htt200 W6 2 assignements - Achiever Papers

CheckPoint

Hotel Departments

Review the organizational chart on p. 312 of Introduction to the Hospitality Industry.

Explain in 200 to 300 words for which department you would rather work. Which department do you think is the most important?

Provide two examples of why it is important to know information about areas other than the one you have chosen.

Individual

Hotel Security

Write a 350- to 700-word paper explaining the need for hotel security. Include the following:

· Address the physical safety of guests staying in a hotel: In what areas of a hotel might this be an issue?

· Discuss identity theft—including credit card, financial, and personal information—and how it is prevented.

· Describe at least two other security issues important in a hotel with regard to protecting a guest.

· Explain how hotels have changed security in response to elevated terror alerts.

· Discuss at least one new trend in hotel security.

Format your paper consistent with APA guidelines.

HOTEL AND LODGING
OPERATIONS

Courtesy Wyndham Hotel Group.

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Chapter

T H E P U R P O S E O F T H I S C H A P T E R

I
t is impossible to teach someone how to run a hotel solely from a book. Only practical experience

can teach a subject so complex. This chapter is intended, however, to help you learn more quickly

from experience by familiarizing you with (1) the major operating and staff departments in a hotel,

(2) the information flows that tie a hotel together and how they are handled, and (3) the patterns of

income and cost that affect hotel operations. Finally, this chapter outlines the major hospitality career

entry points and the paths available for advancement.

T H I S C H A P T E R S H O U L D H E L P Y O U

1. Name the major functional departments in a hotel, and explain the relationships that exist

among them.

2. Understand the various roles required in the front office as well as the importance of yield

management.

3. Explain why the food and beverage department, although not the principal source of profit, can

be very important to a hotel’s success.

4. Identify a hotel’s support departments and the importance they play in daily operations.

5. List the principal sources of income and expense by department according to the uniform

system of accounts for hotels.

6. Outline a potential career path that leads to filling the role of general manager.

Chapter

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312 Chapter 10 Hotel and Lodging Operations

M A J O R F U N C T I O N A L D E PA R T M E N T S

H otel properties range in size from small to huge. Although large properties such as the Hilton Chicago Hotel or the Tower Suites at Wynn Las Vegas catch the public’s
imagination, the majority of properties in the United States have under 300 rooms.

Because most students will gain their work experience in this kind of property, the

examples in this chapter assume a hotel in the 100- to 300-rooms range.

Surprisingly enough, most properties perform basically the same functions, but

the way in which they accomplish them varies with the property size. When there

are significant variations in routine practices in larger properties, we note them. Our

emphasis, however, is on the similarities found throughout the commonly found hotel

business rather than on the variations.

Figure 10.1 shows the basic functional areas of a typical hotel. This figure includes

elements not found in some operations, as some hotels lack food and beverage depart-

ments and many do not have a gift shop or garage. Our purpose, however, is not to

draw a chart that represents all properties inclusively; that would be impossible. Rather,

we have outlined the major activities usually present in most properties.

Figure 10.1

Major functional areas found in hotels.

Front

desk

Uniform

services

Rooms

division

Miscellaneous

operated

departments

Food and

beverage

department

General manager

Staff and support activities

Telephone

Gift shop

Garage, etc.

Accounting

Engineering

Marketing

Security

Human resources

Housekeeping

Food

production
Restaurants

Cocktail

lounge

Room

service

Banquet

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Major Functional Departments 313

A large property may employ a general manager, under whom a hotel manager

or resident manager assumes responsibility for day-to-day operations. There is often a

rooms director who supervises the departments that make up the rooms division, and

a food and beverage director who oversees the departments in that division. Other key

members of the management team or executive committee of a large hotel include a

director of sales and marketing, controller, director of human resources, and the chief

engineer. Many hotels also include the executive chef, executive housekeeper, and

director of catering as part of the management team.

In the 100-unit inn diagrammed in Figure 10.2, the general manager may be

responsible—with an executive housekeeper and perhaps a front-office manager or

supervisor—for running the rooms departments and for supervising an assistant man-

ager responsible for food and beverage if the property contains a restaurant. At one

extreme, in the small property, the executive staff may consist of two or three persons

supported by a few department heads or supervisors and key employees. A large

property, however, requires a complex organization with several layers of authority.

It is important to note that a smaller property may have functional areas (e.g., food

production, beverage department or bar, dining room, stewarding [dish room, pot

washing, cleanup], and receiving in the food and beverage area) but no true depart-

ment heads. The restaurant in a small inn may be run by a restaurant manager who

directly supervises all the employees with help from lead employees in each functional

area on each shift. For instance, the hosts or hostesses for the day and evening shifts

Hotels perform essentially
the same functions, no
matter their size. However,
size does influence how cer-
tain functions are carried out.
(Courtesy of Cendant Corp.)

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314 Chapter 10 Hotel and Lodging Operations

may provide leadership to the dining room staff during their shifts; a head cook on

each shift does the same for the kitchen staff. The manager may be responsible for both

shifts, usually along with someone designated as an assistant when the manager is off

duty. This arrangement is economical and convenient in small properties as long as the

restaurant manager delegates enough responsibility to avoid becoming overcommitted.

T H E R O O M S S I D E O F T H E H O U S E

R oom rental is a hotel’s main business and its major source of profit. In larger hotels, the day-to-day operation of the typical rooms division yields departmental in-
come (the revenue remaining after the direct operating costs of the departments

in the division) of 70 percent or more, compared with 15 to 20 percent for the food

and beverage department. Thus, the people on the rooms side of the house are crucial

to the operation’s financial success.

Figure 10.2

Functional operational chart for a small hotel.

Food preparation

Dining room

Bartenders

Dish, pot,

receiving, and

cleanup

Assistant manager

(restaurant manager)

Front office Housekeeping

Support

departments
General manager

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315

T H E

F R O N T O F F I C E

More than any other group, the front-desk employees represent the hotel to its guests.

There are various position titles for the employees who check guests in and out of the

hotel. Some hotels refer to these employees as front-desk receptionists while others

call them front-desk agents or clerks. The front-desk receptionists have an integral role

in determining guests’ first impressions and last impressions of the hotel property. The

attentive, warm greeting of a front-desk receptionist can have a tremendous impact

in making guests feel welcomed. If something goes wrong, most guests will complain

first to the front desk. When the guests leave, the desk clerks check them out. If any-

thing has gone wrong, this will be a good time to catch it (“How was your stay with

us?”—and then listen to the answer). Although the duties of the desk differ somewhat

by shift, they also overlap, to an extent.

Lobbies, like the one at this Microtel Inn & Suites®, are important in creating first impressions. (Courtesy Wyndham
Hotel Group.)

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316 Chapter 10 Hotel and Lodging Operations

In the following discussion, a small hotel serves as a model. Our purpose is to

describe the work of the front office and its functions. Your own observations will

illustrate the variety of ways in which the work is organized.

The morning clerk typically works from 6:45 A.M. to 3:15 P.M. With a half-hour meal

break, this is an eight-hour day. Because the evening crew comes in at 2:45 P.M. and

the night auditor goes off duty at 7:15 A.M., all shifts overlap so as to ensure a smooth

transition. Some properties maintain a logbook in which information or events with

which later shifts should be familiar are noted. This logbook could also take the form

of an automated database of information from shift to shift. The new shift’s first task

upon coming on duty is to check the logbook to make sure everyone is fully briefed.

The morning shift’s work is concentrated in the early hours (from around 7:30 A.M.

until midmorning) on checking out guests. At the same time, of course, the employ-

ees on this shift answer guests’ questions and perform other routine tasks. Most hotel

properties require checkout by a certain time, typically by 10 A.M. to 11 A.M., to facilitate

cleaning and preparing the room for the next guest’s arrival. A guest may request a

later checkout time through the front office with approval typically depending on the

number and estimated arrival of incoming guests.

When a guest is ready to leave, the clerk verifies the final amount of the bill, posts

any recent charges, and assists the guest in settling with cash, check, debit card, or

credit card, according to the house credit policy. This credit policy, which lays down

guidelines for accepting checks and specifies the acceptable credit cards, is an important

part of any clerk’s training.

Although the technical aspects of the clerk’s work are important, the courtesy a

clerk accords a guest is of tremendous importance. A departing guest must have an

opportunity to register complaints if he or she has had problems. The morning clerk’s

work thus includes a special responsibility for ensuring that guests leave with the

intention of returning to the hotel on their next visit to town. Many hotel companies,

recognizing the important role of front-desk employees in hearing guest comments

and complaints, have empowered these employees to make necessary adjustments to

guest charges or provide discounts to be used for future visits in order to maximize

the number of return guests to any one property.

As guests check out and their rooms become vacant, housekeeping is notified.

This permits housekeeping to make up the rooms promptly so that they will be ready

when new guests check in later that day. As the rooms are cleaned, housekeeping

notifies the desk so that early arrivals can be accommodated in rooms that are ready

to rent. Alternatively, once rooms are clean, room status can be changed to “ready to

rent” at housekeeping’s computer terminal.

