages of the Guest Experience............................................................................................59
Section 4.3
Operations and the Guest Experience......................................................................................................................60
Section 4.4
Guest Service GOLD...............................................................................................................................................................62
Section 4.5
Guest Recovery.......................................................................................................................................................64
Section 4.6
Guest Service Measurement (GSM) ........................................................................................................................67
Chapter 5
Financial Processes and the Guest Cycle...........................................................................................70
Section 5.1
Introduction............................................................................................................................................................72
Section 5.2
Follow the Dollar.....................................................................................................................................................73
Section 5.3
Protect the Money...................................................................................................................................................74
Section 5.4
Guest Service and the Bottom Line..........................................................................................................................76
Section 5.5
The Guest Cycle and Financial Opportunities...........................................................................................................78
vii
Chapter 6
Communication ..............................................................................................................................82
Section 6.1
Introduction............................................................................................................................................................84
Section 6.2
Types of Communication.........................................................................................................................................86
Section 6.3
Communicating Effectively With Guests...................................................................................................................87
Section 6.4
Workplace Etiquette................................................................................................................................................89
Section 6.5
Written and Electronic Communication Skills...........................................................................................................91
Section 6.6
Barriers to Effective Communication........................................................................................................................92
Section 6.7
Interdepartmental Communication..........................................................................................................................94
Unit 3
Operational Areas............................................................................................... 98
Chapter 7
Front Office Operations..................................................................................................................100
Section 7.1
Introduction..........................................................................................................................................................102
Section 7.2
Rooms Division.....................................................................................................................................................104
Section 7.3
The Front Office Manager......................................................................................................................................106
Section 7.4
Front Office Positions............................................................................................................................................108
Section 7.5
The Front Desk Operation.....................................................................................................................................110
Section 7.6
Guests and the Front Desk ...................................................................................................................................113
Section 7.7
The Financial Reporting Cycle...............................................................................................................................114
Section 7.8
Performance Standards.........................................................................................................................................115
Section 7.9
Room Rate Systems..............................................................................................................................................117
viii
Chapter 8
Executive Housekeeping Operations................................................................................................120
Section 8.1
Introduction..........................................................................................................................................................122
Section 8.2
The Executive Housekeeper..................................................................................................................................124
Section 8.3
Guestroom Cleaning Basics...................................................................................................................................126
Section 8.4
Housekeeping Positions........................................................................................................................................130
Section 8.5
Inventory ..............................................................................................................................................................132
Section 8.6
Managing Inventories............................................................................................................................................135
Section 8.7
Linen Inventory.....................................................................................................................................................138
Section 8.8
Housekeeping Green Practices..............................................................................................................................140
Chapter 9
Facilities Management...................................................................................................................144
Section 9.1
Introduction..........................................................................................................................................................146
Section 9.2
Facilities Management and the Chief Engineer.......................................................................................................147
Section 9.3
Maintaining Property Appeal.................................................................................................................................150
Section 9.4
Preventive Maintenance........................................................................................................................................152
Section 9.5
Routine and Emergency Maintenance ..................................................................................................................156
Section 9.6
Emergency Preparedness Plan..............................................................................................................................157
Section 9.7
Facilities Green Practices......................................................................................................................................158
ix
Chapter 10
Food and Beverage Services...........................................................................................................162
Section 10.1
Introduction..........................................................................................................................................................164
Section 10.2
Types of Food and Beverage Operations................................................................................................................165
Section 10.3
Food and Beverage Guest Cycle............................................................................................................................167
Section 10.4
Food and Beverage Financial Cycle.......................................................................................................................168
Section 10.5
Restaurants and the ADA......................................................................................................................................170
Section 10.6
Food Safety and Sanitation....................................................................................................................................172
Section 10.7
Restaurant Operations...........................................................................................................................................174
Section 10.8
Kitchen Operations................................................................................................................................................177
Section 10.9
Responsible Beverage Operations.........................................................................................................................178
Section 10.10
Banquets, Catering, and Event Planning................................................................................................................180
Section 10.11
Food and Beverage Green Practices......................................................................................................................183
Chapter 11
Resort Operations..........................................................................................................................186
Section 11.1
Introduction..........................................................................................................................................................188
Section 11.2
Resorts.................................................................................................................................................................189
Section 11.3
Cruise Lines..........................................................................................................................................................191
Section 11.4
Recreational Vehicles and Tent Camping...............................................................................................................194
Section 11.5
Off-Site Partners....................................................................................................................................................195
Chapter 12
Operational Finance......................................................................................................................200
Section 12.1
Introduction..........................................................................................................................................................202
Section 12.2
Revenue Centers vs. Cost Centers.........................................................................................................................203
Section 12.3
Introduction to Night Audit....................................................................................................................................204
Section 12.4
Night Audit Calculations........................................................................................................................................211
Section 12.5
Yield Statistic........................................................................................................................................................212
Section 12.6
Financial Impact of Green Practices......................................................................................................................213
Unit 4
Sales and Marketing......................................................................................... 216
Chapter 13
Marketing.....................................................................................................................................218
Section 13.1
Introduction..........................................................................................................................................................220
Section 13.2
Operational Role of Marketing...............................................................................................................................222
Section 13.3
Basic Four Ps of Marketing...................................................................................................................................224
Section 13.4
Lodging Market Segmentation...............................................................................................................................226
Section 13.5
Tools of Marketing.................................................................................................................................................228
Section 13.6
Marketing Messages ............................................................................................................................................231
Section 13.7
Marketing Ethics: Honesty in Advertising...............................................................................................................232
Section 13.8
Green Practices....................................................................................................................................................233
Chapter 14
Sales...........................................................................................................................................236
Section 14.1
Introduction..........................................................................................................................................................238
Section 14.2
Role of the Sales Department ...............................................................................................................................239
Section 14.3
Structure of the Sales Department.........................................................................................................................240
Section 14.4
Prospecting...........................................................................................................................................................242
Section 14.5
Types of Sales ......................................................................................................................................................244
xi
Unit 5
Safety and Security........................................................................................... 248
Chapter 15
Operational Safety.........................................................................................................................250
Section 15.1
Introduction..........................................................................................................................................................252
Section 15.2
Occupational Safety..............................................................................................................................................253
Section 15.3
Risk Management.................................................................................................................................................254
Section 15.4
Occupational Safety and Health Administration (OSHA).........................................................................................257
Section 15.5
Operational Safety.................................................................................................................................................259
Chapter 16
Security.......................................................................................................................................266
Section 16.1
Introduction..........................................................................................................................................................268
Section 16.2
Hotel Security.......................................................................................................................................................269
Section 16.3
In-House Security.................................................................................................................................................270
Section 16.4
Key Control...........................................................................................................................................................272
Section 16.5
Operational Emergencies.......................................................................................................................................273
Section 16.6
Emergency Preparedness......................................................................................................................................274
Glossary
Year 1..........................................................................................................................................280
Index
Year 1..........................................................................................................................................294
Photo Credits
Year 1..........................................................................................................................................298
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Unit 1
Introduction to
Hospitality and
Tourism Program
XChapter
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XChapter
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2
Careers in Hospitality
Unit Overview
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Introduction
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1.2
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1.3
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1.4
Scope of the Industry
XSection
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1.5
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1.6
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1.7
Competencies
1. Describe the changes hospitality and tourism
have experienced in modern times.
2. Explain how hospitality and tourism depend on
one another for success.
3. Describe the social impact of global travel and
business on hospitality and tourism.
4. Describe the scope of industry services
available for todays traveler.
5. Explain the need for respect and value for all
guests by the hospitality and tourism industry.
6. Explain the purpose of quality guest service in
the hospitality and tourism industry.
7. Identify the types of hotels available to
hospitality and tourism guests.
Hospitality Profile
Section 1.1
Introduction
Terms you
should know
Hospitalitythe reception
and entertainment of guests,
visitors, or strangers at
resorts; membership clubs,
conventions, attractions,
special events; and other
services for travelers and
tourists.
Business
a need to
conduct
business, attend
a conference,
convention, or
meeting.
Recreation
a wish for rest,
relaxation,
sports, and
entertainment.
Visits to family
and friends
a wish or need to
spend time with
loved ones.
Culture
a desire to learn
about different
places and things
of interest.
Health issues
a need for
diagnosis or
treatment from
a non-local
medical facility.
The Internet also has a huge impact on hospitality and tourism. Not just because it is easier to find
and book travel online, but because online information about the people, places, and things found around
the globe has created a greater interest in visiting those destinations.
Section 1.2
should know
Lodgingto temporarily have
a room in a hotel, motel, inn,
bed & breakfast, or hostel.
1926
Route 66 is
completed,
linking Los
Angeles and
Chicago.
1947 The
Roosevelt
Hotel is the
first to install
TVs in all
guestrooms.
1910
8
1920
1930
1940
1950
2001
Following the
attacks of
9/11, hotels
implement
new antiterrorism and
security
measures.
1969 Chain
hotels begin
offering
swimming pools
as a way to
increase profits.
1972 Hotels
begin accepting
credit cards
to guarantee
guestroom
reservations.
1960
1970
1980
Decade (10-year increments)
1990
2008 Flat-screen
TVs become the new
standard for guestrooms. The future of
innovation and
change will continue
to globally drive the
hospitality and
tourism industry.
1990 The
Americans with
Disabilities Act
(ADA) becomes law
and hotels begin
offering accessible
guestrooms and
amenities.
2000
2010
2020
9
Section
1.3
should know
Infrastructurethe basic,
underlying framework or
features of a system or
organization.
10
Section
1.4
he scope of hospitality-related businesses required to meet the needs of a destinations guests will
typically fall into one of the following groups:
Transportation
Accommodations
Hotels
Airlines
Resorts
Cruise lines
Motels
Rail
Hostels
Car rentals
Vacation rentals
Tour/coach operators
Vacation ownership
Bus lines
Taxis
Recreational vehicles
and camping
Attractions
Theme parks
Full-service
Zoos
Fine dining
Quick service
Natural wonders
Heritage sites
11
Section
1.5
should know
Diversitythe human quality
of being different or varied.
Diversity
12
Section
1.6
Terms you
should know
Tangible Services
services that provide for
guest expectations using
the physical assets of the
property.
Intangible Servicesitems
of value to guests such as
comfort, safety, and enjoyable
experiences that meet
their emotional needs and
expectations.
What are the basic skills of guest service? If you asked guests, they
would say guest service must always include:
1. SafetyMake me feel safe.
2. CourtesyTreat me as an individual by showing me I am valued
and respected.
3. ShowProvide me with the best guest experience your property
has to offer.
4. EfficiencyMeet my needs quickly and to the very best level you
and your property can provide.
These guest service skills can take the form of a tangible service such
as providing extra towels or pillows when requested, or intangible service
such as seeing to the safety, comfort, and enjoyment guests experience
during their stay.
13
Destination Marketing
Destination marketing organizations (DMOs) specialize
in attracting guests to a specific destination where hospitality
and tourism are big business. Locations such as Orlando,
Las Vegas, and New York City depend on the local DMO to
help market and bring in visitors. Based on location, many
destination marketing organizations may operate under a
different name such as:
In the United States
Convention & Visitors Bureau
Convention & Visitors Association
Internationally
Tourist Authority
National Tourist Office or Organization
Tourist Bureau
Tourism Commission
Regardless of the organizations name, the purpose is
basically the same for all. The key role of all DMOs is to develop
local economic growth, attract visitors and conventions
to the local area, and globally market the availability of
attractions, hotels, restaurants, and other services.
For guests, DMOs are an important resource for information
about where to stay, eat, and play while visiting that destination.
DMOs also serve as the official point of contact for convention
and meeting planners and tour operators, which are often
a major source of income for local businesses. They benefit
guests, meeting planners, and tour operators by:
Offering unbiased information about all types of services
and facilities available to guests
Providing one-stop information service about all local tourism sites and attractions
Assisting in the creation of marketing materials, also known as collateral materials, to help in the
sales of group tours, meetings, or conventions
Assisting with on-site logistic and registration services
Assisting in the coordination of local transportation, special tours, and special events
Most service are provided by DMOs at little to no cost, which is one of the greatest benefits offered
by a destination marketing organization.
14
15
Section
1.7
hen traveling, people will carefully decide what type of accommodations to book for their temporary
home away from home. Aided by the Internet, recommendations from family and friends, and
past experiences, guests will begin to narrow down the decision, using the process of elimination.
The first decision will be to choose the type of hotel that best suits the reason for travel. A person
traveling for business will have a very different set of needs than a family of four going on vacation.
Because of the vast assortment of reasons people travel, the hospitality and tourism industry has developed
a variety of hotel types to better meet guests travel needs. The types of hotels include:
Commercial HotelsLocated in downtown business districts, this type
of hotel caters to business travelers, tour groups, small conferences,
and the occasional tourist.
Airport HotelsAir travel created the need for hotels located inside
or near airports. Both business travelers and tourists benefit, not only
from the convenient location, but also from the services offered, such
as courtesy vans to and from the airport. Most offer meeting/conference
room space and banquet services as a convenience to groups wishing
to stay near an airport while conducting business.
All-Suite HotelsFeature suites containing living rooms, kitchenettes,
and bedrooms for guests with longer hotel stays or a wish for a more
homelike stay. Frequent business travelers, family vacation groups,
and those needing temporary living quarters all find this type of hotel
very appealing.
Extended-Stay HotelsThis type of hotel is similar to all-suite hotels
but usually offers full kitchens and guest laundromat. These amenities
appeal to travelers staying longer than five days and who prefer less
hotel- and more apartment-like services.
Residential HotelsResidential hotels offer permanent or very longterm occupancy to guests who prefer hotel living because of the amenities
such as daily housekeeping service, concierge, and uniformed services.
The guest accommodations can range from a typical guestroom to a suite
or condominium. This type of hotel is often known as a condo hotel.
16
17
1. In what time period did travel become more affordable for the average person?
2. What did affordable travel give birth to?
3. What is E.M. Statler considered the father of?
4. What do people choose to do if they travel?
Section 1.2
Section 1.3
A family from Lima, Ohio, plans to take a vacation to San Francisco, California. What types of
businesses need to form the infrastructure for the familys visit? List businesses they will use during
the trip.
Section 1.4
Section 1.5
18
Section 1.6
Guest Service
1. What is the definition of guest service?
2. What two things do all guests arrive at a destination with?
3. What are the four basic skills associated with guest service?
Destination Marketing
1. What does the acronym DMO stand for?
2. What is the purpose of a DMO?
Section 1.7
Match the guest to the type of accommodation best suited to their travel needs.
1. A guest needs to travel for business to Dallas, Texas. He will need to stay for at least six weeks to
complete the job he has been hired to do. He hates staying so long in a typical hotel. What type of
accommodations would be the best choices for his needs?
2. Two sisters are planning a trip together. They both want to visit a variety of different cities or countries
on the trip but hate the thought of having to pack and unpack at each destination. What type of
accommodations would be the best choice for the sisters needs?
3. A couple are planning their honeymoon trip. They would prefer a place that is quiet and romantic with
a lot of character. They also want it to be small, warm, and welcoming. What type of accommodations
would be the best choice for the honeymooners needs?
4. A family of four likes to take a vacation every year, during the same week of July. They always go
to the same place and wish they owned a home at that destination. What type of accommodations
would be the best choice for the familys needs?
19
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2.5
XSection
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2.6
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XSection
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2.9
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Competencies
1. Identify the type of person found working
in the hospitality and tourism industry.
2. Identify the importance of expertise
building through on-the-job experience.
3. Identify the type of potential careers
available in the hospitality and tourism
industry.
4. Explain the various career paths available
in the hospitality and tourism industry.
5. Explain the role of the hospitality
professional.
6. Explain the skills and responsibilities of a
guest service professional.
7. Identify the steps required during the job
hunt and interview process.
Hospitality Profile
21
Section
2.1
Introduction
T
he hospitality and tourism industry offers a much wider choice of career options than most other
industries. No matter what a person wishes to do, chances are the job exists as a segment of the
industry. This means the work is varied with many creative opportunities in areas such as advertising,
sales promotions, and marketing. The hospitality and tourism industry is a people business where
the day is spent satisfying guests, working with motivated co-workers, and dealing with suppliers of
goods and outside services.
The industry does not have
jobs that offer a traditional nineto-five work schedule, but it does
offer positions with a wide range
of schedules that are flexible
and nontraditional. This has
the advantage of allowing time
for work, school, and play for
those who wish to work while
attending college. Today, many
industry leaders tell a common
story of getting an entry-level
job at a hotel, going to college
while working, and moving up
the career ladder as they gained
both knowledge and experience.
22
Section
2.2
hose who work in hospitality and tourism know that it takes a special
type of person to fill the vast array of jobs available in the industry.
They also know that a successful hospitality and tourism operation must
utilize both art and science. In what way does this happen? For art, it
is the employees ability to create a place where guests feel welcome,
safe, and comfortable, while science involves the employee being able to
consistently provide guest accommodations and services that will meet
or exceeds guests expectations. Hospitality and tourism careers can be
exciting, sometimes challenging, and occasionally glamorous.
Todays guests are global travelers from all walks of life, a variety
of culture and religions, and have very high guest service expectations.
Anyone considering a career in hospitality and tourism must be prepared
to work with a diverse guest audience and be willing to develop the
necessary job skills. The job skills required will be either hard skills such
as utilizing the various computer systems, or soft skills such as providing
a special guest experience that is interesting and enjoyable.
When exploring a potential career option, it is always a good idea
to learn as much as possible before making a final decision. Some of the
questions people thinking of a career in hospitality and tourism should
ask themselves:
Terms you
should know
Hard Skillsskills used to
follow established protocols,
operate equipment, maintain
facilities, and utilize
computer systems.
Soft Skillsdesirable
qualities for certain forms
of employment that do
not depend on acquired
knowledge. They include
common sense, the ability
to deal with people, and a
positive, flexible attitude.
23
Section
2.3
should know
Expertise Building
developing the knowledge
and skills required to perform
on the job at the highest
level.
24
Section
2.4
t is estimated that more than 1.8 million people work in the U.S. lodging industry and an estimated
13 million work in the food service industry. These two simple facts make it very clear that the
opportunities for a long-term career in just those industries alone are very possible. Add to that the
millions of other jobs available in the other industries involved in hospitality and tourism and the
potential career options are nearly limitless.
This graphic shows some of the types of businesses found in the four main operational categories
of the hospitality and tourism industry. Just about any career you can think of will very probably be
available in one or more of the four categories.
Accommodations
All-suite hotels
Casino hotels
Conference centers
Full-service hotels
Limited-service hotels
Resorts
Retirement communities
Food Service
Commercial cafeterias
Education food service
Employee food service
Full-service restaurants
Health care
Lodging food service
Quick-service restaurants
Recreational food service
Social caterers
Transportation
Airlines
Bus lines
Car rental companies
Cruise ships
Tour/Coach operations
Attractions/Other
Campgrounds
Fitness centers
Country clubs
State and national parks
Tourist merchandise operations
Theme parks
Zoos
25
Terms you
should know
Entry-Levelfirst-level
employment in a hospitality
firm which usually requires
a HS or equivalent level of
education, training, and
experience qualifications.
It gives a recruit the benefit
of a gainful occupation,
opportunity to learn and gain
experience, and serves as a
stepping-stone for higherlevel jobs.
Supervisorythe level
where experience, training,
and initiative are combined
to create the ability to lead
employees and satisfy guests.
Managementthe
Linelevel
Entry-level
SkilledSkilled-level
level
Supervisory
Management
Executive
How long it takes to achieve each step on career path will depend on your:
26
Department Head
Certified
Certified
Certified
Certified
Certified
Managerial
Supervisor
Entry-Level
27
Section
2.5
hen should someone begin developing themselves into an industry professional? The answer is,
right now. Those who choose to develop the skills required by hospitality and tourism professionals
are setting themselves up, early on, for success.
28
Section
2.6
Terms you
should know
Performance Standards
a list used to provide the
employee with specific
performance expectations for
each major duty. They are
the observable behaviors and
actions that explain how the
job is to be done.
Guest
Service
Gold
29
Here is how the guest service basics are applied to train new employees. Adopting these basic
approaches as other career skills are being learned will provide a strong foundation for anyone wishing
to work in hospitality or tourism.
To make it easy to remember, the performance basics have been put into phrases for use when
interacting with guests to make certain nothing is forgotten. The phrases to remember are:
I project a positive image and energy when I:
Smile
Look approachable
Look happy and interested
Keep conversations positive
I am courteous and respectful to all guests, including children, when I:
Make eye contact and smile
Engage in guest interaction
Treat guests as individuals
Greet and welcome each guest
Thank all guests and invite them back
I appear professional when I:
Provide excellent service and remember safety is important
Perform my role efficiently by reducing guest hassles and inconveniences
I go above and beyond when I:
Anticipate guest needs and offer assistance
Create surprises and delight my guests
Provide immediate service recovery and make it right for my guests
30
Terms you
should know
Property Service
Standardsthe standards
31
Section
2.7
should know
Rsuma brief written
account of personal,
educational, and professional
qualifications and experience,
for use by an applicant when
applying for a job.
Portfoliothe contents of
a case, such as a three-ring
binder, that demonstrate
recent work or school
experiences, specialized
training, skills, certifications,
and awards.
earching for a job takes a lot of patience and time. People who are
serious about getting a job, need to be dedicated, organized, and
always on the hunt for an available position. Scheduling time into each
day to search for job openings, submitting rsums, building a portfolio,
and completing applications is extremely important, especially for
students looking to launch their careers while still in school or following
graduation.
The job hunt begins with a person researching the various segments
of the industry to determine which are a right fit for his or her job skills,
training, education, and experience.
32
National
Park
Travel/Event
Planners
Zoo
Theme
Park
Restaurant
Cruise
Line
Car Rental
Agencies
Hotel
Hotel
Hotel
Airline
Museum
33
Purpose of a Rsum
The most common tool used to find a job is the rsum. It should be a brief one- or two-page document
that summarizes all qualifications, work experience, education, and achievements. Think of a rsum as
an advertisement that is sent to companies trying to sell them on a persons qualifications and skills.
Qualifications
List of skills and abilities that make a person qualified for the job
Excellent people and sales skills
Outstanding computer skills
Strong communication skills
Great writing skills
Work Experience
Hometown Inn
Front Desk Representative
Captain Anchors Seafood Grill
Server
2010present
20092010
Education
Learnersville Community College
Seeking an AA Degree in Hospitality Management
Morgantown Career and Technical Institute
Hospitality and Tourism Management Program
2010present
20082010
34
Purpose of a Portfolio
Portfolios are meant to impress and persuade employers to hire the job applicant. A portfolio
should contain real examples of previous school and employment experiences that demonstrate the
qualifications listed on a rsum. The goal is to show a commitment to the job, profession, and industry
segment.
The portfolio should contain visual examples of previous projects, tasks, training, and educational
experiences. It should be a living documentmeaning every time something new is achieved or
experienced, an example of that experience should be added to the portfolio. The materials can be
contained in a notebook with print copies of examples, or stored on electronic media such as a CD,
DVD, USB drive, or other common media storage tools.
Portfolio Ideas
35
Section
2.8
ow you look, act, dress, behave, and perform on the job is extremely important to anyone wishing
to build a career in the hospitality and tourism industry. This is true when looking for any type
of job and becomes even more important when applying for a position where guest service, the guest
experience, and guest expectations are key job responsibilities. Simply put, no one wants to hire a
dirty, rude person who thinks poorly of him- or herself, and isnt sure what is the right thing to do.
To prevent any or all of those things from affecting a persons career-building efforts, the hospitality
professional hopeful must learn:
The hospitality and tourism industry has high expectations for employee grooming
and appearance. These expectations are based on guest expectations and each companys
guidelines.
The basic grooming guidelines:
Be neat and clean (clothes and body)
Wear an assigned uniform correctly
Wear a nametag at all times
Maintain a professional appearance at all times
This is also important when applying for a job. It is important to arrive at an interview dressed
to impress. This shows potential employers that a responsible, professional person has applied for
the job.
36
The hospitality and tourism industry depends on its employees to use good manners in order to
provide a warm welcome to guests. Showing good manners during a job interview allows potential
employers to see professional behavior in action.
Professional behavior guidelines include:
Acting confident and self-assured
Making eye contact
Smiling and using positive body language
Having good posture
Being warm and welcoming
Addressing the person by name
Being fun and friendly
Being knowledgeable
Being willing to look for answers to guest questions
Being willing to provide great guest experiences
These are the types of things potential employers will be
looking for during an interview and are the behaviors you
need to display to show you are ready and prepared to fill
the position.
37
Section 2.9
should know
Ethicsthe rules or
standards governing the
conduct of a person or the
conduct of the members of a
profession.
Moralsgenerally accepted
customs of conduct and right
living by a society, or an
individuals lifetime-learned
personal practices of what is
right or wrong.
38
Section
2.10
Terms you
should know
Self-Esteema persons
overall evaluation of his or
her own self worth, which can
be either positive or negative.
Convictionsfixed or firm
personal or business beliefs
not easily changed without
good reasons provided by
other people or situations.
Learn
Achievement
Be
Prepared
Positive
Focus
Smile
Confidence
Confidence
39
1. What must anyone planning a career in hospitality and tourism be prepared to do?
2. Why is gaining knowledge and experience important to someone building a career in hospitality and
tourism?
3. What non-traditional item does the hospitality and tourism industry offer its employees?
Section 2.2
Section 2.3
1. Why will your first job in hospitality or tourism have such a strong influence on your future career
choices?
2. What is time working in hospitality or tourism seen as and why is it important?
3. Do the choices you make today affect what you will be doing in 10 years? Give two examples of why
you believe your answer to be correct.
