喜来登酒店销售部操作规范OH-SM-CS-A001 Supplier files
喜来登酒店销售部操作规范OH-SM-CS-D002-Follow-up-Action
-------------各类专业好文档，值得你下载，教育，管理，论文，制度，方案手册，应有尽有-----------------------------------------------------------------------------------------------------------------------------------------------------------------------各类专业好文档，值得你下载，教育，管理，论文，制度，方案手册，应有尽有----------------------------------------------------------------------------------------------------------------------------------------------------------and the Resort.6.Deliver the BEO by using DELPHI to all departments concerned. The BEO needs tobe filled out completely and include any special requests. When necessary a copy is to be sent to the organizer of the event.7.Before the event, the catering sales associate will check the banquet room set up andall arrangements as booked.8.The convention service associate will be the One-Stop-Service coordinator betweenthe client and the hotel and will make contact with the client immediately after the event for feedback.9.The convention service associate will be responsible in completing a Guest ServiceSurvey for each catering and banquet function signed by the client. This should be done at the end of an event for feedback.10.Random check the bill against BEO to ensure proper and accurate postings. 6.饭店内部活动通知，则通过DELPHI的宴会通知单，传送给各相关部位。
喜来登酒店餐饮服务程序及标准
6.5 ‘4 POINTS BY SHERATON SHENZHEN ‘SERVICE PROCEDURES AND PRODUCT STANDARDS深圳福朋喜来登酒店餐饮服务程序及标准General /Service基本服务•Menu Composition菜单组成•Product产品•Brand Standards标准A UDITOR N AME:_______________________________________________A UDITOR S IGNATURE:_______________________________________________ A UDIT D ATE:_______________________________________________可编辑G ENERAL /S ERVICE （基本服务）TAS 1If this is the only outlet open for breakfast, it opens 2 hours before normal local business hours, or 0630hrs, whichever is earlier. If it is the only informal restaurant open for dinner, closing will not be earlier than 2300hrs如果只是早饭时间开放，需比当地营业时间早两小时开门，像6：30AM ，不管有多早。
如果只是晚饭时间开放，关门时间不能早于晚上11点。
TAS 2 Associates will handle requests involving other departments rather than telling customers to do so;associates will avoid any questioning of guests, as to their menu or beverage selection at the time of serving courses员工将负责客人提出的要求而不是转给其它部门；员工将解决客人的问题，像在服务中菜牌和酒水牌的问题。
喜来登酒店质量管理手册
喜来登酒店质量管理程序1.0目的为了对总台服务、礼宾服务、商务服务和话务服务进行控制，确保前厅服务质量，特制定本程序。
2.0适用范围本程序适用于前厅各项服务活动的控制。
3.0职责●前厅部负责本程序的归口管理。
●喜来登酒店各相关部门协助前厅部执行本程序。
4.0工作程序●了解信息(1)宾客需求信息。
(2)房态信息。
(3)喜来登酒店服务项目。
(4)喜来登酒店设备设施状态信息。
(5)全国旅游、交通信息。
(6)宾客历史资料信息。
(7)相关法律法规信息。
(8)“黑客”信息。
前厅部全面掌握上述信息，编制《前厅部服务规范》、《前厅部服务提供规范》，作为服务的依据。
●前厅服务要求(1)达到喜来登酒店服务标准。
(2)满足宾客的要求。
(3)满足相关法律法规的要求。
前厅部对所提供的服务进行控制，每月编制《前厅部月度质量分析报告》，识别和改进存在的问题。
●前厅服务过程管理控制(1)总台服务总台服务包括：问询、预订、办理入住登记、排房、换房等服务活动。
①为了向宾客提供高效、准确的服务，对宾客问询，服务人员应按照《前厅部服务规范》要求及时给予处理。
②为了确保总台预订工作有效开展，前厅部编制《前厅部房态管理办法》，对出租客房实施有效管理。
同时制定了《前厅部客房预订操作办法》，规定了宾客预订方式、预订房信息、价格等内容。
在受理预订时，服务人员需填写《客房预订单》，明确宾客预订要求，确认宾客的预订。
③为了保证vip宾客和重要团队、会议宾客的接待工作符合规范，前厅部编制《前厅部vip宾客接待管理办法》，以明确v1p宾客的接待、信息传递的要求。
④为了加强散客、团队信息的管理，前厅部编制《前厅部微机管理办法》，对信息的录入、操作权限等作出规定。
⑤为了保证准确、周到地向宾客提供服务，服务员严格按《前厅部服务规范》要求办理宾客入住登记、排房、换房等服务，并填写《入住登记表》。
⑥为了加强对客房钥匙的管理，前厅部编制《前厅部客房钥匙管理办法》，规定了钥匙的收发、核对及宾客授权等方面的内容。
喜来登酒店房务部ABC操作规范PPT.
