Introduction to front office Chapter 1 Introduction to front office Refer to Page 1

Learning outcomes Explain the key features of Property Management Systems. Describe common accommodation systems. Understand the cycle of service. Refer to page 1

Front office skills Those skills (and knowledge) required to perform efficiently and effectively in the front office environment of a commercial accommodation venue.

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. Refer to page 9

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.

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. Refer to page 2

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. Refer to page 2

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. Refer to page 3

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. Refer to page 3

Room rack Manual or computerised method if indicating the status of a room and therefore room availability.

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

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.

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. Refer to page 3

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. Refer to page 3

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). Refer to page 4

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. Refer to page 4

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. Refer to page 4

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. Refer to page 4

Fully automated PMS’s Create and maintain guest history profiles. Generate reports and collate statistical data. Monitor and control housekeeping functions. Manage maintenance issues. Refer to page 4

Accommodation venue structure Structure refers to the way in which a venue organises the provision of services and goods. Refer to page 6

Accommodation venue structure Specific services are grouped into departments (accommodation services, food and beverage, housekeeping, and sales and marketing, for example). Refer to page 6

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. Refer to page 7

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. Refer to page 8

Organisation chart

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. Refer to page 8

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. Refer to page 8

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). Refer to Page 8

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. Refer to page 13

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. Refer to page 7

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. Refer to page 7

Inbound visitors Visitors to Australia whose main place of residence is outside Australia (e.g.. international tourists, business travellers, students. Refer to page 13

Intrastate visitors Visitors who live in Australia travelling within their home state or territory. Refer to page 13

Interstate visitors Visitors who live in Australia travelling outside their home state or territory. Refer to page 13

Cycle of service The four stages of the guests experience with the venue are: Pre-arrival Arrival Occupancy Departure. Refer to page 15

Hospitality sectors and target markets Refer to page 14

Cycle of service Pre-arrival Arrival Departure Occupancy Refer to page 15 Occupancy

Pre-arrival stage Those activities that occur before the guest arrives: Manage enquiries Venue inspections Reservations Pre-payments/deposits. Refer to page 15

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. Refer to page 16

Occupancy stage Those activities that occur while the guest is registered in the venue including consumption of goods and services, payments, and requested services. Refer to page 16

Departure stage Those activities that relate to a guests departure: Account settlement Collection of luggage from room Onward accommodation bookings Arrangement of transport Farewell. Refer to page 17

Moment of truth The impression created by each experience the guest has in the venue. An impression may be: Positive Negative Neutral. Refer to page 17

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. Refer to page 18

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. Refer to page 18

Attributes for success High standard of personal hygiene and grooming. Good knowledge of the workplace and the services and facilities available. Excellent interpersonal skills. Refer to page 18

Attributes for success A good service ethos. Willingness to learn new tasks, systems and procedures. Good general knowledge of the local environment and attractions. Refer to page 18

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. Refer to page 21

Attributes for success Good general knowledge of the local environment. Understanding of how our efforts contributes to the success of the establishment. Refer to page 18