Creating a Great First Impression by Phone

Phone etiquette helps encourage clear lines of communication, build rapport, and avoid misunderstanding. It is an important part of customer service and influences the first impression that people form of your business. Here’s how to let callers know that they are dealing with a great company:

Great customer service begins BEFORE the phone even rings. Make sure that you:

Have an organized desk

Pen and paper ready

A list of phone extensions nearby

Know the names, title, and responsibilities of everyone in your office

Have an updated list as to who is in the office today, who is in a meeting, who is out to lunch, and when will they be back

Have a list of who to refer calls to (general topic and person responsible)

Know who has assistants and where calls should be directed if the assistant is out of the office

If you are not comfortable greeting callers, practice in front of a mirror

Learn the call transfer system thoroughly

Familiarize yourself with the answers to general questions regarding your company

Do not disclose confidential information

Some tips on answering the phone:

The best time to answer the phone is just after the second ring. You don’t want to catch the caller off-guard by answering too quickly, nor do you want them to wait too long.

Greet the customer; thank the customer for calling your company; identify yourself; ask how you can assist. For example: “Good morning/Good afternoon. Thank you for calling _____________. This is __________________. How may I direct your call?”

Answer in a warm, enthusiastic, friendly, and positive tone of voice. This makes callers understand that you are happy to assist.

Smile! Believe it or not, it shows through the phone!

LISTEN carefully to what the caller is saying or requesting

Be patient. Stay cool, calm and collected.

Ask callers for their names, even if it is not necessary, and use their names during the remainder the call.

Speak clearly, slowly and in a low tone of voice (you don’t want to seem like you’re screaming)

Never talk with anything in your mouth.

Putting a Caller on Hold:

When putting callers on hold, always ask permission.

When taking callers off hold, always thank them for their patience.

Transferring a Caller:

All co-workers should know how to use the call transfer system. Everyone should know how to transfer callers directly to other co-worker’s extensions; in this way callers will not have to repeat requests a second time and the number of transfers will be reduced.

When transferring callers, tell them the name of the person to whom you are transferring them; announce callers’ names to your co-workers.

Taking Phone Messages: Be sure to record the following information…

Caller’s name and company (if applicable). Repeat this information out loud to ensure accuracy

Time and date of the call

Subject of the call

Ask if callers want their calls retuned. If the answer is yes, get their phone number and ask what time would be convenient for them

Creating a Great Last (until next time) Impression:

Ask if you have answered all of the callers’ questions

Thank them for calling

Always end with a pleasantry, such as: “It was nice speaking with you!” “Have a great day!”

Let the caller hang up first; this shows you are not in a hurry to get off the phone.

DO:

DO make the caller feel special.

DO develop a consistent greeting (hotels be sure to meet any brand standards) that is to be used by all staff. DO use a Unique Selling Proposition in your greeting.

DO put the phone down in a gentle manner if this is necessary during the call; it will be easier on the caller’s ear.

DO speak directly into the receiver, without burying it on your shoulder or neck.

DO avoid background noise as much as possible.

DO put a small mirror next to the phone. Smile. Research shows that smiling can be “felt” over the phone.

DO maintain a professional manner at all times!

DON’T:

DON’T type or shuffle papers. It suggests that you’re not listening to the caller.

DON’T eat, chewing gum, or have anything in your mouth while talking on the phone.

DON’T sound rushed, as if you have more important things to be doing.

DON’T keep a caller on hold for more than 30 seconds. Speed sells!

Be The Brand

The crux of being a successful brand in the Experience Economy revolves around orchestrating “Branded Moments of Truth”, not only into an exceptional exercise in service but also a seamless Brand story built by the geometric progression of staged, authentic moments. It is here, through this ever deepening, ideal relationship, that Brand loyalty is forged.

We're in the “feeling business”. If that sounds manipulative, it is, because Consumers have been lied to so often. The truth is that if you present yourself as you really are in all things, deliver on the functional, emotional and aspirational promises you make, and engage your customers in a personal, ongoing relationship, Brand loyalty will be your reward. It's difficult for business people who are often driven by numbers and processes to switch gears, but that is what separates also-rans from the winners in the Experience Economy, particularly in Hospitality and Retail.

How authentic and compelling is your Story, the passion around which you created your Brand? Have you created stimuli for the five senses which will engage your Guest? And, most importantly, have you crafted the Experience within your property, where literally each and every aspect of your operation positively “touches” your Guest throughout their time with you. Perhaps, an apt approach would be a “Wall to Wall” marketing assessment, where you insure that your Brand is supported throughout your Guest’s stay, moment by moment.

As pointed out above, most businesses waste the chance to Brand by sending messages that are mixed, too weak, or simply wrong. Guests will always have a Branded Experience, whether the business tries to influence or not. Therefore, make your stand, and transmit your crafted messages at every step of the Guest’s visit with you.

Your “Wall to Wall” exercise can be accomplished with your Management Team or even members of your business community in a broader Destination application, for each will be oriented as the ultimate Consumer, assisting you to substantiate the Experience. The assessment begins with key questions to answer when trying to determine what your “Moments of Brand Truth” are:

Have you asked the consumer what is important to them? What they like and dislike? How do they perceive you?