Section 2.4
Section 2.5
40
Section 2.6
1. What are the four components used in the guest service performance standard?
2. What are two of the basic soft skills a guest service professional must master?
3. How can you project a positive image?
4. How do you show courtesy and respect to all guests?
5. What should you do to appear professional?
6. What can you do to go above and beyond with your guests?
7. What does the phrase meeting and exceeding guest expectations mean you should do?
Section 2.7
Section 2.8
1. What do guests and employers expect from hospitality and tourism employees?
2. What do you need to do to be dressed to impress during a job interview?
3. Why is how you behave during a job interview so important?
4. What is the number one thing a potential employer will be looking for from you during a job interview?
Section 2.9
Section 2.10
41
Unit 2
Hospitality
Soft Skills
XChapter
X
3
Guest Cycle
XChapter
X
4
XChapter
X
5
XChapter
X
6
Communication
42
Unit Overview
43
3
r
e
t
p
a
Ch
e
l
c
y
C
t
Gues
XSection
X
3.1
Introduction
XSection
X
3.2
XSection
X
3.3
XSection
X
3.4
Competencies
1. Identify the tasks performed during pre-arrival, arrival,
occupancy, and departure stages of the guest cycle.
2. Identify how a seamless guest experience is managed by
employees and the property.
3. Identify how the emotional engagement of guests is
influenced by each stage of the guest cycle.
4. Explain how to determine guests wants and needs in
order to meet and exceed expectations with the global
traveling public.
44
Hospitality Profile
Jerry South
Founder & CEO
Towne Park
Towne Park is a provider of hospitality staffing and
parking solutions for hotels, casinos, hospitals, and
other companies throughout the United States. Jerry
South, founder and CEO, believes in learning through
living. Hes a self-taught, savvy businessman and
entrepreneur. Every day I learn, Mr. South shared
in a recent industry article. Thats the beauty of
it. You must use each and every day as a lesson for
tomorrow because youll need it. It is this belief
that enabled him to gain the trust of over 400
businesses nationwide over the past twenty years.
Mr. South is passionate about providing opportunities
for people to do more than they ever thought was
possible. He believes talented people at all levels
within the organization are the foundation of Towne
Parks success and is strategically involved in
attracting and cultivating executive talent. I have
a lot of philosophies by which I live. One of them
is that you cant be afraid to hire people smarter
than you.
In addition to his duties as Towne Parks CEO, Jerry
South is also the chairman of Towne Holdings, Inc.s
Board of Directors. He also participates in Towne
Parks Communications Council and is a member
of Towne Parks Executive Committee and Strategic
Planning Group.
45
Section 3.1
Introduction
Terms you
should know
Guest Cyclethe step-bystep process the guest goes
through during a hotel stay.
Seamless Guest
Experiencethe smooth
flow of each guest activity
from one to another without
disruption, resulting in an
overall positive feeling of
satisfaction.
Pre-Arrival
Hotel
Restaurant
Rental
Theme park
Arrival
Occupancy
Room Reservation
Check In
Hotel Stay
Check Out
Dining Reservation
Be Seated
Dining Experience
Pay Bill
Car Reservation
Pick Up
Use of Car
Return Car
Ticket Order
46
Departure
Section
3.2
Pre-Arrival
Destination
Departure date
Return date
Transportation
Length of stay
Activities
Budget
Price
Method of payment
Terms you
should know
Moments of Truthcritical
moments when guests
and staff interact, offering
opportunities for staff to
make a favorable impression,
correct mistakes, and win
repeat customers.
Arrival
Arrival, as the name implies, is the time when the guest arrives at a destination expecting to receive
the type of services requested or decided on during the pre-arrival stage of the cycle. For many businesses
it is a moment of truth because it is the time when the business must be capable of delivering what
was promised to guests through advertising, marketing, and direct contact efforts.
Now that the guest is on-site, making a lasting impression is critical. Why? Because this is when
the guest will make the crucial decision to like or dislike the employees, the services provided, and the
business as a whole. Likewise, it is the moment that establishes the overall feeling of how the guest
experience will be during the entire time they are staying at the hotel, dining at the restaurant, or visiting
the attraction. Often, it is during the arrival stage that a guest will decide if he or she will do repeat
business with the company or merely survive this single experience. The arrival stage depends heavily
on well-trained employees to provide guests with positive and problem-free experiences. Because guest
47
decisions happen at the speed of light, the lack of appropriate response by employees can have significant
impact on the businesss ability to build a loyal following of guests. The loss of a single guests future
business can have a huge financial impact on the company. Again, you may ask why? Because guests
who are loyal also act as free marketing when they share their experiences with family and friends. This
is also true of occupancy, the next guest cycle stage to be discussed.
Employee:
Personality, Efficiency, Attitude
PositiveGuest likes
Experience
NegativeGuest dislikes
Property:
Appearance, Staff Professionalism, Ambiance
PositiveGuest likes
NegativeGuest dislikes
Arrival
Occupancy
The stage of occupancy begins when the guest enters the guestroom, is seated in the restaurant
dining room, drives away in the car, or walks into the first guest area of the attraction. This is the time
when the guest expects to be immersed in the experience so they may see, do, eat, and explore. The most
important thought for all employees and the business is to deliver on the guest experience promises
made during the pre-arrival and arrival stages.
Exceptional guest service must be delivered to ensure the guests thoughts and decisions continue
to be positive and focused on how much they like everything. It only takes one dislike to cause the
guests thoughts to take a negative turn. Sadly, once a guest begins to focus on a negative experience
during the occupancy stage, and loses trust in the employees ability to meet his or her expectations,
it is almost impossible for employees and the business to recover the situation. What does this mean?
It means employees must be well trained, skilled at their jobs, and have a strong understanding of the
importance of providing exceptional guest service at all times. For the business, it means providing
the training, equipment, and managerial support to employees so they will be able to meet and exceed
guest expectations.
The flow of each step in the departure stage should combine business with the guests happy memories.
A guest should never think, feel, or say to themselves or others, things such as:
Occupancy:
The Dark Side
Lost guest loyalty equals lost business; it is the responsibility of every employee to send departing
guests away with only the very best experiences and stories to share with family and friends.
48
Departure
The departure stage, again as the name implies, is when guests conclude their business or experience
followed by leaving that location. Curiously, this stage of the guest cycle is most likely to receive the
least amount of effort by a businesss employees. Most people make the mistake of seeing departure
strictly as the time to collect payment and send the guests on their way. However, this is not true. Settling
the guests bill is only the start of the departure stage of the guest cycle. There are still a number of
things that need to occur as part of this stage. Guests will also be looking for closure on the experience
itselfdocumentation showing bill settlement, a warm goodbye, and, in some situations, a follow-up
from the business to make sure the guest was satisfied with the services received. Departure has two
componentsone is getting the business of payment completed and the other is to emotionally engage
the guest about the memories they have of the experience.
The flow of each step in the departure stage should combine business with the guests happy memories.
Departure
Collect payment
Ask guest about experience
Settle bill
Ask guest to share a fond memory
Provide guest with bill documents
Give warm goodbye
Give guest a moment to shift into departure mode
Follow up with guest to ensure satisfaction
Look for marketing opportunity
Departure is the time when employees have a chance to form a strong bond between the guest and
the service received by encouraging the guest to focus on happy memories. It is also the time to influence
current guests into committing to come back some time in the future. This is done by encouraging guests
to share their experiences as the bill settlement process is being completed. Influencing guests into
becoming repeat customers is extremely important in the hospitality and tourism industry and essential
to the success of every business. Why? Because these businesses have learned that if they can bring just
a small percentage of their previous guests back again, it will significantly increase profits by reducing
the cost of advertising and marketing. How? By taking advantage of the word-of-mouth advertising
provided by former guests when sharing their thoughts and memories with family and friends.
Guest follow-up supports this idea by allowing guests to process the experience, come to a conclusion,
and become receptive to the idea of using the services of the hotel, restaurant, attraction, or transportation
provider again and again. An example of this is sending out an e-mail to every guest within 48 hours of
departure, thanking them for their business and asking for any feedback they might wish to share. The
e-mail acts not only as a thank you, but as a way to proactively discover guest concerns or issues that
occurred during arrival or occupancy but were never resolved to the guests satisfaction. The business
now has a second chance, through follow-up, to make it right and resolve the situation.
49
Section 3.3
should know
Quality Guest Servicea
series of enhanced
experiences provided to
a guest by a hospitality
employee to raise the level of
the guests satisfaction.
Job Performance
Standardsa measurable set
of goals, objectives, and other
elements that can be applied
by an employer to determine
the level of performance
achieved by each employee.
very business needs clients and customers to buy its goods, products, or
services. But the terms client or customer have a very businesslike,
cold feeling about them that does not fit in well with the concept of guest
service. Consequently, the hospitality and tourism industry has chosen
to refer to those they provide goods, products, or services to as guests.
Guest Concept
What is the idea behind the guest concept? The idea is simple; the
business and its employees should act as caring hosts to each and
every guest. This will remove the cold, formal feeling from all business
interactions and raise them to a higher level known as quality guest
service, which should make the guest feel:
Welcome
Appreciated
Valued
Respected
Important
Quality guest service is
considered by hospitality and
tourism to be the entry-level
form of guest service. It sets a
baseline expectation for the types of guest
service soft skills needed by all employees
in the industry to meet the most basic
of job performance standards. Guest
service on the very highest level requires
employees to develop soft skills
that go above and beyond the
basic and deliver exceptional
service. The elements needed for
exceptional guest service will be
discussed in Chapter 4 of this
textbook.
50
Hosting Guests
The concept of being a guest is a universal one, meaning that no matter where a person travels
globally, the basic skills of acting as a host by hospitality and tourism employees are the same. This has
been an important factor in the amazing growth of international travel over the past 50 years as well.
So how does the concept of hosting work? That depends on the category a business falls under:
Term
Description
Accommodations
where you will welcome guests into their home away from
home for the night.
Food and
Beverage
Transportation
where you are offering to make certain guests can get from one
place to another.
Attractions
51
Section
3.4
52
Guest Diversity
Respecting and valuing the diversity of todays traveling public can
be complicated. To make it easier to manage requires an understanding
of the country or region of the world the guest is arriving from and the
purpose of the visit. Using those two pieces of information allows the
person delivering services to guests the opportunity to balance the items
the guest is seeking with what is actually available.
Terms you
should know
Discretionary Incomethe
money left after necessities
such as food, housing, and
clothing have been paid for
that can be spent for luxury
items and vacations.
Personality
Life Experiences
Education
Discretionary Income
Employees assisting with decisions concerning types of accommodations,
dining experiences, transportation needs, and available attractions need
to listen carefully to what the guest expects. This will allow the employee
to get a better feel for who the guest is and his or her likes and dislikes
when traveling. Then, using the information gained from active listening,
the employee must attempt to match, as closely as possible, the guest
expectation to what is actually available at a specific destination.
For example, the guest expects to stay in a small, family-run bed
and breakfast but the destination is a safari park in Tanzania. The
accommodations available for this location will be either a rustic safari
lodge or savannah campsite. Does the guest expectation match what is
actually available? No, it isnt a perfect match. Because this is the case, it
is the responsibility of the employee involved to make the guest aware
of the choices available and help to select an option that will be suitable,
if not exactly what the guest expected. This way, on arrival the guest has
a realistic expectation of what will be waiting. Simply put, if the guest
expects an apple but only an orange is available, make sure he or she
knows what type of fruit is in the fruit bowl.
53
For example: a guest wants to visit an exotic destination and stay in a five-star spa resort but no
five-star properties exist at that location. The guest service professional assisting the guest will need to
determine what that guest finds desirable about spa resorts. Using that information, the professional can
then attempt to match what the guest desires to what is available, describe the types of accommodations
available at the locale and answer the guests questions about the accommodations so he or she may
come to some type of decision. It is important during this conversation to focus on providing honest
descriptions of what is actually available so that the guest knows precisely what is being offered.
54
1. What stage of the guest cycle deals with collecting payment for services received?
2. What occurs during the pre-arrival stage of the guest cycle?
3. How does occupancy differ between a hotel and a theme park?
4. Do food and beverage operations experience the arrival stage of the guest cycle? Explain your answer.
Section 3.2
1. How do the pre-arrival activities impact what the guest experiences during occupancy?
2. What can happen during arrival that can cause the entire guest experience to be a poor one?
3. During occupancy, why should employees make sure guests only have positive thoughts?
4. Is collecting payment the only important activity to happen during the departure stage? Explain
your answer.
Section 3.3
1. Why is the term guest used by the hospitality and tourism industry?
2. What do you think of when the term customer is used?
3. What is involved in hosting guests at a hotel, restaurant, or attraction?
Section 3.4
1. How does a guest service professional find out what type of services a guest is familiar with receiving?
2. What does a guest service professional need to know in order to match guest needs with actual
services available?
3. Is it possible to help set a guests expectation of services available and, if so, how is setting the
expectation accomplished?
55
4
r
e
t
p
a
Ch
e
l
c
y
C
e
c
n
e
i
r
e
p
x
E
Guest
XSection
X
4.1
Introduction
XSection
X
4.2
XSection
X
4.3
XSection
X
4.4
Guest Service GOLD
XSection
X
4.5
Guest Recovery
XSection
X
4.6
Competencies
1. Identify the reason for encouraging repeat
guest business.
2. Identify the stages of the guest experience
cycle and the activities associated with each
stage.
3. Identify the purpose for providing seamless
guest experiences.
4. Identify the components used in above-andbeyond guest service.
5. Explain the role of guest recovery during
the handling of guest complaints, issues, or
problems.
6. Explain how and why guest satisfaction
measurements help a business to run
smoothly and profitably.
56
Hospitality Profile
David Kong
President & CEO
Best Western International
Growing up in Hong Kong, Mr. Kongs parents would take
him to hotels for dinner or brunch and it was from those
experiences that his interest in a career in hotels was born.
He started as a busboy and dishwasher and still feels a
special appreciation for people in those jobs. He has also
worked as a waiter, front desk representative, and PBX
operator (an older type of hotel switchboard phone system).
He credits his desire for knowledge, intellectual curiosity,
openness to embrace change, and his parents work ethic
as the reasons for his success.
Before Best Western, Mr. Kongs career includes managerial
experience with top hotel brands including Hyatt Hotels,
Omni International, Regent International, and Hilton
Hotels. He came to Best Western from KPMG Consultings
hospitality and real estate practice.
As a long-time active member of AH&LA, Mr. Kong
has played a vital role in the associations governance
restructuring task force which resulted in the restructuring
of the AH&LA bylaws, transitioning the association from
a federation to a dual-membership organization in 2005.
Today, Mr. Kong maintains his strong voice within AH&LA
through involvement on the CEO Council, and his position
as officer liaison to the Technology & E-Business Committee,
Risk Management Committee, and Small and/or Independent
Properties Advisory Council (SIPAC), among others.
57
Section
4.1
Introduction
Terms you
should know
Branda particular product
or company associated with
a name, logo, or unique
characteristic that serves
to identify that particular
product or company.
58
Section
4.2
he guest cycle discussed in Chapter 3 is used to explain and train hospitality and tourism employees
on what is involved in a guests visit from the business or operational perspective. To guests
themselves, the guest cycle means nothing. They see everything in the guest cycle as one seamless
experience. As guests process through the guest cycle, they are experiencing more than just the businessrelated activities of pre-arrival, arrival, occupancy, and departure. They are also involved in the guest
experience cycle at the same time. It is important to realize that attached to each stage of the guest cycle
is a piece of the guest experience cycle that must be integrated with the others in order to provide a
complete experience to the guest.
Employees have to be able to conduct the business of the guest cycle and, at the same time, provide
an exceptional guest experience. Employees need to be able to see the experience from two different
viewpoints and its the employees responsibility to realize these two perceptions are running parallel
to each other and try to make them match as much as possible. The two viewpoints are:
1. The employees perception of what is being provided
2. The guests perception of what is being received
The goal is for the guest cycle to be the same for all guests while the guest experience cycle will
vary by guest based on the personal choices made during his or her stay. Imagine the guest cycle and
the guest experience cycle are traveling down a parallel timeline with each item happening at the same
time but with a different experience being delivered to each guest. Why does each experience differ?
This will occur because of the difference in each persons personality, background, and interests. It will
also be due to the personal choices each guest will make during his or hers stay. Taking these individual
differences into account, employees must find ways to consistently perform their job tasks during each
stage of the guest cycle in order to meet and exceed each persons guest experience expectations.
During each stage of the two cycles, the guest will:
Guest
Experience
Cycle
Idea
Show interest
Decide
Commit to idea
Participate
Advocate
Be engaged
Form opinion
(yes/no) about loyalty
Guest Cycle
Pre-Arrival
Arrival
Occupancy
Departure
59
Section 4.3
he phrase seamless guest experience is based on the simple idea of making certain that guests
cannot tell when they shift from one part of the cycle to the next. It should all flow from start to
finish as smoothly as possible. People who experience hiccups or glitches during their guest experience
are more likely to remember those incidents over the positive ones. One golden rule of guest service
often used by hospitality employees is to never forget it only takes one bad moment to spoil everything
for the guest. This means every seamless guest experience must be positive as well.
Be outstanding
at your job.
Project a positive
image and energy.
These four simple steps will communicate to guests more than words and have a major impact on
their overall experience. It is important to keep in mind guests usually remember the last thing that
happens during their visit, so each guest experience must be a good one.
60
The hospitality and tourism industries were one of the first to embrace and provide for guests with
special needs to show they respect and value everyone (R.A.V.E.). Why? Because it is the right thing to
do. Additionally, in 1990 the Americans with Disabilities Act was signed into law. This law was created
to provide a clear and comprehensive national mandate for the elimination of discrimination against
individuals with disabilities. The hospitality and tourism industry responded to the ADA law by finding
new methods to provide guests with disabilities experiences designed to meet their special needs and
personal expectations.
ADA
By Law, the Americans with Disabilities
Act (ADA) requires all businesses to make
reasonable accommodation for customers with
special needs.
61
Section
4.4
uest service is a key element in both hospitality and tourism. It is considered an essential soft skill
to anyone wishing to have a long and successful career in either segment of the industry. It starts
by learning how to apply the guest service basics of:
Wear a smile and be polite
Make eye contact
Use the guests name
Wear your name tag at all times
Present a professional appearance
Treat guests as individuals
Make guests feel special
Meet and attempt to exceed guest expectations
Once the basics are mastered, the next step is developing the skills required to deliver above-andbeyond guest service. It was the need for hospitality professionals to have the tools and skills necessary
for exceeding guest expectations that led the American Hotel & Lodging Educational Institute (EI) to
develop the Guest Service GOLD training and certification program.
Guest Service GOLD focuses on seven key elements necessary for delivering the very highest levels
of guest service on an ongoing basis. The goal is to make providing above and beyond guest service a
routine part of the guest service professionals day. Why? Because it is a well-known fact that providing
the best guest service possible will have a positive impact on the company, the employees, and most
importantly, the guests.
62
Authenticity: Keep It
Real
Delight: Provide a
Surprise
Champion: Be a Guest
Hero
Professional Certification
Part of career development in any industry is to seek a professional
certification designation from the appropriate certifying
organization. Why? Because a professional certification shows
that the recipient has completed the coursework and passed
a difficult exam that tests for the required knowledge, skills,
and expertise needed to receive the designation. In the case
of hospitality and tourism, the certifying organization is
the American Hotel & Lodging Educational Institute (EI).
EI recommends that the one certification every
person in hospitality and tourism should hold is the
Certified Guest Service Professional (CGSP) designation.
Depending on the structure of the Hospitality and
Tourism Management program in this school, it may
be offered as part of the course work. If not, the
training is available by contacting the EI Professional
Certification department at www.ahlei.org.
63
Section
4.5
Guest Recovery
Terms you
should know
Advocacythe action of
supporting a cause, situation,
or need based on the
facts and feelings of those
involved.
Compensationsomething
given or received as an
equivalent for loss of services
or guest inconvenience.
64
Make It Right
A common model used for achieving win-win outcomes to guest
complaints is the L.A.T.E. model. It is a four-step process for handling
any challenging situation, whether it is with a guest or a coworker. The
acronym stands for:
Terms you
should know
Liabilitythe fault imposed
against a business for
injuries that occurred on the
businesss property or as a
result of negligent activities
by employees.
65
Advocacy
Traditionally, the word advocacy means a person
has become the champion of something or someone,
such as personal beliefs. In hospitality and tourism,
advocacy stands for guests promoting the company or
brand to others. To those employed in the industry, it
represents the services they protect and safeguard
for guest enjoyment.
Advocacy has two components:
1. The advocacy of a loyal guest who brings in
repeat or new business.
2. The advocacy of the employee acting on behalf
of the guest and their employer.
The first type of advocacy occurs when the
guest experience is problem-free. The guest will
be quick to share the details of the exceptional guest
experience with family and friends. It is very likely the
guest will advocate visits by others, either when asked
for a personal recommendation or when sharing a positive
memory from the experience. This type of guest advocacy
is incredibly valuable to all hospitality and tourism industry
businesses.
The second type of advocacy happens when a negative
guest situation is corrected to everyones
satisfaction. Typically, negative guest situations will require an employee
to use the L.A.T.E. model to achieve a win-win guest recovery solution. In
this instance, the employee has the opportunity to convert the guest into a
loyal guest by handling the situation correctly and reaching a solution that
works for everyone involved. If the employee fails to achieve a win-win
solution, then chances are the guest will leave dissatisfied and never
become a loyal guest.
Lost guest loyalty is often referred to as a lost opportunity in hospitality
and tourism. Why? Because a dissatisfied guest has the ability to share
that lack of satisfaction with family and friends, which can result in lost
business to the company or brand. So, the opportunity was there to fix the
problem but it did not happen, hence the lost opportunity label. People who
learn this early on, and begin using the LATE model to achieve a positive
outcome during every guest recovery situation, will grow guest loyalty
alongside their career.
66
Section
4.6
ospitality and tourism businesses have long recognized the need to measure how successful they
are in meeting and exceeding guest expectations. The tool most commonly used to measure guest
satisfaction is the Guest Service Measurement (GSM). Regularly providing guests with the chance to
give feedback about their guest experience is the best method of determining success or the need for
change. This can be done using comments cards, sending a link to an online survey, making a followup phone call, or having a feedback section available on the website. Once the information is received,
the guest experience provider can do one of two things with the GSM; they can choose to:
67
1. What does the term branding mean when used in the hospitality and tourism industry?
2. Why is building guest loyalty so important to businesses involved in the hospitality and tourism
industry?
3. Why is active listening an important career skill? Explain your answer.
Section 4.2
1. How can an employee use the two different viewpoints to ensure a positive guest experience?
2. Why is the guest experience cycle not the same for every guest?
3. Should the business of guest arrival be the only thing a hospitality employee should focus on?
Why?
Section 4.3
Section 4.4
1. List four of the guest service basics and explain why you believe each one should be an automatic
part of the guest experience.
2. Select one of the seven Guest Service GOLD elements and write a paragraph about why you
think it is an important part of excellent guest service.
3. Why is gaining professional certification an important part of career development? Explain your
answer.
68
Section 4.5
Section 4.6
1. What is the purpose of asking guests for feedback about their guest experience?
2. Why is it important for all hospitality and tourism businesses to continuously monitor guest
satisfaction? Explain your answer.
3. What could happen if a company or brand fails to measure guest satisfaction?
69
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XSection
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5.1
Introduction
XSection
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5.2
Follow the Dollar
XSection
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5.3
Protect the Money
XSection
X
5.4
XSection
X
5.5
Competencies
1. Identify the need for protecting the guests
right to privacy.
2. Identify the need to protect guests against
identity theft and fraud.
3. Explain the financial transactions that
occur during the guest cycle.
4. Identify the financial processes used to
protect guest privacy.
5. Identify the type of sensitive guest
information at risk during a financial
transaction.
6. Explain the financial purpose of an
employee code of conduct.
7. Identify the financial opportunities for
employees to influence guest spending
during the guest cycle.
70
Hospitality Profile
Ashli Johnson
Hospitality Consultant
71
Section 5.1
Introduction
Terms you
should know
Payment Cardsgroup term
used for credit, debit, and
cash cards used for all types
of financial transactions.
72
Section
5.2
large part of what occurs during the guest cycle has to do with money. It may involve the use of
a credit card to guarantee a reservation or book a plane ticket, or obtain cash to purchase tickets
to an attraction or pay for a meal. Consequently, every stage of the guest cycle will involve some sort
of financial transaction. Anyone wishing to build a career in hospitality and tourism will need to learn
the processes and procedures necessary to handle those transactions appropriately.
Lets follow the guest dollar and see where its spent during each stage of the guest cycle.
Some examples of financial transactions during each stage include:
Send a deposit or
guarantee hotel
room nights
Purchase
attraction
tickets
Financial
Transaction
Guest Cycle
Pre-Arrival
Arrival
Occupancy
Departure
73
Section
5.3
should know
Point of Sale (POS)the
device or location where a
sale or financial transaction
occurs.
Sensitive Informationa
persons information that is
confidential and not available
to the public, such as
Social Security Number,
a drivers license number
or state identification
card number, bank
account numbers,
or credit/debit card
numbers.
t has become necessary for those working in the hospitality and tourism
industry to recognize the need to protect the flow of cash, payment
card information, and guest privacy during the guest cycle. This protects
the company, employee, and the guest from theft and fraud. This is true
whether the transaction is in person and payment changes hands or when
technology is involved such as a payment made over the Internet.
Most financial transactions will take place in high-traffic, public areas
where cash registers known as Point of Sale (POS) systems are located.