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Drivers of Guest Satisfaction影响客
人满意度的因素
Arrival Process 抵店过程
Departure 离店 3%
26%
Hotel Services
酒店服务
10%
Overall Hotel Cleanliness & Maintenance
酒店总体清洁及保养
20%
对简历的结构分析完毕之后，下一步就要看应聘者的专业资格和经历是否与空缺岗位相关并符合要求。应聘者是否掌握其他相关技能？简历中是否有关于应聘者性格的信息？你能
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酒店销售部工作接待流程及具体内容
酒店销售部工作接待流程及具体内容Working in the sales department of a hotel involves a series of responsibilities that revolve around accommodating and serving guests who are interested in booking events, meetings, or rooms at the establishment. It is crucial for sales staff to understand and follow the standard reception process to ensure smooth and efficient communication with potential clients.在酒店销售部工作涉及一系列围绕接待和服务对酒店活动、会议或客房感兴趣的客人的责任。
对于销售人员来说，理解并遵循标准的接待流程至关重要，以确保与潜在客户之间的沟通顺畅高效。
The first step in the reception process typically involves greeting the guest or client, whether in person, over the phone, or via email. This initial interaction sets the tone for the rest of the conversation and establishes a positive relationship between the salesperson and the potential customer.接待流程的第一步通常涉及问候客人或客户，无论是当面、通过电话还是电子邮件。
这种最初的互动为接下来的对话奠定了基调，并建立了销售人员与潜在客户之间的积极关系。
销售部操作标准
（二）营销部管理制度：1、严格按照《员工手册》履行职责。
2、思想端正，责任心强，视酒店利益为第一位。
3、礼貌待人，诚心待客，维护酒店形象。
4、提高警惕，严格保持酒店机密，杜绝外泄。
5、加强学习，不断创新，富有理想。
6、爱护公物，维护酒店财物安全。
7、尊重领导，服从酒店的内部安排。
8、遵守考勤制度，工作时间内严禁办理私事。
9、主动与相关部门加强沟通，发现问题，协商解决。
10、未经领导同意，严禁私自宴请，否则费用自理。
（三）营销部工作考核制度：1、考勤制度：严格按人事部下发的工资待遇中的各种扣款制度（P&P/H&R015）执行2、仪容仪表（违反一项扣5—10元）1）按规定着装；工牌端正的挂于胸前。
2）制服合体、清洁、无破损、无油污。
3）男员工不留胡须、鬓角，头发梳理整齐。
4）女员工头发梳理整齐，无头皮屑，不浓妆艳抹。
5）外衣烫平、挺括、衬衫领口清洁、扣子完好。
6）女员工着裙时，穿肉色长袜，长袜无破损。
7）确保无体臭、口臭，不能吃带有异味的食品。
8）指甲修剪整齐、不涂彩色指甲油。
3、工作纪律（违反一项扣20—50元）1）行走时，昂首挺胸，目不斜视，脚步要轻而稳，速度适中。
2）与客人交谈时态度和蔼，语气要亲切，音量要适中，答话要明确迅速。
3）不能在公共场所肩并肩、手拉手闲逛。
4）对客人询问有问必答，使用礼貌语言；不能轻易说不知道，语气委婉。
5）在工作场所不得大声说话、拍手、呼唤、争吵、跑动、唱歌、谈笑。
6）不准随地吐痰，乱扔乱吐杂物，破坏环境卫生。
7）工作时严禁扎堆、聊天、串岗、及擅离工作岗位。
8）上下班时须严格按指定的员工通道出入酒店。
9）工作态度要端正，与客人、同事或上司对话要礼貌。
10）严格遵守安全守则及部门其他规定。
11）工作中爱护公物、工具和设备等。
12）未经许可不能擅离工作岗位或擅自调班。
(四)新开拓客户实地拜访标准程序：1、初次接触客户为表示礼貌和节约时间，应提前电话预约：1）自我介绍自己所服务的酒店。
喜来登酒店前台sop英文
TASK01: Pre-Shift BoardPROCEDURESTANDARD• Read pre-shift boards at Front Office to be well informed of day’s activities and any special circumstances or incidents requiring follow up.• If you have any questions, discuss them with Back Office Agent or Assistant Manager.• Check bulletin board for new information and initial memos as required.• Check schedule daily for any changes.• Note current “Standard of the Week.”• Check room type availability, be aware of room status for future dates.• Check “Rate of the Day.”• On full house nights, know which hotels in the city have availability for referring walk up guests, too.• Pre-shift board read and initialed by all staff. • Pre-shift board checked and initiated daily for new information. • Supervisor informed if unsure of any information on board. • Approximate number of check ins/check outs known.• V.I.P.’s due to arrive, unknown.• Aware of all groups and important details from resume.• Know how to interpret current status/housecount.• All clerks know availability status and rate of theday before shift begins. TASK02: Lobby/Desk Area StandardsPROCEDURESTANDARD• Inspect the Front Desk area and back office and make sure it is orderly and clean. Check that all equipment and supplies are in their proper order.• All Front Office and Back Office areas are to be inspected throughout shift. • No trash visible on desk or floors, ash urns emptied as needed. • Furniture aligned and dust free.• Windows and doors are free of smudges, dust streaks.• All problems are reported to PropertyMaintenance immediately.