Have you defined the WOW’s in the Experience you are selling in specific and distinctive terms?

Have you asked yourself what is your single greatest strength? You need a clear statement of your Values.

Have you written out the description of the ideal buying experience from first contact to goodbye?

Have you sought to understand what your customer is really buying when they purchase from you?

Have you imagined what feelings you want the guest to experience every step of the way?

Do you have a clear idea of what your employees believe? They are your Ambassadors, after all.

From this exercise, shared with the “Wall to Wall” Team, who will assist in the Brand Audit, you will have derived what you are today, and certainly what you can be. You have discovered what you are really selling, beyond mere product or service. Your Story has become Branded, a good exercise in itself!

With your Brand identity at hand and shared with your Team, you begin the Tour through your property and business representative, from the very onset, of the Guest’s visit, essentially the first contact point through to the conclusion. It could start with your web site, but certainly would include your parking lots and signage, your reception/entrance, your Lobby, restaurant, corridors, Guest Rooms, function areas, pool, and grounds - any and everything which would “touch” your Guest. In other Retail operations, you would be looking at directionals, merchandising, Sales Associates’ conduct and presentation to name some aspects. You might be evaluating colors, ambiance, collaterals, aromas, noise, furniture and fixtures, at minimum. In every section, zone, or room, you are asking, “What am I selling? What am I telling? Are the details consistent with the Brand personality you have devised, your Story? What is missing? What does not translate? What detracts? How are the five senses being engaged?”

Of course, the ultimate benefit comes at the end of the Tour, where your “Wall to Wall” Assessment Team shares their thoughts and recommendations during a debriefing. This is the amicable Report Card, prompting the next step for the owner/operator to design Brand Action Plans.

However daunting, your job is to create the most intense, stimulating Brand Experience you can craft. You cannot be demonstrable enough when it comes to presenting your Brand. However, loud does not mean vulgar, cheap or unattractive. The loud is proud, vibrant, true, authentic and unrelenting. A “Wall to Wall” provides the vehicle for Brand intensity.

The “Wall to Wall” assessment makes particular sense for the middle market/upper end independent, who is selling their uniqueness, as opposed to the chain operations which are representing consistency. But, the flags can benefit, as well, for the exercise, accomplished in several locations can test the consistency of the Brand and actually surface additional enhancements. The independent is often abounding with their signatures, which frequently are at cross purposes. “Wall to Wall” helps them round out a truer definition of their distinction. And, this has application to the Public Sector, as well, literally any enterprise which has contact points with an audience. Think your Immigration, Customs, Police Department, transit operations.

In conclusion, we must reiterate that Businesses need data, information to create their Customer Profile, their likes and dislikes, and their reaction to the Experience. You simply cannot formulate any strategy until you know what the market will bear fruitfully. Also, you cannot deliver in a vacuum; your employees must be integral to the formula, where their skills and behaviors are advanced by continuing and dedicated Training and Development activities. “Wall To Wall” invigorates all parties, leading to Brand recognition and loyalty. This is a powerful concept, whether you are a free standing business, an association, or even a Destination amalgam. Do not lose the opportunity to make an impact!

Nervous Service

"Well, shake it up, baby, now, (shake it up, baby)

Twist and shout. (twist and shout)

Cmon, cmon, cmon, cmon, baby, now, (come on baby)

Come on and work it on out. (work it on out)..."

These wonderful lyrics from The Beatles remind me of summer but lately they've been reminding me of something else... Nervous Service! Call it shaky, call it uneasy, call it anxious, high-strung, sensitive or walking on pins and needles. These kinds of service experiences make the guest want to TWIST and SHOUT!!! What happens when employees are so focused on their duties, so concerned about management's expectations, so worried about letting co-workers down? Nervous service can bumble the job! Walking the line between expectations and service delivery can be challenging. How can employees better understand the seamless delivery of service and how they can have fun doing it without the jitters? Can hotels and hospitality organizations "work it on out"?

There are all kinds of nervousness as noted above. One type is excitability or rather "undue "excitability. When we dined in a new beach area restaurant, open only two weeks, we were quickly unexcited about our service experience. Our waitress was quite pleasant and seemed enthusiastic about her new role and environment. When we asked questions, she seemed quite eager to respond and assured us we would get the particulars of our order. We allowed our expectations to rise to match hers in serving us. When another server brought our order, it was all the wrong stuff. She was not there to oversee the delivery and we had a tough time flagging her down. She seemed a bit concerned but whisked the dishes away with nary an apology. Seems like the kitchen was too excited to pay attention to the orders and just sent out the food. She was too excited to pay attention to our order quality, delivery and satisfaction. And, then, to top it off, we reached for salt and pepper and the containers were empty. Seems the staff was too excited about setting the new tables and forgot to check if the shakers were filled. Lots of attention and excitement to opening a new restaurant. Little attention to the service and details that make a difference.

