1. Spa Utilization Ratio (SUR)
Do you know what the Spa Utilization Ratio or Occupancy is? Really, what was yesterday's utilization level of your spa? And how about last week, month, or year to date? Are you measuring occupancy levels of each of treatment room by hour, half a day, and full-day?
To calculate the utilization ratio of your spa you need to define time and space units to be measured. For example, if a spa has 5 treatments rooms and is open from 10.00am till 8.00pm. And during the week you have sold for 250 hours of treatment. The occupancy will be 71,4%. The utilization ratio is calculated as follows:
SUR = hours of treatment sold / hours of treatment available
250 hours of treatment sold / (10 hours * 5 treatment rooms * 7 days) = 71,4%
2. Average Treatment Rate (ATR)
The Average Treatment Rate is the revenue generated divided by the number of treatments sold. The Average Treatment Rate will vary upon the level of demand, day of the week, type of treatments sold ...The ATR is a good indicator when using a dynamic pricing strategy.
3. REVPATH
REVPATH stands for Revenue Per Available Treatment Hour, which is calculated by the total revenue generated by treatments, divided, by the number of treatment room hours (treatment rooms multiplied by numbers of hours opened).
Treatment Revenues
Treatment Rooms x Opening Hours
It is basically the same as REVPAR for your hotel rooms.
spa_revenue_management_kpis_400
Based on the REVPATH results, you will be able to identify trends per of the day of the week and time of day. It will enable you to develop a strategy to sell premium products during specific time slots of high demand or offer a promotion to appeal to clients during lower demand hours.
4. SREVPOR
Spa Revenue per Occupied (hotel) Room is an important indicator to measure how many of your clients, staying in your hotel rooms, are utilizing the Spa. It identifies the relation between the occupancy of the hotel and the results of the Spa. Depending of the season and also depending of your hotel client mix, the contribution to the spa may vary. An interesting KPI that helps you understand the ration between internal and external utilization levels.
Other Key Performance Indicators that can be useful are:
* Total revenue per client TREVPEC
* Revenue per square meter TREVPSQM
* Therapist Productivity
All these statistics can be calculated from data extracted from your Spa Management System. You will have to set-up a structural process to analyze the data and KPI, to identify trends and develop a smart Spa Revenue Management Strategy.
Monday, August 29, 2011
Sunday, August 28, 2011
Upselling and revenue maximize..
Got a good questions today....
1. What is the mechanisme for upselling and how do we praise / award the staff concern.
2. How do we obtain the revenue figures at the end of month from the projected room revenue.
Another point for my updates is
Risk Assessment and Fire Alarm safety which i need to buck up.
1. What is the mechanisme for upselling and how do we praise / award the staff concern.
2. How do we obtain the revenue figures at the end of month from the projected room revenue.
Another point for my updates is
Risk Assessment and Fire Alarm safety which i need to buck up.
Hotel
I`ve got an offer as Night Manager at a 5 star property with a nice salary package inclusive of benefits.
The thing is, i have to join in as soon as possible by 5th and further more, to brush up my knowledge on Fire Alarm Safety situations, as the Hotel Manager would surely asked me about this details.
Now, before i were to proceed i will have to understood whether the other 2 areas are still keen to employed me. If not, i will move forward with this arrangements.
Though, there`ll be setback in one end - but positive along the way.
The thing is, i have to join in as soon as possible by 5th and further more, to brush up my knowledge on Fire Alarm Safety situations, as the Hotel Manager would surely asked me about this details.
Now, before i were to proceed i will have to understood whether the other 2 areas are still keen to employed me. If not, i will move forward with this arrangements.
Though, there`ll be setback in one end - but positive along the way.
Saturday, August 27, 2011
Balancing Occ and Arr
Going thru some points on the above balancing in order to ensure end of day results better in terms of RevPar and GopPar.
Hi Occupancy with lower room rates with the intention to generate more income on f&b side,
Low occupancy with higher room rates due to less income on f&b side....
The revpar and revpash may show decline however, it will show better on the trevpar results.
Market factors are deemed necessary and forecast to be plan before real action were to be in place.
Hi Occupancy with lower room rates with the intention to generate more income on f&b side,
Low occupancy with higher room rates due to less income on f&b side....
The revpar and revpash may show decline however, it will show better on the trevpar results.
Market factors are deemed necessary and forecast to be plan before real action were to be in place.
Assessment and appraisal test
Assessment and appraisal test
2. Duties/responsibilities of Assistant Front Office Manager
a. What are your main job responsibilities of position: Assistant Front Office Manager? (for example as below):
• Assign, coordinate, and supervise work activities of Front Desk Agents.
• Ensure work is completed to include, shift closings, room deposits, refunds and rebates.
• Assist in the day-to-day operation of the hotel front office.
• Supervise the operational activities of the hotel front desk within hotel guidelines to provide the highest standard of courteous service while permitting acceptable profit levels.
• Train and develop Front Desk Agents. Prepare staffing schedules, complete payroll, and monitor labor costs to budget figures.
b. Which job responsibilities do you view as most important? Why?
c. Have any new responsibilities been added or removed from your position: Assistant Front Office Manager this year? If so, what?
d. What could your supervisor/Assistant Front Office Manager do to support you in doing your position: Assistant Front Office Manager?
e. Have you successfully performed any new tasks or additional duties outside the scope of your regular responsibilities? If so, please specify.
3. Improvement activities
• What additional support from your organization would help you do your job more effectively for position: Assistant Front Office Manager?
• What would help you to do your job better and provide greater job satisfaction?
• Describe any changes you suggested and/or implemented this year that led to improvement in your area (e.g., quality of work life, cost savings, efficiency) for position: Assistant Front Office Manager.
4. Job conditions of position: Assistant Front Office Manager
• What recommendations do you have that would make this a better place to work?
• What kind of support and/or guidance would you like to see from your supervisor/Assistant Front Office Manager?
5. Skills and abilities of position: Assistant Front Office Manager
Please evaluate yourself on the following factors: outstanding, very competent, satisfactory, needs improvement.
• Strong Work Ethic.
• Positive Attitude.
• Good Communication Skills.
• Time Management Abilities.
• Problem-Solving Skills.
• Acting as a Team Player.
• Self-Confidence.
• Ability to Accept and Learn From Criticism.
• Flexibility/Adaptability.
• Working Well Under Pressure.
6. Goals of Assistant Front Office Manager
• What goals for position: Assistant Front Office Manager have you set for yourself during the next year? What types of projects would you like to be involved in?
• What would you have liked to have done this year for position: Assistant Front Office Manager, but were unable to? Why?
• List your most significant accomplishments or contributions during the past year. How do these achievements align with the goals/objectives outlined in your last review for position: Assistant Front Office Manager?
• What are your goals for next year and what action will you take to accomplish these goals?
2. Duties/responsibilities of Assistant Front Office Manager
a. What are your main job responsibilities of position: Assistant Front Office Manager? (for example as below):
• Assign, coordinate, and supervise work activities of Front Desk Agents.
• Ensure work is completed to include, shift closings, room deposits, refunds and rebates.
• Assist in the day-to-day operation of the hotel front office.
• Supervise the operational activities of the hotel front desk within hotel guidelines to provide the highest standard of courteous service while permitting acceptable profit levels.