Most properties now have computerized reservation systems that keep track of the

balance between rooms available and reservation requests. The morning clerk and her or

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The Rooms Side of the House 317

his supervisor, the front-office manager (or guest services manager), monitor this pro-

cess and block any special reservation requests. In a property that does not have a com-

puterized reservation system, the manager will block the day’s reservations manually.

The afternoon clerk’s work is shaped by the fact that the heaviest arrival time begins,

in most hotels, in late afternoon around 4:00 P.M. The afternoon clerk, therefore, takes over

the reservation planning begun by the morning clerk and greets the guests as they arrive.

First impressions are crucial, and the desk clerk’s warm welcome often sets the tone

for the guest’s entire stay. By remembering the names of repeat visitors, meeting special

demands when possible (such as requests for certain floors or room types), and bearing

in mind that the guest has probably had a hard, tiring day of work and travel, the desk

clerk can convey the feeling that the guest is among friends at last. The clerk checks

in the guest, which establishes the accounting and other records necessary for the stay.

The night auditor is a desk clerk with special accounting responsibilities. When

things quiet down (usually by 1:00 A.M.), the auditor posts those charges not posted by

the earlier shifts, including (most especially) the room charge. He or she then audits

the day’s guest transactions and verifies the total balance due the hotel from guests as

of the close of the day’s operations. The auditing process can be quite complicated,

but, simply stated, the auditor compares the balance owed to the hotel at the end of

yesterday with today’s balance. He or she verifies that the balance is the correct result

of deducting all payments from yesterday’s balance and adding all of today’s charges.

This process, summarized graphically in Figure 10.3, not only verifies today’s closing

balance of guest accounts owed to the hotel but also systematically reviews all transac-

tions when an error in the balance is found. For this reason, the night auditor’s job is

important, requiring intelligence, training, and integrity. In most properties, even smaller

ones, the night audit process is automated but still requires individuals to oversee the

computerized processes and reports.

A U T O M AT I O N O F T H E F R O N T O F F I C E

Although the main elements of personal service—a smile, a friendly greeting, and cour-

teous treatment of the guest—cannot readily be automated, much of the clerical work

has been greatly simplified in most hotels by the installation of a property management

system (PMS) The PMS improves operational efficiency by eliminating repetitive

tasks and improves service by providing information more quickly and accurately. At

the same time, the PMS improves operational control. We need to understand the PMS

in order to see how the front office functions.

The computer program (or programs) that make up the PMS prompts the clerk

to follow an appropriate work sequence for every task. For instance, when a guest

checks in to the hotel, the clerk begins by “telling” the computer whether the guest has

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318 Chapter 10 Hotel and Lodging Operations

23983321

ADD:

Yesterday’s closing balance of accounts owed by +

guests

to the hotel

$64,217.91

VISA MAIN BANK

$77,491.80

Less:

Payments received today against accounts –

(say $4,340.97)

PLUS:

All charges made today to hotel or guest accounts +

(say $17,614.86)

EQUALS:

Today’s closing balance of accounts owed by guests =

to the hotel

John Doe

Security Plan

10/22 00

23983320

Figure 10.3

A schematic view of the night audit process.

a reservation or not. If the guest has a reservation, the clerk need only type in the

name, and the computer retrieves the reservation and automatically prints out

the necessary records. In most cases, the guest is simply asked to sign his or her name

and perhaps verifies the credit card listed in the guest information. If the guest doesn’t

have a reservation, the clerk gets the necessary information, following the format on

the front-desk computer screen (depicted in Figure 10.4), and enters it.

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The Rooms Side of the House 319

Figure 10.4

The walk-in registration screen. Note the menu across the bottom of the screen that prompts the
clerk as to the choices of activity appropriate to dealing with a walk-in.

G U E S T I N F O R M A T I O N R O O M D E S I G N A T I O N

NAME: Tom Farmer ROOM TYPE: Dbl

PHONE: 612-999-1212 RACK RATE: 186.00

ADDRESS: 6199 Thorton Blvd FOLIO RATE: 170.00

Minneapolis, MN # NIGHTS: 2

SPECIAL REQUEST: Crib EXTRAS: Crib-NC

MARKET: 12-15B

CREDIT:

CREDIT CARD: Diners Club #99552211887712

Exp. 9/1/11

FOLIO LIMIT: $500

Guest Walk-In Display

(1) Room Info (2) Guest Info (3) Additional Info

(4) Post Charge or Credit (5) Change or Update

(6) Check In

02 27 15:07

When the guest checks out, the computer once again presents a screen with

prompts (note the menu at the bottom of the screen in Figure 10.5) that will help the

clerk to move through the appropriate sequence, verifying the balance with the guest,

posting any late charges, and accepting payment by credit card or cash or by billing the

account directly if prior arrangements have been made. Figure 10.5 shows the screen

the clerk sees when checking out Mr. Farmer. An increasing number of hotels provide

guests with the option of an automated checkout system utilizing the telephone or televi-

sion in the guest room through which guests can access their account and approve the

ending balance. Hotels may also deliver a hard copy of a guest’s folio during the night

prior to checkout. The folio, which lists all guest charges and the predetermined method

of payment indicated at check-in, is quietly slipped under the guest room door, typically

in the early morning hours. If there are no changes, the guest can indicate so through

the automated system and save time in leaving the hotel. It should also be mentioned that a

number of hotel chains are testing the option of automated check-in for guests. Typically

involving a lobby kiosk, the guest interfaces with a computerized system that prompts

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320 Chapter 10 Hotel and Lodging Operations

him or her through the registration process. Even more advanced is the option for an

incoming guest to preregister online. Issued with a hotel smart card, such as a loyalty

card, and Internet access, once a guest has preregistered, the hotel can preprogram the

allocated room lock with check-in and checkout time information. The system allows

guests to use their cards to enter the hotel through special entranceways and gain

elevator access to the specific guest floor. Although it is believed that there will

always be a need for personal service for guests desiring the human interaction with a

front-desk receptionist, the automated alternative is similar to airlines now providing

automated check-in for passengers who prefer to save time and forgo the pleasantries.

Where the front-desk computer is interfaced (i.e., electronically interconnected) to

other systems, such as restaurant and bar point-of-sale (POS) terminals and a house-

keeping department terminal, front-office clerical routines are further simplified. When

guests settle a dinner or bar check by charging it to their room number, the cashier in

the food or beverage outlet posts this entry on his or her POS terminal, and that posting

is automatically entered on the guest’s bill at the front-office terminal. Some hotels also

feature automated billing with the in-room mini bar. Once an item is removed from

the mini bar, the charge is automatically posted to the guest’s account. These systems

ensure that all charges will be posted to the guest’s bill immediately. Manual posting is

Figure 10.5

The checkout screen.

G U E S T I N F O R M A T I O N R O O M D E S I G N A T I O N
NAME: Tom Farmer ROOM TYPE: Dbl
PHONE: 612-999-1212 RACK RATE: 186.00
ADDRESS: 6199 Thorton Blvd FOLIO RATE: 170.00
Minneapolis, MN # NIGHTS: 2
SPECIAL REQUEST: Crib EXTRAS: Crib-NC
MARKET: 12-15B
CREDIT:
CREDIT CARD: Diners Club #99552211887712
Exp. 9/1/11

FOLIO LIMIT: $500 BAL 270.13

Guest Check Out Display

(1) View Folio (2) Posting (3) Transfer (4) Payment

(5) Check Out (6) Print Folio

02 29 11:42

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The Rooms Side of the House 321

required for any charges that are not automatically handled by the system. In properties

that do not have departments such as food and beverage interfaced to the front-office

system, those charges are also posted manually. This is more time-consuming for both

departments and is also likely to lead to more mistakes.

In much the same way, when housekeeping is interfaced, at the time the guest

checks out, the room shows up as “vacant and dirty” on the housekeeping terminal,

indicating that the room needs to be cleaned. When housekeeping personnel have

cleaned the room, they make the appropriate entry and the room is automatically

added to the ready-to-rent total in the front-office terminal. Where housekeeping is not

interfaced, lists of “on change” and “ready-to-rent” rooms are usually communicated

back and forth by phone.

Most chain or franchised properties interface their front office not only with

other departments but also with their group’s central reservation system (CRS). This

method permits the CRS to determine room availability directly and automatically

from the individual property. This is an important time-saver for front-office staff and

helps maximize the usefulness of the CRS to the individual property. The PMS can

also be used to automate and integrate a number of other functions in the hotel,

as shown in Figure 10.6.

Figure 10.6

Hotel property management system interfaces. (Source: Chervenak, Keane and Company.)

Central Reservation System

Telephone System

Call Accounting System

Credit Card Readers

Credit Card/Settlement

Guest Room Locking System

Self Check-In/Out Machines

Energy Management System

Guest Room Bars

Guest Room Safes

Guest Pay Movies

Internet Access

TV-Based Check-out

Yield Management

In-Room Shopping

Fax Services

Voice Messaging

Cash Dispensing

Corp. ReportingElectronic Time Clocks

Front

Office

POS

F/B

ManagementMarketing

Back

Office

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322 Chapter 10 Hotel and Lodging Operations

R E S E R V AT I O N S A N D Y I E L D M A N A G E M E N T

Traditionally, the hotel industry has looked at occupancy as a measure of success.