At a major national retail store, selling lotions, spa products and fragrances, a friend and I encountered the tense, flustered and confused kind of nervousness. The lady who served us was determined to show us all the specials but could not articulate the details of any of them. In the middle of our transaction, once we helped her sort out the product confusion, she stopped everything she was doing for us to turn to new customers who had just entered the store and asked if she could help them. She explained to us that she had to interrupt our sale because it was ‘store policy' to greet everyone as they walked in the door. She was agitated and anxious and so were we. She just could not figure out how to communicate product knowledge, complete our transaction and address all new/incoming customers at the same time! She became more flustered and confused as more activity took place. As we were now late to a lunch appointment, she finally completed our sale. She then asked us if we wanted some free samples. When we said yes, she said we would have to wait for them because she had to help the other customers! That's what you call nerve-racking nervous service!

What was so interesting about that experience is that she had been trained to handle things in a specific order and used zero judgment in delivering service. I don't think she even knew how. She had been equipped with knowing how to do the process. She had not been equipped with the skills and confidence to serve. She had been trained in product specials. She had not been trained in product knowledge about those specials. When actions like this take place and circumstances do not flow together, everybody gets nervous and nobody gets satisfied.

On another date, I had just completed a relaxing facial at a well-known international spa. I floated out of my therapy room and drifted up to the front desk to settle my bill. Up to this point, the staff had gone out of their way to create a peaceful, easy environment. Their treatments and service had calmed me down and I was ready to quietly embrace the rest of my day. It was not to be. The front desk was abrupt and confused as they looked for my bill. They fumbled and fussed as they tried to assemble my services and products. They were irritable, on edge , apprehensive and defensive. Their bill processing bumbles instantly frazzled my nerves and made the rest of my experience null, void and unpleasantly memorable. They seemed to be completely disconnected from the serenity of the spa and were under a strain to make my parting moments peaceful. They did not view their jobs as part of the guest experience and were most concerned about front desk procedures and accuracy and they were nervous about it!

Another kind of nervous service is the fearful kind. This is when an employee is so nervous about doing the right thing, especially if their manager is watching them, that they make the guests and customers nervous. This happened in a bar of a major hotel in the Hawaiian Islands. We had just ordered Mai Tai's and then decided to change our order to something else. We asked the waiter for a more unusual drink which he did not recognize. We then asked him to ask the bartender, who was also apparently his manager. He seemed nervous to do so, especially since the manager appeared busy. When he did finally approach him, he was given a flat no and scurried back to tell us. There was no attempt at teamwork in serving us what we wanted and no role model or service leadership from this employee's manager. Instead, our very nice waiter seemed afraid of making a mistake and moved nervously from table to table. He had been unnerved in developing his own service confidence and did not appear to have any guidance or support in making guests feel comfortable.

The flip side of nervousness is confidence and sureness. We walked into an Italian restaurant in London and were warmly welcomed and seated. It was a cold night so our waiter asked us if we needed more heat and if the table position was to our liking. Our six year old son was with us and this waiter invited him to check out some of the interesting parts of the restaurant while we waited for our order. He used wonderful adjectives to describe menu items and recommended menu selections we would not have considered on our own. He engaged us in a sincere way and was cool, calm and collected with each interaction. Before we knew it, we had spent a lot more than we had planned because he was so effective and confident in creating our experience. He made the meal and evening entertaining and meaningful for grown-ups as well as a child. He was fun and obviously had the instincts, attitude and training that make ordinary moments extraordinary. Service confidence is a real factor in effective delivery at each touchpoint. His decisive delivery made a direct impact on the bottom line.

Whether it's the jitters, the willies, the heebie-jeebies, the jimjams, the jumps, the shakes, the quivers, the trembles, the dithers, the all-overs, the butterflies, the shivers, stage fright, fidgetiness, panic, trepidation, tension, or pressure, nervous service of any kind does not work in service delivery.

Keep the following in mind to ease the tension when nervous service shows up or before it does:

• Pay attention to the excitement of effective and seamless service delivery. Don't let excitement overshadow effectiveness and quality. Make sure the front, middle and end of any service experience flow together and that attention to detail is constant.

• Make sure employees have enough product knowledge so they can be confident with menus, products, services, amenities and all aspects of a hotel or hospitality environment. They must internalize the information, not simply memorize it. Design training or use professional trainers to include role plays and real examples to do just that.

• Introduce service skills to go with each step of procedures and operations. Make sure efficiency does not overrule effectiveness. Show employees how they impact each moment of a guest experience, no matter how brief the interaction. Give them perspective from the guest's point of view and show them how their intentions may differ from guest perceptions.

• Give employees confidence to do their jobs and support them in making good decisions. Be a service leader and understand management's responsibility in being a service role model. Encourage them to focus on doing things right rather than what they might do wrong. Scolding demotivates. Recognition motivates.

• Look for symptoms of nervous employees: robotic employees who seem disconnected from reality, staff outcasts who seem to have trouble functioning with the rest of the team. Find out why and do something positive about it.

• Meet with staff and discuss confidence and comfort levels with meeting service standards. Create an environment where managers are encouraged to coach nervous players and notice the signs of nervous service.

• Consider a service delivery buddy system so each player can spot another's service nervousness. They can report to each other and their supervisors if need be. Get everyone's awareness up....shake it up!