• Train and develop Front Desk Agents. Prepare staffing schedules, complete payroll, and monitor labor costs to budget figures.
b. Which job responsibilities do you view as most important? Why?
c. Have any new responsibilities been added or removed from your position: Assistant Front Office Manager this year? If so, what?
d. What could your supervisor/Assistant Front Office Manager do to support you in doing your position: Assistant Front Office Manager?
e. Have you successfully performed any new tasks or additional duties outside the scope of your regular responsibilities? If so, please specify.
3. Improvement activities
• What additional support from your organization would help you do your job more effectively for position: Assistant Front Office Manager?
• What would help you to do your job better and provide greater job satisfaction?
• Describe any changes you suggested and/or implemented this year that led to improvement in your area (e.g., quality of work life, cost savings, efficiency) for position: Assistant Front Office Manager.
4. Job conditions of position: Assistant Front Office Manager
• What recommendations do you have that would make this a better place to work?
• What kind of support and/or guidance would you like to see from your supervisor/Assistant Front Office Manager?
5. Skills and abilities of position: Assistant Front Office Manager
Please evaluate yourself on the following factors: outstanding, very competent, satisfactory, needs improvement.
• Strong Work Ethic.
• Positive Attitude.
• Good Communication Skills.
• Time Management Abilities.
• Problem-Solving Skills.
• Acting as a Team Player.
• Self-Confidence.
• Ability to Accept and Learn From Criticism.
• Flexibility/Adaptability.
• Working Well Under Pressure.
6. Goals of Assistant Front Office Manager
• What goals for position: Assistant Front Office Manager have you set for yourself during the next year? What types of projects would you like to be involved in?
• What would you have liked to have done this year for position: Assistant Front Office Manager, but were unable to? Why?
• List your most significant accomplishments or contributions during the past year. How do these achievements align with the goals/objectives outlined in your last review for position: Assistant Front Office Manager?
• What are your goals for next year and what action will you take to accomplish these goals?
Thursday, August 25, 2011
Fingers cross
If still unsuccessful from this 3 properties on my career movement application,
then i have no choice and stick around until , hopefully , early January 2012.
However i am optimistic that i will get the post before 1st September arrives.
If not, stick to plan B - waiting and pick up some learning course for Diploma purposes.
then i have no choice and stick around until , hopefully , early January 2012.
However i am optimistic that i will get the post before 1st September arrives.
If not, stick to plan B - waiting and pick up some learning course for Diploma purposes.
Interview FOM Sample
Hotel Front Office Manager Job Interview Questions
As a Hotel Front Office Manager, how do you ensure that front office service standards are consistently achieved and maintained for yourself and your staff? What incentives do you provide staff when standards are achieved? Please provide an example.
Training and employee development is always required in this Hotel Front Office Manager position. How do you ensure all Reservations, Bell Staff, Switchboard and Security team members are adequately trained and will provide resources when needed. What methods or processes do you use to ensure training is done successfully? How do you ensure that staff understand what you have taught them?
Provide us with a scenario of your daily front office administration, documentation and reporting tasks? How do you ensure daily tasks are done? What tools and processes do you use?
Financial budgeting skills are vital to being a successful Hotel Front Office Manager. Have you participated in the preparation of the front office operating and capital budgets, and involved in the creation and execution of the hotel’s overall strategic and business plans. If so, please provide us with an example?
As Hotel Front Office Manager, you will be leading a team of front office staff to meet our high standards of service. How do you effectively manage labour costs and departmental productivity results to budget?
A Hotel Front Office Manager must have excellent interpersonal and customer service skills. I’m sure you have dealt with difficult customers in the past. Provide us with a situation with a customer and how you resolved the issue. How did you build rapport and superior customer service levels?
With the complexity of employee scheduling, how do you effectively create a flexible schedule including weekends, evenings and holidays that changes with employee demands?
Using rhe above sample, one will be able to understand what we need and groom further in order to become succes.s..
As a Hotel Front Office Manager, how do you ensure that front office service standards are consistently achieved and maintained for yourself and your staff? What incentives do you provide staff when standards are achieved? Please provide an example.
Training and employee development is always required in this Hotel Front Office Manager position. How do you ensure all Reservations, Bell Staff, Switchboard and Security team members are adequately trained and will provide resources when needed. What methods or processes do you use to ensure training is done successfully? How do you ensure that staff understand what you have taught them?
Provide us with a scenario of your daily front office administration, documentation and reporting tasks? How do you ensure daily tasks are done? What tools and processes do you use?
Financial budgeting skills are vital to being a successful Hotel Front Office Manager. Have you participated in the preparation of the front office operating and capital budgets, and involved in the creation and execution of the hotel’s overall strategic and business plans. If so, please provide us with an example?
As Hotel Front Office Manager, you will be leading a team of front office staff to meet our high standards of service. How do you effectively manage labour costs and departmental productivity results to budget?
A Hotel Front Office Manager must have excellent interpersonal and customer service skills. I’m sure you have dealt with difficult customers in the past. Provide us with a situation with a customer and how you resolved the issue. How did you build rapport and superior customer service levels?
With the complexity of employee scheduling, how do you effectively create a flexible schedule including weekends, evenings and holidays that changes with employee demands?
Using rhe above sample, one will be able to understand what we need and groom further in order to become succes.s..
Studies
It is true to note that any advance on the career level, or applying for a HOD position would be required to have at least a Diploma apart of the relevant experience.
Being only a 'certificate' holder can means i have to worked really hard to achieve my goals. And now, i`m going to set another specific targets of furthering my study online/offline.
Being only a 'certificate' holder can means i have to worked really hard to achieve my goals. And now, i`m going to set another specific targets of furthering my study online/offline.
Wednesday, August 24, 2011
Utility cost
Recommend to look at the historic data i.e: what have been spent in the past and compare that to occupancy. Then come up with an avg utility cost at an avg occupancy level.
Once this have been figured out look at what average occupancy are being forecasting and punch in the avg utility cost that came up with using your historic data.
Once this have been figured out look at what average occupancy are being forecasting and punch in the avg utility cost that came up with using your historic data.
Flow Through
Flow through is the component of additional revenue that adds to additional GOP
Meaning, if you have a flow through of 80%, a 100US$ increase in revenue adds to an 80% increase in GOP.
To calculate, compare the percentage increase (or even decrease) in revenue (actual -vs- budget) with the increase in GOP (actual -vs- budget)
In rooms, the flow through (departmental profit) should be almost 90%, while at total revenue, this should be at least 50% or more - as most of the fixed costs are covered, and hence the additional revenue should mainly have a variable cost percentage
Flow through is used to calculate incremental revenues (actual versus budget) and its impact on GOP.
This is used to determine whether the "extra revenue" is actually going to your bottom line.
If you carry additional fixed expenses / overhead (e.g. staff, provided it is "fixed") because of the increase in revenue, then your operation might not be run as efficient or optimum as it could / should
Basically, any additional revenue compared to budget should lead to a proportionately higher GOP, not less
You don't list it separately, you just, separately from your monthly P&L, do a little analysis to check how efficient your operations is
If you have more revenue, is this contributing to proportionately more GOP or not... interesting excercise is to do the reverse...if there is less revenue then budget, how do we minimize the impact on GOP (e.g. how are me managing our costs)
The calculation is simple; Profit variance to budget divided by Revenue vairance to budget times 100 over 1
Meaning, if you have a flow through of 80%, a 100US$ increase in revenue adds to an 80% increase in GOP.