Another indicator of operational success that we have always consulted is the average

rate per rented room (the average daily rate, or ADR). Yield management puts these two

together and, using forecasting based on the history of past sales, sets out to get the

best combination of occupancy and ADR.1 Yield management, then, involves varying

room rates according to the demand for rooms in any given time period. The argument

is that when the hotel is going to be full, it makes no sense to sell any rooms at special

discount rates. On a night when the hotel is definitely not going to fill, however, selling

a room at a discounted price is better than not selling it at all.

Going beyond maximizing rates, hotels are using yield management to take more

multiple-night (instead of single-night) reservations during busy periods on the theory

that a multiple-night reservation offers less risk of having a vacant room following

checkout and thus is worth more to the hotel. A potential guest, therefore, inquiring

about room availability for a large event such as the Super Bowl may find that the hotel

requires a minimum stay of two to three nights for this high-demand weekend. As with

so much in hotel operations, careful employee training is essential to secure an effective

yield management system that is operated in a way that will generate maximum revenue

but not offend guests. Yield management is discussed further in Chapter 12.

Yield management has been used in a number of other industries, most widely

in the airline industry. It can be used by any industry that experiences fluctuating

demand, which includes most segments of the hospitality industry. As will be discussed

in Chapter 12, the extraordinary growth of individuals using the Internet in booking

hotel reservations and other travel arrangements, such as airline reservations, has had

a tremendous impact on the marketing and pricing of hotel rooms in all price and size

ranges of properties.

H O U S E K E E P I N G

An essential requirement, for both business and leisure travelers staying in limited-service

or luxury properties, is that the guest room be clean. The essential department of

housekeeping is as much a production department of a hotel as the front desk and

bell staff are service departments. It is clear that without clean rooms to rent, a hotel

cannot operate. Understanding how important a housekeeping department is to the

proper functioning of a hotel, the management should always pay close attention to

morale factors, such as pay and worker recognition in that department. Because of the

physical demands in cleaning between, on average, 16 to 18 rooms per day per house-

keeper, safe and injury-free working conditions are also a priority in this department.

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The Rooms Side of the House 323

The housekeeping department is usually headed by an executive housekeeper.

In a smaller property, this role may be held by a housekeeping supervisor. In larger

properties, the executive housekeeper will have at least one assistant and several

supervisors, generally known as inspectors, who supervise room attendants in desig-

nated areas. As hotels have flattened their organizational structures and empowered

hourly employees, many properties have substantially reduced the number and role

of inspectors, giving housekeepers the responsibility of inspecting their own rooms

utilizing a checklist of cleanliness requirements.

The housekeeping department also plays a significant role in purchasing guest

room supplies, including linens, and guest room amenities. Guest room amenities

may range from bars of soap to a full array of toiletries including shampoo, con-

ditioner, body lotion, sewing kits, and shoe-polishing cloths. Typically, the more

extensive array of guest room amenities would be found in full-service and luxury

properties. The housekeeping department also purchases equipment necessary to

keep the hotel clean, such as vacuum cleaners, carpet-care machines, and floor

buffers. In addition, to be able to do their jobs properly, housekeeping employees

require numerous chemicals, which must be inventoried. These cleaning products

include everything from porcelain cleaners for the bathroom to glass cleaners, furniture

polish, and carpet shampoos.

The housekeeping
department plays a key
role in keeping guest
rooms looking clean and
attractive. (Courtesy of
Caesars Atlantic City.)

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324

In most hotels, housepersons or main or maintenance workers take responsibility for

cleaning the halls and public areas (lobby, elevator lobbies, ballrooms, meeting rooms).

These employees also play a vital role in maintaining high cleanliness standards for a hotel.

Hotels with their own laundries often assign the supervision of that area to the

housekeeping department. Generally, a working laundry supervisor or lead worker

handles routine supervision under the executive housekeeper’s general direction. In

larger hotels, a laundry manager may well be warranted. Industry Practice Note 10.1

discusses what some hotels are doing to maximize hotel room cleanliness.

T E L E C O M M U N I C AT I O N S

Because the system of accounting for hotels recognizes telephone activity as a separate

department for revenue purposes, one often hears about the telephone department.

I N D U S T R Y P R A C T I C E N O T E 1 0 . 1

Housekeeping

Guest room cleanliness, regardless of the type or segment of hotel property, consistently rates of highest

importance to guests. Hotel housekeeping departments are challenged with doing a thorough job of clean-

ing each guest room while also doing it efficiently—particularly in maximizing speed and productivity.

Hyatt Hotels implemented a new approach in 79 hotels across the country aimed at more efficient and tar-

geted housekeeping. The program, called the “Housekeeping Stay-Over Program,” eliminated redundant

cleaning tasks in stay-over rooms, which allows housekeepers to focus on what matters most to those

guests staying multiple nights at a Hyatt. The program was initiated by a survey of guests conducted

by Hyatt. Guests stated that when first checking in to a hotel, they are most concerned about having a

room that is thoroughly and properly prepared. After that, refreshing the room meets their expectations.

Hyatt, as with most hotels, was having housekeepers go through the same cleaning process with each

and every room, regardless of the room’s status—check-in or stay over. Eliminating the redundant tasks

reduced the cleaning time in a stay-over room from about 24 minutes (the average time of cleaning a

room) to 15 minutes.

Other hotels have implemented similar changes. The Adam’s Mark Hotel in St. Louis, Missouri, has

a “Just Like Home” program. Bed sheets are changed every three days for stay-overs, unless the guest

requests otherwise.

Another approach tried by some hotels is team-cleaning as compared to each housekeeper having

his or her own rooms. Proponents of this approach claim that there is greater productivity in addition

to reduced equipment costs. For example, instead of having a vacuum cleaner for each housekeeper,

there can be one per team.

Source: Rob Heyman, “Cleaner Pastures—Shaping Up Hotel Housekeeping Programs,” Lodging Magazine, October, 2006.

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The Rooms Side of the House 325

Today, hotels have broadened the title of this department to telecommunications

to reflect not only revenue generated through guest room telephone use and public

area phones but also Internet connection services and faxes sent and/or received by

guests. Only in the largest hotels, however, is there really a separate organizational unit

to match this designation, whether it is called the telephone or telecommunications

department, and in such hotels it is headed by a manager sometimes referred to as a

communications manager or (going back several years) a Private Branch Exchange

(PBX) manager. The telephone service in smaller properties is handled by a person

who also serves as a front-desk clerk. Many smaller properties, particularly those with

100 rooms or fewer and with automatic phone systems, often require the desk clerks

to operate the phone system as part of their regular duties.

The increasing availability of voice mail and automated systems in hotels has

expanded the services provided to guests—and, increasingly, expected by them. It

is now common to provide voice mail in each guest room. In addition to improving

the level of service available in the hotel, this has the effect of reducing staffing

requirements to take and deliver guest messages. Automated voice-mail systems also

minimize the translation needs seen with growing numbers of international travelers.

The prevalent use of cellular telephones has certainly had a detrimental impact on

hotel telephone revenue. Hotel telephone rates typically have been a source of guest

complaints, and now most guests have a very accessible alternative in using their own

cellular phones to bypass in-room telephone options. This finding is underscored by

reports that revenue from phone calls dropped every year from 2000 through 2010. Facing

these revenue declines, many hotels have increased surcharges for telephone calls made

from the hotel guest room. Some hotels allow local calls at no cost, while others

charge anywhere from 50 cents to $1.00 or more for a local call. For long-distance calls,

guests may pay a connection fee of about $1.50 and per-minute charges ranging from

$1.00 upward. Hotel operators justify such charges as necessary to cover the costs of

the telephone departments, including salaries and equipment. Although there are no

regulations regarding what hotels can charge for direct-dialed calls, hotels are required

to make information about telephone rates readily available to guests. Most hotels place

rate cards next to the room telephones. Some hotels, too, are using fees for Internet

access to replace the traditional revenue stream from phone calls while others see an

opportunity in luring more guests with free Internet access. Combined with disgruntled

guests who want to avoid hotel surcharges for telephone use, the revenue stream from

telecommunications will continue to spiral downward.2

Not only do guests want to have an array of business services available through the

hotel guest room; today’s traveler expects in-room entertainment. The concept of in-room

entertainment has expanded significantly in the last 20 years. Before the 1990s, having

a few television networks with decent reception met or exceeded the expectations of

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326 Chapter 10 Hotel and Lodging Operations

most hotel guests. Today, with individuals accustomed to satellite dishes or expanded

cable networks at home, the traveler expects the same while away from home. In

addition to wireless High Speed Internet Access, technology has provided the capa-

bilities to provide on-demand TV, video, audio, and an assortment of in-room games.