It is also the most likely place for someone wishing to steal sensitive
information for criminal use to attempt illegal access. Since it is hard to
know who is watching and listening, employees must know the processes
and procedures to follow when handling a guest transaction. This includes
knowing:
What general information is safe to ask for verbally
What sensitive information is never to be asked
verbally
How to protect guest privacy
How to protect guest sensitive information against
criminal use
How to properly collect payment to protect his or her
company against fraud
This is a huge responsibility but one that can be easily
accomplished by:
Following company policy
Being in control of the financial transaction process
Moving guests to private, secure locations when
discussing sensitive information when necessary
Keeping cash and sensitive guest information safe and
secure
74
As guests pay for services or purchase a variety of items, the employee involved is expected to
understand the sensitive nature of handling cash, processing credit or debit cards, managing sales
receipts, and other financial processes.
Most often, these interactions involve communicating with a guest in person, by phone, or e-mail.
But it is typically during an on-site transaction that financial processes and procedures are used. This is
when employees put everything they know to use by following the rules and acting responsibly when
conducting a financial transaction. Why? The guest expects guaranteed protection against identity theft
and payment card fraud from any place of business during a financial transaction. In order to prevent
having to deal with the negative impact on everyone involved when either identity theft or payment
card fraud has occurred, most businesses take protecting guests against both crimes very seriously.
Remember, the security of money in any form, paper or plastic, is a part of everyones job in hospitality
and tourism.
Some examples of financial transactions involving sensitive information are:
Accepting payment, deposit, or prepayment
Collecting overdue payments
Declining of a credit card
Some examples of sensitive guest information in need of protection are:
Guest name and other personal information
Credit and debit card account information
Bank account information
Guest hotel and guestroom number
75
Section
5.4
should know
Bottom Linethe last line
of a financial statement that
shows the net profit or loss of
a company or organization.
Emotional Engagementthe
emotional connection that an
employee feels for his or her
job, that causes him or her to
perform the job to the highest
standard.
76
77
Section
5.5
he guest experience must be a memorable one if the property wants to be a popular destination
and financially successful as a company. Employees must always be looking for an opportunity to
increase profits by influencing guest spending through suggesting additional experiences for the guest
to enjoy. This is particularly important during the occupancy stage of the guest cycle when guests will
ask employees for ideas and opinions on places to visit, dine, or shop. How this will be accomplished
will depend on the type of hospitality or tourism business involved, for example, if the business is a:
Hotel
Employees can:
Encourage membership in guest loyalty programs
Encourage repeat guest stays
Encourage guests to spend their entire visit at the property (sleep,
dine, and use on-site recreation and amenities)
Encourage guests to send family and friends to stay at the property
Transportation
Employees can:
Encourage repeat use of services
Encourage recommending services to family, friends, and business
associates
Attraction
Employees can:
Encourage repeat visits
Encourage guests to promote the attraction to family and friends
78
Protecting guest privacy, conducting financial transactions correctly, and increasing guest spending
depends heavily on each employee performing his or her job correctly. It also involves employees
knowing they are responsible for following all company financial processes and procedures. Employees
who combine the various concepts of this chapter during any financial guest interaction will be able
to build guest confidence leading to a profitable bottom line. This means employees using the correct
processes and procedures will:
Show guests they can:
Provide outstanding guest service
Protect guest privacy
Prevent identity theft and payment card fraud
Show the company they work for they can:
Be committed to both the guests and their job
Control the financial transaction
Protect guest privacy
Follow company policies
Represent the company culture correctly
79
1. What is one of the most intricate tasks a hospitality employee might be asked to perform?
2. Why is identity theft a crime?
3. What type of cards are included in the term payment card?
4. Why do you think making a guest feel comfortable discussing financial information is important to
a business?
5. What does the term fraud mean?
6. Why is it important to prevent fraud from occurring?
Section 5.2
1. When in the guest cycle is a guest most likely to go shopping or make other purchases?
2. What kinds of financial transactions might occur during the arrival stage?
3. How might a guest spend money during the departure stage?
Section 5.3
80
Section 5.4
1. List two employee actions that build guest confidence in the employees ability to correctly handle a
financial transaction. Explain your answer.
2. What happens in level 5 of the employee engagement cycle?
3. What will guests do if they see an employee is invested, engaged, and committed to his or her job?
Explain your answer.
Section 5.5
1. Which stage in the guest cycle is a good time for employees to influence guests spending? Explain
your answer.
2. List three things an employee using approved processes and procedures will demonstrate to guests.
Explain why each is important.
3. List the five things an employee using the correct processes and procedures will demonstrate to his
or her company. Explain why each is important.
81
6
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6.1
Introduction
XSection
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6.2
Types of Communication
XSection
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6.3
XSection
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6.4
Workplace Etiquette
XSection
X
6.5
XSection
X
6.6
XSection
X
6.7
Interdepartmental Communication
Competencies
1. Identify the purpose of implementing effective
communication systems.
2. Explain the role of tact and diplomacy in effective
communication.
3. Identify the various forms of communication.
4. Explain the reasons for communicating clearly and
effectively with guests.
5. Explain the effect of verbal and nonverbal
communication on guests and co-workers.
6. Explain the importance of office etiquette to the
hospitality and tourism industry.
7. Identify the rules of written and electronic
communication skills.
8. Identify the seven barriers to effective
communication.
9. Identify the purpose of interdepartmental
communication methods.
10. Identify the purpose of a Comm Center in
hospitality and tourism operations.
82
Hospitality Profile
Nancy Johnson
Executive Vice President
& Chief Development
Officer Carlson Hotels
Nancy Johnson, executive vice president, development,
Carlson Hotelsthe Americas, has served as both vice
chair (2011) and chair (2012) of AH&LA.
As the executive vice president, Ms. Johnson is responsible
for all business development efforts for Carlson Hotels
select service hotel brands in the Americas including
Country Inns & Suites By Carlson and Park Inn. Ms.
Johnson also serves as brand leader for these same
Carlson brands of hotels in the Americas.
Additionally, Ms. Johnson is responsible for brand culture;
serving as the key contact for franchisee and partner
relationships; serving as the brand champion; leading
orientation, training and field service; and developing
brand systems, processes, and standards.
83
Section
6.1
Introduction
C
ommunication is essential to the hospitality and tourism industry. In some ways, it is the element
on which most guest-related activities are dependent. Hospitality and tourism employees must be
excellent communicators. Because hospitality and tourism focus on the guest experience, the employee
communicating directly with guests must develop strong communication skills early in his or her
career. It is particularly important for employees to be prepared to answer the same or similar questions
repeated throughout each and every day. It is a natural part of the guest service process. Never forget,
what is your one-hundredth answer to the same inquiry is the first time for that guest. Develop the
ability to always project positive, professional body language that communicates your willingness to
provide exceptional guest service.
Another aspect of effective communication is to think carefully about feelings involved, both your
own and the other persons. Rushing in and saying the first thing that comes to mind or immediately
becoming defensive is not a good tactic in any situation. This is particularly important in the work
environment. Using appropriate communication methods with co-workers is just as important as it is
with guests. A successful career in hospitality and tourism depends on the use of effective and appropriate
communication methods in all situations involving guests and co-workers.
What does this mean? It means learning to be tactful with everyone and using diplomacy at all times.
A good rule to follow is to choose your words wisely and never speak without thinking first.
84
Chapter 6 Communication
Chapter 6 Communication
85
Section
6.2
Types of Communication
Terms you
should know
Jargonthe vocabulary
peculiar to a particular
industry, profession, or work
group.
Written
communication:
Verbal
communication:
Nonverbal
communication:
Provide accurate
information and facts
86
Chapter 6 Communication
Section
6.3
Chapter 6 Communication
87
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Chapter 6 Communication
Workplace Etiquette
Section
6.4
earning and using the rules of good workplace etiquette is a must for anyone pursuing a career in
hospitality and tourism. Why? Because everyone you meet should be impressed with your level
of workplace professionalism and courtesy. Workplace etiquette is an important part of teamwork and
requires everyone to be committed to following the rules. Workplace etiquette covers a wide variety of
areas with each of equal importance to anyone wishing to be seen as a team player.
The rules of good workplace etiquette also help to build a professional image at work. The rules cover
a number of areas:
Chapter 6 Communication
89
90
Chapter 6 Communication
Section
6.5
Terms you
should know
Acronymsa word formed
from a sequence of initials
or groups of letters such as
R.A.V.E.
Here are some basic rules to follow when writing a document (hard
copy or electronic) and composing e-mails.
The basic rules are:
Written communication (hard copy or electronic)
Use Standard English
Follow standard rules of grammar and punctuation
Use complete sentences
Avoid jargon or slang
Define business related acronyms
Never use text speak such as PIF (paid in full) or HAND
(have a nice day)
Use easy to understand language
E-mail
Remember, this is a business (not personal) e-mail
Reply the same day as senders e-mail is received
Use proper spelling, grammar, and punctuation
Avoid text speak such as NRN (no reply necessary) or RRQ
(return receipt requested)
Never write in all UPPER CASE letters
Reply to only the people who need to hear from you
Use spell check
Never use e-mail for confidential information
Delete chain letters immediately
Chapter 6 Communication
91
Section 6.6
should know
Employee Moralethe
overall outlook, attitude,
satisfaction, and confidence
that employees feel at work.
92
Chapter 6 Communication
93
Section
6.7
Interdepartmental Communication
M
ost businesses involved in the hospitality and tourism industries have fairly complex structures.
Typically, each business is made up of several different departments which must interact with
each other during the course of daily business. This means that interdepartmental communication must
pass easily understood information between departments in a timely fashion. This is essential to the
smooth functioning of every hospitality and tourism-related business. Failure to communicate clearly
and quickly can seriously damage each departments ability to accomplish job tasks, provide exceptional
guest service, and be profitable. Often, this is the most common cause for a businesss lack of success
and healthy profits. All employees have to participate in the flow of information from one department
to another to ensure a smooth-running business operation and positive guest experience.
Some methods to ensure good interdepartmental communication include:
Developing steps for how information should flow between departments
Training the entire staff on the steps to keep information flowing
Regularly meeting and discussing changes to the steps that may be needed
For this to happen, every employee must take part and learn to be a strong team player and active
user of effective communication tools. This prevents confusion and chaos while creating trust and an
organized flow of information between each area.
Maintenance replaces
TV with working unit
and removes broken TV
94
Maintenance notifies
Front Desk and Housekeeping of action taken
Chapter 6 Communication
Housekeeping checks
TV and determines
it is broken
Chapter 6 Communication
95
Section 6.2
Section 6.3
Section 6.4
96
Chapter 6 Communications
Section 6.5
1. Why do hospitality and tourism employees need to have strong written and electronic communication
skills? Explain your answer.
2. Why is it important to write using complete sentences?
3. What will the reader think if he or she receives an e-mail written in all capital/upper-case letters?
4. Is it acceptable to use text speak when communicating with a guest or co-worker? Explain your
answer.
5. Why do you think a business wants all written communication to use proper spelling, grammar, and
punctuation?
6. What are written and electronic communication skills used for by hospitality and tourism employees?
Section 6.6
1. What kind of barrier occurs when the receiver lacks the skill or knowledge about the topic being
communicated and is unable to perform a task?
2. What could happen when important information isnt communicated to the person responsible for
doing the task? Explain your answer.
3. How could you prevent language from becoming a barrier to effective communication when helping
a businessman from Japan rent a car? Explain your answer.
Section 6.7
Chapter 6 Communication
97
Unit 3
Operational
Areas
XChapter
X
7
XChapter
X
8
XChapter
X
9
Facilities Management
XChapter
X
10
XChapter
X
11
Resorts Operations
XChapter
X
12
Operational Finance
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Unit Overview
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7.1
Introduction
XSection
X
7.2
Rooms Division
XSection
X
7.3
XSection
X
7.4
Front Office Positions
XSection
X
7.5
Competencies
1. Identify the responsibilities of the front office
and the front desk along with the role each
plays with guests.
2. Explain the structure of the rooms division and
the two departments assigned to the division.
3. Identify the categories under which the front
office managers responsibilities fall.
4. Identify the job positions that report through
the front office.
XSection
X
7.6
XSection
X
7.7
XSection
X
7.8
XSection
X
7.9
Room Rate Systems
100
Hospitality Profile
101
Section
7.1
Introduction
T
he front office operation encompasses all the areas, functions, and activities used to support guest
transactions and services. This includes the front desk, uniformed services, concierge/guest services,
transportation, cashiers, and night audit. In the case of small, economy properties, services such as
reservations and security may be part of the front office team as well. Leading the entire department is
the front office manager (FOM), who is responsible for staff hiring, training, scheduling, team building,
and establishing a strong interdepartmental communication system with other operational areas.
Relationship building is an essential tool in the hospitality
and tourism industry. Building relationships both within
and outside the hotel is another important part of the front
office employee job responsibility. Developing a network of
co-workers in others departments who can be called upon
to assist with guest needs and special requests is essential to
the front office operation. Additionally, relationship building
includes learning about the local community and businesses
to create a second network of dining options, attractions,
and transportation providers to recommend when guests
request help. This is a large part of the type of guest service
traditionally associated with the front office. The wants and
needs of guests will vary from person to person, so it is
important to have more than one option available. Having
a network of resources within the local community, along
with the skill of reading the guest, makes it possible to
offer options most likely to meet the guest expectation.
Green Practices
The front desk is the starting point for involving guests in
the various green programs in use by the hotel. Hotel green
practices include:
Reusing
Recycling
Reducing
Bath towels Office paper and
Using
Bed linens
shredded sensitive
paperless
documents
processes in
Aluminum and plastic
the front office
102
Front office staff interact with all other areas of the hotel such as:
Housekeepingto obtain room status updates, to communicate guest requests or needs, and
to report guestroom complaints needing correction.
Food and Beverageto make dining reservations, assist with special dietary needs requests,
and to obtain changes to available dining options.
Securityto communicate security concerns and to assist during all types of emergency
situations.
Engineeringto request guestroom repairs, report emergency repair situations, or assist
during severe weather, power failures, or other emergency situations.
Marketing and Salesfor updates on special promotions and offers being communicated to
or currently being booked by guests.
Pre-Arrival
Uniformed
Service
Desk
Agents
Concierge
Arrival
Interdepartmental
Communication
Information
Occupancy
Uniformed
Service
Cashier
Departure
103
Section
7.2
Rooms Division
T
he rooms division consists of two departments, housekeeping and the front office, and is overseen by
a rooms division manager. This is usually limited to larger, full-service hotels and resort properties.
Leading the front desk is the front office manager while housekeeping is managed by the executive
housekeeper. Depending on the size of the hotel, both will report to either the rooms division manager or
director. Often, in large, full service resort hotels, the rooms division can be a big and complex operation
due to the number of guestrooms being cleaned, types of services and amenities offered, and the high
level of guest expectations. In smaller, economy hotels, the rooms division category may not exist at
all, resulting in the front office and housekeeping areas operating as separate departments with the two
management positions reporting to the general manager or property owner.
Front Office
Manager
Housekeeping
Executive
Sales and
Marketing
Director
Sales
Manager
Houseperson
Staff
Room
Supervisor
Laundry
Staff
Staff
IT
Manager
104
Reservationist
Front Desk
Agent
Uniformed
Service
Marketing
Manager
Front Office
Housekeeping
Food &
Beverage
Building
Maintenance
Full-Service
General Manager
Revenue
Manager
Food &
Beverage
Director
Chief
Engineer
Staff
Bar
Manager
Executive
Chef
Security Director
Staff
Staff
Controller
Dinning
Room Manager
Bartenders
Chief Steward
Chef
Servers
Steward
Head Cook
Dishwasher
Cooks
Night
Auditors
Human
Resources
Director
Head
Cashier
Hosts
Buspersons
Food Servers
F&B
Controller
Purchasing
Manager
Manager of
Info Sys
105
Section
7.3
should know
Forecastingthe process
used to predict the sales
of guestrooms and the rate
that should be charged for a
specific time of year. It helps
front office managers to know
when to raise or lower room
rates to maximize sales.
Green Practices
environmentally friendly
and ecologically responsible
decisions and processes that
guarantee natural resources
will continue to be readily
available in the future.
106
Green Practices
Shredding sensitive documents and
guest records before sending the
materials for recycling is a vital front
office task. It protects guests and
the property against the potential for
identity theft and fraud.
107
Section
7.4
he front office manager is responsible for hiring, training, and supervising a variety of entry-level
positions. Positions typically under the direction of the front office manager are the front desk
representatives, uniformed services, concierge, night auditor, reservationist, and cashier.
Here are some of the specific duties and tasks each position will be expected to perform.
Front desk representativeassists guests throughout all stages of the guest cycle and acts
as the main representative to guests for the property, maintains guest folios in the Property
Management System (PMS), performs bill settlement, and provides guest service.
Uniformed servicesassists guests with curbside baggage service, guest vehicle parking, and
guest transportation services. Includes positions such as bell attendant, door attendant, valet
parking attendant, and transportation attendant. In some hotels, depending on the size, the
concierge may also fall under this category.
Conciergeassists guests with arranging in-hotel activities and/or making reservations,
providing information, giving directions, and obtaining transportation for offsite attractions,
facilities, or services.
Night auditorchecks front office accounting records for accuracy and, on a daily
basis, summarizes and compiles reports about the various aspects of the hotels financial
performance.
Reservationistassists guests, travel agents, and third-party vendors with booking hotel
guestrooms. Creates and maintains reservation records and generates reservation numbers
through some type of central reservation office (CRO).
Cashierposts revenue center charges to guest accounts, balances guest accounts, and
performs a variety of banking services for guests; typically found only in large full-service
properties and resorts.
108
Because front office positions have the largest amount of direct guest contact, it is important the
positions be filled with individuals who have these five qualities:
Front office managers tend to look for, and hire, people with these five qualities. Why? Because
new employees must have these five qualities in order to learn tasks faster, become engaged
with guests easier, and blend with the front office team very quickly. Additionally, the level of
guest service will be improved by use of these five qualities and ultimately result in greater guest
satisfaction.
109
Section 7.5
he front desk acts as the heart of the hotel. It is the most frequently visited part of a hotel and is
typically the first and last place a guest sees during a stay. The front desk is often referred to as
a hotels command post because of the amount of business activities that happen in this department.
Why? Because, the front desk is where guests check in, check out, ask questions, seek help, and pass
continuously throughout a stay. Consequently, to guests, the front desk is the hotel and the area they
believe exists solely for the purpose of seeing to their needs. However, to those who work the front desk,
it has many other equally important purposes required for the smooth running of the property. This
makes it necessary for employees to use their training and organizational support in order to balance guest
expectations with front desk operational needs.
The front desk is responsible for:
Welcoming guests to the property
Guestroo
ms
housekee
ping
foo
Beverdag&e
security
Fron
Desk t
Obtaining uniformed
services for guests
Engineerin
Acting as a cashier
Providing concierge
services
Maintaining guest folio information in the Property Management
System (PMS)
Providing guest assistance with special needs, valet/bell services, and other guest requests
Providing check-out services to guests
Accepting final bill settlement from guests
110
Traditionally, the front desk handles seven key functions. They are reservations, registration, room
and rate assignment, guest services, room status, record keeping in the Property Management System
(PMS), and bill settlement. However, the size and type of the hotel will determine exactly how front
desk duties are organized. Large properties will divide and assign tasks to specific job positions while
a small property will expect employees to be capable of performing all front desk tasks.
Two primary operational areas handled by the front desk are reservations and registration.
Reservations
Most reservations today occur online using the propertys own reservation system, the brand hotels
central reservation office (CRO), or a third-party site such as Expedia or Orbitz. Online reservations
manage the booking process for the majority of guests nowadays, but that heavy use of the Internet
doesnt mean that the front desk wont still be expected to handle a reservation. All front desk employees
must be prepared to handle guest reservations by phone, e-mail, or in person when a guest walks in the
door wishing to book a room for that night.
Front desk employees must be capable of handling:
Two types of reservations
Guaranteed reservations which require one of the following:
Prepayment
Credit/debit card on file
Advance deposit
Travel agent guarantee
Corporate guarantee
Voucher
Non-guaranteed reservations which occur when:
No form of prepayment, deposit, or voucher are received at time of booking
During the reservation process, front desk employees must also:
Determine guestroom availability, date of stay, and room rate
Create the reservation record/guest folio
Provide the guest with confirmation of reservation
Explain the propertys
cancellation policy
Provide updated
reservation reports to
management
111
1
2
9
Preregistration
Processing
Additional Guest
Charges/Fees
Fulfill
Special
Requests
8
7
Issue Key
Cards
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Registration
Record
3
4
Room and
Rate
Assignment
Guest Registration
Cycle
Method of
Payment
6 5
Verify
Guests
Identify
Post
Charges to
Guest Folio
Section
7.6
ever forget that to guests all hallways lead to the front desk, and it will be the first place they turn
to for assistance. Why? Because it the most visible location at any hotel property and the one place
guests pass repeatedly throughout a stay. This means that a lot of additional duties will often fall to
the front desk employees to handle. Those extra duties will depend on the size and type of hotel but
typically will include:
Providing Guest Comment Cardsprovides a way for a guest to express his or her opinion
(positive or negative) about the property, employees, and guest service during a stay. Front
office managers should read and send every card to the department head or general manager
for processing.
Maintaining the Reader Boardinforms guests (especially those using meeting or convention
space) what, where, and when things are happening at the property that day.
Accommodating Special Needs Requestsaccepts and processes special needs requests to the
appropriate department for fulfilling.
Providing Guest Recoveryhandles guest complaints by finding ways to recover the negative
guest situation. The goal is to convert the guests dissatisfaction into satisfaction with the situation.
ADA
The Americans with Disabilities
Act (ADA) requires properties to
make reasonable accommodation
for guests with special needs.
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Section 7.7
uring the guest cycle, a number of financial processes occur that are a primary responsibility of
the front desk representatives and manager. It is crucial that each financial process happens at
a precise time when it will maximize sales and keep the property profitable. If a front desk employee
and manager fail to complete any one of the financial processes on time, it can have a major effect on
the bottom line.
Pre-Arrival
Arrival
(Reservations)
(Registration)
114
Occupancy
Departure
(Check-Out and Settlement)
Performance Standards
Section
7.8
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2
Meets
Expectation
3
Fails to Meet
Expectation
4
Did Not
Observe
Section
7.9
ow the decision is made on the type of room rate system to be adopted by a hotel depends on
many variables:
Based on the answers to these and many other questions, the hotel will typically select one of the
following room rate system options:
American Plan (AP)cost of guestroom includes three meals per day.
Modified American Plan (MAP)cost of guestroom includes two meals per day.
European Plan (EP)cost of guestroom and meals are separate charges each day.
All-Inclusive Resortcost of guestroom includes all meals, beverages, and activities during stay.
117
1. Why is relationship building an essential part of the front office employees job? Explain your answer.
2. Why should front office employees work to build a network of contacts with local businesses? Explain
your answer.
3. List one of the areas the front office must interact with and give an example of the type information
being shared between the two departments.
4. In what step of the guest cycle would a guest most likely use concierge services?
5. During which step would uniformed services be the most involved with guests?
Section 7.2
1. Who does the front office manager report to at a large, full-service resort property?
2. Why would the front office manager report to the general manager at a small, rooms-only hotel?
Explain your answer.
3. Why do you think the housekeeping and front office areas are both assigned to the rooms division?
Explain what you think they have in common and why they need to work closely with one another.
Section 7.3
1. Explain why forecasting is an important part of the front office managers job duties.
2. List the four skills every front office manager must use. Explain why each one is important.
3. List the six categories under which a front office managers responsibilities fall.
4. What is measured by RevPAR and why do you think it is important for a hotel to know this information?
Explain your answer.
5. Why do you think the front office manager needs to participate in emergency planning? Explain your
answer.
Section 7.4
1. List the six job positions that report to the front office manager and briefly describe the job responsibilities
of each position.
2. List the five qualities front office employees need to have.
3. Why do front office managers prefer to hire people with the five qualities you just listed?
4. What is a front office manager responsible for doing with entry-level employees?
5. Is the level of guest service improved when front office employees use good listening and communication
skills? Explain your answer.
118
Section 7.5
Section 7.6
Section 7.7
1. If a front office employee failed to assign a room rate while taking a guest reservation, what could
happen during the departure stage of the financial reporting cycle? Explain your answer.
2. What important financial information must be obtained during the arrival stage of the cycle and why
is it necessary to have? Explain your answer.
3. What is the purpose of a night audit and during what stage of the cycle should it occur? Explain your
answer.
4. Discuss the four parts of the guest bill settlement process during the departure stage of the cycle.
Explain why you believe each one is a necessary part of the process.
Section 7.8
Section 7.9
1. Explain the American Plan of room rates system and what a guest can expect from this type of room
rate system.
2. What is included in the European Plan? Explain why guests would be attracted to this type of room
rate system.
3. Why would a teacher planning the senior trip for a group of high school students prefer to book an
all-inclusive plan? Explain your answer.
4. What does the acronym MAP stand for and what is included in a MAP room rate system?
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8.2
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8.3
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8.4
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8.5
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8.6
Managing Inventories
XSection
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8.7
Linen Inventory
XSection
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8.8
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Hospitality Profile
Mit Shah
Senior Managing
Principal and CEO
Noble Investment Group
At the age of ten, Mit Shah was introduced to the hotel
business when his father bought his first motel. Mr. Shah
spent his youth doing odd jobs around that motel and the
two additional hotels his father had acquired plus the
various apartment complexes he had invested in.
Today, Mr. Shah is the CEO of Atlanta-based Noble
Investment Group, which he founded in 1993 as an
organizational platform for making additional investments
in the lodging and hospitality real estate sector. Under his
direction, Noble Management Group currently manages
more than 10,000 hotel and resort guestrooms throughout
the United States, many of which are affiliated with
Marriott, Hyatt, Starwood, Hilton, and InterContinental
Hotels Group.
121
Section 8.1
Introduction
Terms you
should know
Amenitiesservices or items
offered to guests or placed in
guestrooms for convenience
and comfort at no extra cost
such as soap, shampoo, and
stationery.
