Hotel Front Office Management, 3rd Edition

432 INDEXProperty management systems (continued)room status, 112security, 118time clock, 120yield management, 110, 165–168cost recovery and, 107–108ergonomics and, 104–105layout of front desk, 94–97main menu of, 108, 109needs analysis and, 97–100, 121selection ofconsiderations in, 105–107hardware, 101, 103–104software, 100–101training procedure, 343–344PROS Revenue Management, 166–167Psychographic data, 21QQuality Inns, 388RRack rate, 35, 110, 198Randall, Randy, 176Real estate investment trusts (REITs),8–9Referral member reservation system,131–132Referral property, 19–20Registration, 181–219additional bookings at, 135–136,201–202computerized, 111, 204–215credit extension, 186–189first impressions during, 182–183group, 206, 207guest information at, 183–184,185–186, 205key assignment, 202–204, 210room selection, 189–194steps in, 184upselling during, 362–363, 366See also Room ratesRegistration cards, 185–186, 252,253Renaissance Hotels, 18Repair orders, 78, 118Reservation codes, 144–145Reservation manager, 51Reservations, 127–159additional bookingsat checkout, 248–249at registration, 135–136, 201–202blocking procedure, 56, 142, 146,148, 189–190cancellations, 145–146computerized, 102, 128–130central system, 109–110, 142–143cost effectiveness of, 155individual hotel PMS, 147–154integrated CRS/PMS, 154overview, 128–130for corporate client, 132–133forecasting, 136–137, 138franchisee system, 131for group travelers, 133–135guest histories, 73, 119importance of, 128inquiry about, 185Internet bookings, 130–131, 135no-shows, 137–139, 143outsourcing, 143overbooking, 137–141, 154, 208–209payment method and, 145referral system, 35, 131–132, 133,135on toll-free number, 133, 135through travel agents, 133, 135,153types of, 139, 144–145See also Yield managementReservation status, 147, 194Residence Inn, 4Residential hotels, 14Restaurant sales. See Food and beveragesalesRevenue per available room(RevPAR), 15, 16–17, 164,269Revenue potential, 169Revenue realized, 169Revenue report, 264, 279RevPAR (revenue per availableroom), 16, 164Ritz, Cesar, 3Ritz-Carlton Hotel Company, 316Role-playing, in job training, 46, 347–348, 370Roomblocking procedure, 56, 61, 142,146, 148, 189–190design and layout, 190, 191guest requests, 147–148, 149, 190–193inventory, 51, 190, 193–194, 206,208marketing data on, 254rates. See Room ratesrevenue, 15, 164, 281sales. See Sales; Sales, front officerole inselection, 189–194Room attendants, 41, 116–117Room rates, 194–201average daily rate (ADR), 15–16,35, 163–164establishing, 195–197marketing data on, 254maximizing, 199–201optimal, 170price reduction, 193rack rate, 35, 110types of, 197–199verifying, 209–210See also Yield managementRoom rental, night audit, 271, 277Room sales figure, 275Room servicenight audit, 271, 276promotion of, 366Room statushousekeeping, 74–75, 81–82,112, 116, 193–194, 206, 208,214reservation, 111–112, 194Room tax, 226, 271, 275Rule-of-thumb method for determiningroom rates, 196TLFeBOOK