Perceived by guests as services provided by the hotel, these entertainment options

may be the solution to increased guest room revenue opportunities to offset the

decline in telecommunications.

U N I F O R M E D S E R V I C E S S TA F F

Uniformed staff members who perform personal services for the guests are part of

the rooms division. These include the bell staff, concierge, security, valet, and garage.

Of course, the property classification, size, and location determine whether there is

a need for these positions. We discuss the bell staff next. Industry Practice Note 10.2

discusses the concierge.

THE BELL STAFF. Most limited-service hotels do not provide a bell staff because most

of their guests prefer to room themselves. However, the bell staff plays an important

role in the larger and more luxurious hotels. The process of rooming a guest includes

more than just carrying luggage and showing a guest to a room. Rather, it begins when

the front-desk receptionist assigns a room. At this point, a member of the bell staff takes

charge, welcoming the guest in both word and manner. While escorting the guest to

his or her room, the bell attendant has an excellent opportunity to acquaint the guest

with the services and features of the hotel. Such information may include brief details

about the food and beverage outlets in the hotel as well as the available recreational

amenities, such as a swimming pool and fitness center and hours of operation. On

entering the room, the bell attendant can provide a great service in demonstrating

the room’s operations and features. He or she can show the guest how to operate the

air-conditioning or heating and turn on room and bath lights.

T H E VA L E T / G A R A G E . As guests drive up to a hotel property, arriving in the motor

lobby or porte-cochere (a covered entranceway), another important first impression

is the valet who will be parking the guest’s car. Many hotels outsource the valet park-

ing operation to companies that specialize in the business of parking and retrieving

guest cars. There are many liability issues associated with valet parking in any type

of business. Cars are expensive commodities to be replaced or repaired. In addition,

there are safety issues in employees driving the vehicles of others. For these reasons,

it is not uncommon to find that the valet parkers are actually employees of a parking

service that the hotel pays to run its valet operation. Many hotels offer valet parking in

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327

addition to the option of self-parking in the hotel’s garage or parking area. If the hotel

does not own a garage or parking lot, it may arrange with a nearby garage for guest

parking. Comprehensive legal agreements with clearly specified indemnity arrange-

ments in the event of car theft, loss, or damage are of utmost importance in working

with valet operations. It is also important that the valet/garage operations adhere to

the service standards of the hotel. Even if the valet/garage services are outsourced,

for seamless service, these operations must provide a quality experience for guests.

G I F T S H O P / R E TA I L O P E R AT I O N S . Hotels are increasingly finding a new revenue

stream through retail store operations, sometimes in conjunction with an online order-

ing option. Providing much more than the typical sundry or gift shop, hotels are finding

consumers who want to buy everything from high-end bed linen and luxury mattresses

I N D U S T R Y P R A C T I C E N O T E 1 0 . 2

The Concierge

In luxury hotels, the concierge offers the guests important services, including giving directions to local

attractions, securing tickets to shows, and recommending local restaurants, tours, and other entertain-

ment. The concierge knows about local transportation, tour schedules, and nearly any other information

a tourist might want. The concierge, at one time more common in Europe, is increasingly being found in

North American hotels as well as around the world. Conversations with a concierge at most any hotel

will reveal stories of their most memorable requests, not all of which they were able to accommodate.

Most requests are relatively common in nature, however, and restaurant reservations are among the most

frequently encountered.

The professional organization for hotel concierges is known as Les Clefs d’Or (keys of gold). This

international association of men and women concierges first formed in 1929 when 11 concierges from

the grand hotels of France realized that they could operate more effectively as a group. Additional

chapters of Les Clefs d’Or followed around the world. In April 1952, delegates from nine countries gath-

ered in Cannes to hold the first congress. The goal of Les Clefs d’Or is to help improve the quality of

service provided by concierges in their hotels and to ensure that the profession is given the recognition

it deserves. The association encourages friendship and solidarity among its members and also teaches

them to continually improve their professional skills. If you meet a hotel concierge wearing the

association’s “golden keys” pin on his or her lapel, you will know that this experienced concierge has

achieved this recognition through Les Clefs d’Or.

For more information on Les Clefs d’Or, visit www.lcdusa.org. This Web site for Les Clefs d’Or

USA provides interesting links, such as “Concierge Characteristics,” “Facts and Figures,” and “Historical

Perspective.”

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328 Chapter 10 Hotel and Lodging Operations

to the best in bathrobes and spa products. The W Hotel in Union Square, Los Angeles,

offers for sale almost anything in the hotel. The Charles Hotel in Cambridge, Massa-

chusetts, will sell artwork to guests—even pieces hanging in the hotel. A number of

hotels have received added publicity from celebrities who have publicized the hotels

at which they prefer to shop.3

S E C U R I T Y

In a hotel of any size, security is a major concern. In a large hotel, security may be

a department, but no matter what its organizational status, security has become the

focus of top management’s attention.4 Security came forcefully to the attention of hotel

operators in 1976 when a well-known singer, Connie Francis, was raped at knifepoint

in a Long Island motel. That such a terrible event could happen in a lodging property

was enough to gain management’s attention—but the $2.5 million awarded to the

victim by the jury underscored that concern. The door in her room appeared to be

locked but could be opened. In fact, security practices in many hotels had become

lax. The jury found that the motel had not exercised reasonable care. The question of

reasonable care has been a continuing concern for operators since the Francis case.

In recent years, bad publicity on television, in the newspapers, and in various blogs

has heightened hotel managers’ attention to this problem.

In a survey of over 42,000 U.S. hotels conducted in 2006 by the American Hotel &

Lodging Association and Smith Travel Research, it was found that hoteliers are increas-

ingly improving critical aspects of hotel security. Many of these improvements were

the result of a new generation of hotels now in operation as well as renovations that

have incorporated security features. The survey found an increase in the use of closed-

circuit cameras (CCTV), enhanced interior and exterior lighting, and greater access

control through card readers including vehicle access to garages and parking areas.5

Many hotel chains have increased security with the elevated terror government-

issued alerts. One example, Starwood Hotels & Resorts, parent of the Sheraton, Westin,

and W chains, follows this system. Measures include increased security at entrances,

loading docks, and in hotel garages and more scrutiny of unattended bags and cars.

Armed guards are stationed at some properties. At the highest alert level, hotels in the

company typically will not store luggage. In some areas of the world where terrorism

is a more prevalent threat, such as the Middle East, hotels have installed metal detectors

at entrances as standard equipment. In Israel, the government has made gas masks

available free or for a discount to guests.6

Most hotel guests today do not get alarmed by security measures taken by hotels.

In fact, most would perceive a strong positive relationship between good service and

good security. As hotels strive to provide high-level, comprehensive security, technical

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The Rooms Side of the House 329

components as well as management components must be addressed. Addressing both

is necessary to reach a solution.

TECHNICAL PROBLEMS IN SECURITY. The largest technical commitment on the part of

hotel operators has been the replacement of the metal key with electronic or card-

based locks, a practice that is now being mandated by many franchise systems. A new

combination is electronically or mechanically encoded on the key card with each guest

registration. The card contains a magnetic strip that allows it to work. (This is why these

systems were originally referred to as “magstrip” systems.) The lock in the guest room

door is reset electronically by the first entry of the electronic or card key. In the case of

an online system, the door is reset from the front desk at the time of registration. Where

installation of new key systems is not economically feasible, removal of room numbers

from the keys, to be replaced by coded letter or number identification systems, is a

minimum requirement. The guest room key and lock are an obvious and essential first

line of defense for the guest’s personal security. Hotels are beginning to move beyond the

magstrip systems now, and many have introduced “smart card” technology, in which

the same card that allows guests into their rooms also serves as a guest identification

card and can be used for room charges. Contactless smart card technology, now avail-

able, does not even require that the key card be put into the lock. Instead, a guest with the

smart card coded for that room can just approach the lock and the door opens.7

The industry is also rapidly moving toward the use of biometric locking systems that

can recognize an individual’s fingerprint, for a guest to gain access to his or her room

or to the in-room safe. A quick thumb scan avoids the use of any key or card.

M A N A G E R I A L P R O B L E M S I N S E C U R I T Y. Management’s problem is not just to protect

the guest; the question of high damage settlements must be considered too. A minimal

approach to ensuring that a hotel has exercised reasonable care for the guest’s safety

begins with a professional assessment, a broad overview of the hotel, and the security

of its guests and their property. With this overview in hand, the hotel management can

take the steps necessary to exercise reasonable care. Although increased technology

as described above helps in offering more effective security options, the human ele-

ment of having a sufficient number of well-trained security employees cannot be mini-

mized. The mere presence of security equipment, whether electronic locks or CCTV

systems, does not guarantee guests’ safety. Only trained staff members who know how

to observe guest activities and respond appropriately should monitor the CCTV system.