• Empower employees to go above and beyond to create memorable experiences. Map out potential guest experiences where they can impact the flow of events, even with something as simple as a ‘welcome', a smile or eye contact. Give them training and tools to build their confidence so they can be cool, calm and collected.

Don't be unnerved, unmanned, unstrung, undone, reduced to jelly, unglued, shaken, upset or dashed. Don't let employees get a case of nerves, a spell of nerves, an attack of nerves or be in a state of nerves. Have the nerve to do something about it. You'll be less nervous about the bottom line when you do. Don't be a fool... be cool.

Better yet...

"Well, work it on out, honey. (work it on out)

You know you look so good. (look so good)

You know you got me goin, now, (got me goin)

Just like I knew you would. (like I knew you would)!"

The Power of Welcome

What makes us feel welcome, comfortable, appreciated in any environment? What kinds of emotions are triggered when we experience a welcoming feeling -and when we don't? How do hoteliers instill the spirit of welcome in their teams and create a warm sense of belonging the moment their guests arrive? And, how can the power of welcome move beyond borders and reach out to guests before they even set foot on the property?
Recently, I was in a doctor's office and was overwhelmed by how welcome I felt and how comfortable the staff made me feel. Having felt quite the opposite, unwelcome and uncomfortable, in many doctor offices, I was actually stunned by this experience. What made this team different is that from the moment I opened the door, each person from the receptionist, to the administration team, to the x-ray technician, to the nurse and the doctor greeted me warmly by name and with direct eye contact. Each person I met introduced themselves and explained what would happen next. I felt unique and special even though I was probably one of over 100 patients that day. I noticed that the doctor in charge was very interactive with his staff, greeted them and laughed with them and kept a level of positive energy going at all times, even with a demanding schedule. His staff felt welcome and special too and that impacted the way they treated each patient.
In any hospitality environment, the spirit of welcome is so important in creating a strong foundation for the guest experience. Each person, each point of contact, can add so much to the ‘welcoming' experience for guests!
A welcome goes beyond words, it creates a feeling of caring and gives a sense of pleasure. A sincere welcome reaches out and positively pulls guests in to the hospitality environment they have chosen and makes guests feel like they have made a good choice. A cordial and courteous welcome gives guest the feeling they have been invited to join the setting even though they chose to go on their own. The power of welcome is to affirm the guest made the right choice and is further welcome to enjoy (and spend!) each aspect the property (or business) has to offer.
On a recent trip to London, we found ourselves looking for dinner after 10pm and were not having much luck. Finally, we found an Italian restaurant, after walking and searching for about an hour. We were tired, weary and hungry. We were warmly greeted, like missing family, by Salvo the owner, who gently ushered us to a comfortable corner table. He fussed over us, steered his team over to us promptly and chatted with us as if he had known us for years. We felt immeasurably welcome within minutes and relaxed into one of our most enjoyable meals ever. He checked on us regularly, brought the meals himself, and made sure the spirit of welcome in his restaurant was constant for our entire stay.
Hoteliers and hospitality leaders can generate a feeling of welcome in many different ways. Due to bad weather and traffic we arrived very late at our lodging after a longer than expected nine hour drive. Once again, it was after 10pm, all markets and restaurants were closed and we were starving and frustrated. As we unlocked the door, a cheery written welcome sign and a small basket of fresh local bread, and healthy snacks to tide us over until morning greeted us. We were so relieved and enjoyed these treats as a welcome respite from our hard drive and appreciated anticipation of our stay to come. This thoughtful gesture made us feel so welcome, even with no one around.
Written communications which confirm reservations in advance of any property or venue visit, whether for business or pleasure, can also begin the welcoming process. Add a welcoming statement to correspondence which confirms guest and business plans and begin establishing a special feeling and mindset for each pending visit.
Hoteliers can use the power of welcome throughout every facet of the guest experience, both within and beyond property borders. Welcoming strategies can be developed for different arrival times and in consideration of guest profiles. For travelers who arrive late, something comforting waiting in their rooms, may be just the welcoming feeling needed after the stress and fatigue of travel. Housekeeping teams can be trained to deliver something appropriate for any late arrival such as chamomile tea, warm cookies, and especially a welcome note acknowledging their late arrival with an offer to help make them comfortable, even at that late hour.
When dining, hosts and servers should welcome guests in addition to serving them and understand the value of making guests feel at home while eating a meal.
Children offer all sorts of opportunities for unique welcome strategies. I always appreciate the front desk agent who acknowledges and welcomes my 8 year old son at the same time that he or she welcomes me. Sometimes, a small gift of something (some tic tac toe sheets or small games or even a treat) to occupy the child's time while parents get registered and have luggage delivered can be a relief to parents and fun for the children.
On the other hand, an unwelcome feeling is very easy to create as well. Looking down while speaking, no introduction or use of names, rushed and robotic gestures, efficient yet discourteous service - all of these can dismiss any hope of a welcoming feeling . When a feeling of welcome is not there, it makes guests uncomfortable and question their lodging or business choice. Guests become less inclined to spend more, come back again, or refer others. Why would they? They did not feel welcome or welcome to come back!
A welcome expresses and acknowledges gratitude for a particular action which is why we say "you're welcome" in response to a thank you. These simple words show appreciation and value for whatever just took place.
There are so many ways to use the power of welcome as a business strategy and key facet of exceptional service delivery. Keep the following tips in mind and consider developing the welcome thought process:
Recognize how to make guests feel welcome. Direct eye contact, a smile and sincere words at each point of contact will generate positive emotional responses in guests.
Introduce yourself. By giving your name you also give your welcome and bring guests closer to feeling comfortable and relaxed.
Keep checking on guests and evaluate if they seem to feel welcome or if they appear uptight or uncomfortable. Like Salvo the restaurant owner, he kept checking on us and making sure his welcome was constant and consistent.
Determine ways to welcome guests before they even arrive and beyond property borders. Strategize on ways to reach out and invite guests to feel welcome before they set foot on the premises.
Consider special touches, like the bread basket and personal notes, to continue to build on a feeling of welcome. Brainstorm creative welcome ideas with managers and their teams. Involve them in the process.
Ensure employees feel welcome in their own work space and place and welcome them to work each day! Post signs in break rooms and around the property and make sure that welcoming feeling begins each staff meeting.
Creative uses of the spirit and power of welcome will keep guests wanting more. Welcome a welcoming strategy into managing each guest experience and welcome the referrals, repeat business and additional income which will make more business welcome!