To calculate, compare the percentage increase (or even decrease) in revenue (actual -vs- budget) with the increase in GOP (actual -vs- budget)
In rooms, the flow through (departmental profit) should be almost 90%, while at total revenue, this should be at least 50% or more - as most of the fixed costs are covered, and hence the additional revenue should mainly have a variable cost percentage
Flow through is used to calculate incremental revenues (actual versus budget) and its impact on GOP.
This is used to determine whether the "extra revenue" is actually going to your bottom line.
If you carry additional fixed expenses / overhead (e.g. staff, provided it is "fixed") because of the increase in revenue, then your operation might not be run as efficient or optimum as it could / should
Basically, any additional revenue compared to budget should lead to a proportionately higher GOP, not less
You don't list it separately, you just, separately from your monthly P&L, do a little analysis to check how efficient your operations is
If you have more revenue, is this contributing to proportionately more GOP or not... interesting excercise is to do the reverse...if there is less revenue then budget, how do we minimize the impact on GOP (e.g. how are me managing our costs)
The calculation is simple; Profit variance to budget divided by Revenue vairance to budget times 100 over 1
Tuesday, August 23, 2011
Typical day of FOM / RDM
Example 1
09:00 Morning Brief
10:00 Breakfast
11:00 FOM Meeting
12:00 Lunch
13:00 Housekeeping Meeting
14:00 Rooms Report
15:00 Reservation Meeting
16:00 Coffee
16:30 GM Meeting
17:00 Next Day Preparation
17:30 Dinner
18:00 Go Home
---------
Example 2
6:30 AM Wake Up
7:30 Check Night managers logbok, Rooms Report and Daily Briefing Sheet.
8:00 AM Daily HOD Meetings with GM
9:00 AM Check Housekeeping and watch their briefing check rooms allocation and daily inventory .
10:00 AM to 11:00 AM walk the all the guest floors.
11:00 AM to 12:00 noon Check Poolside and Sport & Recreation Area.
12:00 Noon Check Lobby and Gift Shop.
1:00 PM Lunch
2:00 PM Check Resverations
3:00 PM Do a Random Room Check or meet with security
4:00 PM to 5:00 PM Paperwork and or Meetings
5:00 to 6:00 PM Check Front Office
6:00 PM to 7:00 PM evening rounds
7:30 Work out Gym , Cycling or Night Diving
8:30 Dinner
9:00 PM Go home catch the news.
For reports I would always have the Rooms report , Duty manager logbook, Reservation Report and Forecast ,on my computer the Fidelio House Status is always on display.
------------------
Example 3
08.30 Read and take action on Duty Manager Report, FO and HK Log Book.
08.45 Review and verify Manager Report and Daily Briefing Sheet.
09.00 Daily HOD Meeting with GM
10.00 Daily Walk about guest room and public areas.
11.00 Review the day's occupancy forecast and 7 days forecast.
11.30 Discuss the day's activity with FOM and Executive HK. Review VIP arrival as well as room allocation.
12.00 Bid farewell to VIPs.
13.00 Lunch 14.00 Inspect laundry area
14.30 Check email dan reply email and meet VIPs upon arrival.
15.00 Attend daily FO briefing
16.00 Check tickler file for items that require special handling.
17.00 Review the next day preparation and do evening around.
18.00 Go home.
09:00 Morning Brief
10:00 Breakfast
11:00 FOM Meeting
12:00 Lunch
13:00 Housekeeping Meeting
14:00 Rooms Report
15:00 Reservation Meeting
16:00 Coffee
16:30 GM Meeting
17:00 Next Day Preparation
17:30 Dinner
18:00 Go Home
---------
Example 2
6:30 AM Wake Up
7:30 Check Night managers logbok, Rooms Report and Daily Briefing Sheet.
8:00 AM Daily HOD Meetings with GM
9:00 AM Check Housekeeping and watch their briefing check rooms allocation and daily inventory .
10:00 AM to 11:00 AM walk the all the guest floors.
11:00 AM to 12:00 noon Check Poolside and Sport & Recreation Area.
12:00 Noon Check Lobby and Gift Shop.
1:00 PM Lunch
2:00 PM Check Resverations
3:00 PM Do a Random Room Check or meet with security
4:00 PM to 5:00 PM Paperwork and or Meetings
5:00 to 6:00 PM Check Front Office
6:00 PM to 7:00 PM evening rounds
7:30 Work out Gym , Cycling or Night Diving
8:30 Dinner
9:00 PM Go home catch the news.
For reports I would always have the Rooms report , Duty manager logbook, Reservation Report and Forecast ,on my computer the Fidelio House Status is always on display.
------------------
Example 3
08.30 Read and take action on Duty Manager Report, FO and HK Log Book.
08.45 Review and verify Manager Report and Daily Briefing Sheet.
09.00 Daily HOD Meeting with GM
10.00 Daily Walk about guest room and public areas.
11.00 Review the day's occupancy forecast and 7 days forecast.
11.30 Discuss the day's activity with FOM and Executive HK. Review VIP arrival as well as room allocation.
12.00 Bid farewell to VIPs.
13.00 Lunch 14.00 Inspect laundry area
14.30 Check email dan reply email and meet VIPs upon arrival.
15.00 Attend daily FO briefing
16.00 Check tickler file for items that require special handling.
17.00 Review the next day preparation and do evening around.
18.00 Go home.
Benchmarks..
Operational benchmarks
- to estimate hotel performance and P&L (spreadsheet or reports).
- Ratios % for: Wages (Front Office)
- Gross profit %
another info for my future development..
- to estimate hotel performance and P&L (spreadsheet or reports).
- Ratios % for: Wages (Front Office)
- Gross profit %
another info for my future development..
Another tips for HOD position
1. Know your hotel better than anyone
2. Know your guests better than anyone, you should know who is coming before anyone else.
3. Know your Director and what he/she wants
4. Know your staff, care for your staff, respect your staff, direct your staff
5. Follow through, you only get a few chances to follow through, if you fail, people will not trust you.
6. Know your numbers!
7. Dress the part, always look your best it is one of the few things that is in your complete control.
2. Know your guests better than anyone, you should know who is coming before anyone else.
3. Know your Director and what he/she wants
4. Know your staff, care for your staff, respect your staff, direct your staff
5. Follow through, you only get a few chances to follow through, if you fail, people will not trust you.
6. Know your numbers!
7. Dress the part, always look your best it is one of the few things that is in your complete control.
Power of networking
With the result of networking, we can share and retrieve information from other colleagues around the world. Basically, hotel industry is not considered small - it`s very big globally.
'First know the property, then the standards, then your customers and the competitors.
Later focus on Training...
FO is all about training. In big hotels you can get an FO Trainer,someone who can go through all the SOPS.
Make all the team to know their job descriptions, make sure you have SOP's for every single task and make all the team to go through them, in a very short period of time you will have all the team united and working in the same direction.
Once is done, Follow up as they said before.
Briefings 3 a day, one per shift
Supervisors meeting once a week, All the team meeting once a monts ( that week you can escape the supervisor one)
Rosters: FOM must be always in charge of the rosters, don't let anybody to take care of them, you are the one authorising any change or modifications,Rosters are crucial.