122
123
Section 8.2
should know
Assetshotel equipment,
machinery, or computer
systems that are considered
both valuable and necessary
for the smooth operation of
the property.
124
Housekeeping Standards
Performance
Clean assigned areas to meet property
standards.
Carry out all cleaning tasks consistent
with property standards.
Use correct cleaning products,
equipment, and methods when cleaning.
Productivity
Carry out all cleaning tasks within
assigned time limits.
Follow cleaning schedule to ensure
cleaning occurs at assigned date or time.
Follow departmental best practices
guidelines.
125
Section
8.3
126
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Room Inspection
Room inspections are a critical part of the overall process of guestroom cleaning. Room inspections
are meant to catch any problems that may have been overlooked during cleaning. Exceptional guest
services dictate that guests should never have to complain about being given a dirty guestroom. Room
inspections make certain that all guestrooms are consistently cleaned the same way since every guest
deserves to stay a properly cleaned and stocked guestroom. Remember, no one, including you, wants
to stay in a dirty hotel room.
Depending on the size of the hotel, inspections are typically conducted by a housekeeping manager.
Using a checklist, the manager will inspect rooms based on the propertys inspection schedule to
determine if the room has been cleaned and prepared to receive guests to the hotels standards. When
complete, the room inspection checklist will serve as an inspection report containing notes about the:
Quality of guestroom cleaning
Condition of furniture, fixtures, and equipment
Appearance of the ceiling and walls
Condition of the carpet and other floor coverings
Cleanliness of window interiors and exteriors
Preparedness of guestroom for guest check-in
The last actions in the room inspection process are to:
Report room status to front desk: occupied, vacant, or out-of-service.
Release vacant, clean guestrooms back into the propertys inventory.
128
The housekeeping and maintenance departments must work together to make certain guestrooms
are properly maintained. This is accomplished by setting up an effective communication system between
the two departments so each knows what the other needs. What are those needs? Maintenance needs to
know what to repair and housekeeping needs to know when the work is complete. The front desk often
needs to be included in this communication loop as well since they are responsible for room assignments.
129
Section
8.4
Housekeeping Positions
T
he types of housekeeping positions found at each hotel will depend on the size of the hotel, the
types of services offered, and the type of guest experience being promoted. Based on these key
characteristics, the executive housekeeper could be responsible for managing the following positions:
Housekeeping ManagerSupervises, trains, and inspects the job performance of assigned
employees to ensure that all procedures are completed to the hotels standards. Assists where
necessary to ensure optimum service to guests.
Floor SupervisorSupervises, trains, and inspects the performance of assigned room attendants,
turndown attendants, and floor attendants, ensuring that all procedures are completed to the
hotels standards.
Guestroom AttendantCleans guestrooms to the hotels established standards of cleanliness.
Expected to report any maintenance issues and handle guest special requests or complaints.
Must ensure the confidentiality and security of all guestrooms.
Turndown AttendantProvides evening turndown service of the guests bedding in preparation
for a nights sleep while completing any additional cleaning of guestrooms, if needed, ensuring
the hotels established standards of cleanliness. Expected to report any maintenance issues and
handle guest special requests or complaints. Must preserve the confidentiality and security of
all guestrooms.
Floor AttendantProvides linen supplies for room
attendants and stocks guestroom floor closets. Delivers
and retrieves items requested by guests and the floor
supervisor.
Laundry ManagerSupervises, trains, and inspects the
performance of assigned laundry attendants ensuring
that all procedures are completed to the hotels standards.
Laundry AttendantProcesses all soiled hotel bed linens,
terry, and food and beverage table linens by operating
all laundry/dry cleaning machinery in accordance with
the hotels standards. Cleans, presses, and finishes staff
and guest garments if required.
130
Linen Room AttendantReceives dirty linen, issues clean linen and service towels to hotel
personnel. Inspects condition of linen, removes damaged linen from service, and requests
replacement items.
Public Space SupervisorSupervises, trains, and inspects the performance of the public space
cleaners to ensure that all public areas meet the hotels standards.
Public Space CleanerCleans and maintains all furnishings and surfaces in public areas to
meet the hotels standards of cleanliness.
Employee Schedules
The executive housekeeper oversees the employee scheduling process for the various housekeeping
positions and shifts. Scheduling the right number of employees to guarantee all job positions are covered,
and the guest experience will meet the propertys standards, requires a lot of thought. Of course, this is
true of all areas in a hotel but the housekeeping schedule needs to be particularly accurate. Why? Because
cleaning guestrooms between the time guests check out and check in or go out for the day requires an
organized team of housekeeping employees to accomplish. The responsibility for planning the number
of employees needed to finish all housekeeping tasks correctly falls to the executive housekeeper.
Hotels must be staffed by dependable hospitality professionals who realize their important contribution
to the property and its guests each day. Once a schedule has been written and posted by the executive
housekeeper, it is the responsibility of every employee to check it to make sure they know when to be
at work. Often, it is necessary for the schedule to be changed. That makes it necessary for employees to
check the schedule at the end of shift each day so they know when and where to be the next day. The
schedule will show the employee:
Datesthe calendar days they are scheduled to work
Shift timesthe time to arrive and depart each day
Work assignmentthe location within the hotel and job tasks to be performed each day
If every employee on the schedule arrives on time, dressed to work, and prepared to complete job
assignments to the very best of their ability, the hotel, its guests, and employees will benefit.
Green Practices
Hotels used to change and launder linens
each day. However, new green practices
in hotels are educating and encouraging
guests to indicate to housekeeping that last
nights towels may be reused and the linens
may remain on the bed for another night.
131
Section
8.5
Inventory
Terms you
should know
Parthe number of each
recycled inventory item
that needs to be on hand
to support daily, routine
housekeeping operations.
132
How par levels are determined depends on the type of inventory. The executive housekeeper is
responsible for two types of inventories:
Recycled InventoryIncludes items that can be cleaned and reused such as linens, towels,
and equipment. Linens are the most important recycled inventory item and next to labor cost,
the highest expense the executive housekeeper must manage. One par for linens is equal to
the total number of each linen type needed to outfit all guestrooms one time.
Non-recyclable InventoryIncludes items that are consumable goods such as soap,
shampoo, and toilet paper. Since non-recyclable items are used up, inventory levels are
closely tied to the purchase ordering system. A purchase ordering system for non-recyclable
inventory items establishes a par number that is based on two figuresa minimum quantity
and a maximum quantity.
Minimum Quantitythe smallest number of purchase units that should be in stock at any
time.
Maximum Quantitythe greatest number of purchase units that should be in stock at any
time. This maximum quantity must be consistent with available storage space and must not
be so high that large amounts of the hotels cash resources are tied up in an overstocked
inventory. The shelf life of an item also affects the maximum quantity of purchase units that
can be stored.
Item
Shampoo
Bathfoam
Small Soap
1.0
1.0
1.0
X
X
X
Forecasted Number
of Occupied Rooms
450
450
450
=
=
=
450
450
450
Potential Usage
Per Room
Shampoo
Bathfoam
Small Soap
1.0
1.0
1.0
Occupied
Rooms
X
X
X
450
450
450
=
=
=
Potential
Consumed
Actual
Consumed
Variance
450
450
450
370
513
752
<80>
63
302
133
Monitoring Inventory
The executive housekeeper can monitor the actual use rates for each product kept in inventory by
recording both purchases and the issuing of cleaning supplies. The best methods for tracking inventory
are:
An Automated Inventory Control SystemUsing bar codes or radio-frequency identification
(RFID) tags, all inventory items are scanned when received into inventory, issued to employees
for use, and returned back into storage. The system tracks all items and maintains an updated
inventory count at all times. This reduces the risk of loss due to theft or human error.
A Monthly Inventory CountInvolving a manual count of every inventory item that is currently
on the storage shelves at the end of each month. Using an inventory form, these items are listed as
beginning inventory column for the next month. The totalor ending inventory amount shows
the actual number of each item for the months ending count. This number is next compared to
the amount of stock that is expected to be in the ending inventory. The difference between the
actual quantities on hand and the amounts expected to be on hand is known as a stock variance.
Date
Item
Closet
Floor
Cart 1
Cart 2
Cart 3
Pillowcases
King-size Sheets
Queen-size Sheets
Twin Sheets
Bath Mats
Bath Towels
Hand Towels
Washcloths
If the amount on hand is less than expected then a loss of stock has occurred and should be investigated.
If the amount is higher than expected then somewhere stock has either been incorrectly counted or
marked as issued when it in fact it was not.
The executive housekeeper should act on information gathered during inventory time and put in
place better ways of controlling the storage, issuing, and record keeping for inventory items.
134
Section
8.6
Managing Inventories
A
Reorder
Product
Safety
Daily
X Lead Time = Stock
(in days)
Consumption
Level
Terms you
should know
Vendoran outside company
that provides goods or
services to the hotel.
Lead-Time Quantitythe
number of purchase units
consumed between the time
that a supply order is placed
and the time that the order is
actually received.
135
Terms you
should know
Reorder Pointthe level of
inventory when a reorder of
inventory items must occur.
Reorder Point
Normal
Safety
Reorder
Consumption
Stock +
= Point
During
Lead
Level
(ROP)
Time
Sample of Calculation of Safety Stock and
Reorder Point Levels
Housekeeping must have one bar of bath soap in stock for every guest
bathroom each day. The hotel has 250 guest baths and the executive
housekeeper knows it takes six weeks for a new stock of soap to arrive.
Heres an example of how he or she would determine how much safety
stock to keep in inventory and when to reorder soap.
136
Daily Consumption
1 bar of soap per day X 250 guest bathrooms =
250 bars consumed per day
{ 1 x 250 = 250 }
{ 6 x 7 = 42 }
{ 250 x 42 = 10,500 }
Safety Stock
250 bars of soap needed per day X 42 days lead
time = 10,500 bars of soap as safety stock
{ 250 x 42 = 10,500 }
Issuing
Controlling the inventory of guestroom amenities and cleaning supplies starts by maintaining accurate
counts of the products in the main storeroom, followed by establishing strict issuing procedures to
regulate the flow of products from the main storeroom to the floor storage closets. Shortages of amenities
and cleaning supplies can result in incorrectly stocked guestrooms, guest inconvenience, and wasted
labor hours as room attendants search for supplies they need to do their job.
Tracking
Consumption of guestroom amenities and cleaning supplies should be tracked using some type
of checklist showing daily use by housekeeping staff, which is entered into a computerized tracking
system. This will reduce loss due to theft and provide an easy way for the executive housekeeper to
know exactly how much is used each day.
Reorder
Point
Bar soap
1 case
case
Tissue
1 case
case
Toilet paper
1 case
case
Shower caps
100
50
Pens
1 box
box
Memo pads
2 pkgs
1 pkgs
Pencils
1 box
box
30
15
Glasses
1 case
case
Room folders
30
15
Wastebaskets
Item
Requisition
(same as Par)
Cost of Item
Requisition
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Section
8.7
Linen Inventory
O
ne par of any linen type is not enough for an efficient operation. Linen supplies need to be able to
outfit all guestrooms over a period of days. In order to establish a par number for linens, you must
consider three things: the laundry cycle, replacement linens, and emergency situations. The laundry
cycle is the most important factor in determining linen pars. At any given time, large amounts of linen
are moving between guestrooms and the laundry which means that housekeeping should maintain
three par of linens.
Many use this simple laundry cycle rhyme to remember the three pars:
Clean and Used
on the Bed
Todayclean
linens from
closet placed
on beds today
(one par)
The executive housekeeper needs to make sure the laundry manager is maintaining an accurate
daily count of all linens from when they are sent to laundry to when they are returned to the storage
closet. This allows for shortages to be spotted and prevents excessive amounts of linens being stocked
unnecessarily.
138
Linen Storage
Linen storage rooms must be kept locked at all times with access limited
to designated employees. All linens returning from the laundry need to
rest in storage for at least 24 hours. This will increase the life of the linens
by giving the fabric a chance to relax, allowing the wrinkles to smooth
out before the next use. Also, linen storage closets should be relatively
free of humidity, have adequate ventilation, and contain shelving that
prevents damage from occurring to the fabrics. Linens are to be organized
by linen type to cut down on the amount of time required to load the
housekeeping carts and to make it easier to take a physical inventory.
Terms
you
should know
Floor Parthe amount of
each type of linen that is
required to outfit all rooms
serviced on a particular floor.
Issuing Linens
GMs Initials:
Pillow Case
Top Sheet
Prepared by:
Inventory Date:
Fitted Sheet Bath Towel
Bath Mat
Face Cloth
139
Section
8.8
you
should know
Going Greena term used
to describe the process of
making decisions about how
to conduct business and
provide services to hotel
guests while taking into
consideration the impact
those decisions will have on
the environment.
Sustainable Green
Practicesthe concept of
taking into consideration the
impact business decisions
and practices have on the
environment, then finding
and implementing methods,
materials, or systems that will
minimize that impact over a
long period of time.
140
he hospitality and tourism industry was one of the first to see the
positive effects of going green and developing sustainable green
practices. Environmentally friendly policies contribute something known
as the triple bottom line, which means green practices result in:
1. Economic Impact
a. Energy savings (electricity and water)
b. Waste reduction and lower disposal costs (trash)
c. Labor cost reductions
2. Environmental Impact
a. Conservation of natural resources
b. Reduction of pollution
c. Protection of wild places and wildlife
3. Social Impact
a. Good stewardship of the natural world
b. Environmental accountability
c. Responsible cleaning practices
Legend
Saves energy
Saves energy
Saves on water
consumption
Recycle
141
1. List the five areas in a hotel that housekeeping is responsible for cleaning.
2. What items is housekeeping responsible for providing to guestrooms?
3. When guests arrive at a hotel, what do they expected to find?
4. Who is responsible for overseeing the housekeeping operation?
Section 8.2
Section 8.3
Section 8.4
1. What is a guestroom attendant responsible for accomplishing each day? Explain your answer.
2. What tasks does the floor attendant perform? Explain how this assists the guestroom attendants. Use
complete sentences.
3. What items and duties is the laundry attendant responsible for accomplishing each day? Explain your
answer.
4. List the four main tasks performed by the linen room attendant and explain why he or she should
inspect each item daily. Use complete sentences.
5. Why is it important for employees to regularly check the schedule and what information should the
employee look for? Explain your answer.
142
Section 8.5
1. List the items typically found in the recycled inventory and explain why they are consider recycled
item.
2. Why are guest amenities considered non-recyclable inventory items? Explain your answer.
3. Why does housekeeping need to know when a non-recyclable item has reached the minimum quantity
level? Explain your answer.
4. Why is monitoring inventory of levels of housekeeping items so important? Write a short paragraph
explaining why you believe it is an important process. Use complete sentences.
5. Why is taking a monthly inventory count of every item necessary? Explain your answer.
Section 8.6
1. Why is it necessary to maintain a lead time quantity of non-recyclable inventory items on the shelf?
Explain your answer.
2. If it takes 12 weeks to receive toilet paper from a vendor, what would be the lead time needed for a
reorder? Show how you calculated the answer.
3. If a hotel has 325 guestrooms and places 2 ink pens in each room per day, what is the daily consumption
of ink pens? Show how you calculated the answer.
4. Calculate the safety stock level for shampoo for a hotel with 410 guest bathrooms. The lead time for
reorders is two weeks. Show how you calculated the answer.
5. If the safety stock level of tissues is 15,000 and the normal consumption is 12,000, what would be the
number used to determine the reorder point (ROP)? Show how you calculated the answer.
Section 8.7
1. Why is one par of each linen type not enough for an efficient housekeeping operation? Write a short
paragraph explaining why you believe this to be true. Use complete sentences.
2. What is a floor par and how is it used to guarantee housekeeping has enough linens in stock?
3. How many pars are needed in the laundry cycle? Explain where each par is located in the cycle and
why each is a necessary step. Use complete sentences.
4. How is the occupancy report used by the executive housekeeper when distributing linens?
Section 8.8
1. List four common green practices along with the environmental benefits each provides. Use complete
sentences.
2. What is the role of the housekeeping departmental green team? Explain your answer.
3. What does the phrase triple bottom line refer to? Write a short paragraph explaining each part of the
triple bottom line. Use complete sentences.
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9.2
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9.3
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9.4
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9.5
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9.6
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9.7
Competencies
1. Identify the role of the facilities management department
at a hotel.
2. Identify the responsibilities of the facilities management
department.
3. Identify the primary responsibilities of the chief engineer
in overseeing the operation of the facilities management
department.
4. Explain the importance of a well-maintained property for
both the interior and exterior spaces.
5. Explain the purpose of facilities management regularly
scheduling and performing preventive maintenance,
routine inspections, and manufacturer-recommended
maintenance on systems, equipment, and other high-cost
items.
6. Identify the process for reporting, completing, and
tracking repairs by the facilities management department.
7. Identify the role of year-round routine maintenance for
grounds, landscaping, high-traffic guest areas, and snow
clearing.
8. Discuss the four key planning areas for an emergency
preparedness plan along with the role of maintaining
emergency backup systems at a hotel.
9. Identify the three Es of green initiatives and most
common green practices that fall under the facilities
management department.
144
Hospitality Profile
Deirdre Wallace
Green Hotel Pioneer
Deirdre Wallace is president of The Ambrose Hotel
and leader in the development of green hotel best
practices. The Ambrose, a beautifully tranquil craftsmanstyle boutique hotel in Santa Monica, California, was
Ms. Wallaces first signature hotel to go green. The
Ambrose was the first LEED-EB (Leadership in Energy
and Environmental Design Existing Building) hotel
and one of the first five LEED-certified (the U.S. Green
Building Councils benchmark certification) hotels in
the United States.
After The Ambroses successful launch in 2003, Ms.
Wallace also became the first green hotelier in the U.S.
By going off the beaten path, Ms. Wallace took her
conventionally built hotel and introduced green practices
and components into all aspects the operations of the
hotel.
145
Section 9.1
Introduction
Terms
you
should know
Facilities Management
the management of all
aspects of the hotels
physical structure including
all guest areas, along with
the necessary operating
equipment, systems, utilities,
and employee work stations,
without which the hotel could
not provide a comfortable,
guest experience.
146
Section
9.2
Terms
you
should know
Front of Housethe
functional areas of the hotel
in which employees have
extensive guest contact,
such as food and beverage
facilities and the front desk.
147
The four key areas that are overseen property-wide by the chief engineer or engineering manager are:
1. Safety and Securityresponsible for the proper operation of building systems such as:
Fire protection systems
Water purification and treatment systems
Locking and security monitoring systems
Buildings, pathways, and parking areas
Pool and recreation areas/equipment
Furniture, guestrooms, and other public areas
Employee work areas
Equipment and machinery
2. Legal and Regulatory Complianceensures compliance with:
Building codes
Health department regulations
EPA and other federal environmental mandates
Americans with Disabilities Act (ADA) regulations
Occupational Safety and Health Administration (OSHA) regulations
3. Serviceprovides services to guests, other departments, and the property brand or owner
4. Cost Controlmanages cost of:
Utilities including electricity, fuel, and water
Preventive (planned) and emergency
(unplanned) maintenance
Capital expenditures for furniture, equipment,
replacement building systems, and other high
cost items
148
ADA
Facilities management must
comply with ADA regulations for:
Wheelchairs and other mobility
devices
Building/guestroom access and
emergency egress (exit)
Elevator
Curb ramps
Handicap parking
Pool lift
Visually impaired
Braille signage, room numbers,
elevator buttons, and menus
Audible fire alarm
Deaf or hard of hearing
Telecommunications device for
the deaf (TDD phone)
Flashing strobe light fire alarm
Service animals
Chapter 9 Facilities Management
149
Section
9.3
you
should know
Curb Appealthe visual
attractiveness of a building as
seen from the street.
150
Elevators
Exterior Walls
Foundation
Landscaping and
Grounds
Parking Lots
Pool
Roof
Structural Frame
Utilities (electric,
phone, cable systems)
Once a guest is in residence, they will begin to notice all the details of the interior space. This is when
maintenance has to make certain that each guest area has been properly maintained. The little things,
along with big items such as furniture, wall coverings, and floors, reflect attention to detail on the part
of the facilities management department.
151
Section 9.4
Preventive Maintenance
Terms
you
should know
Preventive Maintenance
a systematic approach
to maintenance in which
situations are identified
and corrected on a regular
basis to control costs and
keep larger problems from
occurring.
152
Le Tomas Hotel
Routine Inspection
Date: 01/23/13
Frequency: Monthly
Equipment Inspected:
Guestroom #135
1. Check HVAC unit for proper operation.
2. Check condition of filter.
3. Inspect condition of heating/cooling coils.
Preventive Maintenance Needed:
Remove unit from room and blow out whole unit.
Clean coils with coil cleaner and steam or pressure wash.
Clean blower wheels thoroughly.
Clean condensate pan and paint with bituminous paint.
Lubricate fan motors to manufacturer's specifications.
Check all electrical components and connections.
Run unit and check full operation.
Record amp draw against manufacturer's specifications.
Clean and repaint any deteriorated surfaces.
On units in coastal locationsafter full service, recoat unit with tectyl corrosion treatment.
Routine Inspection
Conducting routine preventive maintenance inspections is key to keeping all the service, systems,
and equipment working. At the beginning of each year, the chief engineer will set up a calendar showing
when preventive inspections will be conducted along with items already on a routine maintenance
schedule. The dates of the upcoming inspections are based on the previous years inspection dates in
order to keep the inspection process moving at a steady pace. During an inspection, the engineer will
check that each item is functioning correctly and look for:
Signs of wear or weakness that could result in a breakdown
Current condition of previous repairs
Evidence that routine manufacturer-based maintenance did occur
153
154
D
Init ate
ials
Doors
Bathroom
General
Bedding/
Drapery/ Windows/
Closets Mirrors
Furniture
Telephone
Television
Switches &
Receptacles
Lamps
Air Conditioner
D
Init ate
ials
ENCLOSURE #2
SAMPLE ROOM CHECK LIST
Manufacturer Guidelines
Major systems and high cost pieces of equipment will come with manufacturers recommendations
on how to properly maintain them for maximum life expectancy. Following those recommendations
can prevent needless repairs and extend the equipments life expectancy. Making certain this happens
is the responsibility of the chief engineer. Typically, the chief engineer will keep the manufacturers
guidelines on file and use equipment data cards to track maintenance work performed on each system,
piece of equipment, or machine.
155
Section 9.5
outine maintenance deals with the general upkeep that is required on a routine, scheduled basis
all year round. This is to ensure the property never looks unkempt or neglected. Most routine
maintenance is performed by entry-level maintenance employees and typically includes:
Lawn mowing
Landscape raking and trimming
Seasonal bedding plant installation
Exterior and interior high-traffic area paint touchup
Snow shoveling
Emergency repairs should be the result of unexpected mechanical or system breakdowns, not because
the facilities management department failed to properly maintain systems, equipment, and machinery.
This can also be referred to as corrective maintenance. Emergency breakdowns can have a big impact
on the propertys ability to operate depending on the type of emergency repair needed. This is due to
the unexpected:
Repair Costsfor supplies and parts
Labor Costsfor employees involved in
the situation
Property Damagefor additional damage
resulting from the emergency breakdown
Vendor Costsfor cost of bringing in
outside technicians to do repairs
156
Section
9.6
Terms you
should know
Shelter in Placetaking
immediate shelter where
you areat home, work, or
schooland remaining there
until you are told by the
authorities it is safe to leave.
157
Section 9.7
158
The types of green practices in place at many hotels include property-wide efforts for:
Recycling
Have a program in place to recycle paper, plastic, cardboard, glass bottles, and
aluminum cans.
Energy Conservation and Management
Establish set temperatures for guestroom thermostats, install motion detectors to control
when HVAC systems turn on and off, and install low-energy usage light bulbs.
Solid Waste Management
Reduce trash sent to the landfill by buying products with less packaging and find local
charities to donate unused guestroom amenities such as soap and shampoo.
Water Conservation
Encourage guests to reuse towels to cut water use by the laundry facility.
Waste-Water Management (sewage)
Install low-flush toilets and low-flow shower heads.
Install a grey water recycling system for use in watering hotel landscaping.
Hazardous Materials Management
Store and dispose of cleaning solutions, used oil, solvents, paint, pesticides, antifreeze,
old batteries, and aerosol cans using environmentally approved containers or processes
designed to prevent contamination of the soil or ground water supply.
Find safe alternatives to replace the use of hazardous products to eliminate the
possibility of contamination or employee injuries from leaks or spills.
Land-Use Planning and Management
Explore ways to balance the operational requirements of the hotel against the needs of
wildlife and protecting the environment. Implement conservations methods wherever
possible.
159
Section 9.2
1. List five items belonging to the chief engineers safety and security area of responsibility.
2. What does the acronym DOE stand for?
3. What areas of a hotel would belong in the front of house category?
4. What does the acronym OSHA stand for?
5. What areas of a hotel would belong in the back of house category?
6. What four areas are facility managers responsible for handling?
Section 9.3
Section 9.4
160
Section 9.5
Section 9.6
Section 9.7
161
0
1
r
e
t
p
Cha
e
g
a
r
e
v
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B
d
n
a
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o
Fo
s
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c
i
v
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S
XXSection 10.1
Introduction
XXSection 10.2
XXSection 10.3
XXSection 10.4
XXSection 10.5
XXSection 10.6
XXSection 10.7
Restaurant Operations
XXSection 10.8
Kitchen Operations
XXSection 10.9
XXSection 10.10
XXSection 10.11
162
Competencies
1. Identify the restaurant industrys position as a major
source of jobs in the U.S.
2. Identify the purpose for type of service, menu
options, and cost in each of the five main categories
of food service outlets.
3. Explain the guest and employee segments of the
food and beverage guest cycle.
4. Explain the need for implementing, and consistently
using, financial controls for labor costs, food costs,
menu pricing, and cash control in a food and
beverage operation.