Front Office Check List (Shift Wise)

CHECK IT LIST FOR FRONT OFFICE
(MORNING SHIFT)

NAME SHIFT DATE :

MAINTENANCE ROOMS

HOUSE GUEST :
REMARKS

1. CHECK FOR THE ARRIVALS/CHECK THE P/UP REQUIREMENTS YES/NO
2. ROOM BLOCKING DONE YES/NO
3. AMENITIES SENT TO ROOM SERVICE & H/KEEPING B4 8:45 YES/NO
4. KEYS TALLY YES/NO
5. CASH, REPORTS HAND OVER TO A/C’S YES/NO
6. LOG BOOK KEPT WITH REPORTS IN E.D. CABIN B4 9:30 YES/NO
7. EXPECTED ARRIVALS CONFIRMED WITH THE BOOKERS YES/NO
8. CHECK THE GROOMING OF THE BELL BOYS DONE. YES/NO
9. IMP. MESSAGES /INCIDENT/INFORMATION TO NEXT SHIFT YES/NO
_______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
_____________________________________________________________________________________________________________

10. CHECK AND UPDATE ALL THE GUEST INFO. IN THE SYSTEM. YES/NO
11. BALANCE W/UP CALL GIVEN YES/NO
12. C-FORM SEND NIL YES/NO
13. CASH HANDED OVER TO AFTERNOON SHIFT YES/NO

HANDED OVER TO SIGNATURE




CHECK IT LIST FOR FRONT OFFICE
(AFTERNOON SHIFT)

NAME___________________________ SHIFT DATE :___________________

MAINTENANCE ROOMS:____________________________________
REMARKS
HOUSE GUEST :____________________________________

1. ROOM BLOCKING & PICKUP FOR REMAINING ARRIVALS YES/NO
2. CORRESPONDENCE/FILING DONE YES/NO
3. IMP. MESSAGES /INCIDENT/INFORMATION FOR NEXT SHIFT YES/NO
4. KEYS TALLY YES/NO
5. MENTION ANY OTHER IMPOTANT MESSAGE
_______________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
_____________________________________________________________________________________________________________

6. WAKE-UP CALL & RECORD DONE PROPERLY YES/NO.
7. INFORM NEXT DAY’S ARRIVALS TO H.K., R/S, CHEF YES/NO
8. DEPATURES FOR NEXT DAY CONFIRMED WITH DROP. YES/NO
9. BREAKFAST /MEAL COUPON ISSUED TO GUEST YES/NO
10. REVIEW EXPECTED ARRIVALS & DEPARTURE YES/NO
11. C-FORM SEND NIL YES/NO
12. CASH HANDED OVER TO NIGHT SHIFT WITH DENOMINATION YES/NO
OF 100S, 50S, 10S & COINS

HANDED OVER TO SIGNATURE






CHECK IT LIST FOR FRONT OFFICE
(NIGHT SHIFT)

NAME________________ SHIFT:_____________________ DATE:____________________

MAINTENANCE ROOMS:______________________________________

HOUSE GUEST :_______________________________________ REMARKS

1. REVIEW OCCUPANCY LIST YES/NO
2. CHECK GUEST DETAILS YES/NO
3. CHECK THE TARIFF POSTED YES/NO
4. KEYS TALLY YES/NO
5. TAKE OVER CASH FROM F& B OUTLETS YES/NO
6. MAKE CASH COVER/CLOSE TODAYS CASH BOOK YES/NO
7. PREPARE REPORTS YES/NO
8. TAKE BATCH CLOSE YES/NO
9. CHECK FOR SLLEP OUT BEFORE DAY END YES/NO
10. CLEAN RECEPTION AND BACK OFFICE THR H/K OR B/B YES/NO
11. BLOCK ROOMS FOR EXPECTED ARRIVALS YES/NO
12. PRINT REG.CARD & KEY JACKET YES/NO
13. CHECK SUPPORTINGS OF ROOMS OCCUPIED (BTC-ARRANGED
AS DISPLAYED IN BILL YES/NO
14. ARRANGE RESERVN FORM TIME WISE IN TODAYS ARRIVAL FILE YES/NO
15. PRINT PLACARD FOR THE PICK-UPS YES/NO
16. PRINT TODAY’S ARRIVAL GUEST LIST FOR LOBBY DISPLAY. YES/NO
17. CHECK C –FORM PENDING TO SEND YES/NO
18. MENTION ANY OTHER IMPOTANT MESSAGE YES/NO
___________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________
18. CASH HANDED OVER TO MORNING SHIFT YES/NO