In addition, a written guide should provide specific instructions for various emergen-

cies with detailed response information also covered in training. There is no substitute

for well-trained security staff, in sufficient numbers, to implement a comprehensive,

well-thought-out security plan that ultimately involves all hotel employees.8

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330 Chapter 10 Hotel and Lodging Operations

In essence, every employee of a hotel is part of the security team by staying

constantly aware of what is happening in every area of the hotel property, being

observant of suspicious occurrences, and following a standardized reporting system

in a timely fashion.

H O T E L F O O D A N D B E V E R A G E O P E R AT I O N S

O riginally, the hotel restaurant was designed to give a traveler in a strange city a place to eat where the food would be good, or at least palatable—and safe to eat. In recent
years, however, the restaurant industry has grown in diversity of both concepts and

menus. Moreover, that growth has meant the spread of restaurants into more and more

locations, making restaurant food service readily available. Many successful chain res-

taurants carry well-known brand names to which travelers are accustomed. In the face

of stiffening restaurant competition for the hotel guest’s food and beverage patronage,

some hoteliers have developed hotels, such as the economy and all-suite properties dis-

cussed in Chapter 9, that offer only very limited food service—usually a complimentary

breakfast and, in some all-suite operations, complimentary hors d’oeuvres in the evening.

In full-service hotels, however, the food service operation continues to be not only

a vital service but a key competitive weapon. Many full-service hotels have several

quite different food outlets. For example, one urban full-service convention hotel offers

a gourmet penthouse Russian restaurant, an authentic Polynesian restaurant, a more

traditional three-meal restaurant, and a take-out service for guests needing food items

on the go. All of these are in addition to the room service option. As noted in the previous

chapter, room service department operating 24 hours a day is expected for five-star

and five-diamond hotels.

Creative approaches in hotel food and beverage operations are not limited to

varied theme restaurants within the hotel. For example, several Ritz-Carlton hotels

(as well as others) feature a chef’s table where four guests can eat in the kitchen and

watch and interact with the chef during the preparation of a five-course meal.9

Offering several restaurant outlets extends the services available to the guest—and

helps keep the guest’s food business in the hotel. In a recent listing of Forbes Travel

Guide’s five-star restaurants in the United States, many are located in hotels. Renowned

restaurants located in hotels have the added advantage of spotlighting the hotel’s iden-

tity and bringing in out-of-town guests as well as local clientele who may, in turn, refer

guests to the hotel.10

Many hotels in recent years have emphasized the food and beverage department’s

role as a profit center, that is, a specifically identified, profitable part of the hotel’s

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331

operation. The typical hotel food and beverage department in the United States cre-

ates about half as much in dollar sales as does the rooms department but generally

provides only between 10 and 20 percent as much profit.

B A N Q U E T S

Some large properties offer a catering department (or banquet department) headed

by a catering manager who books and sells banquets. Smaller properties include this

activity among the restaurant manager’s duties. Larger properties have special full- and

part-time banquet service staffs. Smaller properties draw banquet service personnel

from their regular crew and often supplement them with part-time

employees.

With a nod to the glory of Imperial Russia, Red Square Las Vegas at Mandalay Bay transports guests to a world
of romance and intrigue. (Photo courtesy of MGM MIRAGE.)

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332 Chapter 10 Hotel and Lodging Operations

Banquets are often profitable, but once again, in many properties, the banquet

menus and banquet rooms are meant principally to serve the rooms department. Thus,

a meeting may occupy one conference room all day. Perhaps the hotel supplies a

coffee break and a luncheon in another room. Typically a hotel waives charges for the

meeting room if a sufficient number of guest rooms are being reserved or if the food

and beverage revenue are high enough. If such a meeting accounts for 20 or 30 guest

room rentals—or even only 10 or 15—the logic we have mentioned before clearly

applies. The 70 percent profit on room sales makes this use of banquet space desirable.

Banquet space can be used to sell guest rooms by accommodating groups, associations, and organizations.
(Courtesy of Caesars Atlantic City.)

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Hotel Food and Beverage Operations 333

F O O D P R O D U C T I O N

In most properties, the person in charge of food production is called the executive

chef. A chef is a person who has completed, either formally or informally, the training

that qualifies him or her to be an excellent professional cook. The chef should also be

an effective manager who can purchase food; hire, train, and manage employees; and

plan appetizing meals priced to yield a profit. A highly experienced, well-trained chef

capable of large-scale food production is an investment for the typical hotel. Salaries

of such chefs are very competitive. A skilled, talented chef, however, usually bolsters

the success of the hotel’s food and beverage operation, thereby offering a good return

on the investment.

An increasingly common title in American food service is food production man-

ager. Although these managers are almost invariably accomplished cooks, they empha-

size kitchen management and adhere strictly to written recipes rather than relying on

their craft skills to ensure quality. The type of management chosen by a property gener-

ally reflects the dollar volume of food sales. More sales

may permit the expense of a chef or food production

manager. Smaller properties may have to content

themselves with a head or lead cook. In this case,

the restaurant manager generally works more closely

with the kitchen.

With the greater availability of quality frozen

prepared foods as well as the growing acceptance

of limited menus, an approach to food service that

requires limited culinary skills is becoming more and

more common in hotels that don’t try to reach the

full-service or luxury standards.

Large convention properties may support a sepa-

rate banquet subdepartment of workers who prepare

only banquet food. Some properties even use a sepa-

rate banquet kitchen and have a designated banquet

chef. The banquet culinary team of a hotel has tre-

mendous opportunity to impact the hotel’s food and

beverage reputation because of the volume of people

served. A large convention hotel could serve several

hundred or even several thousand individuals through

banquet operations.

Hotels may also have additional specialized culi-

nary sections of the main kitchen. These specialization
Food service is a critical component of full-service
hotels (Courtesy of Las Vegas News Bureau.)

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Image Intentionally Removed

334 Chapter 10 Hotel and Lodging Operations

areas include the garde manger area (where cold appetizers and salads are

prepared) and a pastry shop (involving baking breads and preparing pastries and des-

serts). Typically, larger hotels or upscale, luxury hotels have these specialized culinary

sections.

S A N I TAT I O N A N D U T I L I T Y

Sanitation is so important that many hospitality programs offer entire courses on the

subject. Our purpose here is simply to repeat the point made in Chapter 4 regarding

the importance of dishwashers, pot washers, and the cleanup crew often referred to

in hotels as the stewarding department. In Chapter 3, we noted that many students

find that the only summer jobs available are in these areas. They may not be the most

interesting jobs, but as we said earlier, they provide an ideal observation point for

learning about how a food service operation functions.

There is another reason for mastering these jobs while a student. The job of an

assistant restaurant manager includes responsibility for sanitation in restaurants,

hotels, and on-site food service operations. It is most commonly assigned to people

just out of management training programs. Success in this job often launches a

successful career, and a good working relationship with employees is helpful in

this entry-level position. Few things will help you toward that goal more than the

ability to roll up your sleeves and help out when one of your crew members gets

stuck. (Be careful, however, not to turn yourself permanently into a dishwasher just

to win popularity contests.) You need not plan to spend your life in the dish room,

but never be afraid to say you started there.

L E A S E D R E S TA U R A N T S

The practice of leasing restaurants has become increasingly common. We can

summarize the advantages and disadvantages of doing so. By leasing a restaurant,

a full-service property permits hotel management to focus its attention on the more

profitable rooms department instead of the time-consuming food service operation. In

addition, that difficult operation is taken over by experts, often with a major franchised

brand. Furthermore, the hotel operator can count on a certain amount of guaranteed

revenue as a result of the lease payment. However, leasing restaurants puts one of the

hotel’s service departments in the hands of another company, which is concerned

with its own objectives and profits. This topic is discussed again in Chapter 12. Industry

Practice Note 10.3 discusses some of the issues to consider before outsourcing a food

and beverage operation.

C A R E E R S I N
H O S P I TA L I T Y

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335

S TA F F A N D S U P P O R T D E PA R T M E N T S

S ome departments or activities in a hotel offer no direct guest services. Instead, they maintain systems for the property as a whole, such as sales, marketing, and engineer-
ing. Along with accounting and human resources, these departments typically are

referred to as the support areas of a hotel. The departments support those departments

that do provide direct guest services.

S A L E S A N D M A R K E T I N G

With competition among lodging properties never more intense, the functions of mar-

keting and sales are crucial to the success of a hotel. The main function of marketing

is creating customers—guests who will visit a hotel and, it is hoped, become repeat

visitors on a regular and frequent basis. Creating customers equates to having products

or services that people want. For many potential guests, it may be the wide availability

I N D U S T R Y P R A C T I C E N O T E 1 0 . 3

https://achieverpapers.com and Cons of Outsourcing

Food and Beverage Operations

One of the benefits of outsourcing food and beverage outlets is that, particularly when teaming up with

a high-profile chef like Emeril or Wolfgang Puck, foot traffic and brand identity can surge. Casino hotels,

such as the MGM Grand Hotel in Las Vegas, have certainly benefited. It contains an Emeril restaurant

as well as several others, including a Rainforest Cafe. Even with these types of limelight partnerships,

most hotels do not outsource their food and beverage operations. According to the American Hotel &

Lodging Association’s 2006 survey, fewer than 10 percent of hotel companies had outsourced restaurants.