5. Identify the purpose of safety and sanitation in
food service operations and the need for a written
Sanitation Risk Management (SRM) program such as
HACCP.
6. Identify the four main styles of table service and the
purpose of each.
7. Explain the goal of providing excellent food to food
service operations.
8. Identify the need for responsible beverage
operations, the role of a dram law, and liabilities,
legalities, and responsibilities servers, bartenders,
restaurants, bars, lounges, and other beverage
service providers face when serving alcohol.
9. Explain the role of banquets, catering, and special
events in food and beverage operations.
10. Identify the ten most common green practices used
by food and beverage facilities.
Hospitality Profile
163
Section
10.1
Introduction
I
t is estimated that more than 13 million people in the United States work in the restaurant industry.
This means that nearly one in ten Americans holds a position that provides some type of food and
beverage service. This makes the industry the second largest source of U.S. jobs, with a growth rate of
1.3 million jobs over the next ten years. With over 900,000 food and beverage locations in the U.S. and
sales exceeding $600 billion a year, the restaurant industry is expected to continue growing.1
Typically, the restaurant industry is broken into a variety of markets. Since the focus of this chapter
will be on food and beverage operations found in the hospitality and tourism industry, the category
discussed will belong generally to the Commercial group. The other two categories, Military and
Institutional, have some connection with hospitality and tourism and may be discussed periodically.
National Restaurant Association, Our Members Are More Than Just Restaurants, http://www.restaurant.org/aboutus.html (January 2012)
164
Section
10.2
odays guests have an enormous number of dining options to choose from. Dining decisions are
usually based on the amount of time available to eat, the cost of the dining experience, and the type
of dining outlets in a specific location. Many times guest choices are made on the spur of the moment;
others are planned events. Additional considerations include dietary, cultural, religious, or medical
needs or preferences. All the variables of how and why guests make dining decisions could result in an
endless list of restaurant types. . However, using common characteristics (type of service, menu options,
and cost, etc.) as links, most restaurants fall into the following categories:
Quick-ServiceMcDonalds, KFC, Taco Bell, and Arbys
Quick-CasualChipotle, Panera Bread, and Subway
Family-DiningBob Evans, Cracker Barrel, and Dennys
Casual-DiningApplebees, Chilis, LongHorn Steakhouse, Olive Garden, and T.G.I. Fridays
Fine-DiningThe Capital Grille, Mortons, and Ruths Chris Steakhouse
165
Terms you
should know
Rooms-Only Hotelan
economy hotel property
that has only guestrooms
to offer guests; no dining
or recreation options are
available on site.
Destination Dining
Guests are always looking for special experiences and a recent trend
in hotels is to create dining options that are destinations all on their own.
The goal is to appeal not only to hotel guests but to make the
dining experience enticing to both locals and visitors as well.
This creates a stand-alone facility which is marketed to the
public both individually and as part of the hotel. This trend
has produced dining destinations that feature celebrity chefs,
enticing menus, unique locations, and fabulous guest service.
Many properties are finding destination dining to be a very
profitable way to attract local and visitor business.
166
Section
10.3
he guest cycle for food and beverage operations typically involves two sets of sequential actions
that are caused by:
1. The guests perspective of services desired.
2. The employees perspective of how to provide what the guest is requesting.
The guest perspective acts as the foundation and deals with the activities the guest engages in during
each stage of the cycle. Those guest actions then will trigger and guide the employee, as a service provider,
in what needs to happen next in order to provide what the guest wants or needs. This is true of all types
of food and beverage outlets whether they are free-standing restaurants or hotel-based dining options.
Employees Perspective
Prepare For Service
Take Order
Serve Order
Complete Service
Dine
Bill Settlement/Depart
Guests Perspective
Dining Reservation
Pre-Arrival
Arrival
Occupancy
Departure
167
Section
10.4
ow profitable a food and beverage operation will be depends on controlling four key items: labor
costs, food costs, menu pricing, and cash control. Finding the perfect balance between the right
number of employees and a menu priced to sell, while remaining profitable, is very difficult. Cash control
requires the use of a strong protocol since many people may be involved in the process of guest bill
settlement. Fortunately, there are tools and methods available to help find the right balance for managing
costs, creating a well-priced menu, and handling cash as it flows through the operation.
The Menu
The menu is the key determining factor in the type food and beverage option a hotel will operate.
For guests, the menu communicates what the overall dining experience will be. While for employees,
the menu dictates what and how food items will be prepared. For the kitchen, the menu will determine
equipment needs and employee skill requirements. For managers, the menu is the chief cost control,
marketing, and sales tool. The menu also drives purchasing needs such as:
Food items
Kitchen and food service equipment
Linens, china, glassware, and silverware
Furniture
The managers can use the menu to determine the restaurants:
Type
Price range
Level of service
Dcor and physical layout
Staffing needs
In order for a menu to be successful, and the food facility to show a profit, the menu must meet
guests needs and expectations. At a hotel property, this means the food and beverage operations must
align with the level of guest service, theme, and quality provided by the hotel itself.
168
Standard Recipe Cost (SRC) + Labor Cost (LC) = Food Cost (FC)
For example: food cost to produce one slice of apple pie
Terms you
should know
Standard Recipea formula
for preparing a menu item
based on a specific portion
size by using guides for
measuring ingredients,
cooking/preparation
procedures, garnish, and
equipment required to
produce a menu item.
169
Section 10.5
ike hotels, food service facilities must comply with the Americans with Disabilities Act (ADA) by
making reasonable accommodation for employees and guests.
People with disabilities need to access tables, food service lines, and condiment and beverage bars
in restaurants, bars, or other establishments where food or drinks are sold.
There must be an accessible route to all dining areas, including raised or sunken dining areas and
outdoor dining areas, as well as to food service lines, service counters, and public restrooms.
In a dining area, tables must be far enough apart so a person using a wheelchair can maneuver
between the tables when patrons are sitting at them. All wheelchair-accessible tables must allow a guest
in a wheelchair to sit comfortably with legs under the table top, and must be dispersed throughout the
dining area rather than clustered in a single location. Space for service animals trained to sit under the
table at their owners feet must be provided as well.
170
171
Section
10.6
should know
Control Pointrequirements
attached to specific points in
the food service process to
prevent unsafe and unsanitary
conditions or situations from
occurring.
ood service facilities must pay close attention to food safety and
sanitation issues to prevent foodborne illnesses or emergencies from
occurring. Each state and local area has food sanitation regulations that
clearly define how to prevent unsanitary and unsafe restaurant conditions.
Periodic inspections are conducted to ensure restaurants are in compliance
with those regulations. Why? Because it is the only way to make sure the
dining public is safe from illnesses such as salmonella, the most common
form of food poisoning. Plus, foodborne illnesses are bad for business.
No one wants to eat at a restaurant he or she believes to be unsafe or
unsanitary. Training employees to follow all food safety and sanitation
procedures and protocols is the secret to preventing issues.
A sanitation risk management (SRM) program focuses on reducing
overall sanitation risks by identifying the risks at each control point in
the food service operation. In a SRM program, standards and procedures
for each control point are given for each of the four resources:
Inventorycontrols that protect food products, beverages, and
nonfood items from spoilage, contamination, pilferage, and waste.
Peopleemployee training in the use of proper sanitation practices.
Equipmentrequirement for the proper cleaning and maintenance
of all equipment.
Facilitiesrequirement of a food facility design and layout that
has a positive effect on the facilitys ability to provide a safe and
sanitary dining environment.
172
HACCP
A common SRM program is the Hazardous Analysis Critical Control Point (HACCP) system. HACCP
is a systematic approach to identify, evaluate, and control food safety hazards. Critical control points
(CCPs) are the activities in the food process that must be controlled to ensure food safety. The written
HACCP plan must detail hazards, identify the CCPs critical limits, specify CCP monitoring and methods
of recordkeeping, and outline a strategy for implementing the plan.
Process Step
CCP
Chemical/
Physical/
Biological
Hazards
Critical
Limit
Monitoring
Procedures/
Frequency/
Person(s)
Responsible
Corrective
Action(s)/
Person(s)
Responsible
HACCP
Records
Verification
Procedures/
Frequency/
Person(s)
Responsible
173
Section
10.7
Restaurant Operations
T
here are many variations in the procedures and techniques food service operations use to serve
food to guests, but most can be categorized under one of five main styles of table service:
Plate Servicefollows these basic procedures:
1. Servers take guests orders in the dining area.
2. Kitchen staff members produce food orders, portion them, and place them on plates in the
kitchen.
3. Servers pick up or place the orders on trays, sometimes using plate covers to keep food warm
and facilitate stacking, and take them to the guests. They may use tray stands (also called
tray jacks) or have food runners to assist by holding the plated meals while the server places
each guests order on the table.
4. Buspersons assist servers and clear tables.
Cart Servicecart service is an elaborate service style in which menu items are prepared on
a cart beside guest tables by specially trained staff members. Cart service is typically found at
fine dining establishments.
Platter Servicefollows these procedures:
1. The food is prepared by food production staff in the kitchen.
2. Food is then arranged attractively on the service platters for delivery to the dining room.
3. Servers line up in the kitchen and select a platter to carry into the dining room.
4. Food is paraded into the dining area and presented to the guests.
5. Platters are placed on side stands to keep food warm while guests are given a very hot,
empty dinner plate.
6. Servers, moving counter-clock wise around the table, transfer the food to guest plates.
Family-style Servicethe kitchen places food on large platters or in large serving bowls that
servers deliver and place in the middle of the guests table. Guests serve themselves by passing
the food around the table.
174
Buffet Serviceusing hot or cold buffet service tables, guests may serve themselves food items
such as:
Salads, fresh fruit, and other chilled side items
Hot vegetables, meats, poultry, and fish
Breakfast items, muffins and crepes
Omelets from prepared-to-order stations
Sauces, dressings, and relishes
Desserts and breads
Beef, ham, and other roasts in whole steamship rounds that are hand cut by staff at
carving stations
Each type of service will appeal to a specific target audience. The level of guest service and type of
environment where the food facility is located will determine the target audience and the type of service
most attractive to guests.
175
Job Positions
The food and beverage industry requires a skilled and knowledgeable workforce. This is due to the
complex process involved when planning a menu, preparing or cooking each item, and then guaranteeing
guests are served quality food and beverages. The variables, such as when certain food items are available
or controlling food preparation and service to guarantee a consistent process, offer a unique challenge
to each employee. Consequently, food service employees must pay attention to detail, know exactly
what guests expect, and follow their propertys food and service standards.
Food and beverage job positions are typically divided into three main categories:
Managershave a wide variety of duties from running the kitchen, creating the menu, hiring
and training staff, setting financial goals, and overseeing day-to-day operations. Consequently,
the larger the operation, the more varied the management positions.
General manager
Executive chef
Operations manager
Supervisor
Production Stafffocus primarily on the food production process and traditionally have little
to no direct contact with guests. However, the production staff has a major impact on the overall
guest experience through the type and quality of food being sent from the kitchen to the dining
public.
Chefs
Cooks
Pantry staff
Stewards
Receiving staff
Bakers
Dishwashers
Service Staffhave the biggest impact on the dining experience since these positions have direct
contact with guests. The types of positions required will depend on the type and size of each
food and beverage operation along with the duties to be performed based on the menu, level of
guest service, and guest expectations.
Greeters/hosts/hostesses
Restaurant servers
Banquet servers
Beverage servers
In-room dining attendants
Counter staff
Buspersons
Bartenders
Cashiers
176
Section
10.8
Kitchen Operations
E
fing
Staf
Timing
Proc
edur
in
nn
Pla
177
Section
10.9
should know
Dram Shop Lawsin general,
provide consistent guidelines
about who is responsible
when third parties suffer
because of an intoxicated
persons actionswill vary
from state to state.
178
Terms you
should know
Ordinancescodes created
to clearly define how specific
regulations or laws will be
locally enforced.
179
Section 0.10
1
should know
Audio-Visualmaterials
using sight or sound to
present information such
as DVDs, PowerPoint
presentations, or speakerrequested microphone sound
systems.
nitially found in hotels and restaurants, one area of food and beverage
operations that has become very profitable is the banquet, catering,
and event planning group. Today, hotel and resort food service providers
are developing desirable locations such as museums, zoos, and other
local attractions into venues for all types of banquets and catered special
events. This is done by creating partnerships that allow for revenue and
marketing to be shared by the organizations involved. It also allows
event planners to choose from a variety of unique and entertaining
dining experiences. How does a planner decide which type of service is
required? By determining the purpose of each event, such as:
Banquetsa formal business dinner, charitable gathering,
ceremony, or celebration that often involve awards or speeches
to honor people or the reason for the event. Banquet service
encompasses menu, room setup, audio-visual (A/V) needs, plus
any additional support services.
Cateringfood service at an on-site meeting or convention space,
off-site locations, local attractions, and private homes. Typically,
food is prepared in the catering kitchen location and moved to
the catered event venue.
Special Eventshigh-cost organized events that tend to be
very elaborate and involve multiple elements such as food,
entertainment, and dcor, often held at a hotel or specially chosen
location at any time of day or night and typically built around a
specific theme or concept.
180
181
Theater
U-Shape
Classroom
182
Reception
Section
10.11
ood service operations can readily go green by making sure they are
in compliance with all environmental regulations, adopting pollution
prevention methods, and using resource conservation practices.
The top green practices for food service operations are:
Conserve Energy and Water
1. Use low-flow pre-rinse spray nozzles at the dish machine. Use Energy
Star compact fluorescent lamps (CFLs) instead of incandescent
bulbs in storerooms, break rooms, offices, wall sconces, kitchen
exhaust hoods and walk-in refrigerators.
2. Use ultra low-flow toilets and flow restrictors on restroom faucets.
Reduce, Reuse, Recycle
3. Buy products in returnable, reusable or recyclable containers.
4. Recycle cardboard, paper, glass, metal and plastics, and food (donate leftover cooked food
to a local shelter and look for a local composting site when disposing of food waste, waxed
cardboard, paper napkins, paper beverage cartons, and wooden crates).
5. Recycle cardboard, paper, glass, metal and plastics, and
food (look for a local composting site when disposing of
food waste, used cooking oil, waxed cardboard, paper
napkins, paper beverage cartons, and wooden crates).
6. Use takeout containers that can be composted (paper)
or recycled (#1 and #2 plastics, aluminum) instead of
Styrofoam.
Pollution Prevention
7. Properly maintain grease traps and kitchen hoods to
prevent overflows and emissions to the sewer and
storm drain systems.
8. Keep outdoor waste storage, parking, and sidewalks
free of litter, grease spills and other potential pollutants.
Use sweeping and spot cleaning for most clean ups. If
washing is needed, use a cleaning method that keeps
cleaning water out of storm drains.
9. Use organically or sustainably produced foods in the
kitchen.
Chapter 10 Food and Beverage Services
183
1. How many more jobs are expected to be added to the restaurant industry over the next ten years?
2. List the three main market groups food and beverage operations are typically divided into.
3. How does the restaurant industry rank in the United States as a source for jobs?
Section 10.2
Section 10.3
1. List the two segments the guest cycle for food and beverage is divided into.
2. List what occurs in segment 1.
3. List what occurs in segment 2.
Section 10.4
1. What are the four key items a food and beverage operation needs to control?
2. What is the purpose of a standard recipe?
3. Why must all ingredients, labor, and other expenses be included when calculating food costs? Explain
your answer.
4. If the food cost for a hotdog is $0.78 and the snack bar selling them needs to make a profit percentage
of 38 percent, what should be the price point for this item? Show how you calculated the amount.
Section 10.5
1. List three types of access a guest with disabilities may need when dining at a restaurant.
2. What areas of a restaurant will guests with disabilities need to access?
3. What must a dining table allow a guest in a wheelchair to do?
4. Should all wheelchair access tables be located in the same section of the restaurant? Explain why you
think it is a good or bad idea.
5. Explain how to accommodate a guest with a service animal.
184
Section 10.6
Section 10.7
1. List the four main styles of table service and the purpose of each.
2. Who would family-style service appeal to and why?
3. If you owned a hotel, would you offer guests a breakfast buffet and why?
4. Which type of table service style would you expect to find in an exclusive fine-dining restaurant and
why?
5. Explain the purpose the production staff serves in a restaurant. Write a brief paragraph using complete
sentences.
Section 10.8
1. What is the goal of all food and beverage facilities and why is it so important?
2. What is a critical element in kitchen operation and why?
3. Describe why teamwork helps to coordinate the food production employees.
Section 10.9
Section 10.10
Section 10.11
185
1
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Re
XXSection 11.1
Introduction
XXSection 11.2
Resorts
XXSection 11.3
Cruise Lines
XXSection 11.4
XXSection 11.5
Off-Site Partners
Competencies
1. Identify the purpose of resorts, cruise lines,
recreational vehicles, and tent camping in the
hospitality and tourism industry.
2. Identify the types of resorts and the target
guest markets attracted to each type.
3. Identify the role of cruise ships in the
hospitality and tourism industry, the types of
ships, and the target guest market for each
type.
4. Identify the role of recreational vehicles
(RVs) and tent camping in the hospitality and
tourism industry, the type of RVs available, and
the target guest market for both RVs and tent
camping travel.
5. Explain the purpose of using internal resources
for sources of guest experiences and the
purpose of building strong partnerships with
outside businesses, agencies, and other
sources for guest activities.
186
Hospitality Profile
Jonathan Tisch
Chairman
Loews Hotels
Jonathan M. Tisch has been chairman of Loews Hotels
since 1989. He is co-chairman of the Board of Directors
and a member of the Office of the President of Loews
Corporation, the parent company of Loews Hotels.
Mr. Tisch is widely recognized as an advocate on behalf
of the multi-billion dollar travel industry and serves as
chairman emeritus of the U.S. Travel Association, the
national non-profit association representing all segments
of the travel industry. Mr. Tisch served as chairman of NYC
& Company, New York Citys official tourism marketing
agency and convention and visitors bureau.
Concurrent with his national efforts to help stimulate
travel and tourism in the aftermath of September 11th,
Mr. Tisch served as chairman of New York Rising, a task
force committed to reviving tourism in New York City.
In recognition for his leadership and civic involvement,
Crains New York Business named Mr. Tisch one of the
Top Ten Most Influential Business Leaders. He was
also named CEO of the Year by the Executive Council
of New York in 2006.
187
Section 1.1
1
Introduction
R
esorts, cruise lines, camp grounds, and recreational vehicle sites tend to be in locations where the
climate, scenery, recreational areas, theme parks, or historical significance make it a desirable tourist
destination. Historically, resorts were large properties with extensive landscaped grounds, hiking trails
and gardens, and sports facilities featuring golf and tennis. The guests they primarily attracted were
ones who could afford the expense of a resort stay. Cruise lines focused on attracting the very wealthy,
while campgrounds appealed to travelers on a tight budget, and recreational vehicle travel attracted
people wishing to explore in comfort.
Todays guests have a wide variety of choices available when selecting the types of accommodations
and activities that best fit their lifestyle and personal preferences. Resorts and other non-traditional
accommodations can be large or small; busy, mobile, quiet, or secluded; have all-inclusive amenities,
personalized services, or the comforts of home. It all depends on the type of travel experience the guest
wishes to have.
Another area that has gained popularity over the past few decades is the expansion of the types
of activities guests can choose. Traditionally, guest activities were limited to offerings such as golf or
tennis. Today, however, they can range from
cultural tours, to cooking lessons featuring local
cuisine, to organized visits to nature centers and
museums. Guests seeking to stay in a resort,
or use nontraditional travel options, typically
want to immerse themselves in a memorable
guest experience.
188
Section
11.2
Resorts
E
Types of Resorts
Many resorts offer a specialized experience such as:
Spa Resorts
Water has historically been a large part of the spa experience. Even
today, spa resorts emphasize the value of water as part of the healing
experience. This is accomplished by surrounding the guest with physicians,
instructors, nutritionists, massage therapists, and spa products, all selected
to promote health and wellness. Other key elements in the spa resort
experience are:
Terms you
should know
Group Marketbusiness a
hotel receives through an
outside event planner or tour
operator wishing to book
room nights, meals, and other
hotel services for a business,
family, or tour group.
Meeting Marketbusiness a
hotel receives from an outside
organization, business,
or association wishing to
book meeting/convention/
conference room services.
Fitness
Stress management
Pampering and relaxation
Health and wellness
189
Terms you
should know
All-Inclusivea resort where
the cost of all lodging, meals,
airport transfers, spa services,
and activities are bundled
into a package price.
Ski Resorts
The modern Olympics
drew attention to what was
traditionally a European
winter sport. By the 1960s,
resorts located in mountainous
areas around the world
(traditionally closed for the
winter) started developing
ski runs, installing ski lifts,
improving road access, and
putting safety measures in place so they could expand into year-round
operations. Today, ski resorts are estimated to bring in $3.5 billion in
revenue per year.
All-Inclusive Resorts
All-inclusive resorts were created to meet the needs of guests looking
for a destination vacation that offers a stress-free atmosphere, dining
option choices, and plenty of activities at a set price. Typically, this type
of resort appeals to guests who want to prepay the total cost of the trip
during the pre-arrival stage of the guest cycle. To accommodate this type
of guest, each resort will offers a variety of guestroom packages ranging
from a deluxe guestroom to a suite featuring a personal butler and chef.
Guests select the package that fits their budget, book the dates, and make
payment to the resort. After booking, guests will receive a detailed menu
of choices that allows guests to know precisely what the:
Pineapple
Fun Fact
Once guests are on site, they can enjoy the items covered by their
package through use of a key card. The card is coded by the front desk
during check-in with the chosen packages room, dining, activities, and
entertainment options. Guests are asked to charge each transaction back
to their room using this card.
Employees process the card like
a payment card into the POS
system. The POS will then report
the guest activity to the PMS for
posting to the guests folio each
day. If a guest dines or uses a
service outside what the package
covers, a charge will be posted
to the guest folio for settlement
at departure
Section
11.3
Cruise Lines
C
ruise ships are floating resorts that have gained in popularity over the past 40 years. Cruises appeal
to anyone looking for an all-inclusive vacation where they can arrive, unpack, relax, and enjoy.
Typically, cruise prices include meals and in-between snacks on board; a stateroom, activities, parties
and entertainment; plus an exciting voyage to some of the most enchanting and culturally-enriching
places in the world. It is important to note that the cruise industry has one the highest guest satisfaction
scores, and repeat business ratings, in the hospitality and tourism industry.
191
192
193
Section 1.4
1
xploring the great outdoors on state lands, national parks, nature preserves, and other wild places
are the key elements in the continued popularity of recreational vehicle (RV) and tent camping
because they appeal to guests who enjoy outdoor activities and a healthy, active lifestyle. In particular
wildlife watchers, hunters, paddlers (canoes and kayaks), and hikers find RVs and camping the perfect
way to travel. Consequently, a huge RV and camping industry existing within hospitality and tourism
to support the guest demand.
Motor homes, travel trailers, folding camping trailers, and truck campers all make up the types
of vehicles classed as recreational vehicles (RV). They are designed as temporary living quarters for
recreational camping, travel, or seasonal use. Today, it is estimated that more than 8 million households
own an RV. The attraction to RVs is affordable travel. Studies by the RV industry show the cost of a trip
for a family of four in a RV can range from 30-50 percent less than if they were to travel by car, stay in
hotels, and eat in restaurants. The savings vary depending on the type of RV used and do factor in the
high cost of gasoline. Guests who see the journey as the experience are the main target market for RV
travel.
Tent Camping
Old school camping in the form of pitching a tent, relaxing around the campfire, and taking all the
natural world has to offer is still a popular component in hospitality and tourism. Campgrounds on the
beach, in the mountains, forest, and by a lake average 33.7 million guests per year. Tent camping is a
very inexpensive way to travel and experience various destinations such as National Parks or wildlife
refuges. However, the reason most people give for going camping is to have fun and relax. The two
most popular activities are swimming and hiking during a camping trip.
194
Section
11.5
Off-Site Partners
O
ne element that guests look for when selecting a type of resort, cruise ship itinerary, RV, or tent
camping venue is the type of available activities. Typically, this helps guests to make their final
choice and, therefore, is an aspect of resort and nontraditional operations that should be well planned.
Identifying guest preferences is the key to success. Once the research on what guests want to do is
complete, it is important to begin developing a variety of guest choices using all available resources.
This includes local vendors for activities such as white water rafting or local tours. Often the recreation
department is responsible for overseeing guest activities but that will vary by operation.
Guest activities, or programming as it is sometimes called, should first explore available resources
within the resort or non-traditional operation. Recruiting employees with special skills is a common
method for providing interesting guest activities. Another method is to reach out to the local community
and partner with businesses, agencies, or other sources for guest activities. Often, these outside vendors
are already in the guest activity business and have the experience, training, and expertise necessary to
meet guest recreational needs.
For example, guests at a resort have asked the concierge if there
is anywhere to go whitewater rafting. The resort has already set up
an agreement with a local outdoor shop as a provider of rafting
experiences. The concierge is quickly able to set up a trip for the
guests. Without the agreement, the concierge would have had
to provide the guest with a list of local providers of rafting
adventures. The guests would have had to book the trip for
themselves. Guests will see this as poor guest service by the
resort. Another bonus is the revenue-sharing agreement
between the resort and the vendor, which ensures both
profit from the partnership.
What types of activities do guests typically expect?
195
196
Transportation
Many transportation providers also offer guest
experiences such as:
Bus tours
Train tours
Helicopter tours
Mountain gondola adventures
Cable car or trolley car adventures
Monorail (Disney, Las Vegas, and
Seattle)
Ship or boat tours
Segway city tours
Limousine tours
197
1. What part of resort and other non-traditional operations has gained popularity over the past few
decades? Write a short paragraph, using complete sentences.