HANDED OVER TO SIGNATURE


F.O.M FLASH

YESTERDAY’S CLOSING:- DATE : -

TODAY’S ARRIVAL:- TODAY’S DEPARTURE:-

YESTERDAYS SALE:- TILL DATE OCC% :-

TILL DATE SALE:- VARIANCE FROM BUDGET:-
V.I.P IN HOUSE:- EXPECTED V.I.P - NAME & COMPANY:-






GROUP IN HOUSE:- EXPECTED GROUP:-




BALANCE OVER 10K:-

Guest Check-out

ACHIEVEMENT:-
To ensure that the guest bill settlement process is handled quickly and efficiently.

PROCEDURES
Guests could either call at the Front Desk to announce departure or just come to the Front Desk to check out.
Waiting in the queue at the Front Desk should not be more than one minute.
If you are engaged, waiting guests must be acknowledged with proper eye contact.
“Sir, just a moment please, I shall be with you as soon as I have assisted this gentleman/lady.”

Locate the record of the guest and the bill in the system and the reg. card as well as supporting vouchers from the file within 30 m seconds.
Addresses the guest by his/her last name at least 3 times during the check out (ensure the correct pronunciation of the name and never call the guests by their first name). Separately acknowledge the children.
Verify the departure date, room number.
Ensure that:-
The F& B charges are posted correctly.
The Miscellaneous charges are posted correctly.
The Telephone charges are posted correctly.
The mini-bar charges are posted correctly.
The late charges to be posted are confirmed with the guest.

“I am Mr. Verma from room number 204 would like to check-out.”
“Certainly, Mr.Verma let me bring out your registration card”
“How was your stay Mr.Verma?”
“Are there any other late charges like breakfast, mini-bar etc.?”
“Your folio is ready would you like to review it?”

Confirm the method of payment and ensure that the billing instruction and charge routing instruction established at the time of check-in are correctly adhered to.
Offer transportation assistance.
“Mr.Verma, how would you be proceeding to the airport?, we can organize a vehicle to drop you”(if yes check if the charges are to be added to his bills)

Offer to print a copy of the bill for review.
“Mr. Verma would you like to keep all the charges to your credit card given at the time of check-in” “Thank you for staying with us Mr.Verma we hope to see you again.”

Process payment discretely and issue correct change if any.
If the guest issues cash or credit card to settle his/her account post the corresponding Rupee value in the Fortune. And print a copy of the invoice and offer it to the guest. Issue the change. Do not cancel the credit card authorization, if any, from the swipe machine unless specifically mentioned by the guest.
If deposit paid in advance is more than the total expenditure of the guest. Post a paid out, take guest’s signature and print a copy of the bill for the guest.
If the guest settles his bill by the credit card, use the approval code to settle the amount. Post the amount as payment by relevant credit card and print a zero balance copy of the guest invoice. Take Guest’s signature on the credit card slip and include that in the paperwork.
If the guest settles the bill against a company account or a letter of credit ensure that required authorization is available. Also, only the authorized items of expenditure should be billed to the company or against letter of credit and the balance is to be settled by the guest either by credit or cash.
Similarly, if the guest pays using the travel agent voucher, ensure that the only authorized/listed items of expenditure are settled against such voucher and the balance is settled by the guest himself.

If the guest is checking out late, ensure that the late charge is posted as required and billing instructions are correctly adhered to while settling the late charges. Specifically, in case of a settlement against letter of credit, company or house account, travel agent voucher, Front desk must ensure that the billing and the charge routing instructions are accurately adhered to and clarified to the guest.

If the credit is to be extended to the guest other than a normal credit, ensure that the proper forwarding address is taken. (SOP No.)1

Verify the time of vacating the room.

1In no circumstances the FOE should allow any folio to have open balances at his/her shift.
· Offer baggage assistance. (If the bags have to be fetched)
“Mr. Verma would you require assistance to bring your bags down?”

· Luggage assistance should be provided in less than 8 minutes.
· Request to have the keys back.
· Offer to make a reservation for the future date.
· Take note os any comments/complaints. Specifically thank the guest for pointing out the problem.
· Check for future reservations.
· Thank the guest for staying at the hotel.

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FINANCE RELATED FRONT OFFICE NORMS

Exchange rates to be charged:
Where US Dollar tariff bills are settled in Indian Rupees, the rate of conversion applicable will be as on date of departure.

