wk5diss/talk

count, due in 24 hours

Chapter 6

Terminology:

AP

Authorization

Block

Book

Bucket

Centralized Reservation System (CRS)

Charge Record

Check In

Check Out

City Account

CP

Day Rate

DNS

EP

Folio

Full House

Gratuity

Guest History File

House Count

MAP

Night Audit

Post

Property Management System (PMS)

Rate

Walking a Guest

116 Chapter 6 The Guest Service of Lodging

Introduction

Th e lodging segment is very important to the hospitality industry. It is dynamic, often

involving food, rooms, and events combined. Guests entrust you with their health, safety,

and security 24 hours a day, 7 days a week. Th e numerous terms involved with this segment

almost make up a new language, and the logistics can be demanding. Lodging is

also known for high levels of service, so the guest expectations are often very high.

Service Positions

PORTER

Th is position is also known as a bellman or a bellhop. Predominantly male, but can be

held by either gender. Th e person in this position is typically the fi rst contact of the

hotel. Although a porter’s work is seemingly simplistic, they can be many diff erent

things to the hotel:

■ Greeting guests as they enter the property and holding the door

■ Serving as the fi rst line of defense for security

■ Gatekeeping

■ Transporting/storing/receiving luggage

■ Directing crowd fl ow

■ Acting as concierge/problem solver

■ Acting as valet

■ Directing cabs

View of a hotel lobby. Photo Courtesy of S. Markham.

Bellhops encounter everyone. Th ey must be great with people. Th ey must instantly

gauge the guest and their needs. Th ey must be able to handle laborious work with ease

and tact.

Service Positions 117

FRONT DESK

Th e importance of the front desk cannot be understated. Most everyone must come in

contact with these workers. Th ey are the main contact during the entire stay.

Th e front desk is also a catch-all for issues. Consequently, these workers handle a

multitude of issues such as:

■ Impolite guests

■ Missed guests’ needs

■ Missing reservations

■ Wrong key

■ Nonworking key

■ Room occupied

■ Lines too long

■ Missed something held for guest

■ Credit card not verifi ed

■ Luggage sent to wrong room

■ Rates do not match previous quote or are not available

■ Room is not what they expected

■ Wrong information regarding area or hotel

■ Uncleaned room

■ Room defi ciencies

Guests’ view of the front desk at a hotel. Photo Courtesy of S. Markham.

118 Chapter 6 The Guest Service of Lodging

Th e trend in the United States is now heavily toward the EP or the CP. AP and

MAP are still present in resorts.

CHECKING-IN A GUEST

Check-in procedures diff er from property to property, but the basics are essentially the same.

■ Greet the guest with a smile and a warm welcome.

■ Ask if they have a reservation. If so, verify name and check identifi cation.

■ Ask them to fi ll out a guest registration form or ask about the number of

people, type of room, and length of stay.

■ Ask about any preferences. Check for notes.

■ Establish the form of payment and give a quote.

■ Ask for a credit card for incidentals.

RATES

Rates are usually the fi rst question from a guest. Some hotels have meals included in

their rates. Th e packages are as follows:

■ American Plan (AP) : A plan in a hotel that all meals (breakfast, lunch, and

dinner) are included in the rate.

■ Continental Plan (CP) : Room plan that includes only a continental breakfast

(a very light breakfast off ering).

■ Modifi ed American Plan (MAP) aka Demi-pension—A room package including

breakfast and one other meal, typically dinner.

■ European Plan (EP) : A room rate with no meals included.

American Plan

(AP)

A plan in a hotel

where all meals are

included in rate:

breakfast, lunch and

dinner.

Continental Plan

(CP)

Room plan that

includes only continental

breakfast. A

continental breakfast

is a very light breakfast

offering.

Modifi ed American

Plan (MAP)

aka Demi-pension.

A room pricing package

including breakfast

and one other

meal, typically dinner.

European Plan

(EP)

Room rate with no

meals included.

A hotel breakfast dining area. Photo Courtesy of S. Markham.

Service Positions 119

■ Inform of policies such as check out, deposits, and billing procedures.

■ Assign their room.

■ Write down the room number on card with their room keys and present it to them.

CHECKING OUT

Checking out a guest may be automatic, but the manual procedure is typically as follows:

■ Greet with a warm welcome.

■ Ask the room number.

■ Ensure that everything is posted to the folio.