Every day in the afternoon do an Arrival's meeting to go through next day arrivals , be informed who is coming, allocate well, respect preferences and meet guests.
A good FOM is the one who knows the guests, who understands and give solutions.
Be there during the weekdays and leave the weekends for your assistants, be there when the GM or DOR is there, if not them and HOD's will start relying on your AFOMS and they will say you are not there,,, remember if you cover the weekend, they don;t see you.
If you have to go any weekend or holiday, recuparate it during your vacation
Last advice, remember you are a Manager, find solutions and go to your superiors with the proposed solution not with the complaint. '
a big thank you to Mr Gonzalo Rodriguez (Director Of Rooms Raffles Dubai)
'First know the property, then the standards, then your customers and the competitors.
Later focus on Training...
FO is all about training. In big hotels you can get an FO Trainer,someone who can go through all the SOPS.
Make all the team to know their job descriptions, make sure you have SOP's for every single task and make all the team to go through them, in a very short period of time you will have all the team united and working in the same direction.
Once is done, Follow up as they said before.
Briefings 3 a day, one per shift
Supervisors meeting once a week, All the team meeting once a monts ( that week you can escape the supervisor one)
Rosters: FOM must be always in charge of the rosters, don't let anybody to take care of them, you are the one authorising any change or modifications,Rosters are crucial.
Every day in the afternoon do an Arrival's meeting to go through next day arrivals , be informed who is coming, allocate well, respect preferences and meet guests.
A good FOM is the one who knows the guests, who understands and give solutions.
Be there during the weekdays and leave the weekends for your assistants, be there when the GM or DOR is there, if not them and HOD's will start relying on your AFOMS and they will say you are not there,,, remember if you cover the weekend, they don;t see you.
If you have to go any weekend or holiday, recuparate it during your vacation
Last advice, remember you are a Manager, find solutions and go to your superiors with the proposed solution not with the complaint. '
a big thank you to Mr Gonzalo Rodriguez (Director Of Rooms Raffles Dubai)
Monday, August 22, 2011
Interview ..
Here are some questions for me to consider, to ask the future employer...
1. What happened to the last person who handled this job? Is this a new position I am taking in?
2. What were the main strengths and drawbacks of the last person who handled this job?
3. What would you consider to be the primary aspects of this job?
4. Where have previous employees who held this position progressed to within the company?
5. What is the expected extent of guidance or assistance made to individuals in developing career goals?
6. Could you describe your company's management approach and the characters of employee who fits well with it?
7. Does your company provide seminars, workshops and training to employees that could enhance their skills?
1. What happened to the last person who handled this job? Is this a new position I am taking in?
2. What were the main strengths and drawbacks of the last person who handled this job?
3. What would you consider to be the primary aspects of this job?
4. Where have previous employees who held this position progressed to within the company?
5. What is the expected extent of guidance or assistance made to individuals in developing career goals?
6. Could you describe your company's management approach and the characters of employee who fits well with it?
7. Does your company provide seminars, workshops and training to employees that could enhance their skills?
...
If a guest whom happened to patronize the bar at 3am which closes at 1am, asking for drinks, citing that he do not want to have in the room via room service insisted to have something to drink or eat, what would you do??
Total RevPar
Now i have some understanding on the Total RevPar mechanisme, and still in the midst of getting a better grasp further.
Calculating the market share scenarios and making a chart for better understanding in terms of comparison for better use is very nice to learn - mathematically ..
Some times people would simply said - this are not a part of your job scope or you are not required to know this.... true to say, but at a latter stage, this information can be proven vital.
My last interview at Ipoh with Mr Gerard Sta Maria, present GM of Impiana Ipoh was quite educational and interesting.
Having being advised to have both city and resort hotels as a further in-depth experience is crucial for a latter stage of career / management development.
To understand of how to see beyond the 'numbers' in report for fully understanding the total overall operations flow of the hotel concerned - perfomance wise.
It is very beneficial if the chances of being interviewed by such experience people is being taken seriously though you may not get the job concerned. At least - vital info are being received and another step of learning curve is revealed in front of me.
Thus far, none have asked me if i know Total RevPar / GopPar or RevPac.
Either way, that does not mean i`m not going to stop from learning further.
Calculating the market share scenarios and making a chart for better understanding in terms of comparison for better use is very nice to learn - mathematically ..
Some times people would simply said - this are not a part of your job scope or you are not required to know this.... true to say, but at a latter stage, this information can be proven vital.
My last interview at Ipoh with Mr Gerard Sta Maria, present GM of Impiana Ipoh was quite educational and interesting.
Having being advised to have both city and resort hotels as a further in-depth experience is crucial for a latter stage of career / management development.
To understand of how to see beyond the 'numbers' in report for fully understanding the total overall operations flow of the hotel concerned - perfomance wise.
It is very beneficial if the chances of being interviewed by such experience people is being taken seriously though you may not get the job concerned. At least - vital info are being received and another step of learning curve is revealed in front of me.
Thus far, none have asked me if i know Total RevPar / GopPar or RevPac.
Either way, that does not mean i`m not going to stop from learning further.
Sunday, August 21, 2011
Ratings - Trip Advisor
How to improvise the rating should the hotel facilities are mostly not up to standard in line with the hotel brand or rates paying.
As such, the hotel staff are the one whom have to compensate for such woes in order to ensure the guest are happy with the service-wise, not room facilities though.
MOst guest would usually complaints on services that was not up to their expectations - mainly room defects. If the defects are manageable by the engineering and housekeeping, that would be a great boost but if the defects are purely related to room renovations, worn down which clearly indicating a makeover, to which the hotel chooses to delay to budget constraint - what can we do on this part??
At the end of the day, the staff members are the one whom suffer the most as they have no choice but to face the guest outburst for things that were purely caused by the ineffectiveness of the hotel owner in quickly rectifying the necessary defects.
As such, the hotel staff are the one whom have to compensate for such woes in order to ensure the guest are happy with the service-wise, not room facilities though.
MOst guest would usually complaints on services that was not up to their expectations - mainly room defects. If the defects are manageable by the engineering and housekeeping, that would be a great boost but if the defects are purely related to room renovations, worn down which clearly indicating a makeover, to which the hotel chooses to delay to budget constraint - what can we do on this part??
At the end of the day, the staff members are the one whom suffer the most as they have no choice but to face the guest outburst for things that were purely caused by the ineffectiveness of the hotel owner in quickly rectifying the necessary defects.
Top 10 mistakes when opening a hotel
Mistake No 1 – Vision and Mission.
Honestly, it is hard to understand that so many hotels and resorts open their doors without a proper written vision and mission statement. OR, the vision and mission is most of the times not clear at all, or only clear in the mind of the owners. On top of that, nobody communicates the vision and mission to managers and employees. How the employees will know what is expected and understand the ‘big picture’? As mentioned in one of our earlier articles, this silly mistake ensures that the business ends up following the habits of senior managers and owners and not the organizational vision and mission.
Mistake No 2 – Sales and Marketing? – No need now!
“I have many friends and they are well connected. I and my relatives are well known people who are VIP. We will all ensure that we will have many guests using the hotel and our facilities!”