In 2008, food and beverage sales at full-service hotels accounted for 27.2 percent of revenue, according

to PKF Hospitality Research.

There are numerous ways to manage a restaurant partnership. A restaurant can lease space in a

hotel, run the operation, and pay rent and utilities. A hotel can partner with a restaurant and operate

the restaurant but pay a licensing fee for the right to use the restaurant’s name. One complication that

happens frequently is determining who will provide room service. One of the key recommendations, if

outsourcing, is to pick the right partner (hotel or restaurant) to build on one another’s brands.

Source: S. Robinson, S. Saef, & L. Kantor, “Branding and Repositioning Food and Beverage—The Case for Outsourcing Partnerships,”

Arthur Anderson Consulting. http://www.hotel-online.com/Trends/Andersen/1998_BrandingF&B.html.

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336 Chapter 10 Hotel and Lodging Operations

of meeting rooms, a business center within the hotel, and guest rooms with fast-speed

Internet service. For others, the availability of spa services and recreational amenities

may be key. A second marketing function, therefore, is encouraging guests to choose

your property by emphasizing all of the services and features that make the property

pleasant or convenient or even, perhaps, unique. Finally, marketing involves promoting

the property among various potential guests and groups of guests. (This duty is often

thought to be all there is to marketing, but it actually comes after the first two.)

Marketing is a general management function that involves all levels of the operation.

One important day-to-day activity in this area is personal selling. In large properties,

sales managers and sales associates are responsible for finding sales leads and follow-

ing up on them with sales calls and booking functions. Larger properties typically divide

the sales function into specific target markets to allow sales managers and associates

a more defined focus. For example, a larger urban property typically includes national

conventions as one target market. Other markets might be the local corporate segment

or one that includes several components discussed earlier as SMERF business (social,

military, education, religious, and fraternal groups). Determination of just which market

to approach is a crucial top-management decision usually made by the general manager,

the sales manager, and even the ownership. Corporate policy may dictate these decisions

in chains, but most often the precise market for a particular property must be specifi-

cally designated by the local management. (Some properties hire outside sales firms,

called hotel representatives, to undertake sales activities for them in key markets.)

In smaller hotels, the general manager is responsible for managing sales. He or

she commonly makes the sales calls personally and entertains people from potential

sales accounts in the hotel. In some properties, the general manager is assisted in this

work by a full- or part-time sales representative.

Because marketing is essential, there exists a major trade association, the Hospitality

Sales Marketing Association International (HSMAI, formerly the Hotel Sales and Market-

ing Association). The association conducts educational and informational programs

for both sales personnel and general management. This organization, which publishes

excellent materials on sales and marketing, is a good one to join after graduation or as

a student if there is a chapter on your campus.

A C C O U N T I N G

The role of accounting has changed over the years and no longer just involves book-

keeping and financial reporting. Hotels increasingly look to the controller, who heads

up the accounting department, as a key member of the management team who can

proactively advise and guide the hotel to increased profitability through better controls

and asset management. In large hotels, in addition to the controller, the accounting

department may contain several functional areas, including accounts payable (the area

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Staff and Support Departments 337

overseeing paying incoming bills incurred by the hotel), accounts receivable (the

area receiving payments from various sources), and payroll (which oversees paying

hotel employees). Additional accounting positions may include a credit manager who

works with groups and individuals prior to arriving at the hotel to approve their billing

arrangements based on their credit history. The hotel may also have a general cashier

or cashier supervisor who works with the front-office manager and food and beverage

managers in overseeing employees who handle cash as part of their job responsibilities.

Preparing the monthly profit-and-loss statement, working with department managers in

developing and implementing the hotel’s budget, and overseeing the hotel’s cost control

systems are routine accounting responsibilities. Chains generally develop sophisti-

cated corporate accounting departments that supervise work at the individual property.

In a small property, the work usually is done by some combination of the innkeeper’s

administrative assistant, a chief clerk, and an outside accountant.

When guests check out, they may pay their bills with cash, but they often charge

this expense instead. The accounts receivable (bills owed by guests) in a hotel are

divided into two parts. First, a house ledger (or tray ledger), kept at the front desk,

is made up of bills owed by guests in the house. Charges by guests posted after they

have checked out and charges by other persons, such as restaurant patrons not in

the hotel, are kept in what is often called the city ledger. The term is derived from

an earlier time when charging hotel bills was not common. Instead, guests paid cash

when they checked out, and any charge not in the house ledger was a charge from

some local customer, someone “in the city” who had a charge account at the hotel

rather than someone “in the house.” Incidentally, the word ledger originally referred

to a book on whose pages these records were kept. Today, records of charges are

usually maintained on a computer. The function, however, and even the terminology

are the same.

H U M A N R E S O U R C E S

Lodging is a labor-intensive industry with a relatively high employee turnover. As a result,

issues related to human resources are an important consideration in any hotel and

are commonly placed under the staff supervision of a human resources department.

This department may be responsible for any or all of the following functions: employee

recruiting, developing and maintaining job descriptions, overseeing the employee selec-

tion process, providing employees with orientation to the company and the hotel,

designing and reviewing compensation patterns and benefit packages, and complying

with government labor regulations. Large hotels actually may have specialists in key

human resource areas such as employment, wage and benefit administration, labor

relations (if the hotel is unionized), employee relations, and training. Most hotels,

however, have human resource generalists who are proficient in most or all of the

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338 Chapter 10 Hotel and Lodging Operations

specialization areas. Although the human resources department, as noted previously,

is closely involved with the employment process, the hiring decisions usually are made

by the appropriate department head. Although the human resources department does

not produce revenue directly, most hotels realize that a comprehensive, well-run human

resources function can definitely impact the bottom line. By better hiring and training,

reduced turnover, fewer work-related accidents, and maximized employee satisfaction,

which positively impacts productivity, the hotel’s bottom line does benefit.

As we noted a moment ago, in large properties, a human resources department

manages most of the processes just listed. In smaller properties, this work is done by

the manager and his or her administrative assistant.

E N G I N E E R I N G

The engineering function is so important that many hospitality management programs

have one or more courses devoted to the disciplines that support it. Once again, we

simply describe briefly the work of this area. Large- and medium-size hotels usu-

ally employ a chief engineer who supervises an engineering staff. Together, they are

responsible for operating the hotel’s heating and air conditioning; for maintaining its

refrigeration, lighting, and transportation (elevator) systems; and for overseeing all

of the hotel’s mechanical equipment. Breakdowns in these areas seriously inconve-

nience guests. And, of course, utility costs always have been significant and, in recent

years, have been increasing at an alarming rate. Technological advances have been

significant in the engineering area. Computerized energy management systems allow

hotels to have enhanced control over energy usage, whether it involves shutting down

systems in unoccupied parts of the hotel during slow periods or regulating temperature

control throughout the day in different hotel sections. The engineering department

typically oversees a hotel’s waste management program involving environmentally

conscious programs such as recycling and related sustainability initiatives.

In small properties, the engineer is often more of a general repairperson who

carries out routine maintenance and minor repairs. Outside service people supply the

more specialized maintenance skills. In these properties, the innkeeper often super-

vises the engineering (or maintenance) function.

In any property, large or small, general management should at least do the following:

1. Determine what periodic maintenance of equipment is required (oiling, filter

changing, making minor adjustments, etc.).

2. Establish a schedule for accomplishing that work.

3. Develop a reporting system and physical inspection system that assures management

the work is carried out properly and on time.

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Income and Expense Patterns and Control 339

I N C O M E A N D E X P E N S E PAT T E R N S A N D C O N T R O L

A s with so many subjects discussed in this chapter, whole courses often are devoted to the topic of this section. Our purpose here, therefore, is to provide you with
an understanding of the control structure of a hotel and a limited introduction to the

vocabulary of control in hotels and restaurants.

As described below, a number of key operating ratios are used in analyzing the

financial results of a hotel. Table 10.1 displays one type of financial analysis, ratios to

total revenues. In this table, the figures are for full-service hotels.

To determine the property’s overall efficiency, we deduct undistributed operating

expenses from the total of the various departmental incomes. These four costs—(1)

administrative and general expense; (2) franchise fees including marketing fees, marketing,

property operation, and maintenance; (3) utility costs; and (4) other unallocated operated

departments—are judged to be costs that pertain to all departments in a way that cannot

be perfectly assigned to any one department. For example, the salary of the general man-

ager and his or her assistants would be located under administrative and general (A&G).

The amount remaining after deducting these four categories of expense from

the total of departmental income is called total income before fixed charges. This

figure is probably the best measure of the success not only of the total property but

of the general manager as well. For this reason, many managers receive bonuses

based on their performance as measured by this figure. The remaining costs, known

as fixed charges or capital costs, include expenses such as the management fee,

property taxes, and other municipal charges and insurance and are a direct function

of the cost of the building and its furnishings and fixtures.

K E Y O P E R AT I N G R AT I O S A N D T E R M S . In Chapter 4, we introduced some key ratios

and food service terms; these are used in hotel food service as well. In addition, the

hotel industry has other indicators of an operation’s results.