■ Ask if there were any recent charges that may not have been posted.

■ Ask how everything was during their stay.

■ Be as brief as possible. People typically want to get somewhere.

■ Present charges; many establishments place these under the guest’s door after

night audit.

■ Verify how to pay. Th is is typically on the credit card that is being held.

■ Collect the keys.

■ Th ank them. Ask them to return at a later date.

■ Ask if they need directions or assistance with bags, etc.

Other Terms Common to Serving Guests at Hotels

■ Authorization : Permission from credit company to make a charge.

■ Block : A group of rooms placed on a temporary hold for a group.

■ Book : To sell or reserve a room or space.

■ Bucket : A fi le-holder for guest folios and other reserved material kept behind

front desk.

■ Centralized Reservation System (CRS) : A central system for multiple properties.

Often accessed both internally and externally.

■ Charge Record : A list of all transactions specifi c to a department or account.

■ Check In : A procedure of receiving guests and completing the guest registration

process.

Authorization

Permission from

credit company to

make a charge.

Block

A group of rooms

placed on a temporary

hold for a group.

Book

To sell or reserve a

room or space.

Bucket

A fi le-holder for guest

folios and other

reserved material kept

behind the front desk.

Centralized

Reservation

System (CRS)

A central system for

multiple properties.

Often accessed internally

and externally.

Charge Record

A list of all transactions

specifi c to

a department or

account.

Check In

A procedure of

receiving guests and

completing the guest

registration process.

Fulfi lling Unknown Wishes

Organizations ask employees to “fulfi ll the guests’ unknown wishes” but reading minds

can be troublesome. Successfully anticipating wishes can be very diffi cult. Stereotyping

causes errors, presenting the guest with an altered version of what you would like for

them. Consider these contrasting rules:

Golden Rule: do onto others as you would have them do unto you,

Silver Rule: do onto others as your organization would make you do.

Platinum Rule: do onto others as they would want to have done.

Listen for both content and the feeling behind it from your customers. Find a balance

and hone your skills at using the Platinum Rule. This will make you a master at

not only serving customers, but also at fulfi lling their unknown wishes.

Service Insight

120 Chapter 6 The Guest Service of Lodging

■ Check Out : A procedure of closing a guest folio upon the guest’s departure.

■ City Account : An account for nonguests.

■ Day Rate : A lower rate charged to guests who do not occupy the room overnight.

Typically, between 10 a.m. and 4 p.m.

■ DNS : Did not stay; guest who checks in and quickly returns to the desk without

having occupied the room.

■ Folio : Guest account.

■ Full House : Hotel in which all rooms are occupied.

■ Gratuity : (also known as tip) Typically, money given or charged for service.

■ Guest History File : Record of guest’s previous transactions.

■ House Count : Record of the total number of hotel guests at any one time.

■ Night Audit : Daily reconciliation of all accounts receivables, performed at

night.

■ Post : To make an entry on an account.

■ Property Management System (PMS) : A computer system that records and

integrates many systems throughout the hotel. Useful in tabulating, reporting,

and predicting.

■ Rate : Price charged for a room night. Also combined within best available rate

(BAR) and lowest available rate (LAR).

Check Out

A procedure of closing

a guest folio upon the

guest’s departure.

City Account

An account for

nonguests.

Day Rate

A lower rate charged

to guests who do

not occupy the room

overnight. Typically,

between 10 A.M. and

4 P.M.

DNS

Did not stay; guest

who checks in and

quickly returns to the

desk without having

occupied the room.

Folio

Guest account.

Full House

Hotel in which all

rooms are occupied.

Gratuity

(also known as tip)

Typically, money given

or charged for service.

Guest History File

Record of guest’s previous

transactions.

Grandma Is Visiting

Consider the following approach to customer service. Imagine that your grandmother

is visiting you for a couple of days. What would you do? Would you clean

more than usual before she arrived? Would you welcome her with a sincere smile?

Would you give her the bedroom instead of the couch? Would you cancel your other

appointments to give grandma your full attention? Would you show her out when

she leaves? Would you help her to the bus or the train or carry her bags out to her

car? Would you even do a follow-up call? Yes, of course you would do all of these

things.

In hotels, there is a strong correlation between your grandmother and the guest.