2. What type of destinations are resort and non-traditional accommodation guests attracted to? Explain
your answer.
3. In the past who was most likely to take a cruise and why?
Section 11.2
Section 11.3
1. List the eight types of cruise ships and the target guest market for that ship.
2. Why is cruise ship travel so attractive to guests? Explain your answer.
3. List the type of waterways on which cruises are known to be operated.
4. If you wanted to visit Antarctica, what type of cruise ship would you select? Explain why that is the
best choice.
5. If you wanted to cross the Atlantic Ocean to visit England, what type of cruise ship would you choose?
Explain your answer.
198
Section 11.4
Section 11.5
1. What is the key reason cited by guests when deciding to visit a resort, take a cruise, go on a trip in a
RV, or take a tent camping trip? Explain your answer.
2. List three things you would enjoy doing on a camping trip. Explain your choices.
3. List three types of transportation-based guest experiences you would enjoy. Explain your choices.
4. List three cultural activities you would enjoy on an RV trip. Explain your choices.
199
2
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12.1
Introduction
XSection
X
12.2
XSection
X
12.3
XSection
X
12.4
Night Audit Calculations
Competencies
1. Identify the financial goal of a hotel or
lodging property.
XSection
X
12.5
XSection
X
12.6
Yield Statistic
Hospitality Profile
201
Section 2.1
1
Introduction
Terms you
should know
Rack Ratethe term which
represents the highest
possible rate a guest may be
charged for a room.
Night Auditthe nightly
process that checks, corrects,
and balances all accounts for
registered hotel guests.
202
Section
12.2
ot all areas or departments in a hotel generate revenue. Some departments are considered revenue
centers while others are considered cost centers. The difference between the two is significant and
plays a large part in how financial decisions are made in a hotel.
Revenue centergenerates income for the hotel through the sale of services or products to
guests. Revenue centers include:
Rooms
Food and beverage
Sales
Concessions, rentals, and commissions
Fitness and recreation facilities
Cost centerdoes not directly generate
income but acts as a support center to the
areas producing revenue. Cost centers
include:
Marketing
Facilities management/engineering
Accounting
Human resources
Security
203
Section 2.3
1
should know
Guest Folioaccount
balanced daily by the night
auditor and used to report
each guests financial
transactions.
Guest Ledgercollection of
all guest folio accounts for
registered guests completed
by the night auditor and
used to measure a hotels
profitability.
s the key revenue center, the front office is responsible for generating
the largest portion of a hotels profits. In order to maintain revenue
at the highest level possible, the night audit process monitors, posts, and
calculates the days financial activity.
Traditionally, guests do more than sleep when staying in a hotel. They
will also eat, shop, and have fun. In order to make the guest experience as
seamless as possible, most properties allow guests to charge the expense
of food, merchandise, and recreation back to their room. This means
they add those costs and expenses to their guest folio during each day
of the stay. Because of this activity, the night audit acts as the control
process for updating all financial activity to each guest folio (cash and
credit). This ensures each transaction is recorded and the guest account
balanced. It is the most accurate way to guarantee the guest bill is correct
and ready for settlement when the guest departs. Once all the guest folios
have been updated, the auditor must begin posting those totals to the
guest ledger. The purpose of the guest ledger is to collect all charges
into one document for reporting to the accounts receivable section of the
accounting department. The guest ledger totals will indicate if the hotel
was operating at a profit or loss for the day.
An effective audit increases the probability of accurate account
settlement. As the name implies, night audits are conducted late at
night during the time the hotel experiences the lowest guest demand
for services. Typically, hotels are busiest during the day and evenings.
This makes night time the perfect time to perform the close-of-business
activities covered by the night audit and to reopen accounts for the next
day of business.
The main purpose of the night audit is to verify the accuracy and
completeness of the guest folios and compare them against the departmental
transaction reports. Specifically, the night audit is focused on:
1. Verifying all posted entries to guest and non-guest accounts
2. Balancing all front office accounts
3. Resolving room status discrepancies
4. Monitoring guest credit limits
5. Producing the night audit reports
6. Recording the close of one business day and the opening of the
next days business
204
The night audit process also allows the hotel to gain a clear picture of:
How well business was conducted for that day
The profit earned or losses incurred
The cost of doing business and where expenses occurred
The night auditor must be capable of paying close attention to accounting details, use appropriate
methods, and track guest credit restrictions. The auditor must clearly understand the affect of guest
transactions on the front office accounting systems. Night auditors are expected to:
Calculate
Room revenue
Occupancy percentage
Average daily rate (ADR)
Revenue per available room (RevPAR)
Prepare
Summary report of front desk cash transactions
Summary report of front desk credit card activity
Report data showing the front desks financial performance for the day
Summary report on front desk operation to management
Rate:
3/15
3/16
3/17
3/18
186 94
337 36
627
109 00
109 00
109 00
7 64
7 64
7 64
Balance Forward
Room
Sales Tax
Restaurant
98 77
56 31
109
In-Room Dining
21 44
Merchandise
12 35
Bar
75 00
Recreation
Local
Long Distance
Telegrams
Laundry - Valet
14 00
14 00
Cash Disburse
Total
186 94
Less: Cash
Carried Fwd.
186 94
337 36
627 76
205
Sample Guest Folio: A guest is staying for three nights and checking out on March 18th.
Guest Folio
Guest Name: John D. Smith
Room: 317
Date
Rate:
3/15
3/16
3/17
3/18
186 94
337 36
627 76
109 00
109 00
109 00
7 64
7 64
7 64
Balance Forward
Room
Sales Tax
Restaurant
109
98 77
56 31
In-Room Dining
21 44
Merchandise
12 35
Bar
75 00
Recreation
Local
Long Distance
Telegrams
Laundry - Valet
14 00
14 00
Cash Disburse
186 94
Total
Less: Cash
Carried Fwd.
206
186 94
337 36
627 76
Tracks all guest transactions for one business day. Guest charges for
each department are posted and totaled during the night audit process.
Rate:
4/7
4/8
4/9
4/10
4/11
Balance Forward
Posting of charges in guest folio for each business day.
Room
Sales Tax
Restaurant
In-Room Dining
Merchandise
Bar
Recreation
Local
Long Distance
Telegrams
Laundry - Valet
Cash Disburse
Total
Less: Cash
Carried Fwd.
Total of balance carried forward, room rate, sales
tax, and other posted charges in left hand boxes.
Cash amounts paid by guest in order to reduce amount carried over on final bill.
Balance to be carried over to the next day on the guest folio and to the
guest ledger for the opening of the next business day.
207
Hotel Name:
Date:
Room No.
No. Guests
Name
Balance
Carried Room Sales
In-Room
Forward Rate
Tax Restaurant Bar Dining
317
Smith, John
186.94
109.00
7.63
238
Davis, Chris
614.07
169.00
11.83
237
Jones, Mary
172.94
109.00
7.63
House Total
973.95
387.00
27.09
387.00
27.09
City Ledger
<Advance Deposit>
Accounts
Receivable
Total
208
Telephone
Local
Long
Dist.
Laundry
Recreation
Merchandise
Total
Charges
Cash
Transfers
Balance
Carried
Allowances Forward
Balance to be
carried over to
guest ledger for
opening of next
business day
(amount should
match balance
carried over for
next day on
guest folio as
well).
Amount used to
open the guest
folio for the next
business day.
Amount in this
column must
match the
numbers shown
for that day in
the guest folio
carried forward
column.
209
Terms you
should know
City Ledger Control Folio
the amount posted as
the balance due from all
individual guests, groups, and
companies, also known as the
City Ledger.
109.00
7.63
169.00 11.83
109.00
7.63
House Total
City Ledger
25,000.00
210
Section
12.4
nce the night auditor has updated each guest folio and posted guest charges to the guest ledger,
the next task involves completing three hotel accounting calculations. The most important of
the three is revenue per available room (RevPAR), which measures how well the hotel is performing
financially. However, in order to calculate the RevPAR, the auditor must first determine the hotels
occupancy percentage (OP), which measures how well the hotel is at attracting guests to the property,
and average daily rate (ADR), which determines the nightly average price for rooms sold. Both make
up the key pieces of information needed to measure the daily financial performance of the hotel.
$50,000 Revenue
200 rooms sold
= $250.00 ADR
$250.00 ADR
x 0.57 OP =
$142.50 RevPAR
211
Section 2.5
1
Yield Statistic
F
ront office staff are expected to sell rooms at the full rack rate unless the guest qualifies for an
authorized rate such as corporate, government, American Automobile Association (AAA) discount,
or others special promotions. In order to determine if the sale of room nights is at the most profitable
rate, the front office manager will need to calculate the yield statistic. The closer the yield statistic is
to 100 percent, the better the hotel is performing. The front office manager will also compare the yield
statistic to the occupancy percentage. This allows the manager to see how many rooms had to be sold
in order to achieve the yield statistic.
The yield statistic is calculated by determining the ratio of the revenue generated by the actual number
of rooms sold against the potential revenue the hotel could have made if all rooms of every size and
type had sold at full rack rate. The formula for calculating the yield statistic is:
Yield Statistic
Rack Rate
$119.00
$159.00
$259.00
$400.00
215
25
10
15
$ 99.00
$119.00
$200.00
$325.00
$84,550.00
265
$31,135.00
$31,135.00
= 0.368 X 100 = 37% Yield Statistic (rounded up)
$84,550.00
265 rooms sold
= 0.53 X 100 = 53% Occupancy Percentage
500 rooms available
Looking at the sample yield statistic calculation, it is clear the hotel is only generating 37 percent
of the revenue it is capable of producing. Using this number, the hotel manager and employees can
easily see they are not successfully selling rooms at a high enough rate. The occupancy percentage also
indicates they are selling over half the rooms available at the hotel, which should have everyone asking
themselves why the yield statistic and the occupancy percentage are so far apart. The financial goal is to
have both showing the same percentage. In order to reach this goal, they must now question how they
can improve the yield statistic since the occupancy percentage shows the hotel is successfully selling
rooms. Consequently, the next step must be for all employees to plan a better strategy for selling room
nights at a more profitable rate.
212
Section
12.6
otels have large heating and cooling systems, use huge amounts
of paper products, provide guests with amenities that are barely
used, and consume vast amounts of fresh water. Each costs the hotel a
lot of money which reduces profits. However, hotels have found that by
going greenusing available resources in an environmentally friendly
fashionthey can reduce the propertys carbon footprint and operating
costs.
By using low-use water devices such as low-flush toilets, water costs
are reduced; lowering guestroom thermostat temperatures saves on
energy consumption; and giving leftover items such as food, guest soap,
and shampoo to local agencies in need gives the items new life and gains
a charitable donation tax deduction for the property. Reusing products,
recycling plastic or aluminum, and reducing waste is a win-win for both
the environment and hotel operating costs.
Terms you
should know
Carbon Footprintthe
measurement of the amount
of greenhouse gases produced
through the use of fossil
fuels for electricity, heating,
cooling, and transportation.
Gray Waterwastewater
created by activities such as
doing laundry, dishwashing,
and bathing, which can
be recycled on site in a
landscape irrigation system.
213
1. What is the financial goal of a hotel and why do you believe it is important to achieve it? Explain your
answer.
2. What does the term full rack rate mean and why is it important? Explain your answer.
3. How can front office employees who book guestrooms help make a hotel more profitable? Explain
how they can accomplish this goal.
Section 12.2
1. What is the purpose of a revenue center and why is it important to hotel financial operations? Explain
your answer.
2. What role does a cost center have in a hotel and is it necessary to have cost centers? Explain your
answer
3. List three revenue centers found in a hotel and explain the types of services each area provides to
guests that make that center profitable. Use complete sentences.
Section 12.3
1. Why is the night audit the best way to ensure guest folios are up-to-date and accurate? Explain your
answer.
2. List the six items the night audit must focus on completing each night and explain why you believe
each one to be an important part of the process.
3. Why is keeping guest charges updated in the guest folio such an important task? Explain your answer.
4. What three guest charges are posted to the guest ledger each night and on what line is each one
totaled?
5. Using these numbers:
a. House Total: $546.00
b. City Ledger: $10,000.00
c. Advance Deposit: <1,233.00>
Calculate the Accounts Receivable Total in the bottom half of the guest ledger provided.
House Total
City Ledger
Advance Deposit
Accts. Receivable Total
214
Section 12.4
1. What is the purpose of calculating the occupancy percentage (OP) and why is this an important piece
of financial information? Explain your answer.
2. What is the ADR used to determine and why do hotels need to track this number? Explain your
answer.
3. What does RevPAR calculate and why do hotels need to know what this number is for each night?
Explain your answer.
4. Calculate the RevPAR for the Tomas Hotel using the following:
a. OP: 88%
b. ADR: $125.00
Section 12.5
Section 12.6
1. What is the meaning of the term carbon footprint and why is it important for hotels to know about
it? Explain your answer.
2. Housekeeping must remove any partially used bars of soap and bottles of shampoo. How can those
items be reused as a green housekeeping practice? Explain your answer.
3. Explain one way Food & Beverage can recycle or reuse leftover food. Write a short paragraph using
complete sentences.
215
Unit 4
Sales and
Marketing
XChapter
X
13
Marketing
XChapter
X
14
Sales
216
Unit Overview
217
3
1
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XSection
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13.1
Introduction
XSection
X
13.2
Competencies
XSection
X
13.3
XSection
X
13.4
XSection
X
13.5
XSection
X
13.6
Marketing Messages
XSection
X
13.7
XSection
X
13.8
Green Practices
218
Hospitality Profile
Andy Ingraham
Founder/President/CEO
NABHOOD
Andy Ingraham grew up in a family of entrepreneurs in
The Bahamas. After completing school in Jamaica, a
move to Fort Lauderdale, Florida, saw the launch of Mr.
Ingrahams career in hospitality and tourism.
Mr. Ingraham founded the National Association of Black
Hotel Owners, Operators & Developers, Inc. (NABHOOD)
in 1999 and serves as President/CEO. NABHOOD was
formed to increase the number of African-Americans
directly involved in the development, management,
operation and ownership of hotels. Another goal was to
increase vendor opportunities and executive level positions
for minorities, thereby creating wealth within the AfricanAmerican community. Mr. Ingraham is also President/
CEO of Horizons Marketing Group Intl. Inc., a marketing
and public relations corporation that places special focus
and emphasis on encouraging and developing AfricanAmerican and multicultural-based tourism.
219
Section 3.1
1
Introduction
220
Chapter 13 Marketing
Chapter 13 Marketing
221
Section 3.2
1
he marketing department is responsible for managing the business of marketing for the hotel,
restaurant, attraction, or transportation business. Each member of the marketing team must
put available time, budget, and resources to good use by developing programs that drive guest and
market awareness of the specific business. Marketing begins by researching the guests most likely to
use a particular product or service. Then, based on the research information, an advertising campaign
can be created to raise guest awareness of the product or services. A successful advertisement should
generate sales that are tracked by the marketing team to determine how successful the campaign was
at generating revenue.
222
Chapter 13 Marketing
Market Research
Terms you
should know
a performance measurement
used to evaluate whether the
cost of generating business
produces enough profit to
make it worth the investment
of money, time, and effort.
ROI=
Chapter 13 Marketing
223
Section 3.3
1
should know
Marketing Planthe specific
actions planned to interest
potential clients in a specific
product, good, or service,
and to persuade them to buy
those items. The marketing
plan is used to implement a
marketing strategy.
Product
Price
Marketing
Strategy
Place
Promotion
Chapter 13 Marketing
Chapter 13 Marketing
225
Section 3.4
1
Target Marketthe
Target Markets
Terms you
should know
Market Segmentationsthe
226
Chapter 13 Marketing
Psychographicsthe
Once a target market segment has been identified, hospitality and tourism
businesses can:
Focus on marketing the right
product at the right price to the
right group of guests
should know
Demographicsthe analysis
Terms you
Chapter 13 Marketing
227
Section 3.5
1
Tools of Marketing
T
o guarantee each marketing dollar is well spent, the marketing department has to decide on the type
of tools and strategies that will be the most effective with the selected target market. A marketing
strategy describes how the organization will achieve its marketing objectives, and needs to be realistic
about the cost of implementing the strategy.
228
Chapter 13 Marketing
Direct Marketing
Marketing messages are communicated directly to guests in a specific target market. One advantage
of direct marketing messages is the results of the effort can be easily measured. The measurement is
known as a response rate. As guests respond to the campaign or promotion, they are asked how they
learned about it. The count of each source cited is used to calculate each marketing efforts response
rate percentage. For example, a hotel website can ask guests making an online booking for a special
weekend rate how they learned about the promotion. The higher the percentage, the more successful
the direct marketing effort was in reaching guests.
One of the most common tools is direct marketing which focuses on the guest using:
Mobile messaging
E-mail
Interactive consumer websites
Online display ads
Fliers
Catalogs
Promotional letters
Outdoor advertising
Social media
Toll-free phone number
Postage-paid postcard
Chapter 13 Marketing
229
The power Internet searches have over todays marketing efforts cannot be stressed enough. Through
a tool known as Search Engine Optimization (SEO), website marketing experts research and carefully
use a series of words potential clients may enter when searching for hospitality and tourism options.
Why? Because the sole purpose of marketing using SEO is to spread the word about available products
and services. Using key words in the marketing materials, website, or shopping cart title and content,
the SEO expert can increase the chances of an Internet search hit during a potential clients web search.
If the SEO expert has done the research on the market segment correctly, and determined who is
most likely to be attracted to the business, he or she can then identify the most relevant key words.
Incorporating the key words a consumer is most likely to enter will significantly increase the chances
of a potential client finding the businesss website.
Most search engines rate the frequency of a key word hit along with the quality of the content of
the site, then rate it as either an authoritative content site or not. The higher the rating, the more likely
a websites link will appear on the first page of the search results. Poorly rated websites are considered
to have worthless content and will appear on the last pages of a search. The goal of SEO is to constantly
update and refresh the key words used to produce search engine hits in order to maintain a high SEO
rating.
To create a user registration database, the gathering of specific information from the user is necessary.
Typically, this will include the persons name, physical address, business name, phone numbers, and
e-mail address. Since the average person will not complete a long form, limiting the fields to the needed
information is a good practice. Using this information, the marketing team will send either hard-copy
or electronic marketing newsletters to the potential guest.
230
Chapter 13 Marketing
Marketing Messages
Section
13.6
Chapter 13 Marketing
231
Section 3.7
1
n important consideration in marketing is to follow the rules of marketing ethics by always using
ethical practices. This means all marketing and advertising should be legal, honest, and truthful.
It also means conforming to the principles of fair competition and acceptable business practices during
the marketing process. In order to compete both fairly and ethically, a business should focus on the
products, goods, or services offered, and highlight the advantages to guests when they choose that
business over its competition. The goal is to focus on the positive and not the negative. Pointing out the
shortcomings of the competition will very likely cause guests to perceive this as a negative marketing
experience and result in the loss, not the addition, of business.
Marketing must also value diversity and not discriminate in any way. Once again, the use of Respect
and Value Everyone (RAVE) is a must.
Ethical marketing practices should:
Highlight characteristics correctly and accurately
Associate product value with the product, good, or services price
Explain policy for delivery, exchange, return, repair, or maintenance
Explain the product, good, or service guarantee
Show copyrights, property rights such as patents, trademarks, designs, models, or trade names
Recognize approvals, awards, prizes, certifications, or diplomas
Explain benefits for charitable causes
232
Chapter 13 Marketing
Green Practices
Section
13.8
Chapter 13 Marketing
233
Section 13.2
Section 13.3
Section 13.4
Section 13.5
234
Chapter 13 Marketing
Section 13.6
1. Explain the three key decisions a marketing team must make when creating a marketing strategy.
2. What do the most successful marketing messages hope to accomplish? Explain your answer
Section 13.7
Section 13.8
1. Why is it important to use green practices as part of a businesss marketing effort? Explain your
answer.
2. List three ways green marketing efforts can be accomplished.
3. What type of methods and materials could you use to create a marketing handout?
4. What method could you use to create a paperless marketing strategy?
Chapter 13 Marketing
235
4
1
r
e
t
Chap
Sales
XSection
X
14.1
Introduction
XSection
X
14.2
XSection
X
14.3
XSection
X
14.4
Prospecting
XSection
X
14.5
Types of Sales
Competencies
1. Identify the role of sales in the hospitality and
tourism industry.
2. Identify the key objectives and various tasks of
a hospitality and tourism sales department.
3. Identify the structure and positions found in a
hospitality and tourism sales department.
4. Explain the responsibilities of a hospitality and
tourism sales professional.
5. Identify the purpose of prospecting and the
role of the Internet, networking, relationshipbuilding, strategic alliances, and referrals in
hospitality and tourism sales.
6. Identify the types of sales, the purpose of
upgrading sales, and the role of specialty sales
in hospitality and tourism.
236
Hospitality Profile
Kemmons Wilson
(1913-2003)
Founder of Holiday Inn
In the early 1950s, the new interstate highway system,
cheap gasoline, big cars, and prohibitively expensive air
travel meant that even the rich were packing up the car
and taking road trips. In 1951, Kemmons Wilson decided
to take his wife and children on vacation from Memphis,
Tennessee, to Washington, D.C. After 800 miles in a
car with five children and a wide variety of not-so-good
experiences at a number of motels, Wilson vowed to get
into the motel business and make some changes.
After the trip, he told his wife he was going to start his
own hotel chainone that would not charge extra for
children, and would make traveling as a family both
comfortable and safe. Within a matter of years, his
company consisted of more than 450 properties. Along
the way, he set the industry standard for room size
(12 feet by 30 feet), motel design, types of amenities
(including air-conditioning, free TV, and in-room phones),
cleanliness, and easy accessibility.
237
Section 4.1
1
Introduction
T
238
Chapter 14 Sales
Section
14.2
he main objective of the sales department is to increase the businesss bottom line, while the primary
task of a sales professional are to locate, connect, and engage clients for the express purpose of
selling the products, goods, or services available from his or her company. The tools and methods of
sales will vary but the one thing all sales departments need is a sales staff with good people skills. The
sales staff also needs to develop exceptional sales skills through practice, flexibility, and a willingness
to change with the times. Sales departments are always looking for the next great tool, method, or skill
that will help to sell products to existing and new clients or guests.
Through the use of various sales tactics and best practices, the sales department has changed radically
over the past ten years. No longer are sales team members forced to compete with one another for sales,
but are instead encouraged to work as a collaborative group focused on common sales goals.
This is accomplished by:
1. Evaluating current sales
2. Setting sales goals (new and updated)
3. Tracking sales goals
4. Identifying areas in need of improvement
5. Building a strong client/guest base
6. Building an efficient sales team
7. Hiring and training right-fit sales
professionals
239
Section 4.3
1
he sales department will vary according to the type of hospitality and tourism products, goods, or
services being sold. This is also true of the job positions and number of staff employed in the sales
department. However, the responsibilities of the sales professional will be basically the same:
Find and connect with potential clients
Present the products, goods, or services in a desirable way
Answers questions and solve problems about the products, goods, or services
Assist clients to select right-fit products, goods, or services
Make the sale
In order to accomplish his or her responsibilities, the sales professional must be willing and able to:
Be organized and use good time-management skills
Use good listening skills
Be well-spoken
Set and achieve sales goals
Use good influencing skills
Focus on the clients needs
Build strong, long-term relationships with the clients
Sample Sales Organizational Chart
Vice President of
Sales and Marketing
Director of Meeting,
Events, and
Convention Sales
Director of Sales
Sales
Manager
Sales
Manager
Salesperson
240
Salesperson
Chapter 14 Sales
Salesperson
Salesperson
Salesperson
Sales Positions
Vice President or Director of Sales and Marketing
Responsible for identifying and implementing sales strategies
Responsible for creating a sales plan and monitoring its success throughout the year
Responsible for all aspects of the sales operation
Responsible for identifying new sales opportunities
Director of Meeting, Events, and Convention Sales
Responsible for identifying sales opportunities in specialty areas
Responsible for overseeing the meeting, events, and convention sales team
Responsible for managing the meeting, events, and convention sales operation
Director of Sales
Responsible for managing daily sales operations
Responsible for overseeing sales managers and sales staff
Sales Manager
Responsible for guiding the day-to-day sales efforts
Responsible for assisting in identifying new sales opportunities
Chapter 14 Sales
241
Section 4.4
1
Prospecting
Terms you
should know
Cold Calla sales tactic of
visiting or phoning potential
clients who were not
expecting to be contacted
by a salesperson. In some
countries this is no longer
allowed.
hen asked what is the most challenging part of the job, a sales
professional will usually answer in one wordprospecting.
Prospecting requires the salesperson to continuously be on the lookout
for new clients. This is especially true of hospitality and tourism sales
staff since selling guestrooms, meals, admission, and transportation is
an ongoing process.
242
Chapter 14 Sales
Referrals
Referrals are a traditional, very
effective sales tool used to collect the
names of potential new clients from existing
customers. One reason this is a favorite of sales
professionals is that the referral is coming from a
known customer who is helping to widen the circle of relationships for the salesperson. It is a winwin for everyone. The client being referred has a word-of-mouth recommendation from someone he
or she trusts, and the salesperson has a very good chance of making a sale. This creates an advantage
by cutting out the sales lead screening process, thus saving time and money. Usually, a referral results
in a potential client in the market for the products, goods, or services represented by the salesperson,
making the time between initial contact and closing the sale quick and efficient.
Chapter 14 Sales
243
Section 4.5
1
Types of Sales
T
he purpose of any sales tactic, method, or tool is to exchange products, goods, or services with a
client, customer, or guest for a specific amount of money. This
is the basic role of sales in any business. How that is accomplished
depends on the situation, type of client, what type of item is
being sold, and the clients timeline for completing the sales
process.