Documentation for Guests holding diplomatic passport/ Resident foreigner
All such guests would have to produce relevant documents to support their identity. A photocopy of such documents should be attached along with the accounts copy of the registration form.
· A resident foreigner would have to produce a Certificate of Registration.
· For a Diplomat, a photocopy of his passport to be taken. Aphotocopy of the Official Diplomatic Identity Card could also serve the Purpose. They are exempted from expenditure tax only. Certain Diplomats working for the Government of India would have a waiver on the luxury tax also. In such cases they should produce documents to support their claim and photocopies to be attached with the registration card.


Credit policies: Company/Travel Agent/ Airlines/Honoring PSO (Passenger Service Order) vouchers
Only companies approved credit list (form the Accounts Department) would be entitled for their guest bills to be sent to the company. This would also apply for Travel Agents, Airlines and PSO vouchers. In case there is a request from a company not on the list, then the approval of the Chief Accountant is necessary on the written document , which has to be obtained from the company.

Ina situation where by a regular guest (known to the hotel) falls short on payment (through a credit card or cash) on check out, at the FOE’s discretion the balance can be transferred to city ledger and billed to the address given. Proper narration to be mentioned along with the folio so that the credit department can follow-up, but the liability would rest in the FOE who authorizes this credit. (Such balances not to exceed more than Rs.5,000/-)

Requirements for bills to be sent to a company, on the credit list
Only company’s on the approved credit list would enjoy credit facilities.
A letter on the company letterhead would be a prerequisite for bills to be sent to the company. The letter should clearly mention the guest entitlements , the address and the concerned department/authorized person where the bills have to be sent.
There would be companies who give bookings on a very regular basis and they might find it difficult to send billing letters for every booking. In such a case the hotel should have an initial letter stating the above difficulty along with the rekevant details, on the forwarding address, entitlements and the concerned department/authorized person so that this would facilitate smooth recovery. This letter should also accept the liability for payments of guests, whose stays have been booked telephonically.
In case a guest wants to extend his stay and billing reads as entire bill to company or part of the bill goes to the company a fresh billing letter has to be followed up from the company.

Non credit list company cheque payments
There would be requests from non-credit list companies for settling their guest bills. Ideally these companies would have to make a complete settlement before their guest checks out. This would initially be in the form of an advance, which would cover the expected expenses of the entire stay. In case the payment is made by a cheque, then it has to be made well in advance so that the mony is realized before the guest checks-in. All the balances should be collected prior to checkout. This has to be made very clear in the letter of confirmation to the company.

Signature on file
The hotel policy does not permit settling of guest bills by this method. In case there is a situation where-in the guest insists to settle through this method, then the Chief Accountant needs to be informed immediately.

Establishment of Credit
On check-in, an appropriate authorization is to be taken so that it covers the entire stay along with the incidentals. In case there is an extention of stay or any abnormal expenditure, then further approvals to be taken.

High balance reports
The limit would be fixed for individual guest considering the length of stay and the authorization received. The High Balance Report should be checked every day by the FOE and followed up for further authorization/deposits as the case may be.

Long stay guest bills
Long stay bills to be closed on a weekly basis preferably on a Friday (it is understood that an appropriate authorization has already been taken). In case if the billing is to the company then the guest would have time till Sunday to review his bills. On obtaining his/her signature the bills to be forwarded to the Credit Department for processing. Such bills will feature on the High Balance Reports but will be actioned as above.

Paid Outs
This would include making payments on behalf of a guest to a maximum limit of Rs.1,000/-. A complete narration has to be made and the signature of the guest must be obtained immediately. Paid outs summary must be countersigned by the Front Office Executive at the end of each shift.

Cash Advance against Credit Cards.
No cash advances will be allowed against the guest credit card under any circumstances except in case of an emergency and when it is authorized by general
Manager or the Chief Accountant. In such exceptional cases there will be 5% service
Charge levied for each transaction.

IOU
No IOU to be disbursed from the Front Desk.

Advances
No advances to be disbursed from the Front office. The emergency payments, after Accounts office hours, to be made on a petty cash voucher.

Petty Cash
No petty cash vouchers to be settled during the normal working hours (0900hrs-1800hrs) from the Front Desk. Petty cash vouchers shall be treated as cash and can be exchanged with the general cashier.

Miscellaneous charges
These would basically be charges for miscellaneous services such as baby sitting , arranging for a flower boquet among others. A Miscellaneous voucher with the relevant details to be raised.

Credit card tips (on check out) - Front Desk
On the date set by the accounts department, every month, tips collected through credit cards (on check out) can be collected from the accounts department.

FOA shift wise balancing of accounts:
All FOAs handling cash to take into account,recipts.paid outs, foredin exchange transactions, petty cash vouchers, advance received and credit card settlements while balancing their shift accounts. The float amount to be maintained at the maximum level while concluding a shift. The entire proceeds to be counted in front of thr foe, put in an an envelop and sealed with the countersignature of the FOE/AFOM on the flap and dropped in the safe.

Aregister, “Daily Collection General Cashier book”, is maintained at the backoffice. This records all envelops dropped into safe. Front Office Executive and a Security guard countersigns against every entry in the register.