You are compelled to do this for both your grandmother and the guest. You do this

for your grandmother out of love and you do this for guests out of a sincere desire

to serve them. You should give the guest a warm welcome and a sincere smile. You

should clean everything to the highest level. You should give them the best accommodations

that you have and provide them with your full attention while they stay at

your property. When they leave you show them out, wish them well, and even do a

follow-up.

Courtesy of Aziz Bandriss, Rooms Division Manager, Central Park Ritz Carlton, New York City.

Service Insight

Service Positions 121

House Count

Record of the total

number of hotel guests

at any one time.

Night Audit

Daily reconciliation of

all accounts receivables,

performed at

night.

Post

To make an entry on

an account.

Property

Management

System (PMS)

A computer system

that records and integrates

many systems

throughout the hotel.

Useful in tabulating,

reporting, and

predicting.

Rate

Price charged for

a room night. Also

combined within best

available rate (BAR)

and lowest available

rate (LAR).

PODIUMS/PODS

Podiums, or pods, are a relatively new way of accommodating guests. Th ey replace a

large front desk with small, individual stations. It breaks down the barriers between

the guests and the front-desk agents. It is also easier for the handicapped guests. Pods

can also be used in addition to the front desk or auxiliary areas.

DEALING WITH FRONT-DESK ISSUES

Th rough the process of customer service, inevitably there will be issues that arise. How

well you deal with these issues makes or breaks the level of customer service.

If Busy

Call for backup help. Most hotels have a system with a buzzer to the back offi ce

or a telephone. Be sure to use it. Stay calm, and work quickly and effi ciently, but

still giving guests their deserved attention. Acknowledge the other guests waiting.

Let the other guests know that someone will be with them shortly.

Declined Credit Cards

Th is is typically a sensitive issue. When this occurs, be sincere, understanding,

and direct. In a soft voice, apologize and inform them of the decline. Ask for

another form of payment.

Missing Reservations

It can be quite bothersome when a guest calls or arrives at the desk and you

cannot fi nd the reservation. Ask them again to verify spelling and confi rm the

dates and search again. Ask for other ways to retrieve information such as their

confi rmation number, company name, or their telephone number. Ask when

they made the reservation, because all systems don’t instantly update. Tactfully

inquire whether they could have made the reservation at another property. If

possible, call the other property to assist them. If you have availability, apologize,

and suggest a new reservation and give a quote.

Walking a Guest

Walking a guest means transferring a guest to another hotel because the property

has overcommitted by accepting more reservations than they could supply.

Perhaps other guests have overstayed, the establishment booked too many

reservations, expecting cancellations that haven’t occurred, or rooms have been

unavailable because of repair. In any case, the guests have made a reservation

but the hotel does not have an available room. Consider the following steps:

❍ Realize that some higher-level guests should not be walked. Highpriority

members may be entitled to cash bonuses. Other considerations

Walking a Guest

When the guest has

a reservation that the

hotel cannot honor

because they are over

capacity. Usually due

to overbooking. The

guest is transferred

to another hotel.

122 Chapter 6 The Guest Service of Lodging

on who to walk: length of stay, business affi liation and if their room was

complimentary.

❍ Know what other properties are open for rooms.

❍ Try to walk a guest earlier in the evening.

❍ Make it as easy on them as you can.

❍ Apologize, have the manager apologize, have a letter of apology prepared.

❍ Ask/think—What can you do to help them? Calls? . . .

❍ See if they care.

❍ Provide transportation.

❍ Have a car ready.

❍ Be as brief as possible.

❍ Refund or comp the room if policy dictates.

❍ Tell the concierge.

❍ Call the hotel where they are walked to ensure things are good.

❍ See if you can have them come back if it was to be a multiple-night stay.

❍ Send to a nicer place.

❍ Send a gift to their room?

❍ Record the incident.

The majestic Waldorf Hall of Mirrors. Photo Courtesy of S. Markham.

Service Positions 123

Giving Information or Directions

Regarding the property or the local area, try

to use the following guidelines:

❍ Begin from your current location or a

closer location they are aware of.

❍ Stick with the most basic, simplest path.

❍ Use street names and give landmarks.

❍ Point with entire hand open.

Surveying the Stay

Ask guests how their stay was. Empower

your staff to also randomly ask guests how

their stay is going. It is everyone’s job. Th e

Lateral Service Principle states that a staff

member must assist if they see a guest in

need, regardless of whether or not it is within

their job description. Th ey must stop whatever

else they are doing and help the guest.