Yes, don’t be shocked! – The above sayings are what I did hear from several hotel owners. Those VIP hotel guests did come, yes, but they never paid their bills as they almost always expected to be invited since they are good friend of the owners. The result of non-existing Sales and Marketing is very costly.
Mistake No 3 – Hiring of Departmental Managers.
Surprisingly, some new hotels and resorts do hire their Hotel Manager and Department Head Team just weeks before the opening and strongly believe that this will be fine. After all, they are manager, expensive and should be able to get it right in a few days…… some owners think!
To my knowledge and from my experience, this is mostly done to save some hotel pre-opening costs as the needed money has been already lost during the construction process because of bad planning and ongoing adjustments to drawings and the building.
At one occasion I have seen that the whole management team for a 150 room hotel here in Thailand to be hired just 2 weeks before the opening. The owner kindly fired the team after 2 months as in his opinion, the team was not able to implement proper systems and service standards fast enough. Some of the best employees did resign as well, as the pressure working without a proper pre-opening was too much. I say it again, if you don’t work professionally, your most capable employees will leave you first!
Mistake No 4 – Purchasing.
The purchasing process for equipment, utensils and amenities is all done by the owner without any hotel manager and departmental manager comments, input and specifications. Once the manager and departmental leaders joined the hotel for the opening, there was no budget left for any additional purchases, as most of what owners choose are to serve their own preference and style, but not functional or practical to the workers and guest use. So, the hotel or resort did end up with equipment and utensils which are not always usable, have wrong specifications, over-specs or under-specs.
Again, the owners or senior managers never stopped wondering why professional people left the company and why the quality of products and service are not up to any standard!
Mistake No 5 – Employee Restaurant and Facilities
Strangely, employees, employee facilities and welfare seem to be the least and least important thing on owners and developers minds. I know one hotel where the owner had even meetings with the employees, right after the opening, lecturing them how good the hotel will be, explaining how professional and generous the owners are as they did buy only the best qualities and products for the guests.
He said he is not stingy and use only the best and most comfortable furniture, amenities, cars, etc. The owner also asked staff to work harder and be more committed to have a good hotel forgetting that all employees worked 2 months without a day off! The employees listen and wondered what he is talking about while sitting on a dusty concrete floor inside a badly ventilated and non-air conditioned concrete shell of room, eating from a Styrofoam food box with plastic cutlery and without any proper uniforms and only one rest-room for 100 employees. I am sure I don’t have to write down here what those employees did think and even say to each other about this owner after the meeting was over.
Mistake No 6 – Training
So far I found only 3 independent hotel owners and investors who actually provided proper facilities and time to have proper staff orientations and training for employees before opening the business.
Although EVERY single hotel developer said in the beginning that they fully agree and fully understand that training is very important and that they fully understand that people need to be trained before opening the hotel, the fact is that only the true professional owners did what they say.
Most of the time, employees did not go through any orientation program or basic training. And then, on the first day of operation the managers and owners complain the staff directly that they know nothing about the hotel, that they don’t follow hotel systems, that they don’t provide good service etc.
Mistake No 7 – Human Resource
In my humble opinion, any hotel that opening / running their property without a proper HR person, HR manual and HR systems are operationally committing suicide!!!
I have seen businesses where the majority of staff has been hired without having a written employee benefit list, written rules and regulations, written basic systems etc. Employees have been verbally promised different benefits by different managers etc. The result was simply a disaster!
And then, once the management started to implement some standardized benefits for each level of employees and some standard rules and regulations, the Human Resource nightmares become did become reality as many employees complained that they only joined this particular hotel because of benefits verbally promised by managers. Not everyone promised the same…..
Mistake No 8 – Back of the House Design
Seldom is this area given good attention. In most cases, back-of –house areas have been assigned based on vacant areas. I wonder so much why proper storage, proper offices with strategic locations, proper restrooms, proper walkways etc. are almost never important to developers and owners. It is hard, and sometimes almost impossible to explain how the hospitality industry could make money from providing a good and smooth service and for this, within a rough back-of-house workflow. It is not only the waiter and the front office staff who provide a service! EVERYONE in the hotel provides a service and ALL Departments and employees work somehow inter-connected.
Mistake No 9 – Back of the House areas
Why some people believe that that staff dormitories not need proper restrooms, showers and a common room?
Why some people believe that employees don’t need proper food and variety of food?
Why some people believe that employees will not have cars and bikes which need to be parked somewhere?
Why some people believe that a proper Training Room is a waste of space?
Why some people believe that employees don’t need comfort?
Mistake No 10 – Good managers and staff are easy to find!!!!!
Those are some nice actual sentences from owners and developers to think about:
Spa Therapist not need training, just hire some sexy girls and let them massage the guests.
My gardener at my home can make up Bed’s; please consider him as Housekeeping Manager.
Don’t worry about Accouting and Purchasing; I have someone who works for me since 10 years and he is very good with figures. Right now he controls all my drivers in the transportation company.
I found a good Human Resource Manager for our 5-star hotel. She is the wife of the local police Chief. Nobody will dare to complain.
My Son will be the General Manager; he just graduated and is very knowledgeable!
Just go to the local market, there are 100 of local people who would be happy to work at our hotel even below minimum wage!
Mistake No 11 – Hotel Opening Support from owners or developers other companies.
Yes, many business owners forgot to focus on some if not all of the above mentioned points and now they are very nervous and scared about the operation of the hotel. So, they ask some family members and employees from other owned businesses which are most of the time not from the hospitality and service industry, to come and help to do the following:
Sales and Marketing,
Purchasing,
Finance Department,
Human Resources,
“I, my family and staff from the factory only like to help! You should not complaint, be happy about it!”
I am sure you noticed that I did end up with a “TOP 11” and not “TOP 10” list! Who cares! J
As a matter of fact, it should be a “TOP 100” list as there are so many areas and subjects to discuss about.
© Klaus R. Rauter
Managing Director
Mai-BS (Thailand) | Hotel Consultant and Training Company
Honestly, it is hard to understand that so many hotels and resorts open their doors without a proper written vision and mission statement. OR, the vision and mission is most of the times not clear at all, or only clear in the mind of the owners. On top of that, nobody communicates the vision and mission to managers and employees. How the employees will know what is expected and understand the ‘big picture’? As mentioned in one of our earlier articles, this silly mistake ensures that the business ends up following the habits of senior managers and owners and not the organizational vision and mission.
Mistake No 2 – Sales and Marketing? – No need now!
“I have many friends and they are well connected. I and my relatives are well known people who are VIP. We will all ensure that we will have many guests using the hotel and our facilities!”
Yes, don’t be shocked! – The above sayings are what I did hear from several hotel owners. Those VIP hotel guests did come, yes, but they never paid their bills as they almost always expected to be invited since they are good friend of the owners. The result of non-existing Sales and Marketing is very costly.
Mistake No 3 – Hiring of Departmental Managers.
Surprisingly, some new hotels and resorts do hire their Hotel Manager and Department Head Team just weeks before the opening and strongly believe that this will be fine. After all, they are manager, expensive and should be able to get it right in a few days…… some owners think!
To my knowledge and from my experience, this is mostly done to save some hotel pre-opening costs as the needed money has been already lost during the construction process because of bad planning and ongoing adjustments to drawings and the building.
