1. Introduction to front office
Chapter 1
Introduction to front office
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2. Learning outcomes
Explain the key features of Property Management Systems.
Describe common accommodation systems.
Understand the cycle of service.
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3. Front office skills
Those skills (and knowledge) required to perform efficiently and effectively in the front office environment of a commercial accommodation venue.

4. Where the Front Office is located
The front office is physically located in the foyer of an accommodation venue.
It is located here so that it is readily accessible for guests.
Designed to create a positive, welcoming first impression.
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5. Managing information and communication in the front office
Information and communication in a front office is effectively managed with appropriate procedures and systems.
Effective information and communication procedures and systems generally incorporate technology.

6. Managing information and communication in the front office
Whether manual or technologically based, front office information and communication procedures and systems are collectively referred to as a Property Management System.
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7. Property Management Systems (PMS)
A PMS is a means of collecting, storing and manipulating data relating to the activities of a venue and its guests.
May be:
manual
semi-automated
fully automated.
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8. Manual PMS’s
In a manual system, all tasks relating to guest and venue activities are completed by hand or in the written form.
A manual system uses booking diaries and conventional charts, to keep track of reservations, colour-coded room racks to keep track of room types, room status and room occupancy (or availability), and tabular ledgers for recording financial transactions.
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9. Conventional charts
Monthly reservations chart which details bookings for each room and for length of stay, by guest name.
These are grid charts with the days of a month indicated across the top of the page and room types and room numbers listed down the left side of the page.
Conventional charts are suitable for small venues only.
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10. Room rack
Manual or computerised method if indicating the status of a room and therefore room availability.

11. Booking diaries
Booking diaries are similar to any diary in that are a means for recording information (reservation details) by date.

12. Booking diaries
The information is then transferred (in pencil) to conventional charts. As reservations are received, the guests name is entered on the chart corresponding to the room type and length of stay. Details are entered in pencil to allow for changes.

13. Tabular ledger System for recording financial transactions.
It provides for guest details (name and room number) and services and products consumed by each guest. As a guest consumes a service or product, the charge incurred is recorded.
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14. Tabular ledger
It also provides for the recording of all payments received, allowances and discounts (if any) and the total to be carried forward to the next day.
All entries are handwritten.
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15. Semi-automated PMS’s
A semi-automated system incorporates elements of the manual system and uses some technology (particularly in the accounting area of front office).
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16. Fully automated PMS’s
Fully automated PMS’s use a minimal amount of handwritten information.
Information is entered into a computer where it is compiled, maintained, updated, stored and processed.
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17. Fully automated PMS’s
A computerised PMS can perform all the tasks previously undertaken manually. It is a more efficient and reliable system than a manual or semi-automated system and is able to process data far more rapidly and accurately.
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18. Fully automated PMS’s
All computerised PMS’s are able to perform essentially the same tasks:
Record and maintain guest reservations (individual and group).
Register guests and manage departures.
Record and maintain guest and non-guest financial transactions.
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19. Fully automated PMS’s Create and maintain guest history profiles.
Generate reports and collate statistical data.
Monitor and control housekeeping functions.
Manage maintenance issues.
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20. Accommodation venue structure
Structure refers to the way in which a venue organises the provision of services and goods.
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21. Accommodation venue structure
Specific services are grouped into departments (accommodation services, food and beverage, housekeeping, and sales and marketing, for example).
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22. Why structure the delivery of services and goods?
Venues structure their operations in order to:
Best meet the needs and expectations of its target markets.
Plan work.
Report financial performance.
Manage staff.
Manage marketing activities.
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23. What is an organisational chart?
An organisational chart is a graphical representation of a venues structure. It shows the staffing structure, each department, the division of labour, levels of authority and lines of communication.
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24. Organisation chart

25. Accommodation services
Accommodation services, also commonly referred to as the rooms division, is the department responsible for selling and maintaining guestrooms and associated front office services.
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26. Accommodation services
The primary concerns of the department are guestrooms and the services available to guests while staying in the venue through the front office.
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27. Front office structure
Large accommodation venues typically subdivide many departments.
For example, front office services are divided into:
Front office (reception, cashiering).
Back office (reservations, telephony).
Housekeeping (room attendants, public area cleaners, houseman).
Concierge (porter services, valet).
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28. Guests and customers
Guests are those people who use and pay for the goods and services provided by hospitality establishments.
Because guests pay for the services and goods they use, they are also referred to as customers.
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29. Target markets
A category of people who have been identified as potential customers because of their income, age, place of residence and other (common) factors.
Marketing strategies for venues usually target quite specific, well defined markets. Within each target market are market segments.
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30. Market segment
A portion of the target market that has similar traits, needs and desires that the venue wants to attract.
For example:
Business travellers
Families
Tour groups
Couples
Conference groups
Free independent travellers.
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31. Inbound visitors
Visitors to Australia whose main place of residence is outside Australia (e.g.. international tourists, business travellers, students.
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32. Intrastate visitors
Visitors who live in Australia travelling within their home state or territory.
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33. Interstate visitors
Visitors who live in Australia travelling outside their home state or territory.
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34. Cycle of service
The four stages of the guests experience with the venue are:
Pre-arrival
Arrival
Occupancy
Departure.
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35. Hospitality sectors and target markets
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36. Cycle of service Pre-arrival Arrival Departure Occupancy
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Occupancy

37. Pre-arrival stage
Those activities that occur before the guest arrives:
Manage enquiries
Venue inspections
Reservations
Pre-payments/deposits.
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38. Arrival stage
Those activities that relate to the guests arrival at the venue, and check in procedures.
It is the first face-to-face opportunity to make a good impression.
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39. Occupancy stage
Those activities that occur while the guest is registered in the venue including consumption of goods and services, payments, and requested services.
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40. Departure stage Those activities that relate to a guests departure:
Account settlement
Collection of luggage from room
Onward accommodation bookings
Arrangement of transport
Farewell.
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41. Moment of truth
The impression created by each experience the guest has in the venue.
An impression may be:
Positive
Negative
Neutral.
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42. Our role and a moment of truth
To provide guests with positive moments of truth throughout their stay.
To do this, we need to be able to meet expectations by understanding:
The importance of the host/guest relationship.
How to do our job well.
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43. Our role and a moment of truth
The venues target markets.
How to meet the needs of individuals.
Our employers expectations of us.
What facilities and services are available for guests.
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44. Attributes for success
High standard of personal hygiene and grooming.
Good knowledge of the workplace and the services and facilities available.
Excellent interpersonal skills.
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45. Attributes for success
A good service ethos.
Willingness to learn new tasks, systems and procedures.
Good general knowledge of the local environment and attractions.
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46. Attributes for success
Wide-range of job-related skills.
Willingness to learn (and undertake) new tasks.
Ability to learn new systems and procedures in the workplace.
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47. Attributes for success
Good general knowledge of the local environment.
Understanding of how our efforts contributes to the success of the establishment.
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