BACK OFFICE

Th e back offi ce is a part of the hotel that is typically directly in back of the front desk.

It is the support area for guest services. Management also typically has its offi ces

there. Entry and midlevel managers are directly involved with guest service. Upperlevel

managers periodically greet guests, but primarily concentrate on oversight of the

property.

CONCIERGE

A concierge is a person who assists guests with both hotel and non–hotel-related matters.

Th is involves everything from making dinner reservations in the local area to

directions to a shopping center. Concierges have full knowledge of the hotel services

as well as the local area. Th ey assess the needs of the guest and make appropriate suggestions.

Th ey “pull strings” and make the guest experience extra special through their

advice and services.

HOUSEKEEPING

Th e housekeeping department is the heart of the hotel. While all departments

must work together, housekeeping is vital. To the guest, it is an invisible department

until something goes wrong. As with other facets of the hotel and hospitality

Making Magic Happen

The hotel has learned that a couple is checking in

and the man is going to propose to the woman.

The couple is given a room with a view of the park

and a telescope in the window. The man goes

to the window and sights in the telescope at a

predetermined time. He fi nds a hotel staff member

that is sent out into the park to hold up a sign

that reads, “Will you marry me?” If the woman

says yes, the door will be opened and employees

will rush in and fi ll the room with champagne and

strawberries.

Courtesy of Aziz Bandriss, Rooms Division Manager,

Central Park Ritz Carlton, New York City.

Service Insight

124 Chapter 6 The Guest Service of Lodging

A hotel bedroom in need of housekeeping. Photo Courtesy of S. Markham.

industry, the management’s job is to ensure this department

works well with the other departments.

A popular trend in the area of housekeeping is greening.

All but the most formal hotels have instituted green policies for

reusing and recycling. Another trend perpetuated by the media is

an assurance that a property is not contaminated with bedbugs.

Housekeepers are now being required to give extra attention to

this matter to reduce this concern.

Turndown Service

To add a special touch to a guest’s stay, a great feature is

the turndown service—the process of preparing a room

for sleeping by making it warm and inviting for the

guests. Th is is usually done between 6 and 9 p.m. Th is is

popular or mandated in exclusive and 4- to 5-star hotels.

Some automatically off er turndown service, while others

off er it upon request. It typically involves:

❍ Closing of draperies.

❍ Turning down the lights.

❍ Playing of softer music or other music specifi ed in the

guest’s profi le.

A well-stocked hotel bathroom. Photo Courtesy

of S. Markham.

Service Positions 125

❍ Folding the top corner of the bedspread away from pillow.

❍ Placing chocolates or mints on the bed.

❍ If children are present, teddy bears might be tucked in and books are often

set out.

DND (Do Not Disturb) Issue

A DND sign is hung on the door when a guest prefers privacy. Th is means they

do not want housekeeping to enter the room. When this happens, record the

time the guest refused service on your report. ( Note : Many reports are turning

electronic to increase communication between housekeeping and the front desk.)

When you have fi nished all the other rooms, return to the DND room.

If the DND sign is still on, most hotels have a “Privacy Card” that is slid

under the door reading, “We respect your privacy. If you would like your

room to be made up, please call. . . .”

Property

The Ocean House, Resort.

1868—Originally built

as a summer resort.

2002—Closed for complete

takedown. Five hundred

artifacts from the former hotel

were moved to a storage

area. The hotel was rebuilt

using as much of the original

materials as possible.

2010—Reopened. It rotates rugs and décor

through out to now be open for all four seasons.

Daniel Hostettler

President and Managing Director, Ocean House, Watch Hill, RI

Photo Courtesy of Daniel

Hostettler.

The Ocean House. Photo Courtesy of Bluff Avenue, LLC.

(continued)

Who Might See the Guest?

The front-desk staff typically see the guest, but who else might come into contact with

them? The housekeepers in the hallway. More hotels are training their housekeepers

to make contact with the guests by acknowledging them and asking how their stay is.

When was the last time that a housekeeper asked what else they could do to make

your stay better? It is a powerful guest service technique!

