饭店前厅案例.docx
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饭店前厅案例.docx
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饭店前厅案例
Case1Inter-DepartmentalCommunications
ItisThursdaymorningatTheTimesHotel.Thereservationsmanagerhasprintedthelistofreservationsfortheday.Thefrontofficestaffhasprepared252packetsforguestswhohavepreregisteredforthePetOwnersoftheAmericasConference.TheTimesHotelhasbeendesignatedtheheadquartersforthecatowners,whileTheSebastianHotel,locatedtwoblocksaway,hasbeendesignatedtheheadquartersforthedogowners.TheparticipantsinthePetOwnersoftheAmericasConferencearesupposedtostartarrivingatnoon.
TheTimesHotelhadafullhouseonWednesdaynight.Aplanninggroup(179rooms)fortheBiologyResearchersConferencewasinthehotel.TheyheldameetingintotheearlyhoursofThursdaymorning.Severaloftheguestsposteddonotdisturbsignsontheirdoors.
Yoon-WhanLi,theexecutiveengineer,hasnoticedtheair-conditioninggoingonandoffonthefifthandsixthfloors.Yoon-Whaninvestigatedtheproblemandestimatesitwillrequireabout12hoursofrepairtime.Yoon-Whangetsonthephonetothefrontofficetoreporttheproblem,butthedeskclerksarebusyandfailtoanswerthephone.Meanwhile,anotherrepaircallcomesin,andYoon-Whanisoffagain.Theair-conditioningsituationisneverre-portedtothefrontoffice.
Thechefisbusypreparingvendorordersfortheday.HeisalsoplanningthefoodproductionworksheetsforthePetOwnersoftheAmericas.Thechefhasleftwordwithoneofthesupplierstoreturnhiscallearlyintheafternoontoclarifyanorderforthebanquettonight.TheorganizerforthePetOwnersoftheAmericaswantsaspecialSwisschocolateicecreamcakeroll.Thesalesofficehasalsoincludedanorderfortwoicesculptures—onecatandonedog.
Thebanquetmanagerandseveralofhiscrewarescheduledtoarriveaboutthreehourspriortothebanquettobeginsettingupfurnitureandtabletops.
Theserverswillarriveaboutonehourbeforethebanquetbegins.
Itisnow11:
00a.m.,andagroupoftheconfereeshasarrivedtoregister.Theyhavebroughtalongtheircatsandwanttoknowwheretheycanhousethem.Thefrontdeskclerkdoesnotknowwherethecatsaretobehoused.Hecallsthesalesdepartmentandasksfordirections.Thesalesdepartmentsaysthatthepersonwhoorganizedthisconferencespecificallytoldtheparticipantsthattheyweretoleavetheirpetsathome.Thiswasnottobeapetshow,onlyabusiness/seminarconference.
Thehousekeepingstaffisunabletogetintotherooms(checkouttimeisnoon).TheBiologyRe-searchersConferenceattendeeshavenotrisenbecauseofthelateplanningmeeting.Also,twooftheroomattendantsdidnotreporttoworkthismorning.
Itisnow1:
30p.m.,andthemajorityofthePetOwnersareinthelobby,withtheirpets,waitingtogetintotherooms.Withtheair-conditioningoutoforder,thelobbyisbedlam.Theodorandnoisearebeyonddescription.Housekeepingcallsdownandsaysthatitwillneedabouttwomorehoursbeforethefirst75roomscanbereleased.
TheswitchboardhasbeenbombardedwithtelephonecallsforthePetOwners.ThechefisanticipatinghiscallfromthevendorfortheSwisschocolateicecreamcakeroll.Hefinallycallsthesupplierandfindsoutthatshehasbeentryingtocallhimtolethimknowthatthesupplierisoutofthisproduct,butnooneansweredthephoneatthefrontdesk.Thechefisbesidehimselfandrunsoutofthekitchenintothelobbyarea.Hefindstheswitchboardoperatorandverballyripshimapart.Thefrontofficemanagerisuptoherearsinkittylitterandrespondslikewisetothechef.Itisnotthebestofsituations.
Justwhenitseemsthatnothingelsecangowrong,agroupoftenPetOwnersoftheAmericasarrivesinthelobbywithguaranteedreservations.Thehoteliscompletelybooked,andtheseadditionalreservationsrepresentanoverbookedsituation.Thereservationistforgottoaskiftheseguestswerecatordogowners.Youguessedit—theyallbroughtalongFido.Theclamorinthelobbyisnowunbearable—dogsarebarkingatcats,catsarehissingatdogs,andguestsarecomplainingloudly.
Thebanquetmanagerandhiscrewhavefinishedsettinguptheroomforthebanquet.Oneofthecrewturnsontheair-conditioning;thereisadullroar,andbluesmokepoursfromthevents.Thinkingthisisonlyatemporarycondition,hedoesnotreportittothebanquetmanager.Lateron,thebanquetmanagerinstructsthesetupcrewtotaketheicesculpturesfromthefreezerandsettheminfrontofthepodiumandheadtable.Thebanquetserverswillbearrivingwithinanhourtostartthepreparationsforthebanquet.
Ifyouwerethefrontofficemanager,whatwouldyoudotosolvetheimmediateproblemsathand?
Afterthecommotionhadsettleddown,howwouldyouanalyzethesituation?
Listtheopportunitiesforimprovingcommunicationsbetweenthefrontofficeandotherdepartments.