Traditional Sales
The first task of any sales professional is to build a client base
of regular users of his or her companys products, goods, or
services. In the hospitality and tourism industry, this will
often involve having a corporate client base that
regularly needs accommodations, food service,
entertainment, and transportation provided
by outside vendors. The salesperson acts
as the vendor representative, determines
the clients needs, and matches them to
products or services available from his or
her business. The next step is to present the
product or service options to the client, assist
in the selection process, and attach a price to the
item selected by the client. Using the client choices and
the costs associated, the salesperson will write a contract,
and have it approved and signed by the client. Once a signed contract is
in place, the products or services can be provided for client use.
Typically, sales professionals will conduct this type of sale with:
Existing clients to sell existing products, goods, and services
New clients to sell existing products, goods, and services
Existing clients to sell new products, goods, and services
New clients to sell new products, goods, and services
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Chapter 14 Sales
Upgrading
Selling is the job of every employee, especially for those working in the hospitality and tourism
industry. Many see sales strictly as the responsibility of the sales team; however, upgrading guests
by means of upselling, cross-selling, and suggestive selling can often be accomplished by non-sales
employees as well. These three techniques are effective ways to increase revenues and training is the
key to getting everyone on board using these methods. For example, hotels have a variety of room types
and rates. When guests check in, the front desk may simply quote a room rate and make no attempt
to sell additional services or amenities. Training front desk staff to offer guests other room options by
highlighting added features that justify a rate increase, can frequently result in a guest deciding to move
up to a nicer view, more amenities, or a larger space. This is particularly true of business travelers. The
three tools both sales and non-sales staff can choose to use are:
Upsellingthis practice encourages a client or guest to
upgrade to more expensive products, goods, or services.
The advantage is the client or guest gets a better or higher
grade item while the company makes a more profitable
sale.
Cross-sellingthis technique involves selling additional
products to an existing client. The advantage to the
client is dealing with one supplier/vendor for multiple
products, goods, or services, while the company
increases its products, goods, or services sales base.
Suggestive sellingthis type of selling influences a guests
choice by highlighting a variety of options using words that describe the item to make it appealing.
Restaurant servers often use this as a way of selling appetizers and desserts.
Specialty Sales
The area of specialty sales is a major source of revenue for the hospitality and tourism industry. Often,
it is the second-highest source of revenue for hotels, restaurants, and entertainment venues. Frequently,
clients or guests traveling for fun or business will have a need for blocked guestrooms, meeting space,
group dining, and special events. This need is met by the sales professionals who focus on the specialty
line of sales. The most common types of specialty sales are:
Group salesfocuses on group sales for weddings, family reunions, organized tour groups,
school trips, and other event involving a large number of guests.
Catered event salesfocuses on planned events involving food and other activities typically
available to family groups, company outings, and organizational events.
Meeting room salesfocuses on planned off site meetings by business travelers, organizations,
and other groups.
Convention/conference salesfocuses on providing all aspects of a convention or conference
groups needs, including hotels rooms, meeting space, exhibitor space, and meals.
Chapter 14 Sales
245
Section 14.2
1. Explain why you believe sales professionals need to have strong people skills.
2. How would a sales professional perfect the skills of the job?
3. List the seven steps in forming a collaborative sales group.
4. Explain why you believe a sales professional has to be able to change in order to maintain his or her
exceptional sales skills.
Section 14.3
1. Explain the reasons behind the need for a sales professional to be well-spoken.
2. Explain why the sales professional has to focus on selling what the guest or client needs?
3. Should a sales professional present products, goods, or services by highlighting what they do and
how they meet the guest or clients needs? Explain your answer.
4. Who is responsible for everything that occurs in the sales department and why is that the case?
5. Can a sales manager or salesperson specialize in the type of products, goods, and services they sell
for the hospitality and tourism industry? Explain your answer.
246
Chapter 14 Sales
Section 14.4
1. What is a cold call and why is it no longer a best practice for making sales?
2. List two Internet prospecting tools and explain how each is used.
3. What is a business network and how could it help a salesperson be successful?
4. If you own a hotel in a popular travel destination and want to build a strategic alliance for pulling in
more business from high school senior trips, what other businesses could you partner with and why?
5. Why are referrals a win-win situation for everyone involved? Explain your answer.
Section 14.5
1. What is the basic reason behind selling products, goods, and services?
2. List who sales professionals typically sell to and list the type of products, goods, or services sold.
3. What is upselling?
4. What is cross-selling?
5. You are a front desk representative. How could you use suggestive selling with a guest?
6. You are making a sales call to a client who is considering booking a catered event at your restaurant.
What could you offer the client that would upsell the event? Offer at least two upsell items and describe
each one for the client showing why it is desirable for him or her to buy the more costly items.
Chapter 14 Sales
247
Unit 5
Safety and
Security
XChapter
X
15
Operational Safety
XChapter
X
16
Security
248
Unit Overview
249
5
1
r
e
t
Chap
l
a
n
o
i
t
a
r
Ope
Safety
XSection
X
15.1
Introduction
XSection
X
15.2
Occupational Safety
XSection
X
15.3
Risk Management
XSection
X
15.4
XSection
X
15.5
Operational Safety
Competencies
1. Identify the purpose of maintaining a
safe, healthy environment for guests and
employees.
2. Identify the role of occupational safety and
the purpose of a job safety analysis report in
providing safe work conditions to employees.
3. Explain the risk management process and the
use of the 14 elements of a health and safety
program in the workplace.
4. Identify the role of the Occupational Safety
and Health Administration (OSHA) in ensuring
a safe and healthy work environment for all
American workers by overseeing Hazardous
Materials Communication (HazCom)
Standards.
5. Identify the safety policies and procedures
regarding operational safety for slips, trip, and
falls along with fire safety and safe lifting.
250
Hospitality Profile
Tom Wright
Architect
Tom Wright is the British architect who rose to fame in
the hospitality and tourism industry when his design was
chosen for the Burj Al Arab Hotel (Tower of the Arabs) in
Dubai. Completed in 1999, the Burj Al Arab Hotel was
designed to resemble a billowing sail reflecting Dubais
seafaring heritage. Considered to be one of the worlds
most luxurious hotels, the Burj Al Arab soars to a height
of 321 meters (1,053.14 feet) and dominates the Dubai
skyline. Mr. Wright was asked to not only design a safe,
functional, luxury hotel, but to take his design beyond
the average and to create a building that would become
an international icon for Dubai. His goal was to create a
hotel that would be forever associated with its location
just as the Eiffel Tower is with Paris, France.
Mr. Wright studied at the Royal Russell School and later
at the Kingston University School of Architecture. Mr.
Wright became a member of the Royal Institute of British
Architects in 1983 and went on to become a director
of the Lister, Drew, Haines, and Barrow architectural
practice, which was taken over in 1991 by Atkins. Today,
he is working on projects in Australasia, the Far East,
the Middle East, Europe and the USA.
251
Section 5.1
1
Introduction
S
afety affects the health and well-being of guests and employees and does have a direct impact on the
financial success of any hospitality and tourism business. Why? Because companies that knowingly
allow injuries, illnesses, and other risks to occur, and do nothing to prevent the situations, will certainly
face a loss of business. Also, the lack of preventive measures will result in high legal costs from the law
suits filed by injured or ill guests and employees against the business and its leaders for endangering
the health and safety of others.
Hospitality and tourism businesses need to be
seen as safe places to go, visit, and experience.
In order for this to be true, the business
need to assess where the dangers might
be, find ways to prevent unsafe
conditions from occurring, and
continuously monitor safety
to prevent any unforeseen
incidents from happening.
Hospitality businesses
have some unique areas of
safety to focus attention
on such as swimming
pools, hot tubs, gyms,
and other recreational
facilities provided for
guest enjoyment.
The best tool is to
have a team of safety
conscious employees
who are following
a master safety plan
meant to prevent unsafe
conditions and situations.
252
Section
15.2
Occupational Safety
S
253
Section 5.3
1
Risk Management
R
isk management is the process of assessing existing risks, taking action to minimize or prevent the
risks, and preventing unforeseen accidental loss by implementing a safety program. In order for a
risk management program to succeed, it must have the full support of top management, supervision, and
employees. Typically, a safety committee will be placed to monitor the program and to make changes as
needed to improve the programs effectiveness. However, responsibility for the success of the program
belongs to every person on staff.
254
255
Some ways of achieving the goals set by the 14 elements of a safety and health program are:
Have a written policy showing the organizations commitment to a safe and healthy workplace
and which sets expectations for employee performance.
Collect employee input on safety and health matters.
Conduct regular internal health and safety inspections of the property.
Set realistic goals for reducing accidents.
Hold employees accountable for reducing accidents.
Raise employee awareness of safety and health issues using signs, posters, e-mails, contests, and
wellness fairs.
Use training that is a key tool in creating a safe and healthy workplace.
is an EI Partner
256
Section
15.4
With the Occupational Safety and Health Act of 1970, Congress created
OSHA to assure safe and healthful working conditions for working men
and women by setting and enforcing standards and by providing training,
outreach, education, and assistance. The Occupational Safety and Health
Act covers employers and their employees either directly through OSHA
on a federal level or through an OSHA-approved state program. State
programs must meet or exceed federal OSHA standards for workplace
safety and health.
Terms you
should know
Compliancethe
observance of official or legal
requirements that conform to
a written standard specifying
the protocols and procedures
to be in use and in place at
all times.
Department of
Agriculture
Department of
Commerce
Department of
Defense
Department of
Education
Department of
Energy
Department of
Health & Human
Services
Department of
Homeland Security
Department of
Housing & Urban
Development
Department of
Interior
Department of
Justice
Department of
Labor
Department of
State
Department of
Transportation
Department of
Veterans Affairs
257
Terms you
should know
HazComshort for Hazardous
Materials Communication
Standard, this OSHA
standard lists the steps
necessary for an organization
to be in compliance with the
use of hazardous chemicals
in the workplace.
Operational Safety
Section
15.5
perational safety policies and procedures are a necessary part of hospitality and tourism
responsibilities to prevent accidents and injuries. By implementing three simple operational safety
rules, a business can set expectations for employees about workplace safety and their contribution to a
safe work environment and accident-free operation.
The three operational safety rules are:
1. Take adequate time. No job is so urgent that
you must do it in an unsafe, hurried manner.
Make time to correct unsafe conditions
immediately. If an unsafe or hazardous
condition cannot be corrected in a timely
manner, report it at once to management.
2. Do it safely the first time. Every employee
must do his or her job in a safe and correct
manner. This is the best way to prevent
accidents.
3. All hospitality and tourism businesses should
have a safety policy which explains the rules
for a safe work environment to employees
and the expectation for employee use of safe
work practices.
259
260
261
Fire Safety
Preparedness on the part of a hospitality and tourism business is the key element of fire safety. This
requires developing a fire-safety plan which includes:
Fire Protect Systems
Fire alarms such as a visual alarm and voice alarm for guests with disabilities (ADA requirement)
Sprinklers
Fireproof doors
Guestroom smoke detectors
262
263
Safe Lifting
One of the most common on-the-job injuries is due to improper lifting. This type of injury can be
reduced or prevented by following these guidelines for safe lifting:
1. Inspect the object before lifting. Do not lift any item that you cannot get your arms around or
that you cannot see over when carrying.
2. Look for any protrusions, especially when lifting trash or bundles of linen. Quite often, these
items can contain pointy objects or broken glass. Exercise special care to avoid injury.
3. When lifting, place one foot near the object and the other slightly back and
apart. Keep well balanced.
4. Keep your back and head straight. Because the back muscles are generally
weaker that the leg muscles, do not use the back muscles to lift the object.
5. Bend slightly at the knees and hips but do not stoop.
6. Use both hands and grasp the object using the entire hand.
7. Lift with the leg muscles.
8. Keep the object close to the body. Avoid twisting
your body.
9. If the objects feels too heavy or awkward to hold,
or if you do not have a clear view over the object,
set it down.
10. When setting an object down do not use your
back muscles. Used the leg muscles and follow
the procedures used to lift objects.
264
Section 15.2
1. Who is responsible for safety and why do you believe this to be true?
2. List three common types of injuries and a reason each might happen in the workplace.
3. How can injuries prevent a department from providing excellent guest service?
4. What is the purpose of a job safety analysis? Explain your answer.
5. What is the purpose of assigning safety procedures to a hazardous task? Explain your answer.
Section 15.3
Section 15.4
Section 15.5
1. List and explain the purpose of the three operational safety rules.
2. List five ways to prevent a slip, trip, or fall.
3. What is the key element in fire safety by any hospitality and tourism business? Explain your answer.
4. List the seven parts of a good safety plan.
5. Why is lifting one of the most common on-the-job injuries?
6. Explain ways to prevent lifting injuries in the workplace.
265
6
1
r
e
t
Chap
Security
XSection
X
16.1
Introduction
XSection
X
16.2
Hotel Security
XSection
X
16.3
In-House Security
XSection
X
16.4
Key Control
XSection
X
16.5
Operational Emergencies
XSection
X
16.6
Emergency Preparedness
Competencies
1. Explain the role of security in protecting people
and property during criminal, severe weather,
and emergency situations.
2. Identify the security functions of providing
reasonable care under the innkeepers laws
requiring hotels to provide travelers with a safe
haven at night.
3. Identify the roles of a hotels security officers
and managers in protecting people and
property.
4. Describe the role of security in maintaining
control over both metal and electronic key
systems for a property.
5. Identify the types of emergencies common
during daily operations that are handled by the
security team.
6. Identify the role of emergency preparedness
to guarantee an emergency response plan is in
place for a variety of potentially life-threatening
emergency situations.
266
Hospitality Profile
267
Section 6.1
1
Introduction
Terms you
should know
Human Traffickingthe act
of recruiting, transporting,
transferring, harboring or
receiving a person through a
use of force or other means,
for the purpose of exploiting
them. Exploitation occurs
when the person is forced
into illegal acts such as
prostitution, unpaid labor, or
slavery.
268
Chapter 16 Security
Hotel Security
Section
16.2
Terms you
should know
The innkeepers laws date back to the days of horse and carriage travel
and are based on common law. These laws began as a way to provide
travelers with a safe haven at night and, to this day, each state has its
own statutes and court rulings which hotels are expected to know and
follow. Specifically, innkeepers laws include statutes about the type of
security program hotel security personnel must have in place.
Locking systems, key control, and access control
Innkeepers Lawslaws
passed in the 1700s
to protect travelers and
overnight guests from
inconvenience and injury.
The laws today focus on
the hotel operators areas
of responsibility such as
guest security, evictions, and
discrimination.
Innkeepers Laws
Reasonable Carethe
Chapter 16 Security
269
Section 6.3
1
In-House Security
M
ost hotels use either in-house security staff or an outside private security firm to provide onpremises protection for guests and the facility. Typically, a security officer is outfitted with a badge
and uniform to make him or her clearly identifiable. The security officers role is to serve in a protective
capacity by stopping and holding anyone they believe to be engaged in a criminal activity until local
law enforcement arrives on the scene. This is accomplished by making a citizens arrest.
Only law enforcement officers can exercise the lawful power of arrest on a person suspected of
committing a crime, but most states allow individuals to make a citizens arrest by lawfully depriving a
person of his or her freedom when caught in a criminal act. However, in order to be capable of making
a citizens arrest, the security officer must be fully trained on the applicable statutes and laws in that
specific state at the time they are hired into the position.
The key functions of a security officer are to:
Patrol all areas of the property at random times to ensure guest and employee safety and security.
Investigate any incidents reported by guests and employees, determine if law enforcement should
be involved, and assist law enforcement as needed.
Report to management the results of daily patrols, all investigations, and other security activities
experienced.
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Chapter 16 Security
During emergency situations, the front office can also act as central command under the direction
of the security director, officers, and any local agency involved such as the police or fire department.
The front desk is expected to make contact with each guest on property at the time and communicate
any emergency procedures the guest needs to be aware of and follow. Uniformed services can control
access to and from public areas, meeting spaces, and guestrooms, as well as help move guests to a safe
location or distance if necessary.
Guestroom Security
Housekeeping has a special responsibility for
guestroom security since employees have direct access
to both guestrooms and the guests personal property.
Housekeeping staff are also in a position to monitor for
intruders, use of guestrooms for illegal activities, presence
of weapons, and the planning of possible acts of terrorism.
While cleaning guestrooms and public spaces,
housekeeping should check items such as locks, deadbolts,
window latches, and other security devices to make sure
they are in good working order. For example, to protect
both guests and the property against a potential crime:
A housekeeping attendant should report
any problem such as a non-locking
guestroom door to maintenance for
repairs.
GUEST
SAFETY TIPS
1
5
6
10
COM001727
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Section 6.4
1
Key Control
A
Guestroom Keys
Some hotel guestrooms use a unique double locking system, while other properties use a single locking
mechanism paired with a flip-latch security door guard. Regardless of the type of system, unoccupied
guestrooms will have the door lock set as a single lock setting. However, when a guest enters the room
he or she may engage the second locking mechanism either by turning the door handle into doublelock mode or latching the security door guard into place. Most properties have more than one level of
guestroom keys:
Guestroom keyissued by front desk staff and should only be capable of opening a specific
guestroom in single-lock mode only.
Master keyopens all guestrooms in single-lock mode only.
Emergency keyopens all guestrooms even when they are in double-lock mode. This key
would not be needed for hotels using security door guards.
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Chapter 16 Security
Operational Emergencies
Section
16.5
he security team must be prepared to handle a variety of common operational situations that can
pose a risk to the property such as short power failures or a stuck elevator. An employee discovering
anything out of the ordinary must notify security immediately. Following the propertys policy and
procedures, the security officer must take control of the situation, direct employee efforts, notify
management of the situation, and cooperate with all local authorities involved. The types of situations
which may occur during normal operations are:
TheftLoss of either guest or hotel property must be reported and investigated by a security
officer or manager. Depending on the severity of the crime, security may turn the investigation
over to local law enforcement.
Power OutagesOfficers will patrol guest hallways and public spaces to maintain a high level of
security. Guests in occupied rooms should be kept informed about the situation and questioned
to determine any medical or special needs while the power is off.
Elevator MalfunctionsSecurity is to be notified immediately when an elevator stalls between
floors and the alarm activates indicating someone is trapped inside. Using the elevators emergency
phone system, the security office makes contact with the trapped guest(s) to determine any medical
needs or other emergency situation existing beyond being in a stalled elevator. Security should
remain in the area and assist maintenance, the elevator services vendor, or local authorities to
free the guest(s) from the elevator.
Medical EmergenciesSecurity responds to all medical emergencies on property to assess the
situation, determine the level of medical response required, and place the call for assistance to
911 and other authorities who need to be involved.
Guest or Employee DeathSecurity instructs an employee reporting a death to secure the area
and leave everything untouched. Security will respond and take control over the area. At the
same time, security must notify management and local law enforcement of the situation. Once
law enforcement and emergency services are on site, security assists the authorities during the
investigation.
Chapter 16 Security
273
Section 6.6
1
Emergency Preparedness
T
he security team at a hotel must be prepared to handle a wide variety of sensitive and potentially
dangerous situations. The best method for being prepared is to build a detailed emergency response
plan. An emergency preparedness committee, made up of employees and managers from every department
and area, and under the direction of security, should be formed and charged with creating a formal,
written plan for the property to implement. The committee should use the preparedness cycle when
creating the emergency response plan.
The stages of the preparedness cycle are:
1. PlanDetermine the types of emergencies the property could face along with the best ways
to protect both people and property during each one.
2. Organize and equipDetermine, purchase, and store all emergency preparedness supplies;
this should include equipment, food, water, and possibly a backup power generator.
3. TrainMake certain every employee knows, and is capable of carrying out, his or her
responsibilities during an emergency.
4. Exercise (practice)Conduct mock emergencies to allow employees to practice responding
in an emergency situation.
5. Evaluate and improveReview and look for gaps in the plan that caused problems during
the emergency exercise and take corrective action to prevent them from happening again.
Evaluate
and improve
Exercise
Plan
Preparedness
Cycle
Organize
and equip
Train
274
Chapter 16 Security
275
The types of emergencies requiring a response plan are the serious, potentially life-threatening ones
that, without a plan in place, could have disastrous results. Hotels must have an emergency response
plan in place for:
Firethe plan must cover fire response and recovery for a fire occurring within the hotel and
for wild fires threatening from the local area.
Severe Weather Emergenciesthe plan must describe response before, during, and following
severe weather such as tornados, hurricanes, blizzards, and flooding.
Natural Disastersthe plan must cover response, evacuation, and shelter during and following
an earthquake, volcanic activity, or tsunami.
Threat of Violencethe plan must describe handling of any intruder, guest, or employee who
shows sign of becoming violent.
WeaponsMonitor for detecting weapons on property and reporting it to law
enforcement.
Active ShooterResponse plan for evacuating people using the safest escape route or
sheltering in place during an active shooter incident.
Anti-Terrorismthe plan must describe monitoring, detecting, and reporting suspicious activities
or items that may indicate a potential terrorist group is working in or targeting the property.
Human Traffickingthe plan must cover monitoring and reporting activities that indicate a
possible human trafficking operation is active within the property.
Meth Labsthe plan must detail monitoring and reporting a potential methamphetamine lab
or other illegal controlled substance trafficking occurring at the property.
Evacuationthe plan must cover evacuating guests and employees to a safe distance based on
the type of danger and the location of the safest place to be in that situation.
276
Chapter 16 Security
Pipe Bomb
5 LBS
Outdoor Evacuation
Distance
70 FT
1200 FT
Suicide Bomber
20 LBS
110 FT
1700 FT
Briefcase/Suitcase
50 LBS
150 FT
1850 FT
500 LBS
320 FT
1500 FT
SUV/Van
1,000 LBS
400 FT
2400 FT
4,000 LBS
640 FT
3800 FT
Moving Van/
Water Truck
10,000 LBS
860 FT
5100 FT
Semi-Trailer
60,000 LBS
1570 FT
9300 FT
Car
277
1. What must a security team in the hospitality and tourism industry be capable of providing? Explain
why this is important.
2. Since 9/11, what additional areas of responsibility has security had to take on? Explain why this was
necessary.
3. Why do you believe hotel security should never be used to replace law enforcement? Write a short
paragraph.
Section 16.2
1. What is the purpose of providing reasonable care to hotel guests? Explain your answer.
2. What type of law are innkeepers laws based on and why were they created in the first place? Write
a short paragraph.
3. What are the areas covered by innkeepers laws and why do you think each one is important to guest
security? Explain your answer.
Section 16.3
1. What is the role of the in-house security team at a hotel and what are officers not allowed to do and
why? Write a short paragraph.
2. What are the three key functions of a security officer and what do you believe is the purpose of each?
Explain you answer for each function.
3. What can the front office employees contribute during an emergency situation and how can they
assist security? Write a short paragraph outlining how and where the front office can assist security.
4. How can housekeeping assist security during the course of a normal work day? Explain your answer.
Section 16.4
1. Why does the issuing of keys to employees need to be controlled and their use monitored? Explain
your answer.
2. A hotel has a single locking mechanism on guestroom doors. What other security items could the
door have installed to better protect guests? Explain why you believe each item is necessary.
3. A guestroom door has a double-locking mechanism and a fire breaks out on the floor. Security must
make sure all guests have evacuated. What key will the officer need to unlock a double-locked door?
Explain why it is the only key that will work using complete sentences.
278
Chapter 16 Security
Section 16.5
1. Explain why you believe security should be involved when an elevator gets stuck between floors and
what the security officer must do to keep the trapped guest safe and secure. Write a short paragraph.
2. Why do you believe security should be called when a guest falls ill at the hotel? Explain your answer.
3. What dangers could a power failure pose for guests staying in a hotel? Explain your answer.
Section 16.6
1. Why is emergency preparedness an important part of the security plan for a hotel? Explain your
answer.
2. List the five stages of the preparedness cycle and the goal of each stage.
3. Why does each type of potential emergency need to have a written plan detailing how it should be
handled by hotel security and the rest of the hotel staff? Explain your answer.
4. Housekeeping reports a guest has a hand gun in the guestroom. How should security respond to this
potentially dangerous situation? Write a short paragraph.
5. Why does the security team need to develop a strong relationship with local law enforcement? Explain
your answer.