While concluding a morning shift, the float amount falls short to the maximum level due to FOREX exchanged then the relevant amount to be taken from the General cashier. In the event there is a decrease in the float level, during an afternoon and night shift, the said amount is topped up by the General Cashier in the morning.

Shortages:
Under no circumstances would shortages be accepted while balancing shift accounts. The FOA handling cash is solely responsible for these shortages. In case the shortage exist, the FOE or AFOM to be immediately informed. The amount to be reinstated by the concerned FOA before handing over charge.

Foreign exchange transactions:
It is a statutory requirement that every Forex transaction has to have an exchange certificate as a support document. Serial numbers of exchanged currency notes to be recorded on the reverse of the Accounts copy of the certificate. This facility of exchange to be rendered to in-house guests only. A reconciled statement, as per format, to be made for every shift by the FOE. Foreign currency will not be soled across the counter to guests.
While exchanging a TC it is important that the countersign is done in the presence of the FOA and that it tallies with the original signature. If there exists doubt on the countersign, the guest needs his signature.

Availability of small change money
It should be ensured that ample of change is available at the front Desk. This would be part of the briefing before commencing a shift.

Allowances
Every allowance/credit, accorded to a guest for, reasons, which are justified, has to be accounted for. A proper voucher to be raised with a clear narration stating the reasons for crediting the bill.

Room only complimentary
Whenever a room is being given on a complimentary basis the room tariff to be brought to zero. Only extras are to be accounted for and collected on checkout. On departure a note to go along with the folio stating under whose reference the room was complemented.
In the case of an entire house use, relevant executives/departments to be informed on the special instructions.

Barter Arrangement
All barter deals need to have the GM’s approval. Bills have to be raised on rack rates wherever such an arrangement exists. The Accounts Department to be informed on such stays.

Discounts to be offered at the Front Desk
For walk-in’s, an FOA can offer discounts to the tune of USD 150 INR 5,000/- + taxes. Incase there is a situation wherein a further discounts has to be offered, then the FOE has to be involved, who can take an appropriate decision (this would depend on the prevailing occupancy and future availability)

Late charge on a guest credit card
All charges to be routed through the Accounts department. A copy of the bill folio to be sent to the guest on his/her forwarding address.

Float amount
Rs. 30,000/- at the Front Desk
Rs. 50,000/- is being kept with the Chief Accountant as an extension of the Front Office Float. On Saturday the FOA obtains RS. 25,000/- form the CA to handle the extra pressure of forex transactions which would happen on Sunday.

Incorporating the daily fluctuations in the foreign exchangeA copy of the revised foreign exchange conversion rated would come to the hotel daily. The FOE on shift is responsible to ensure that the rates on the display board and on the system are changed accordingly. Emphasis has to be laid on the footnote of the document, which will contain information on any particular aspect to be considered which exchanging Foreign Exchange.

GUEST ESCORT

While welcoming the guest, to make them aware of the facilities available at the hotel.
This method could be convenient source to suggestively sell the other revenue generating areas of the hotel.

PROCEDURE-
As part of the hotel USP, every guest arriving into the hotel has to be escorted up to their room, irrespective of the number of visits.

A guest escort can be divided into three parts:
From the desk to the elevator
From the elevator to the room
Inside the room.
From the desk to the elevator:
Travel desk
Car rental
Inside the room

The use of the electronic key card in opening th room door
The use of the electronic key card in activating the electricity.
The DND, Make my room and laundry signs
The mini bar charges
TV channels Local, STD and ISD facilities
Use of the in-room safe PRIORITY
Room service special order (out of the menu)

In case there is a late night arrival then check for

Wake-up call
Bed tea order
Breakfast door knob

During the escort the personalized stationary has to be carried along, and presented to the guest in the room. Check for any room service orders.

The above familiarization exercise is for the guest who is visiting the hotel for the first time. On a repeat visit it is not necessary that the whole procedure has to be explained except for the points marked priority.

Any personal information of the guest acquired during an escort would form part of that specific guest’s history.

In Your Shoes: Guest services, staff relations, tactics

A Hotel staffs must be competitive , and a good way to get them motivated to do anything is to give them a stakes. They need to beat someone, win something or reach a tangible goal. Well, They must have a goal to satify the guest's needs.When I was said my GM Mr.Avdesh Shukla that the Guest relation is very very essential as it is the best way, what gets them to come back. I quickly learned how much of an emphasis is placed on customer service and guest relations. It's the service that will really make a difference in the end. And because of that, he created himself as a guest service specialist, who is always inspired me to deal with guest issues and improving guest services. Since last more than six years I am wrking with him, Always his advice is found worthful.

The best way to improve guest relations is to improve staff relations. A happy staff is a productive and friendly staff. And the Mystic staff is happy. The property has several programs in place to recognize outstanding employees and to encourage GSS score improvement. One of these is the Best Worker of the Month program. Whenever an employee scores more by the HOD's of the Department getting rewarded at the end of the month, meeting organised with GM and HODs & staffs of other Departments.

So, Guest Service, Staff Relation & Tactics are with the staff to provide better service, to overcome the Guest problems and also keep a very good relation with the colleagues, seniors & Staffs.