Case2HotelReservations
Part1
MargaretChu,generalmanagerofTheTimesHotel,andAnaChavarria,frontofficemanager,areintheprocessofdevelopingapolicyonoverbooking.Thecurrentpolicyprohibitsthereservationsmanagerfrombookingmorethan100percentoftheavailablerooms.Reservationsarecomposedof60percentconfirmedand40percentguaranteed.
Inthepastsixmonths,about5percentofthecon-firmedreservationshavebeenno-shows,resultinginafinanciallossofabout500roomnights.Noanalysisoftheconfirmedreservationsthatresultedinno-showshasbeenmadebecauseMs.Chavarriahasnothadtimetoorganizesuchastudy.Thislossof$42,500(500rooms$85averageroomrate)hasforcedmanagementtoconsiderdevelopinganaggressiveoccupancymanagementprogram.
OffersomesuggestionstoMs.ChuandMs.Chavarriaconcerningthefollowingrelatedconcepts:
thelegalityofoverbooking,theneedtomaintainanaccurateaccountingofthefinancialimpactofno-shows,andthemanagementofthedifferentreservation/occupancycategoriesthatmakeupthehotel'sroomsales(confirmedreservations,guaranteedreservations,stayovers,understays,andwalk-ins).
Part2:
(参考Chapter5137页的表格为该酒店制作一个客房预测表)
UsethefollowingdatatopreparearoomsforecastforthefirstweekofMayforTheTimesHotel:
Numberofroomsavailable=600
NumberofroomsoccupiedonApril30=300
May1:
Departures=200rooms
Arrivals=200rooms(70percentconfirmed,30percentguaranteed)
Walk-ins=40rooms
No-shows=0.02percentofexpectedarrivals
May2:
Departures=50rooms
Arrivals=100rooms(60percentconfirmed,40percentguaranteed)
Walk-ins=10rooms
No-shows=0.02percentofexpectedarrivals
May3:
Departures=200rooms
Arrivals=100rooms(50percentconfirmed,50percentguaranteed)
Walk-ins=20rooms
No-shows=0.02percentofexpectedarrivals
May4:
Departures=50rooms
Arrivals=100rooms(20percentconfirmed,80percentguaranteed)
Walk-ins=10rooms
No-shows=0.01percentofexpectedarrivals
May5:
Departures=300rooms
Arrivals=70rooms(30percentconfirmed,70percentguaranteed)
Walk-ins=25rooms
No-shows=0.0143percentofexpectedarrivals
May6:
Departures=50rooms
Arrivals=175rooms(92percentconfirmed,8percentguaranteed)
Walk-ins=10rooms
No-shows=0.04percentofexpectedarrivals
May7:
Departures=200rooms
Arrivals=180rooms(10percentconfirmed,90percentguaranteed)
Walk-ins=25rooms
No-shows=0.0223percentofexpectedarrivals
Case3GuestRegistration
Part1:
AnaChavarria,frontofficemanagerofTheTimesHotel,hasbeenmeetingwiththeownerandgeneralmanagerforthepastseveralweekstodiscusstheup-gradeofthehotel'sPMS.Theownerisreluctantaboutthepurchase;thecapitalinvestment,althoughreasonable,isstillsignificantandwillaffectthecashflow.MargaretChu,thegeneralmanager,waspre-viouslyemployedbyahotelthatupgradeditsPMS,andshewassomewhatperplexedbytheadvertisedbenefitsversustherealbenefitsintermsofimprovedcustomerservice.Ms.Chavarria,incontrast,hadaveryencouragingexperiencewithaPMSupgrade.TheownerasksAnatoprepareareporttojustifytheupgradeofthePMSatTheTimesHotel.
WhatconceptsshouldAnausetojustifytheupgradepurchasetoachieveimprovedcustomerserviceinregistration?
Considersuchaspectsoftheregistrationprocessasregisteringindividualsandgroups,determiningroomstatus,andissuingroomkeys.
Part2:
MargaretChu,generalmanagerofTheTimesHotel,hasfinishedreviewingthelatestbatchofcommentcardsfromthispastweekend.Severaloftheglitchesinguestservicecenteredonthe"Ittooktoolongtogetintomyroom"syndrome.Ms.ChuthoughtshehadthisworkedoutwithAnaChavarria,frontofficemanager,andThomasBrown,executivehouse-keeper.Bothofthesemanagersdevelopedaplanandshareditwithhimjustoneweekago."Whatcouldhavegonewrong?
"wonderedMs.Chu.ShehassetupameetingwithAnaandThomasforthisafternoon.ProvideabriefoutlineofpointsMs.Chushoulddiscuss.
Case4GuestPayments
AnaChavarria,frontofficemanager,hasjustfinishedtalkingwithCynthiaRestin,thenightauditor,whohasspentthemajorityofhershifttryingtotrackdownthreepostingerrorstotaling$298.98.LastTuesdaynight,achargeof$34.50waspostedtothewrongdepartmentinthecityledger;onWednesdaynight,apaid-outintheamountof$21.85hadnofinancialdocumentattachedtothepaid-outslip;andonThursday,a$250.00prepaymentonasocialeventwascreditedtoacityledgeraccountas$520.00.CynthiatoldAnathatshehasbeenatTheTimesHotelformorethantenyears,andinherexperience,thesemistakesareusuallytheresultofimpropertrainingofnewfrontdeskclerks.Anathan
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