Occupancy is generally indicated as a percentage:

Occupancy percentage � Rooms sold � Total rooms available

Average rate is an indication of the front desk’s success in gaining the full rate on

rooms sold rather than discounting:

Average rate � Dollar sales � Number of rooms sold

The average rate is also a mix of the double-occupancy rooms sold (rooms with

two or more guests). This is reflected by the

following formula:

Number of guests per occupied room � Number of guests �
Number of occupied rooms

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340 Chapter 10 Hotel and Lodging Operations

T H E U N I F O R M SY S T E M O F A C C O U N T S

Hotel accounting is generally guided by the uniform system of accounts for hotels,

which identifies important profit centers as revenue departments. The uniform system

first arranges the reporting of income and expenses so that the relative efficiency of

each major department can be measured by the departmental income.

TABLE 10.1

Selected Revenue and Expense Items for 2009, Full-
Service Hotels: Ratios to Total Revenue

REVENUE

Rooms 67.5%

Food and Beverage 27.2

Other Operated Depts. 3.3

Rentals and Other Income 2.0

Total Revenues 100.0%

DEPARTMENTAL EXPENSES

Rooms 26.0

Food and Beverage 73.9

Other Operated Departments 61.8

Total Operated

Departmental Income 60.3%

UNDISTRIBUTED OPERATING EXPENSES

Administrative and General 9.0

Sales and Marketing 8.0

Property Operations and Maintenance 4.8

Utilities 4.1

Total Undistributed Expenses 25.9%

Gross Operating Profit 34.4%

Management Fees 3.2%

Income before Other Fixed Charges 31.3%

Fixed Charges

Property and Other Taxes 3.7

Insurance 1.5

Net Operating Income 26.1%

Source: PKF Hospitality Research, Trends, 2010, PKF Consulting,

San Francisco, CA. 2010.

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Income and Expense Patterns and Control 341

The RevPAR, or revenue per available room, is calculated as follows:

RevPAR � Rooms revenue � Available rooms or Paid Occupancy Percentage
� ADR (Average Room Rate)

Because housekeeping is the largest and most controllable labor cost in the rooms

department, many hotels compute the average number of rooms cleaned with the

following formula:

Average rooms cleaned per room attendant day � Number of rooms
occupied � Number of eight-hour room attendant shifts

All of these ratios are usually computed for the day, the month to date, and the year

at year’s end. Comparisons of these indicators with earlier operating results and with

the budget provides important clues to an operation’s problems or success.

C A P I TA L S T R U C T U R E . We discuss some of the financial dimensions of the hotel

business further in Chapter 11. At this point, however, we need to describe briefly the

capital costs found on the hotel’s income statement because they are a significant part

of a hotel’s cost structure. Capital costs include rent, depreciation, and interest. Related

costs, such as property taxes and insurance, can be included here because these taxes

or fees are dependent on the value of the land and the building.

Depreciation is a bookkeeping entry that reflects the assumption that the original

costs of the hotel building, furniture, and fixtures should be gradually written off over

the useful life of these items. Interest, of course, is the charge paid to the lenders for

the use of their funds.

The hotel industry is capital-intensive. That is, it uses a large part of its revenue to

pay for capital costs, including real estate taxes. Close to 20 cents of every sales dollar

go to cover costs related to the hotel’s capital structure.

Hotel development is attractive to some investors because it is highly leveraged.

Leverage, as a financial term, refers to the fact that a small amount of an investor’s

capital often calls forth much larger amounts of money lent by banks or insurance

companies on a mortgage. A fixed amount of interest is paid for this capital, and so if

the hotel is profitable, the investor’s earning power will be greatly magnified, but the

investor’s modest initial investment need not be increased. Earnings go up, but interest

and investment do not—hence, the word leverage.

Leverage, as developers have discovered repeatedly, can be a double-edged sword.

Operating profits boom in good times and cover fixed interest payments many times

over. When times turn bad or the effects of overbuilding begin to be felt, revenues fall,

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342 Chapter 10 Hotel and Lodging Operations

but interest rates (and required repayments on the principal of the loan) do not. The

result can be a wave of bankruptcies.

E N T R Y P O R T S A N D C A R E E R S

Arecent graduate with a hospitality degree may question what the best career path is if his or her long-term goal is to be a hotel general manager (GM). There is no
one path leading to the GM position. Most hotels promote based on performance, so

work habits and accomplishments, regardless of the position, are key. Most typically,

hotels look toward the two major operating divisions, rooms and food and beverage,

to supply general managers. Some hotel chains have a specific development plan

involving cross-training for promising division heads who aspire to become GMs.

A rooms division head, with no food and beverage experience, would have an op-

portunity to work briefly in the food and beverage division, just as an aspiring food

and beverage director would cross-train in the rooms division. GMs may also have

a sales and marketing background or an accounting background. Although some

GMs started in human resources, engineering, or culinary, these areas tend to be

very specialized with fewer moves to GM positions.

F R O N T O F F I C E

Many people begin their career in the lodging industry in the front office, the nerve

center of the hotel and the place where its most important sales occur. With the grow-

ing importance of the limited-service property, moreover, the front office increases

in prominence because in limited-service properties, it is a critical area of technical

knowledge. We should note, however, that front-office techniques can be mastered

fairly quickly. Nonetheless, a good many of the hotel’s important operating functions

outside the front office must be learned as well. Although some executives have risen

to GM from the front office, most of them are found in small properties. If your ambi-

tions include advancement to GM, you will want to think carefully about building on a

successful front-office experience by adding experience in another area. In a limited-

service property, this should probably be marketing.

Many people find front-office work, with its constant change and frequent contact

with guests, the most rewarding of careers. Moreover, improved pay scales in this

area in recent years have upgraded the long-term attractiveness of this work, as has

C A R E E R S I N
H O S P I TA L I T Y

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Entry Ports and Careers 343

the increasingly sophisticated use of computers. Another advantage of this area is a

more or less fixed work schedule, although the afternoon shift’s hours (from 3:00 P.M.

to 11:00 P.M.) and those of the night auditor (from 11:00 P.M. to 7:00 A.M.) are viewed by

many as drawbacks to those specific jobs.

A C C O U N T I N G

It is certainly true that during the Great Depression of the 1930s, many successful

managers were accountants. Today, however, accounting has become a specialized

field, and successful training in this area can be so time-consuming that it may

be difficult to master other areas of the operation. Although accounting may not

offer as easy a route to the GM’s slot as it once did, it does offer interesting and

prestigious work for those who like to work with numbers. Moreover, the hours in

this area tend to be reasonably regular, the pay is usually good, and the position

is prestigious.

Although accounting per se is not as common a route to GM as it once was, a

new offshoot of accounting, operations analysis (and the related position of revenue

manager), is quite a different story. Operations analysts conduct special cost studies

either under the direction of the auditor or comptroller or as a special assistant to the

GM. Some operations analysts work in corporate headquarters. The operations ana-

lyst’s job is such a good training ground for young managers that a regular practice of

rotation through this job for promising managers has become, in some companies, a

feature of management development.

S A L E S A N D M A R K E T I N G

The key to the success of any property involves having sales. Thus, it is not surpris-

ing that many successful hotel operators have a sales background. Salespeople

often find that a grounding in front-office procedures and in food and beverage

operations (with special emphasis, respectively, on reservations and banquet opera-

tions) leads to success in sales. Successful sales personnel are much in demand,

and a career in sales offers interesting and financially rewarding work to those

interested in this aspect of hotel work.

The importance of sales and marketing tends to increase when there is an over-

supply of rooms in a market. Increasingly, the marketing manager for a hotel is being

asked to conduct market research or to analyze market research done by others.

Indeed, a common requirement for senior positions in marketing is the ability to

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344 Chapter 10 Hotel and Lodging Operations

prepare a marketing plan. Such a plan evaluates the local environment and the

competition, sets goals for the plan period (usually one to three years), and presents

the strategy and tactics to fulfill the plan. A solid educational background is a great

help to the modern hotel marketing manager.

F O O D A N D B E V E R A G E

Food and beverage is one of the most demanding as well as exciting areas of the hotel

operation. Success calls for the ability to deal effectively with two separate groups of

skilled employees: cooks and serving personnel. Along with mastering both product

cost control techniques (for both food and alcoholic beverages) and employee-

scheduling techniques, the food and beverage manager must also work in sanita-

tion and housekeeping and master the skills of menu development. He or she must

complete all these duties against at least three unyielding deadlines a day: breakfast,

lunch, and dinner.

An advantage of careers in food and beverage is career-progression flexibility.

Accomplished management and supervisory people in the food and beverage field

almost always enjoy the option of moving to work outside the hotel in restaurants,

clubs, or on-site food service. Although food and beverage probably requires longer

hours than does any other area in the business, it is typically a well-paid position and

offers not only career flexibility but unusually solid job security. Finally, it forms a

sound basis for advancement into general management.

