FRONT OFFICE : HUB OF THE HOTEL
TODAY
MTD
OCCUPANCY
16.31%
57.40%
ADR
$
59.42
$
71.44
REV PAR
$
9.69
$
41.01
ROOM REVENUE
Trans Corporate
0.00
4,553.91
Trans Leisure
662.94
61,627.79
Trans
Government
130.00
16,995.47
Group Corporate
0.00
14,688.48
Group Leisure
468.02
59,102.02
Group Government
0.00
7,110.49
Web Reservations
0.00
1,176.91
Tax Exempt
78.00
2,652.00
Discount Rate
248.71
14,339.65
Allowance Room Rev
(161.71)
(2,982.50)
TOTAL
1,425.96
179,244.22
0.00
0.00
0.00
0.00
Banquet Bkft
0.00
3,510.50
Banquet Lunch
0.00
13,242.35
Banquet Dinner
0.00
16,483.45
Coffee Breaks
0.00
5,779.75
Meeting Room Rev
0.00
2,633.02
A/V Rental
0.00
3,285.00
Banquet
Service Chg
0.00
7,232.39
Banquet Fees
0.00
9,400.00
Bqt. Bar Revenue
0.00
3,546.75
TOTAL
0.00
65,113.21
TELEPHONE REVENUE
Local Calls
0.00
0.00
Long Distance
(11.13)
543.12
Pay Phone Commision
0.00
0.00
Ph Allowances
0.00
0.00
TOTAL
(11.13)
543.12
DAILY
TOTAL REVENUE
1,748.69
269,167.92
SALES TAX
156.67
21,375.29
SALES TAX ADJ.
0.00
0.00
DATE
11/01/XX
DAILY FOR
10/31/XX
TODAY
MTD
ROOM STATS:
Available Rooms
$
141
$
4,371
Sold Rooms
23
2,464
Comp Rooms
1
45
Comp Bkft
2
1,117
Out of order rooms
76
786
DEPOSITS:
Cash
992.98
124,642.79
Visa/Mastercard
13,431.75
139.001.85
American Express
1,863.45
31,637.29
Diners
7.37
585.14
Discover
185.38
6,072.16
TOTAL
16,480.93
301,939.23
OVER / SHORT
49.44
⫺
/
⫹
Tax Exempt Room Rev.
78.00
18,386.09
Tax Exempt Bqt. Food
0.00
8,769.00
Tax Exempt Bqt. Room
0.00
300.00
Tax Exempt A/V
0.00
1,330.00
Beg. Bal.
End. Bal.
LEDGER RECONCIL.:
Guest Ledger
18,169.20
3,622.88
Direct Bill
62,253.00
60.221.51
Advance Deposits
(13,374.01)
(5,780.00)
LEDGER TOTALS
67,048.19
58,064.39
RESTAURANT REVENUE
Restaurant Food
315.25
11,180.23
Room Service
7.37
1,685.67
Bar Sales
0.00
8,373.73
Room Service Reversal
(7.37)
(1,685.67)
Restaurant over
⫺
& short
⫹
(7.37)
53.26
TOTAL
307.88
19,553.96
OTHER INCOME
Guest Valet
0.00
0.00
Movie Sales
25.98
2,126.47
No Show Revenue
0.00
1,324.69
Vending Commisions
0.00
502.66
Other
Income
0.00
759.68
All Other Income Adj.
0.00
0.00
TOTAL
25.98
4,713.40
FIGURE 4
Sample daily flash report.
601
FRONT OFFICE : HUB OF THE HOTEL
FIGURE 4
(continued)
Reservation Contribution
Date:
10/31/XX
Month
of October
Today
MTD
Room Available
141
Total Rooms Sold
23
4,371
Franchisor Rooms Sold
3
2,464
Franchisor % of Total Rooms
2.13%
6.50%
Total Room Revenue
$ 1,425.96
$179,244.22
Franchisor Contribution
$
195.00
24,719.00
Franchisor % of Total Revenue
13.67%
13.79%
Total ADR
$
62.00
$
72.75
Franchisor ADR
$
65.00
$
87.04
Difference
$
3.00
$
14.29
There is no universal requirement about the summary information to be included
in a daily flash report. Needs are assessed by each organization; in chain properties,
some GMs may request that additional information be included. Generally, flash
report data are developed by the night auditor as the night audit is generated; this
staff member has access to all rooms-related data. In many hotels, revenue data and
sales receipts from food and beverage operations are deposited at the front desk. In
these
instances, the night auditor will then be able to provide the needed data about
food and beverage-operations. In other hotels, especially larger ones, food and
beverage data for the flash report may be generated by the food and beverage
controller in the accounting department.
The GM has access to all reports that are available to the FOM. Some of the
daily PMS reports, however, are of more interest to the GM:
•
VIPs in-house list
•
In-house groups list
•
Twenty-four hour reservation activity report
•
Short-term occupancy forecast (10 days)
•
Thirty-day occupancy forecast
•
Out-of-order room report
•
Rate discrepancy report
•
Comp room report
Financial Concerns
The GM
and FOM typically meet monthly, or more frequently, to discuss the front
office operating budget and business plan activities. Front office revenues (room
sales) are likely to be a discussion topic at executive committee meetings. Front office
expenses are not normally discussed in these meetings; rather, they are discussed in
meetings between the GM and FOM. Likewise, tactics identified in the front office
business plan will likely be discussed in a GM and FOM meeting as progress toward
objectives is evaluated.
603
FRONT OFFICE : HUB OF THE HOTEL
Service Recommendations
The FOM is directly responsible for many functions that have an impact on guest
service. Concerns about service improvements may be identified as guest complaints
are registered; however, many guest concerns can be anticipated when the FOM
works proactively to improve service. Front office personnel
initiate a wide range of
opportunities for interaction with guests during reservation, registration, and check-
out. Services provided by other staff members—uniformed services, door and park-
ing attendants, guest transportation, and the concierge—also are evaluated by guests.
FOMs need to ask their staff members this question: “How can we improve guest
service?” Most likely they will receive a variety of responses. An employee of a hotel
located close to a
gateway airport might suggest providing better information about
customs, immigration, exchange rates, and related international travel concerns.
Employees at another hotel might suggest improvements to a business center or to
luggage storage areas. Recommendations developed by the FOM and his or her staff
are typically brought to the GM with the details required to make a
business case.
Discussions
of staff recommendations, whether conducted in executive committee or
in one-on-one meetings, are examples of guest service being the primary focus of
interactions between the GM and FOM.
FRONT OFFICE SEMANTICS
Gateway:
Term relating to a location (e.g., airport or hotel) where there is significant activity involving
international travelers.
Business case:
Advantages that are objectively presented whenever possible in support of a proposal
to improve business.
Day-to-Day Operations
An ever-changing array of issues arises daily that requires planned or unplanned,
formal or informal, interactions between the FOM and the GM. Some examples
follow:
•
The impact of weather or other events on the need to revise room rate structures
•
Special problems that are slowing guestroom assignments
•
Computer hardware, software, or front
office equipment problems
•
Overbooking or no-show problems
•
Problems about guest property or guest removal and related problems with
legal implications.
•
Payment card chargeback appeals
•
PMS maintenance and programming issues
•
Telephone call accounting and pricing issues
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