Chapter 16 Security
279
y
r
a
s
s
o
Gl
Year 1
280
A
Acronymsa word formed from a sequence of initials or groups of letters such as R.A.V.E.p.91
<Advance Deposit Control Account>the amount posted for all advance deposits or prepayments received
from guests for that date, also known as the Advance Deposit.p.210
Advocacythe action of supporting a cause, situation, or need based on the facts and feelings of those
involved.p.64
All-Inclusivea resort where the cost of all lodging, meals, airport transfers, spa services, and activities are
bundled into a package price. p.190
Amenitiesservices or items offered to guests or placed in guestrooms for convenience and comfort at no
extra cost such as soap, shampoo, and stationery.p.122
Assetshotel equipment, machinery, or computer systems that are considered both valuable and necessary
for the smooth operation of the property.p.124
Average Daily Rate ADR)an occupancy ratio derived by dividing net rooms revenue by the number of
rooms sold.p.106
B
Back of Housea staff-only area of the hotel, used for functional purposes, such as storage, break rooms,
offices, engineering, and maintenance.p.147
Be outstanding at your job.p.60
Bottom Linethe last line of a financial statement that shows the net profit or loss of a company or
organization.p.76
Branda particular product or company associated with a name, logo, or unique characteristic that serves
to identify that particular product or company.p.58
281
C
Carbon Footprintthe measurement of the amount of greenhouse gases produced through the use of fossil
fuels for electricity, heating, cooling, and transportation. p.213
City Ledger Control Foliothe amount posted as the balance due from all individual guests, groups, and
companies, also known as the City Ledger.p.210
Cold Calla sales tactic of visiting or phoning potential clients who were not expecting to be contacted by a
salesperson. In some countries this is no longer allowed. p.242
Common Lawthe general body of case law that governed England and the American colonies prior to the
American Revolution. The principles and rules of action that derive their authority from the community
customs and traditions that evolved over the centuries as interpreted by judicial tribunals.p.269
Compliancethe observance of official or legal requirements that conform to a written standard specifying
the protocols and procedures to be in use and in place at all times.p.257
Control Pointrequirements attached to specific points in the food service process to prevent unsafe and
unsanitary conditions or situations from occurring.p.172
Convictionsfixed or firm personal or business beliefs not easily changed without good reasons provided by
other people or situations.p.39
D
Demographicsthe analysis of a variety of factors such as age, gender, educational level, income,
marital status, occupation, religion, and family size to identify and group guests into a specific market
segment.p.227
Discretionary Incomethe money left after necessities such as food, housing, and clothing have been paid
for that can be spent for luxury items and vacations.p.53
282
E
Emotional Engagementthe emotional connection that an employee feels for his or her job, that causes
him or her to perform the job to the highest standard.p.76
Employee Moralethe overall outlook, attitude, satisfaction, and confidence that employees feel at
work.p.92
Ethicsthe rules or standards governing the conduct of a person or the conduct of the members of a
profession.p.38
Executivea leader given the responsibility to manage the affairs of an organization and the authority to
make decisions within specified boundaries.p.26
Expertise Buildingdeveloping the knowledge and skills required to perform on the job at the highest
level.p.24
F
Facilities Managementthe management of all aspects of the hotels physical structure including all guest
areas, along with the necessary operating equipment, systems, utilities, and employee work stations, without
which the hotel could not provide a comfortable, guest experience. p.146
Floor Parthe amount of each type of linen that is required to outfit all rooms serviced on a particular
floor.p.139
Forecastingthe process used to predict the sales of guestrooms and the rate that should be charged for a
specific time of year. It helps front office managers to know when to raise or lower room rates to maximize
sales. p.106
Fraudrefers to all types of crime in which someone wrongfully obtains and uses another persons personal
data in some way that involves criminal activity or deception, typically for economic gain. Information
obtained is then used to commit illegal purchases or other financial transactions without the consent of the
person to whom the information legally belongs.p.72
Front of Housethe functional areas of the hotel in which employees have extensive guest contact, such as
food and beverage facilities and the front desk. p.147
283
G
Going Greena term used to describe the process of making decisions about how to conduct business and
provide services to hotel guests while taking into consideration the impact those decisions will have on the
environment.p.140
Gray Waterwastewater created by activities such as doing laundry, dishwashing, and bathing, which can
be recycled on site in a landscape irrigation system.p.213
Green Practicesenvironmentally friendly and ecologically responsible decisions and processes that
guarantee natural resources will continue to be readily available in the future.p.106
Group Marketbusiness a hotel receives through an outside event planner or tour operator wishing to book
room nights, meals, and other hotel services for a business, family, or tour group. p.189
Guest Credit Limitsthe maximum amount of money held in a guests folio account to cover expenses
during the stay, commonly used by business travelers with the credited dollar amount prepaid to the hotel by
his or her company.p.204
Guest Cyclethe step-by-step process the guest goes through during a hotel stay.p.46
Guest Folioaccount balanced daily by the night auditor and used to report each guests financial
transactions.p.204
Guest Ledgercollection of all guest folio accounts for registered guests completed by the night auditor and
used to measure a hotels profitability.p.204
H
Hard Skillsskills used to follow established protocols, operate equipment, maintain facilities, and utilize
computer systems. p.23
HazComshort for Hazardous Materials Communication Standard, this OSHA standard lists the
steps necessary for an organization to be in compliance with the use of hazardous chemicals in the
workplace. p.258
Hospitalitythe reception and entertainment of guests, visitors, or strangers at resorts; membership clubs,
conventions, attractions, special events; and other services for travelers and tourists. p.6
Human Traffickingthe act of recruiting, transporting, transferring, harboring or receiving a person through
a use of force or other means, for the purpose of exploiting them. Exploitation occurs when the person is
forced into illegal acts such as prostitution, unpaid labor, or slavery.p.268
284
I
Identity Theftthe term used for a crime in which an imposter obtains key pieces of personal information,
such as Social Security or drivers license numbers, in order to impersonate someone else.p.72
Inclusivenot excluding any particular groups of people.p.12
Infrastructurethe basic, underlying framework or features of a system or organization.p.10
Innkeepers Lawslaws passed in the 1700s to protect travelers and overnight guests from inconvenience
and injury. The laws today focus on the hotel operators areas of responsibility such as guest security,
evictions, and discrimination.p.269
Intangible Servicesitems of value to guests such as comfort, safety, and enjoyable experiences that meet
their emotional needs and expectations.p.13
J
Jargonthe vocabulary peculiar to a particular industry, profession, or work group.p.86
Job Performance Standardsa measurable set of goals, objectives, and other elements that can be applied
by an employer to determine the level of performance achieved by each employee.p.50
L
Lead-Time Quantitythe number of purchase units consumed between the time that a supply order is
placed and the time that the order is actually received.p.135
Liabilitythe fault imposed against a business for injuries that occurred on the businesss property or as a
result of negligent activities by employees.p.65
Lodgingto temporarily have a room in a hotel, motel, inn, bed & breakfast, or hostel.p.8
285
M
Managementthe experience, education, and skills combined to provide the leadership to a department or
segment of a business operation.p.26
Marketing Planthe specific actions planned to interest potential clients in a specific product, good, or
service, and to persuade them to buy those items. The marketing plan is used to implement a marketing
strategy.p.224
Market Segmentationsthe process whereby managers divide a varied market into distinctive and relatively
homogenous subgroups or segments such as the convention or family reunion markets.p.226
Meeting Marketbusiness a hotel receives from an outside organization, business, or association wishing to
book meeting/convention/conference room services.p.189
Moments of Truthcritical moments when guests and staff interact, offering opportunities for staff to make
a favorable impression, correct mistakes, and win repeat customers.p.47
Moralsgenerally accepted customs of conduct and right living by a society, or an individuals lifetimelearned personal practices of what is right or wrong.p.38
N
Night Auditthe nightly process that checks, corrects, and balances all accounts for registered hotel
guests.p.202
O
Ordinancescodes created to clearly define how specific regulations or laws will be locally enforced.p.179
286
P
Parthe number of each recycled inventory item that needs to be on hand to support daily, routine
housekeeping operations.p.132
Payment Cardsgroup term used for credit, debit, and cash cards used for all types of financial
transactions.p.72
Performance Standards
Point of Sale POS)the device or location where a sale or financial transaction occurs.p.74
Portfoliothe contents of a case, such as a three-ring binder, that demonstrate recent work or school
experiences, specialized training, skills, certifications, and awards.p.32
Preventive Maintenance a systematic approach to maintenance in which situations are identified and
corrected on a regular basis to control costs and keep larger problems from occurring.p.152
Property Service Standardsthe standards set to ensure consistent quality guest service in areas such as
safety, cleanliness, courtesy, and efficiency that all employees are expected to use.p.31
Provide above-and-beyond service.p.60
Psychographicsthe analysis of the lifestyle choices and preferences of guests, such as discovering what
would be attractive to families with young children versus older, retired couples, to create a detailed profile
for use in determining which is the best to target as a market segment.p.227
Q
Quality Guest Servicea series of enhanced experiences provided to a guest by a hospitality employee to
raise the level of the guests satisfaction.p.50
287
R
Rack Ratethe term which represents the highest possible rate a guest may be charged for a room.p.202
Reasonable Carethe degree of care that a cautious person would use under like circumstances.p.269
Reorder Pointthe level of inventory when a reorder of inventory items must occur.p.136
Rsuma brief written account of personal, educational, and professional qualifications and experience,
for use by an applicant when applying for a job. p.32
Return on Investment ROI)a performance measurement used to evaluate whether the cost of generating
business produces enough profit to make it worth the investment of money, time, and effort.p.223
Revenue Per Available Room RevPAR)a revenue management statistic that measures the revenuegenerating capability of a hotel. p.106
Rooms-Only Hotelan economy hotel property that has only guestrooms to offer guests; no dining or
recreation options are available on site.p.166
S
Safety Stock Levelthe number of purchase units that must always be on hand for smooth operation in the
event of emergencies, spoilage, unexpected delays in delivery, or other situations.p.135
Seamless Guest Experiencethe smooth flow of each guest activity from one to another without disruption,
resulting in an overall positive feeling of satisfaction. p.46
Self-Esteema persons overall evaluation of his or her own self worth, which can be either positive or
negative.p.39
Sensitive Informationa persons information that is confidential and not available to the public, such
as Social Security Number, a drivers license number or state identification card number, bank account
numbers, or credit/debit card numbers.p.74
Shelter in Placetaking immediate shelter where you areat home, work, or schooland remaining there
until you are told by the authorities it is safe to leave.p.157
Show respect and value for everyone.p.60
Skilled-Levelthe next step in developing specific skills and capabilities that can be transferred from one
position to another.p.26
Soft Skillsdesirable qualities for certain forms of employment that do not depend on acquired knowledge.
They include common sense, the ability to deal with people, and a positive, flexible attitude.p.23
288
Standard Recipea formula for preparing a menu item based on a specific portion size by using guides for
measuring ingredients, cooking/preparation procedures, garnish, and equipment required to produce a menu
item.p.169
Supervisorythe level where experience, training, and initiative are combined to create the ability to lead
employees and satisfy guests.p.26
Sustainable Green Practicesthe concept of taking into consideration the impact business decisions and
practices have on the environment, then finding and implementing methods, materials, or systems that will
minimize that impact over a long period of time.p.140
A
B
C
D
Tangible Servicesservices that provide for guest expectations using the physical assets of the
property.p.13
Target Marketthe market segment for which a property is best suited such as a beachfront property
Tourismtourist travel and the services connected with it, regarded as an industry combined with
hospitality.p.6
L
M
N
O
P
Q
R
S
T
289
Casino Hotela type of hotel that attracts guests who enjoy gaming, live entertainment, and other
recreational activities such as golf, tennis, or spa facilities. It used to appeal only to vacation and leisure
travelers, but today, convention and conference visitors account for a large portion of casino hotel business.
p. 17
Catering Managerthe person in charge of the department within the food and beverage division of a
hotel. Responsible for arranging and planning food and beverage functions for conventions and smaller hotel
groups, and local banquets booked by the sales department.
Central Reservation Systems (CRS)a centralized reservation system is responsible for maintaining a
room availability inventory for each property included in the system. Central reservation systems are usually
affiliated, meaning the system is shared by a group of common brands or owners, and non-affiliated for
unrelated properties that wish to share a system to increase business.
Chief Engineerthe person responsible for a hotels physical operation and maintenance. pg. 147
Company Culturethe philosophy, values, behavior, dress codes, etc., that together constitute the unique
style and policies of a company. p. 79
Conference and Convention Centera large civic building or group of buildings designed for conventions,
industrial shows, and the like, having large unobstructed exhibit areas and often including conference
rooms, hotel accommodations, restaurants, and other facilities. p. 17
Chronic Hazarda thing that could cause harm over a long period; for example, a chemical that could
cause cancer or organ damage with repeated use over a long period.
Cruise Shipa large, floating hotel that travels from destination to destination providing the same type of
accommodations, recreation, live entertainment, and amenities as land-based hotels and casinos. Cruises
appeal to guests who prefer to unpack once, have their meals provided, have a choice of recreational/
entertainment options and daily destinations to visit. p. 17
Daily Operations Reporta report, typically prepared by the night auditor, that summarizes the hotels
financial activities during a 24-hour period and provides insight into revenues, receivables, operating
statistics, and cash transactions related to the front office; also known as the managers report.
Economy/Limited Service Hotela hotel that provides clean, comfortable, inexpensive rooms that meet the
basic needs of guests, and appeals to budget-minded travelers.
Electronic Locking Systema locking device that operates by means of electric current, having the
advantages of an electric lock connected to an access control system which includes key control, where keys
can be added and removed without re-keying the lock cylinder; fine access control, where time and place are
factors; and transaction logging, where activity is recorded.
290
Emergency Master Keya key that opens all guestroom doors, even when they are double-locked.
European Plana billing arrangement under which meals are priced separately from rooms. p. 117
Extended Stay Hotelsa type of hotel similar to all-suite hotels but usually offering full kitchens and guest
Laundromat. These amenities appeal to travelers staying longer than five days and who prefer less hotel- and
more apartment-like services.
Food and Beverage Managerthe person who directs the production and service of food and beverages.
Front Office Audita daily comparison of guest accounts and non-guest accounts having activity with
revenue center transaction information.
Front Office Auditoran employee who checks the accuracy of front office accounting records and compiles
a daily summary of hotel financial data as part of the front office audit; in many hotels, the front office
auditor is actually an employee of the accounting division.
Global Distribution Systems (GDS)a distribution channel for travel reservations systems that provides
worldwide information about hotel, airline, cruise lines, and car rental availability, and allows agents to sell
travel to destinations around the world.
Greenthe symbolic color of environmentalism that describes all efforts to reduce mans impact on the
natural world.
Guaranteed Reservationa reservation that ensures that the hotel will hold a room until a specific time
of day on the guests scheduled day of arrival; the guest guarantees payment for the room, even if it is not
used, unless the reservation is canceled according to the hotels cancellation policy. p. 111
Guest Servicemeeting customer needs in the way that they want and expect them to be met. p. 13
Hazard Communication (HazCom) StandardOSHAs regulation requiring employers to inform employees
about possible hazards related to chemicals they use on the job. p. 258
Hospitality and Tourism Industrythe service industry that includes lodging, restaurants, event planning,
theme parks, transportation providers, and cruise lines. p. 8
Internet Distribution Systems (IDS)online reservation services that allow travelers to book their own
flights, reserve hotel rooms, and select rental cars using a personal computer. Examples of IDS are Expedia,
Hotwire, Priceline, and Travelocity.
Job Safety Analysisa detailed report that lists every job task performed by all housekeeping employees.
Each job task is further broken down into a list of steps. These steps are accompanied by tips and
instructions on how to perform each step safely. p. 253
291
Labor Coststhe cost of wages paid to employees during a pay period, plus payroll and related taxes and
employee benefits such as health insurance and paid vacation time. p. 256
Late Chargescharged purchases made by guests that are posted to folios after guests have settled their
accounts. p. 114
Late Check-Out Feea charge imposed by some hotels on guests who do not check out by the established
check-out time.
Marketing Managerthe person who develops and implements a marketing plan and budget.
Material Safety Data Sheets (MSDS)a form that is supplied by a chemicals manufacturer containing
information about a chemical.
Maximum Quantitythe greatest number of purchase units that should be in stock at any given time.
p. 133
Minimum Quantitythe fewest number of purchase units that should be in stock at any given time. p. 133
Modified American Plana billing arrangement under which the daily rate includes charges for the
guestroom and two mealstypically breakfast and dinner. p. 117
Non-Guaranteed Reservationa reservation agreement in which the hotel agrees to hold a room for the
guest until a stated reservation cancellation hour on the day of arrival; the property is not guaranteed
payment in the case of a no-show. p. 111
Non-Recycled Inventoriesthose items in stock that are consumed or used up during the course of routine
housekeeping operations. Non-recycled inventories include cleaning supplies, small equipment items, guest
supplies, and amenities.
Occupancy Percentagean occupancy ratio that indicates the proportion of rooms sold to rooms available
for sale during a specific period of time. p.211
Occupancy Ratiosa measurement of the success of the hotel in selling rooms; typical occupancy ratios
include average daily rate, revenue per available room, average rate per guest, multiple occupancy statistics,
and occupancy percentage.
Occupancy Reporta report prepared each night by a front desk agent that lists rooms occupied that night
and indicates guests who are expected to check out the following day. p. 139
Occupational Safety and Health Act OSHAa broad set of rules that protects workers in all trades and
professions from a variety of unsafe working conditions. p. 257
Other Travel Accommodationsalternative places where travelers can stay overnight other than hotels, such
as camping, recreational vehicle RV, hostels, travel by water in yachts, sailboats, and cruise ships. p. 17
Overflow Facilitiesa property selected to receive central system reservation requests after room
availabilities in the systems participating properties within a geographic region have been exhausted.
Par Numbera multiple of the standard quantity of a particular inventory item that represents the quantity
of the item that must be on hand to support daily, routine housekeeping operations. p. 133
292
Permanent Folioa file used to track guest folio balances that are settled to a credit card company.
Perpetual Inventorya system in which receipts and issues are recorded as they occur; this system provides
readily available information on inventory levels and cost of sales.
Physical Inventorythe act of taking a physical count of all the linen and recording the amounts on an
inventory count sheet. This inventory should be conducted at least quarterly if not monthly. p. 139
Property Management System (PMS)a computer software package that supports a variety of applications
related to front office and back office activities. p. 110
Shortagean imbalance that occurs when the total of cash and checks in a cash register drawer is less than
the initial bank plus net cash receipts.
Staffing Guidea system used to establish the number of labor hours needed.
Upsellinga sales technique whereby a guest is offered a more expensive room than what he or she
reserved or originally requested, and then persuaded to rent the room based on the rooms features, benefits,
and his or her needs. p. 245
Vacation Ownership Propertiesa property where a guest will purchase a specific number of weeks or
points that are then applied to the type of accommodations the guest wishes to use. The guest then owns
that guest unit for the same time period every year for however long the ownership is contracted to last.
Many people prefer to vacation at the same time and same place every year, and it was this preference that
led to the development of the vacation ownership property. p. 17
Voucher/MCOa voucher or miscellaneous charge order MCO issued to guests who prepay the deposit
amount to the travel agent. The travel agent then forwards the voucher or MCO to the hotel as a proof of
payment and a guarantee that the prepaid amount will be sent to the hotel when the voucher is returned to
the travel agent following the guests stay. p. 111
293
Index
Year 1
294
A
Account Balances, 114
<Advance Deposit Control Account>, 210
Accounts Receivable, 210
Acronyms, 91
Active Shooter, 276
Advance Deposit, 111
Advertising, 22, 49, 227228, 232, 243
Advocacy, 64, 66
Airport Hotels, 16
All-Inclusive Resort, 117, 190
All-Suite Hotels, 16
Amenities, 1617, 78, 104, 122, 127,
132133, 135, 137, 159, 188, 192,
213, 245
American Plan, 117
Americans with Disabilities, 61, 113, 148,
170, 255
Anti-Terrorism, 276
Assets, 124
Audio-Visual, 180
Audit, 102
Automated Inventory Control System, 134
Average Daily Rate (ADR), 106, 205
B
Back of House, 122, 147, 270
Banquets, 17, 180
Bed and Breakfast, 17
Bottom Line, 76
Brand, 58, 6667
Brands, 243
Buffet Service, 175
C
Campgrounds, 188
Carbon Footprint, 213
Career Ladder, 22, 26
Cart Service, 174
Cash Bank, 116117
Cashier, 102, 108, 110
Casual-Dining, 165
Catering, 180
Central Reservation Office (CRO), 108,
111
Check-out, 110, 116
Chef, 192
Chief Engineer, 152, 155
City Ledger Control Folio, 210
Cold Call, 242
Comm Center, 95
Commercial Hotel, 16
Common Law, 269
Compensation, 64
Complaints, 30, 65, 103
Compliance, 254255, 257258
D
Death, 273
Demographics, 227
Departure, 49
Director of Meeting, Events, and
Convention Sales, 241
Director of Sales, 241
Director of Sales and Marketing, 241
Discretionary Income, 53
Diversity, 12, 18, 53, 61, 232
Dram Shop Laws, 178
E
Economy properties, 102
Elevator Malfunctions, 273
Elevators, 151
E-mail, 35, 49, 86, 91, 242, 256
Emergency Maintenance, 156
Emergency Planning, 146
Emergency Preparedness, 157, 274
Emergency Response Plan, 276
Emotional Engagement, 76
Employee Morale, 92
Energy Conservation and Management,
159
Engineering, 147149
Entry-level, 22, 2627, 50, 149, 156
Equipment, 106, 127, 128
Ethics, 38, 232
European Plan, 117
Evacuation, 263, 275, 276
Executive, 26
Executive Housekeeper, 122125, 132134
Expertise Building, 24
Extended-Stay Hotels, 16
F
Facilities Management, 146, 149150,
156158
Falls, 260
Family-Dining, 165
G
General Manager, 106, 113
Going Green, 140, 213
Gray Water, 213
Green Practices, 102, 106107, 131133,
158159, 183, 233
Green Team, 141
Group Market, 189
Groups, 11, 1617, 245
Group Sales, 245
Guest Complaints, 65, 113
Guest Credit Limits, 204
Guest Cycle, 59, 70, 7274
Guest Experience, 13, 23, 36, 4647,
5861, 6667, 78, 84, 92, 94, 99,
130, 176, 188
Guest Folio, 110112, 204
Guest Ledger, 204
Guestroom Attendant, 27, 122, 124, 126,
129130, 155
Guestroom Maintenance, 129, 146
Guest Service Gold, 29, 6263
H
HACCP, 173
Hard Skills, 23
Hazardous Materials, 159, 258
Hazardous Materials Communication, 258
Hazardous Materials Management, 159
HazCom, 258
Health and Safety Program, 254
Hospitality, 6
Host or Hostess, 17
Housekeeping, 27, 103, 120, 122140
Housekeeping Manager, 130
Human Trafficking, 268, 276
295
Jargon, 86
Job Performance Standards, 50
Job Safety Analysis, 253
L
Labor Costs, 156, 168170
Land-Use Planning and Management, 159
Laundry, 138139
Laundry Attendant, 130
Laundry Cycle, 138
Laundry Manager, 130, 138
Law Enforcement, 276
Leadership, 26, 106
Lead time quantity, 135
Liability, 65, 255
Linen, 124, 127, 138139
Linen Room Attendant, 131
Lodging, 8, 25
M
Maintenance, 129, 146, 148, 151155
Management, 26
Marketing, 217218
Marketing Messages, 229230
Marketing Plan, 217, 224
Marketing Tools, 229, 233
Market Segmentations, 226
Medical Emergencies, 273
Meeting Market, 189
Meeting Room Sales, 245
Meth Labs, 276
Minimum Quantity, 135
Modified American Plan, 117
Moments of Truth, 47
Monthly Inventory Count, 134
Morals, 38
296
Q
Quality Guest Service, 50
Quick-Casual, 165
Quick-Service, 165
R
Rack Rate, 202, 212
Reader Board, 113
Reasonable Care, 269
S
Safety and Security, 248, 269270
Safety Stock Level, 135136
Sales, 236, 238245
Sales Department, 238240
Sales Manager, 241
Seamless Guest Experience, 60, 106
Search Engine Optimization (SEO), 230
Security, 203, 266, 268277
Self-Esteem, 39
Sensitive Information, 74
Settlement, 49, 108, 110, 112
Severe Weather, 268, 276
Shelter in Place, 157
Shortage, 137, 138
Skilled-level, 26
Ski Resorts, 190
Slips, 260
Soft Skills, 23, 29, 50
Solid Waste Management, 159
Spa Resorts, 54, 189
Sports and Recreation, 196
Standard Recipe, 169
Strategic Alliances, 243
Suggestive Selling, 245
Supervisor, 27, 124, 130, 131
Supervisory, 26
Sustainable Green Practices, 140, 158
T
Tangible Services, 13
Target Market, 194, 226229
Tent Camping, 194195
Terrorism, 106, 157, 271
Theft, 65, 72, 79, 268, 273
Threat of Violence, 276
Tourism, 6, 8
Tour Operators, 14, 196
Transportation, 3, 6, 1415, 49, 51, 53, 61,
67, 78, 102, 108, 197, 242, 244
Trips, 260
Turndown Attendant, 130
U
Uniformed Services, 16, 102, 108, 270271
Upselling, 245
User Registration Database (URD), 230
V
Vacation Ownership Properties, 17
Vendor, 67, 108, 135, 156, 233, 244245
Verbal Communication, 8687
W
Walk-in, 150, 183
Waste-Water Management, 159
Water Conservation, 158159
Weapons, 271, 276
297
s
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C
Photo
Year 1
All photographs and images in this textbook are presented for educational purposes only and should not be
considered actual materials or settings. All images are copyrighted, and penalties apply to any use other than
this textbooks purpose.
Comstock, 264, 298
Educational Institute, 63, 88, 111, 125, 127, 128, 132, 135, 137, 138, 144, 150, 151, 155, 156, 170, 171, 172, 249, 250,
258, 259, 260, 262, 266, 275
Getty Images, Inc., 44, 45, 56, 57, 238, 280
iStock.com, 3, 4, 8, 12, 13, 14, 16, 17, 35, 53, 54, 60, 64, 65, 66, 67, 70, 74, 77, 78, 82, 85, 88, 89, 90, 99, 107, 109, 117,
120, 125, 140, 162, 165, 166, 168, 183, 191, 192, 193, 194, 196, 197, 200, 217, 218, 222, 223, 232, 236, 238, 239, 241,
242, 253
SafetySmart/Fox Television, 256
ShutterStock.com, 8, 10, 12, 16, 78, 151, 175, 180, 186, 189, 190, 192, 238, 294
Veer, 100
The American Hotel & Lodging Educational Institute (EI) would like to thank the following which were
gracious in permitting EI to photograph their properties.
Courtyard by Marriott Orlando Downtown 730 North Magnolia Avenue, Orlando, FL
Courtyard Orlando Lake Buena Vista in the Marriott Village 8623 Vineland Avenue, Orlando, FL
Hilton Orlando 6001 Destination Parkway, Orlando, FL
Nickelodeon Suites Resort 14500 Continental Gateway, Orlando, FL
Reunion Resort 7593 Gathering Drive, Reunion, FL
JW Marriott Orlando 4040 Central Florida Parkway, Orlando, FL
299