At one occasion I have seen that the whole management team for a 150 room hotel here in Thailand to be hired just 2 weeks before the opening. The owner kindly fired the team after 2 months as in his opinion, the team was not able to implement proper systems and service standards fast enough. Some of the best employees did resign as well, as the pressure working without a proper pre-opening was too much. I say it again, if you don’t work professionally, your most capable employees will leave you first!
Mistake No 4 – Purchasing.
The purchasing process for equipment, utensils and amenities is all done by the owner without any hotel manager and departmental manager comments, input and specifications. Once the manager and departmental leaders joined the hotel for the opening, there was no budget left for any additional purchases, as most of what owners choose are to serve their own preference and style, but not functional or practical to the workers and guest use. So, the hotel or resort did end up with equipment and utensils which are not always usable, have wrong specifications, over-specs or under-specs.
Again, the owners or senior managers never stopped wondering why professional people left the company and why the quality of products and service are not up to any standard!
Mistake No 5 – Employee Restaurant and Facilities
Strangely, employees, employee facilities and welfare seem to be the least and least important thing on owners and developers minds. I know one hotel where the owner had even meetings with the employees, right after the opening, lecturing them how good the hotel will be, explaining how professional and generous the owners are as they did buy only the best qualities and products for the guests.
He said he is not stingy and use only the best and most comfortable furniture, amenities, cars, etc. The owner also asked staff to work harder and be more committed to have a good hotel forgetting that all employees worked 2 months without a day off! The employees listen and wondered what he is talking about while sitting on a dusty concrete floor inside a badly ventilated and non-air conditioned concrete shell of room, eating from a Styrofoam food box with plastic cutlery and without any proper uniforms and only one rest-room for 100 employees. I am sure I don’t have to write down here what those employees did think and even say to each other about this owner after the meeting was over.
Mistake No 6 – Training
So far I found only 3 independent hotel owners and investors who actually provided proper facilities and time to have proper staff orientations and training for employees before opening the business.
Although EVERY single hotel developer said in the beginning that they fully agree and fully understand that training is very important and that they fully understand that people need to be trained before opening the hotel, the fact is that only the true professional owners did what they say.
Most of the time, employees did not go through any orientation program or basic training. And then, on the first day of operation the managers and owners complain the staff directly that they know nothing about the hotel, that they don’t follow hotel systems, that they don’t provide good service etc.
Mistake No 7 – Human Resource
In my humble opinion, any hotel that opening / running their property without a proper HR person, HR manual and HR systems are operationally committing suicide!!!
I have seen businesses where the majority of staff has been hired without having a written employee benefit list, written rules and regulations, written basic systems etc. Employees have been verbally promised different benefits by different managers etc. The result was simply a disaster!
And then, once the management started to implement some standardized benefits for each level of employees and some standard rules and regulations, the Human Resource nightmares become did become reality as many employees complained that they only joined this particular hotel because of benefits verbally promised by managers. Not everyone promised the same…..
Mistake No 8 – Back of the House Design
Seldom is this area given good attention. In most cases, back-of –house areas have been assigned based on vacant areas. I wonder so much why proper storage, proper offices with strategic locations, proper restrooms, proper walkways etc. are almost never important to developers and owners. It is hard, and sometimes almost impossible to explain how the hospitality industry could make money from providing a good and smooth service and for this, within a rough back-of-house workflow. It is not only the waiter and the front office staff who provide a service! EVERYONE in the hotel provides a service and ALL Departments and employees work somehow inter-connected.
Mistake No 9 – Back of the House areas
Why some people believe that that staff dormitories not need proper restrooms, showers and a common room?
Why some people believe that employees don’t need proper food and variety of food?
Why some people believe that employees will not have cars and bikes which need to be parked somewhere?
Why some people believe that a proper Training Room is a waste of space?
Why some people believe that employees don’t need comfort?
Mistake No 10 – Good managers and staff are easy to find!!!!!
Those are some nice actual sentences from owners and developers to think about:
Spa Therapist not need training, just hire some sexy girls and let them massage the guests.
My gardener at my home can make up Bed’s; please consider him as Housekeeping Manager.
Don’t worry about Accouting and Purchasing; I have someone who works for me since 10 years and he is very good with figures. Right now he controls all my drivers in the transportation company.
I found a good Human Resource Manager for our 5-star hotel. She is the wife of the local police Chief. Nobody will dare to complain.
My Son will be the General Manager; he just graduated and is very knowledgeable!
Just go to the local market, there are 100 of local people who would be happy to work at our hotel even below minimum wage!
Mistake No 11 – Hotel Opening Support from owners or developers other companies.
Yes, many business owners forgot to focus on some if not all of the above mentioned points and now they are very nervous and scared about the operation of the hotel. So, they ask some family members and employees from other owned businesses which are most of the time not from the hospitality and service industry, to come and help to do the following:
Sales and Marketing,
Purchasing,
Finance Department,
Human Resources,
“I, my family and staff from the factory only like to help! You should not complaint, be happy about it!”
I am sure you noticed that I did end up with a “TOP 11” and not “TOP 10” list! Who cares! J
As a matter of fact, it should be a “TOP 100” list as there are so many areas and subjects to discuss about.
© Klaus R. Rauter
Managing Director
Mai-BS (Thailand) | Hotel Consultant and Training Company
Math - ROI.
Cost of Land � 1 Million USD
Cost of Building � 3 Million USD
Cost of FF&E � 1.5 Million USD
Working Capital � 500,000 USD
Total Investment � 6 Million USD
Debt Services - Nil
This is a 80 room hotel. Occupancy forecasted is 80%.
F&B to Room Revenue ratio is 1:1. (operating Profit for F&B 40%).
Other MOD have an operational profit of 75%.
If we have to give a 10% ROI to the Owners Equity, how much do you think that our ADR should be ?
Question...?? Answers ??
Saturday, August 20, 2011
Yield
To maximize yield, lots of terminology need to be fully understood as well as formula basis.
I`m presently still trying to understand the mechanisma for GOP and GOPPAR as well as
TOTALREVPAR..
lots of things to learn to climb the ladder further up.
I`m presently still trying to understand the mechanisma for GOP and GOPPAR as well as
TOTALREVPAR..
lots of things to learn to climb the ladder further up.
Jobs requirements
Usually i will browse through the relevant vacancy of a hotel whom requires the position of FOM/AFOM
Example as per below
* Oversee the management of Front Office operations - this is as per common basis
* Provide a professional, advisory and executive support service to the assigned supervisor to assist in meeting strategic goals - this ??
* Establish systems which monitor the achievement of departmental goals - action task plan ?
* Develop quality management systems - total quality management in terms of guest delivering services i believe.
* Manage the delivery of high quality service to guests - common
* Access, use and improve, wherever possible, the PMS system - common
* To plan, direct, control and coordinate the activities of all personnel engaged in the lodging, particularly Front Office division to insure an efficient and profitable service. - common
* To establish a Manual on all operations and service - creating SOP / P&P basis
* To interact with clients in order to obtain first hand experience reports on service as well as culinary standards - common
* To ensure high service standards in all areas of responsibility - common
* Spot checking of hotel rooms to ensure standards are maintained - common
the above were the basis of job scope not including the requirements.
at times, they would to have the need of necessary experience, and knowledge and in-depths budgeting / revenue skills.
