K E Y W O R D S 193
11.Ibid., 54.
12.Carol Verret,“The Revenue Management Strategy,” July 2004, www.hotel-online. com/News/PR2004_2004_3rd/Jul04_PrePlanMarketing.html.
13.Carol Verret, “Revenue Management: The Integration of Revenue Drivers,” March 2004, www.hotel-online.com/NewsPR2004_1st/_RevenueDrivers.html.
14.Salerno, 2008. http://www.hotel-online.com/News/PR2008_1st/Feb08_RevMgmt. html, “What the Heck is Hotel Revenue Management, Anyway? A Hotel Marketer’s Guide to Revenue Management.”
15.Ibid., 53. [This is an Orkin reference.]
16.Smith Travel Research, Inc., 2008–2009. “STR Global Hompage,” http://www. strglobal.com/About/About_Us.aspx.
17.Ibid.
18.Stephenson, 2008.“‘We just couldn’t say no to EZYield,’” http://www.hotelonline. com/News/PR2008_1st/Feb08_EZYieldHotelProphets.html.
19.Rebecca Oliver, 2004 “Multiple Forecasts,” 2004, Hotels, http://www.hotelsmag. com/archives/2004/02/tech-revenue-management-systems.asp.
20.Kimes, “Basics of Yield Management,” 19.
21.Ibid., 18–19.
Key Words
average daily rate (ADR) |
revenue manager |
double occupancy percentage |
revenue potential |
occupancy percentage |
revenue realized |
optimal occupancy |
yield |
optimal room rate |
yield management |
revenue management |
|
Guest Registration
O P E N I N G D I L E M M A
The group leader of a busload of tourists approaches the front desk for
check-in. The front desk clerk acknowledges the group leader and begins
the check-in procedure, only to realize no clean rooms are available. The
desk clerk mutters, “It’s 4:00 P.M., and you would think someone in housekeeping would have released those rooms by now.” The group leader asks, “What’s holding up the process?”
One of the first opportunities for face-to-face contact in a hotel occurs when the guest registers. At this point, all the marketing efforts and computerized reservation systems should come together. Will the guest receive what has been advertised and promised? The front desk clerk who is well trained in the registration process is able to portray the hotel in a positive manner. This good first impression helps ensure an enjoyable visit.
The first step in the guest registration process is to capture guest data such as name, address, email address, ZIP code, length of stay, and company affiliation, needed by various departments during the stay and after departure to provide service to the guest. The registration process continues with the extension of credit, room selection, room rate application, the opportunity to sell hotel services, room key assignment, and folio processing. Continually efficient performance of the registration process is essential to ensuring hospitality for all guests and profitability for the hotel.
C H A P T E R 7
C H A P T E R F O C U S P O I N T S
■Importance of the first guest contact
■Capturing guest data
■Guest registration procedures
■Registration with a property management system
I M P O R TA N C E O F T H E F I R S T G U E S T C O N TA C T 195
Importance of the First Guest Contact
The first impression a guest receives of a lodging facility during registration is extremely important in setting the tone for hospitality and establishing a continuing business relationship. The guest who is warmly welcomed with a sincere greeting will respond positively to the hotel and will expect similar hospitality from other hotel employees. If the guest receives a halfhearted welcome, he or she will not be enthusiastic about the lodging facility and will be more likely to find fault with the hotel during the visit. Today’s guest expects to be treated with respect and concern, and many hotels make the effort to meet those expectations. Those that do not should not expect the guest to return.
What constitutes a warm welcome? This varies. It begins with the front desk employee’s empathizing with the feelings of the traveler, someone who has been away from familiar surroundings for many hours or many days. He or she may be stressed by the frustrations of commercial travel, delayed schedules, lost luggage, jetlag, missed meals, unfamiliar surroundings, unclear directions, or unfamiliar public transportation. The hotel employee who is considerate of the traveler under these circumstances is more likely to recognize anxiety, restlessness, and hostility and respond to them in a positive, understanding manner.
A typical scenario is as follows: Mr. Traveler arrives at 9:15 a.m. at the registration desk of a hotel. He is visibly upset because he is late for an important presentation to a group of investors. He wants to get into his room, drop off his luggage, and get public transportation to the corporate center. The desk clerk knows no clean rooms are available at this time. The desk clerk rings for a bellhop to escort Mr. Traveler to the luggage storage area. When the bellhop arrives, the desk clerk describes Mr. Traveler’s situation. The bellhop calls the doorman to obtain a taxi, gives Mr. Traveler a receipt for his luggage, and escorts him to the main entrance of the hotel. Then he takes Mr. Traveler’s luggage to the storage area. These timesaving practices allow Mr. Traveler to arrive at the presentation in a reasonable amount of time. When Mr. Traveler returns to the hotel later that day, he expresses his appreciation to the desk clerk on duty. The stage has been set for an enjoyable, hospitable stay.
However, the situation could have gone like this: When Mr. Traveler arrives, the desk clerk tells him, “Checkout time is not until 12 noon, and we don’t have any rooms available yet. Check back with us after 4:00 p.m.” Mr. Traveler searches for the luggage room, drops off his luggage (losing minutes because of a long line), manages to find his way back out to the main entrance, and asks the doorman to hail a cab (losing another ten minutes because it is rush hour). Mr. Traveler arrives late for the presentation because of the delay at the hotel and heavy traffic. Because Mr. Traveler is unaware of the availability of other room accommodations in the area, he returns after the presentation and waits in the hotel’s lobby or lounge until 4:00 p.m. This time, the stage is set for an unpleasant visit. Mr. Traveler will probably choose another hotel the next time he has business in the area.
These two scenarios are repeated frequently in the hospitality industry. The latter, too often the norm, gives rise to discussions of overpriced accommodations and unfriendly,