O W N I N G Y O U R O W N H O T E L

Many students are attracted to the hospitality management field because they would like

someday to own their own businesses. Whereas new hotels require large investments,

existing operations can sometimes, under special circumstances of two different kinds,

be purchased with little or no investment. These circumstances arise after a wave of

overbuilding and during economic recessions (and particularly when these two occur

simultaneously), when bankruptcies become common. In addition, when banks must

take over a hotel, they need someone to handle operations. They are often willing to

give an opportunity for an ownership interest to a person with the know-how to take

the property off their hands.

Some older hotels in smaller cities offer another kind of opportunity. They may

have lost their competitiveness as hotels while still occupying prime downtown real

estate in a good food and beverage location. Because of this fact, together with an

older hotel’s extensive banquet facilities and liquor license, the property may be

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Summary 345

revitalized by a well-run and imaginatively promoted food operation. The profits of

that food operation may then be plowed back into improving the hotel facilities.

The improved facilities and the property’s improved reputation, earned by its newly

successful food and beverage operation, often result in a greatly improved rooms

business. Examples of such operations can be found in many parts of the country.

Where they are found, they always share these three characteristics: (1) excellence

in the food operation; (2) unusually effective promotion, generally enhanced by the

manager’s community involvement; and (3) very, very hard work by that manager,

who seems to live and breathe the hotel and restaurant business.

In summary, the lodging business offers many rewarding careers in front office,

accounting, marketing and sales, and food and beverage. Depending on the individual

and the circumstances, any one of these careers can lead to the top. For those

whose ambition and temperament make them want to extend themselves, the top

job as GM or owner (and even larger corporate roles) is certainly within reach, and

ownership is in sight.

S U M M A R Y

T he first topic we discussed in this chapter was the major functional areas of a hotel and who runs them. Although big hotels have true departments and depart-
ment managers, smaller hotels would designate these as areas, supervised by lead

employees.

We next examined the rooms side of the hotel. The front office is particularly

important, as it is the guests’ first real contact with the hotel. The front office generally

has a morning clerk, an afternoon clerk, and a night auditor, all with duties that both

differ and overlap. All help in making reservations, generally through a computerized

reservation system.

The property management system makes the operation of the front office more

efficient and usually links it electronically to the hotel’s other departments and,

more often than not, to the hotel chain’s central reservation service. Reservation

systems often make use of yield management systems that are designed to get the

best total dollar revenue possible through a mix of occupancy and average daily

rate. Security is a concern that can be addressed technically through improved

door-locking systems and other devices. Managerially, security involves ensuring that

the hotel is exercising reasonable care for security of the guest’s person and prop-

erty by establishing an overall security system for the property. Other rooms-side

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346 Chapter 10 Hotel and Lodging Operations

Key Words and Concepts

Rooms department

Front office

Night auditor

Auditing process

Property management

system (PMS)

Average rate

Yield management

Housekeeping

Telecommunications

Bell staff

Security: reasonable care

Magstrip

Food and beverage department

Support areas

House ledger

City ledger

Undistributed operating expenses

Income before fixed charges

Capital costs

Uniform system of accounts

RevPAR

departments are the telecommunications department, the housekeeping depart-

ment, and the bell staff.

The food and beverage department is very important to the full-service hotel, as

it may determine whether guests return to the hotel (or come in the first place). We

described the kinds of restaurants that various types of hotels offer, banquet facilities

(if any), food production, and sanitation and utility.

We next looked at hotels’ staff and support departments: sales and marketing,

engineering, and accounting. The accounting department is sometimes referred to as

the back office. We explained hotel departmental income and expenses, operating

ratios and terms, and, finally, capital costs.

We finished the chapter with a look at the best routes to advancement in the

hotel industry—front office, rooms division, food and beverage, sales and marketing,

accounting—and the advantages and disadvantages of each. We also discussed the

possibility of owning your own hotel.

Review Questions

1. How does the organizational structure differ in large hotels and small ones?

2. Describe some of the duties of the morning clerk, the afternoon clerk, and the night

auditor.

3. How is technology being utilized to provide greater hotel security for guests?

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Summary 347

4. What are the benefits of a property management system? How does it make the

front office run more smoothly?

5. What is the purpose of yield management? What problems does it pose?

6. Describe the different kinds of restaurants that a large hotel might have.

7. What are the advantages of the sanitation and stewarding area for a summer job?

8. What are typical departmental expenses for the rooms division and for the food

and beverage division of a full-service hotel?

9. What are capital costs? How important are they in hotels?

Internet Exercises

1. Site name: Lodging magazine

URL: www.lodgingmagazine.com

Background information: Lodging magazine profiles leaders driving hospitality to new

heights, designers breaking the mold, and general managers applying new solutions

to age-old problems in hospitality. The 30-year-old magazine reports on restaurant

and food trends, best practices, and industry events.

Exercises:

a. Click on the “Blog” tab on the Web site. Scan several posts under this tab. Describe

some of the challenges currently facing lodging managers in the operations area.

b. Click on the “Past Issues” tab and then the “Marketing” link on the Web site. Scan
several articles under this tab. Describe some of the challenges currently facing

lodging managers in the marketing area.

c. What other operational categories are covered in the magazine?

2. Site name: HOTELS magazine

URL: www.hotelsmag.com

Background information: This publication serves the worldwide hotel market in 170

countries. HOTELS magazine covers the 100�-room hotels in the United States

and the 50�-room hotels in the rest of the world that account for 76 percent of all

worldwide hotel revenue. In addition, HOTELS magazine covers hotel management

companies and major chain headquarters.

Exercises:

a. Read several posts under the “Industry Blogs” tab. Describe how hotels are

changing to meet the challenges facing them in the lodging industry.

b. Choose a challenge that is facing the hotel industry today. Scan several articles

under the “Industry Blogs” and “Daily News” tabs and describe how the lodging

industry is addressing that challenge.

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348 Chapter 10 Hotel and Lodging Operations

c. Describe how hotels are using different design techniques as a sales and market-

ing tool.

d. From your readings on this site,what is new in the area of sustainability? Also,

do you see a common theme here?

3. Site name: Hotel Property Management Systems

URL: Google—www.google.com

Bing—www.bing.com

Yahoo!—www.yahoo.com

Background information: Hotel property management systems improve operational

efficiency by eliminating repetitive tasks and improve service by providing informa-

tion more quickly and accurately, thereby improving operational control.

Exercises:

a. Using a search engine of your choice, enter the words “hotel property manage-

ment system.” From the results, choose two vendors of a property management

system and identify the features and capabilities of both systems.

b. Discuss the similarities and differences of the two systems.

c. Based on features, which system would you choose if you were the general

manager of a hotel? Why?

Notes

1. A good explanation of the concept of yield management can be found in Bill Quain,

Michael Sansbury, and Dennis Quinn, “Revenue Enhancement,” Cornell Hotel and Restau-

rant Administration Quarterly (April 1999): 76–83. Yield management is also described

more fully by one of its originators in lodging, Eric Orkin, in his article “Boosting Rev-

enues through Yield Management,” Cornell Hotel and Restaurant Administration Quarterly

(February 1988): 52–58. More recent articles exploring yield management include

J. Higley’s “Discounting Isn’t Bad When It’s Done Correctly,” Hotel & Motel Management

218, no. 13, July 21, 2003, p. 8; P. Yesawich’s “The Trick to Discounting Is Using Good Judg-

ment,” Hotel & Motel Management 218, no. 10, June 2, 2003, p. 12; and S. Kimes and J. Wirtz,

“When Does Revenue Management Become Acceptable?” Journal of Service Research 7,

no. 2 (2003): 125–135.

2. PKF Hospitality Research, Trends, 2010, PKF Consulting, San Francisco, CA. 2010.

3. P. Garfinkel, “Take the Hotel Room Home,” New York Times online, December 13, 2006,

www.nytimes.com/2006/12/12/business/12hotel.html.

4. Hotel security is such an important topic that entire textbooks have been written on

the subject. A very good source of current information relating to this area is the study

titled Safety and Security in US Hotels, available from the Cornell University Center

for Hospitality Research, www.hotelschool.cornell.edu/research/chr/pubs/reports/

abstract-15092.html.

5. M. Colucci, “Hotel Security in an Insecure World, Lodging Magazine, March 23, 2010.

www.lodgingmagazine.com/PastIssues/PastIssues/1675.aspx.

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Summary 349

6. Jayne Clark, “How Safe Is Your Hotel?” USA Today, March 28, 2003, p.1D.

7. Carlo Wolff, “Security Technology Business Brightening,” Lodging Hospitality, March 1, 2003,

p. 38.

8. Anthony Marshall, “Someone to Watch Over Me Should Be Camera Standard,” Hotel & Motel

Management, November 18, 2002, p. 10.

9. Kate Brennan, “How to Get Guests Hungry for the Hotel Restaurant,” Lodging Hospitality,
September 15, 2000, p. 561.

10. www.forbestravelguide.com/five-star-restaurants.htm.

CH010.indd 349 24/12/10 1:02 PM

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