饭店前厅案例Word下载.docx

饭店前厅案例Word下载.docx

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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

May3:

Departures=200rooms

Arrivals=100rooms（50percentconfirmed,50percentguaranteed）

Walk-ins=20rooms

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）

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.

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