• All ash urns free of cigarette debris and sand filtered .• No trash on floors. TASK03: Review Arrival ReportPROCEDURESTANDARD• Review arrival information at start of shift: 1) Ensure that requests have been honored.2) Check for any possible rate or guest type errors.3) For guest recognition, review registration cardsTo ensure all have been printed correctly and Neatly.4) Filed in proper alphabetical order.• Check for discrepancies in: 1) Rate2) Group code 3) Guest type4) Share with reservations• All reservations are guaranteed.• Review number of guests field on reservations for accuracy.• Communicate special requests to Service Express And Housekeeping as rooms are blocked.• Ensure guest history guests are blocked in a room matching profile.• Guest History Remarks are read.• All repeat guests receive their favorite room.• All remarks are incorporated into blocking. • Aware of all V.I.P. arrivals and special requests. TASK04: Pre-Register V.I.P.’sPROCEDURE STANDARD• Pre-register all V.I.P. guests, repeat guests and Westin Premier Gold and Burgundy level membersprior to check in.1) Obtain V.I.P. report.2) Pre-registered in upgraded accommodations.3) Call Housekeeping with V.I.P. room numbersby 7:30 a.m.4) Pull correct registration card and key packet. Place the key in V.I.P. envelope and attach to the registration card.5) Complete pre-typed or handwritten credit card voucher using card number from WestinPremier profile or reservation. Guest not asked to produce credit information and not requested to sign the registration card. Double check that V.I.P. keys are correct before key packeting. 6) Ensure all V.I.P. registration packets are completed to alert desk staff of V.I.P. status. 7) Check for amenity requests and ensure deliveryprior to arrival.• All V.I.P.’s will be pre-registered by 10:00 a.m. unless rooms are still occupied.• Housekeeping to have rooms ready by 11:00 a.m. unless rooms are still occupied.• Staff is not to change V.I.P. room at check-in without supervisor’s approval.• All V.I.P. room inspections completed by a.m. unless otherwise noted.• Credit voucher is completed prior to guest arrival.• All V.I.P. key packets are accurate. • All Gold members receive a room on premierfloor.• Burgundy members receive a room on premier floor based on space availability. TASK04: Pre-Register V.I.P.’s (cont’d)PROCEDURE• Accounts with pre-registration status are pre-blocked into vacant/clean rooms.Pre-registered guests never have to wait for their room to become available.STANDARD TASK05: Daily ActivityPROCEDURESTANDARD• Go to the T/K file and pull daily function sheet and group resumes for the groups for that day.• Review the activities as to who is here and what time for all group functions and meetings.• Ensure that each printer station has a daily activity sheet posted for reference. • All function sheets posted and reviewed with the staff daily. • All current resumes read and understood by all staff on duty. TASK06: Hotel Rates and InformationPROCEDURE• Know your property’s information on rates, packages, promotional programs, extras and bonuses.• Have all this information available to all staff.• Know this information for ready recall for staff and guest inquiries.STANDARD• Knows all rates, packages and promotions.• Have all information regarding rates, packages and promotions available to staff in at least one central location.• Ensure proper quotation of information by staff.• Variances to rate of the day and volume corporate rate strategies are approved by Assistant Manager. TASK07: Group PreparationPROCEDURE• Review group resume for all arriving groups. Check rates, billing, dates of stay, general activities, etc.