Example as per below
* Oversee the management of Front Office operations - this is as per common basis
* Provide a professional, advisory and executive support service to the assigned supervisor to assist in meeting strategic goals - this ??
* Establish systems which monitor the achievement of departmental goals - action task plan ?
* Develop quality management systems - total quality management in terms of guest delivering services i believe.
* Manage the delivery of high quality service to guests - common
* Access, use and improve, wherever possible, the PMS system - common
* To plan, direct, control and coordinate the activities of all personnel engaged in the lodging, particularly Front Office division to insure an efficient and profitable service. - common
* To establish a Manual on all operations and service - creating SOP / P&P basis
* To interact with clients in order to obtain first hand experience reports on service as well as culinary standards - common
* To ensure high service standards in all areas of responsibility - common
* Spot checking of hotel rooms to ensure standards are maintained - common
the above were the basis of job scope not including the requirements.
at times, they would to have the need of necessary experience, and knowledge and in-depths budgeting / revenue skills.
Friday, August 19, 2011
5 star hotel suites
Can`t imagine that the lobby is so small and staffing wise is very minimal for a 5 star hotel suite. Never the less, the environment looks cool and good.
The management team was a new team since the taken over by a new owning company, which promises the expansion of rooms and a new goal for the property to reach.
Interesting thing to note and quite challenging given the manning issues but it can be effectively managed with the right strategy and right frame of mind.
Chances are strong, but again, i do not wish to harbour to much hopes given my past experience whereby the hotel GM promises such but at the end, it just a words...
The management team was a new team since the taken over by a new owning company, which promises the expansion of rooms and a new goal for the property to reach.
Interesting thing to note and quite challenging given the manning issues but it can be effectively managed with the right strategy and right frame of mind.
Chances are strong, but again, i do not wish to harbour to much hopes given my past experience whereby the hotel GM promises such but at the end, it just a words...
RevPar / GopPar
Revenue per Available Room - Room Revenue divided by the number of rooms available. Available Rooms = 115 Occupied Rooms = 99 Room Revenue = $20,137.50 Rev divided by Occ Rm = $203.41(ADR) Rev divided by Avail Rms =$175.11 (Rev Par) Occ Rms divided by Avail Rms = 86% (Occ %) Use the same logic to calculate GOPPAR Gross Operating Profit per Available Room = Gross Operating Prfoit divided by the number of available rooms
Thursday, August 18, 2011
Answerss...
The reason for my failure in applying the post of FOM at Eq Penang was given out by the DOHR involved.
The below was the point and my response concerned which i replied to her directly.
Whatever her response is, considered it as a learning tool for me to further improve on my future career advancement.
1. Opera v4/5.
- admitteably i do not have such experience on the PMS concerned, but arguably i`m a fast learner in mastering any PMS system that i have had involved in.
2. Reservation and Revenue Management
- the above point was not pointed out as per my resume as i do not have strong involvement. however, i do know the input on reservation forecast, yield management on how to maximize room revenue and controlling overbooking situation to ensure occ and arr are in line with the hotel's targeted GOP.
3. Training
- basically i do have training experience either on the job training, training during briefing, role play training and classroom style training. this was done actively throughout daily basis.
4. AFOM/FOM
- my current role presently is Senior AM, which basically is more to the job scope of an AFOM itself though not as per the title. I involve directly on constant morning briefing with the management team, communicate directly with the RDM and other HOD on matters related to front office operation, as well as ensuring the front office operation are running smooth and efficiently tackling the issues of VIPs, guest complaint and turning it around into guest compliment.
- it is also being a reason for my end to apply the post of AFOM/FOM as per your invitation though it has been noted clearly that i am not in the particular role as of this time.
The below was the point and my response concerned which i replied to her directly.
Whatever her response is, considered it as a learning tool for me to further improve on my future career advancement.
1. Opera v4/5.
- admitteably i do not have such experience on the PMS concerned, but arguably i`m a fast learner in mastering any PMS system that i have had involved in.
2. Reservation and Revenue Management
- the above point was not pointed out as per my resume as i do not have strong involvement. however, i do know the input on reservation forecast, yield management on how to maximize room revenue and controlling overbooking situation to ensure occ and arr are in line with the hotel's targeted GOP.
3. Training
- basically i do have training experience either on the job training, training during briefing, role play training and classroom style training. this was done actively throughout daily basis.
4. AFOM/FOM
- my current role presently is Senior AM, which basically is more to the job scope of an AFOM itself though not as per the title. I involve directly on constant morning briefing with the management team, communicate directly with the RDM and other HOD on matters related to front office operation, as well as ensuring the front office operation are running smooth and efficiently tackling the issues of VIPs, guest complaint and turning it around into guest compliment.
- it is also being a reason for my end to apply the post of AFOM/FOM as per your invitation though it has been noted clearly that i am not in the particular role as of this time.
New focus
Now in order for myself to excell further on one part, i have revert back to my original learning method - back to it`s roots.
Focusing currently on Reservation forecast and revenue management.
My key figures is to learn how to observe the pattern of a 3 month forecast against the previous year and budgeted targeted, which in turn would further open up my knowledge on revenue management.
Apart of that, market segmentation are also a part of my 2 main task under reservation scope. Better knowledge of which market to tap on, and the rate parity as well as production revenue on the 4 categories of market - govt / corp / groups / internet.
Be proactive as one would say....
Cheers
Focusing currently on Reservation forecast and revenue management.
My key figures is to learn how to observe the pattern of a 3 month forecast against the previous year and budgeted targeted, which in turn would further open up my knowledge on revenue management.
Apart of that, market segmentation are also a part of my 2 main task under reservation scope. Better knowledge of which market to tap on, and the rate parity as well as production revenue on the 4 categories of market - govt / corp / groups / internet.
Be proactive as one would say....
Cheers
Wednesday, August 17, 2011
Duh..
Quite sadly just received an email stating my chances to Penang are no longer a reality... Huhu.
Tuesday, August 16, 2011
Penang Tele-interview
I had a chance of having a first tele-interview yesterday.
Whatever chances are, i would not comment much - we`ll see how the next 1 week again..hehe..
To have more input on the hotel establishment to further details, adding more input of how your manages the revpar/yield/ market penetration and revenue index.
To improvises further how you were able to lead a team, enhance further guest satisfaction and comments, ensuring all this are taken care of and bring on to a new level.
Overall - in-depth knowledge of training, managing, and delegating task and ensuring all are completed are essentials.
Apart of that, guest comment ratio must be tackled promptly and ensuring complaints become compliments.
This is one task that i need to focus on - guest satisfaction from check in to check out.
Whatever chances are, i would not comment much - we`ll see how the next 1 week again..hehe..
To have more input on the hotel establishment to further details, adding more input of how your manages the revpar/yield/ market penetration and revenue index.
To improvises further how you were able to lead a team, enhance further guest satisfaction and comments, ensuring all this are taken care of and bring on to a new level.
Overall - in-depth knowledge of training, managing, and delegating task and ensuring all are completed are essentials.
Apart of that, guest comment ratio must be tackled promptly and ensuring complaints become compliments.
This is one task that i need to focus on - guest satisfaction from check in to check out.