Service Insight

126 Chapter 6 The Guest Service of Lodging

Because of the rebuild, they were able to expand

and integrate many features of a new property while

maintaining the grandeur of an old, independent, New

England coastal hotel. They have been able to install

Vocera technology into 260 points of contact throughout

the hotel. All of the managers can instantly communicate

using a voice-activated lapel device. Their

locations are tracked, and telephone calls are seamlessly

routed. Also, video cameras are placed in

guest areas throughout the hotel. They were originally

installed for security, but are found to be most helpful

in monitoring guest traffi c. They can easily track bottlenecks,

and managers are able to be in the right places

at the right times.

The average room rate is $800 to $900 night,

and there is an expectation that the rate will rise

because of increases in fees.

The hotel is also very sustainable. It was built to

near– Leadership in Energy and Environmental Design

(LEED) standards. Smaller things resulting from

5-star standards, like the use of gray water and visible

recycling receptacles prevent them from pursuing

offi cial LEED certifi cations. They are petitioning the

standards to allow a blend of the two.

Background Highlights

Mr. Hostettler is a graduate of the University of

Denver School of Hotel and Restaurant Management

and the Cornell University General Managers Program

and has worked in Beverly Hills, Napa Valley, Santa

Fe, and Great Britain in 4- and 5-star hotels for over

25 years. His hotel training was provided by oldschool

hoteliers and chefs from Europe who were very

demanding.

2001—Employed as Managing Director of Ocean

House to oversee renovation, strategic positioning,

and opening.

2011—Named Hotelier of the Year by the Rhode

Island Hospitality and Tourism Association; hotel

achieved AAA Five Diamond Award in its fi rst year

of operations; as of the time of this writing, the

hotel is awaiting the results of a Forbes Five Star

inspection.

Mission

To be the premier luxury hotel on the Eastern Seaboard

of the United States.

Service level: 5 Stars

Developing the Brand

Mr. Hostettler’s mantra for success is that, “Everything

revolves around supporting the brand.” The brand is

the mission and the service level. Everything goes into

that. When speaking with his chef, we were told that his

choice of hot dog to serve for the casual beach grill is

just as important as his decision about china and wine

glasses because every decision is in support of the

brand positioning of the property.

Mr. Hostettler asks the question, “What are you

selling?” and answers it by stating that he is selling

uniforms, smiling people, service, experience, and

local food fresh from the farm to table within 150

miles. All of these things must be considered. Be careful

of things that detract from the brand. Monitor every

touchpoint, from the shade of paint, to the stones in

the original rebuilt fi replace, to the hand towels in the

restroom.

Human Resources

Hire for behavior and train for skill. Behavior is a must!

Every employee receives three interviews: human

resource screening, peer reviews, and a general manager

interview.

View of staffi ng: If we take care of them, they will

take care of the guests.

Organizational Structure

The organizational structure is unique at this property.

It is seasonally adjusted with fl exible staffi ng and to

the highest levels in the industry (averaging 3.5 staff

members to each guest).

They have merged a concierge and assistant frontdesk

manager to create a guest relations manager, who

is charged with overseeing the total guest experience

during a stay and checking in with the guests assigned

to them on a daily basis to ensure their satisfaction.

(continued)

Service Positions 127

They have merged a housekeeping supervisor, a

room service server, and butler to create a fl oor valet,

who is in charge of fi fteen rooms and oversees two

housekeepers. They take orders from guests and oversee

all of the rooms on the fl oor. This saves on labor

and gives the guests a face to recognize. These are

entry-level management positions, which provide an

incentive to learn the hotel and grow. They keep this

person on the same fl oor and they form a relationship

with guests. These managers check in with the guest

at least once a day, making small talk, which can be

the best form of survey, and provide a personalized

experience. It gives the guests a chance to be heard,

ask questions, and communicate with a manager.

Meetings

Mr. Hostettler conducts employee round tables once

a month. Employees are rotated through these meetings.

Managers and employees voice their issues and

concerns. This is a chance for employees to have

direct contact with him. He asks direct questions of

the employees such as, “Are the guests happy?” He

elicits ideas and gains valuable feedback.

Special Service Tips

The Ocean House asks questions when guests make

reservations. Then they research and prepare for their

guests. They Google everyone who registers and then

call 10 days in advance of their arrival in an effort to

learn how to better serve them. They ask if there is a

celebration and which car they plan on driving. Guests

are blown away when the valet identifi es their car and

greets them by name. If it is a family, they learn the

gender of their children and prepare a toy, a crib, and

a onesie. If it is assumed to be a romantic getaway,

they fi ll the bathtub. All of this is done to help them

achieve the highest level of guest satisfaction.