Lotus Desaru
Last saturday, i went out for an interview as a FOM at lotus desaru, located at Johor itself. Imagine the distance from Kl to there - 4-5 hours wow....
The Operation Manager - Mr Selvam was a man whom i would say have plentiful of backgrounds, and it was nice of how he open up the introduction and recommendations.
To notes that resort style working based are more to knowing more than your own department, and to have a pure 100% teamwork to ensure the resort are running smoothly and efficient.
Things for me to add up is - to improvise my own understanding on reservation mechanisma, as well as developing more on forecasting rooms as well as potential yield.
Apart of that, departmental budget from scratch as well as capex need to be add up as well for my own personal improvement.
The Operation Manager - Mr Selvam was a man whom i would say have plentiful of backgrounds, and it was nice of how he open up the introduction and recommendations.
To notes that resort style working based are more to knowing more than your own department, and to have a pure 100% teamwork to ensure the resort are running smoothly and efficient.
Things for me to add up is - to improvise my own understanding on reservation mechanisma, as well as developing more on forecasting rooms as well as potential yield.
Apart of that, departmental budget from scratch as well as capex need to be add up as well for my own personal improvement.
Wednesday, August 10, 2011
Hospitality Tip of the Week™: Focus on Confidence Building
Sample Questions & Answers
1. How do you define excellent Customer Service?
ñ Personalized attention
ñ Staff that is trained to actively anticipate guest needs by watching and listening
ñ The WOW factor that is felt by every guest and every staff member
2. How do you compete with the brands or chains that offer a 100% guarantee? (Looking for specific examples)
ñ A guarantee program must be from the heart to make them work; a brand cannot teach attitude
ñ We review every guest comment card, letter and Trip Advisor posting at both department head meetings (in recap form) and with hourly associates so everyone understands their role and how important they are as individuals
ñ Every hotel should strive for 100% satisfaction of every guest
ñ Even if there are problems, the response of a caring staff can often build repeat business
3. We often hear that line level employees feel they do not have enough empowerment to succeed at their jobs. What do you do at your hotel?
ñ Some big box brands allow their staff up to a certain cash amount to refund or credit - that may or may not build loyalty or satisfaction. It's not always about refunds, but addressing concerns.
ñ We train our staff to actively listen - it has made a huge difference.
ñ Staff must be empowered, especially on the desk.
4. Who follows up at your hotel if there is a problem? What about the guest who has already left and you learn about a problem?
ñ The GM or a very senior manager should be the one to follow up
ñ Follow-up needs to be better defined; at our hotel, the GM literally calls the guest as an example of concern, sends a handwritten note and the guest will literally receive a monthly reminder of our interest in giving them the best. It has a great record of success.
ñ Safety and security issues are always considered priority areas in our training and this focus can resolve a situation before it becomes something that goes into the legal system.
5. Can you share some examples of providing excellence in service in areas outside of the front office?
ñ Van drivers can play a huge role in meeting unexpected guest challenges
ñ The housekeeping team works to greet every guest they see- even if the language is a challenge, the smiles are contagious
ñ Our banquet servers have found ways to make even large groups feel they are being attended to as if at a smaller table, by more interaction, small table touches and team service that allows more personalized attention.
1. How do you define excellent Customer Service?
ñ Personalized attention
ñ Staff that is trained to actively anticipate guest needs by watching and listening
ñ The WOW factor that is felt by every guest and every staff member
2. How do you compete with the brands or chains that offer a 100% guarantee? (Looking for specific examples)
ñ A guarantee program must be from the heart to make them work; a brand cannot teach attitude
ñ We review every guest comment card, letter and Trip Advisor posting at both department head meetings (in recap form) and with hourly associates so everyone understands their role and how important they are as individuals
ñ Every hotel should strive for 100% satisfaction of every guest
ñ Even if there are problems, the response of a caring staff can often build repeat business
3. We often hear that line level employees feel they do not have enough empowerment to succeed at their jobs. What do you do at your hotel?
ñ Some big box brands allow their staff up to a certain cash amount to refund or credit - that may or may not build loyalty or satisfaction. It's not always about refunds, but addressing concerns.
ñ We train our staff to actively listen - it has made a huge difference.
ñ Staff must be empowered, especially on the desk.
4. Who follows up at your hotel if there is a problem? What about the guest who has already left and you learn about a problem?
ñ The GM or a very senior manager should be the one to follow up
ñ Follow-up needs to be better defined; at our hotel, the GM literally calls the guest as an example of concern, sends a handwritten note and the guest will literally receive a monthly reminder of our interest in giving them the best. It has a great record of success.
ñ Safety and security issues are always considered priority areas in our training and this focus can resolve a situation before it becomes something that goes into the legal system.
5. Can you share some examples of providing excellence in service in areas outside of the front office?
ñ Van drivers can play a huge role in meeting unexpected guest challenges
ñ The housekeeping team works to greet every guest they see- even if the language is a challenge, the smiles are contagious
ñ Our banquet servers have found ways to make even large groups feel they are being attended to as if at a smaller table, by more interaction, small table touches and team service that allows more personalized attention.
Tuesday, August 9, 2011
Back up....!
Quite funny to note that a known brand hotel simply do not have any back up plan for in room guest.
Further more, to play down the chances of informing the guest in advance simply because of a possibility blaming the scenarior to another sources.... rm... fire on fire...
Power shutdown causes generator to function in supplying essential power to ensure the hotel are running, esp those in terms of operations area, i.e front desk, elevator, kitchen and chilller. Guest room, unfortunately was not in favour on this area.
Reason given is simly power is not sufficient.
What happens is simply beyond a simple understanding. No aircond, windows are locked and to add matter worse - the plugpoint are non-functioning.
Imagine the guest frustration on this - couldn`t believe it myself either as i assume precautionary / back up plan has been taken care of - but i was wrong ...though....
Imagine if it`s really a unwanted power shutdown that really affected the entire neighbourhood and we are the only hotel that unable to survive this - lots of people are going to scream and lots of revenue has to go the waste, and worse still - the image dropped below ....further down..
Further more, to play down the chances of informing the guest in advance simply because of a possibility blaming the scenarior to another sources.... rm... fire on fire...
Power shutdown causes generator to function in supplying essential power to ensure the hotel are running, esp those in terms of operations area, i.e front desk, elevator, kitchen and chilller. Guest room, unfortunately was not in favour on this area.
Reason given is simly power is not sufficient.
What happens is simply beyond a simple understanding. No aircond, windows are locked and to add matter worse - the plugpoint are non-functioning.
Imagine the guest frustration on this - couldn`t believe it myself either as i assume precautionary / back up plan has been taken care of - but i was wrong ...though....
Imagine if it`s really a unwanted power shutdown that really affected the entire neighbourhood and we are the only hotel that unable to survive this - lots of people are going to scream and lots of revenue has to go the waste, and worse still - the image dropped below ....further down..
3rd Interview (repeat)
Last week i went to Maya for 3rd interview within 3 years period. Funny thing is, i met the FOM 3 times with 2 different HR manager but they never seem to recall myself.
Further more, the myth of keeping applicants resume and updating it never seem to
function at all.
Same type of questions asked - same method, but i would think the chances are the same.
Reason given is my salary expectations....
Huhu...
Next stop, either Johor or Penang by this week ...
Subscribe to:
Posts (Atom)