Surveying the Guest

The Ocean House surveys the guests in many different

ways: Trip Advisor website, e-mail comment cards,

5-star evaluations, and their guest relations managers

who are charged with direct contact. Reports are sent

in every night so that any potential issue can be immediately

responded to.

Gratuity

The Ocean House is a nontipping facility. All employees

sign a contract stating they will not accept tips.

Instead, a Shared Resort Gratuity of $28 per room

per night is added to the guest folio. This helps to

increase the guest experience because they don’t

need to worry about tipping. It adds more of a residential

feel to the property. Money from the “Shared

Resort Gratuity” account is shared and allocated

based on comment card scores. They are divided

among employees based on a 92% or above satisfaction

rate. If above 92%, they get 100% of their

allocated tips; if less, they get a lower score. This is

viewed as a reward instead of a punishment. If the

department improves for the next two months, they

get the lost tip money back.

Changes

Mr. Hostettler has seen many changes in his hotel

career. Hotels have grown from guest index cards

to the technology of cameras and Vocera to ensure

guest service. He sees technology as a major driver of

change in the near future.

He has seen changes in staffi ng culture to

include more of a concern for quality of life and

instant gratifi cation. The reward system helps to

accommodate this change. Mr. Hostettler explains

that historically there was an employee culture of

“paying dues” and advancing your career. Now he

sees a division of those who are in it for a job as

opposed to having a passion for it and wanting it

to be a career. He wants the staff to feel as though

they are a part of the hotel and take responsibility

and ownership for their work.

He has also seen changes in the guests. They now

want iPads and technology and are working much more

during their stays. There is a distinct blend of work and

leisure in their culture. There is also a trend for shorter

vacations and a real desire to be sustainable.

128 Chapter 6 The Guest Service of Lodging

CHAPTER REVIEW QUESTIONS

1. How does the concierge help the guest service experience?

2. List and provide solutions for three common front-desk issues.

3. What is “walking a guest,” and why is it done?

4. List the procedures common to checking out a guest.

5. What is the difference between EP, AP, and MAP?

6. Why might it be helpful to consider your grandmother visiting when relating to hotels?

7. Should housekeepers acknowledge the guest?

8. After reading the feature about Mr. Hostettler, how would you describe his idea and

importance of a “brand”?

CASE STUDIES

Walking the Guest

There is a phrase in the hotel business, “Heads in beds.” Hotels must fi ll each room each

night. Lost revenue from an unsold room can never be made up. Each night, a small percentage

of reservations are either canceled at the last minute or simply deemed, “no-shows.”

This leaves hotels in a predicament because they may have refused others earlier or simply

did not try to sell the room. As a result, many hotels overbook by a small margin. Some

properties have taken to securing the fi rst night on a credit card to be paid in advance. To

make things worse, some guests stay longer. Also, hotels have rooms that are unexpectedly

unavailable pending repair. When the calculations do not add up, and too many reservations

show, the hotel honors the reservation at another hotel. This is referred to as “walking a

guest.” It is hoped that this happens very infrequently. When a hotel is overcommitted and

overbooks to the point that it ends up walking people on a regular basis, it stands to lose

many customers and much money. Business customers may have meetings scheduled at

the hotel. Conference attendees may have an event at the hotel. This may change their travel

plans, making it quite bothersome. There are also initial monetary losses. The hotel loses

revenue from the guest, and some pay for their room at the competitor’s property. They also

lose the time transporting them to another property, writing a letter of apology, and so on.

1. What is “walking a guest”?

2. Why do hotels walk a guest?

3. How much does it really cost a hotel to walk a guest? (Consider the costs of losing

a future customer as well.)

Up-selling with a Price

Increasing average sales per guest has been a common theme in hospitality as well as all

retail. Consequently, up-selling, or selling more to the customer, has become a popular push

in most settings. There are several approaches to this:

Suggestions Method: “We have a nice king suite with a view of the pool.”

Ask Method: “We have you in a bed in our standard room, is that suitable for your needs?”

Case Studies 129

Listen and Watch Method: Watch for guest needs. “We have a great restaurant and

award-winning spa.”

Top-Down Method: Starting with the highest-price rooms and moving down. “We have our

diplomat room available for $195.” If no, “We have a suite for $150.”

Lowest-Plus Method: “Did you want to upgrade to a water view for $25 a night?”

Random-Choice Method: Present all available options at once. “We have a diplomat

room for $195, a standard room for $75, and a suite for $150.”

Properties mandate that their staff up-sell using these techniques. Front-desk and

reservations staff are evaluated based on their use of these techniques, and their jobs are

compromised if they do not “make the ask.” Consequently, their heart is not in it. Other

properties are motivated to up-sell by using contests, encouraging employees to sell at

any cost. Sometimes this works and sometimes it does not. Average dollars per guest are

increased, but at what cost? Guests are accustomed to sales pitches. Most are immediately

turned off by high-pressure sales gimmicks. They are on guard and vigilant, cautiously

scrutinizing the staff for hidden tactics during all their transactions. As a result, trust has

diminished. Staff are placed in awkward positions, and the guests feel taken advantage of if

they are sold beyond their personal level of comfort. At this point, guest service has eroded

and there is no opportunity for customer service. Some guests will change brands when presented

with sales tactics.

On the other hand, the guests may enjoy the upgrade. They might never have experienced

it if it had not been suggested. Perhaps they could receive it complimentary once and

like it so much that they pay for it in the future. In these cases, everyone wins.

1. What are the benefi ts to up-selling?

2. What are the disadvantages to up-selling?

3. What are ways that hotels can up-sell but still deliver great customer service?

Basic Hotel

The Basic Hotel is a generic, no-frills hotel that provides only the essential accommodations

for a very reasonable price. The Basic Hotel brand strives to lead the economy sector

by providing only the basics. Its motto is phrased with humor stating, “Basic rooms

and basic service, at a basic price.” It offers no restaurant, no spa, no business center,

and no lounge. The rooms are small and clean, but basic. The beds are reasonably

comfortable and the bathrooms offer only the essentials. The rooms offer a television,

alarm clock, lamp, house telephone, bed, a desk, and chair. Guest interaction is kept to

a minimum. The front desk has a sign on it that humorously reads, “Basic Hotel Service.”

Guests are encouraged to check-in and check-out at a kiosk. No Concierge Desk is provided,

but the guests can ask the Front Desk “basic questions.” A series of vending

machines has a sign over it that reads, “Basic Essentials.” It provides solutions to most

needs, offering snacks, toiletries, ice, and beverages. Basic Hotel also offers an application

for smart phones that serves as a concierge and can automate the entire check-in and

check-out processes if guests wish.

After the stay, guests are electronically sent a basic survey. The technology and price

are the two highest scores on the returned surveys. Guests receive basic service and accommodations

at the Basic Hotel.

CASE STUDIES continued

130 Chapter 6 The Guest Service of Lodging

1. Describe the Basic Hotel’s customer service concept.

2. How high are the customer expectations at the Basic Hotel?

3. Do you believe that the Basic Hotel meets customer expectations?

4. In your opinion, do you believe this a good thing?

5. Do you believe that guests are concerned with the level of service in the Basic

Hotel?

The Green Earth Hotel

The Green Earth Hotel is a concept that offers lodging in a sustainable manner, while striving

to offer as high of a level of service as possible. They offer such common sustainable

features as:

Earth-friendly construction

Paperless front desks

Air driers in place of hand towels

Options for changing towels and sheets on beds

Skin-care dispensers

Water-saving devices

Optimal use of natural lighting

Energy-effi cient light bulbs

These Earth-friendly features have been a major selling point to the guests. It has also

reduced labor and utility costs. In addition to being Earth-friendly, however, they also want

to deliver the highest level of guest satisfaction possible. Because they are paperless, they

collect comments from their guests verbally and electronically. Recent guest surveys have

shown that guests at the Green Earth Hotel have considered the level of service to be lacking.

The compost pile behind the hotel smells in the summer months and is attracting many

pests. There have been several comments regarding the use of gray water in the toilets.

Some guests are not accustomed to this and consider it to lessen their experience. The management

is dedicated to providing a sustainable experience, but they also want the guests to

feel appreciative of their cause while enjoying their experience.

1. Rate the guest experience at The Green Earth Hotel.

2. Is it possible to be both Earth-friendly and guest-friendly?

3. What changes could the hotel make to improve guest satisfaction?

4. What do you believe is the future of balancing these two qualities?

CASE STUDIES continued