• If group will be arriving at the same time, pre-register:1) Print group arrival report by date.2) Pull up available vacant rooms. If rooms areDirty, make list to turn over to Housekeeping to clean.3) Block rooms.4) Write room numbers on registration cards. 5) Select keys for all rooms and place in key packet. Write name and room number on key packets.6) Print report again and check to ensure all rooms have been blocked.7) Print labels as required for key packets and pre-registration packets.• When group arrives, complete “group check-in”.STANDARD• No billing mistakes on groups.• Groups arriving together are pre-registered or pre-blocked.• A final cross check is completed prior to arrival which matches computer to rooming list if non- computer generated, e.g., football teams, to key packets. TASK08: FlagsPROCEDURE• When an action step to service a guest or change a guest account needs to take place on a future day, use a flag.• When the Front Desk Manager should be informed of a situation with a guest or a future date, a flag will be used.• Trace report each morning by 8:00 a.m. and complete entries by 2:00 p.m.STANDARD• Flags are only used to inform the manager of a situation on a future day or to signal the Front Desk to take care of a guest request or change on the account.• Flag reports are printed daily in the morning and reviewed and acted on by 2:00 p.m. each day.• No incorrectly dated flags.• No comments or notices field to containinformation which should be recorded using a flag.• Flag report is initialed by Assistant Manager and reviewed with PM Assistant Manager as part of pass on.TASK 09: Due Outs and Discrepancies PROCEDURE• At 2:00 p.m., pull up all discrepant rooms from room discrepancy task on Front Desk menu.• Note discrepancies:1) Skip – Housekeeping has inputted the room asvacant/clean and Front Desk shows an account checked into the room prior to that day/time. 2) Sleep – Housekeeping has inputted the room as occupied/clean and the Front Desk has no account showing checked into that room.Check out all skips which are scheduled as due out. Settle accounts like express check outs, based on PHYSICAL room check information.Ensure all express check outs have been processed.Pull up all discrepant rooms again and print key. Print due out report. Cross off any rooms approved for late check out.Note exact status of rooms next to room number on reports and write down the name of the guest for all rooms listed as sleeps.All vacant due out rooms checked out by 4:00 p.m.All sleeps researched and resolved. If due to Front Desk error, address with individual responsible.All discrepancies resolved by 4:00 p.m.All balances settled for checked out accounts.STANDARDAll due out and discrepancy back up filed for research purposes with Assistant Manager checklist.Front Desk records to mirror actual status of room.All skips are physically checked.Front Desk is responsible for checking skips.Obtain guest name from luggage in room, is registration card in bucket?Skips with outstanding balances with no credit available brought to attention of Assistant Manager or Front Desk Manager. TASK09: Due Outs and Discrepancies\ (cont’d)PROCEDURESTANDARD 1) Check out all due out rooms listed as vacant. 2) Review all accounts thoroughly that are reported as vacant but are not due out.3) If account does not show an indication ofHousekeeping error, check out.Check inquiry for all information on occupied sleep rooms.1) Use room number and if necessary, guest name.2) Locate guest account and check into guest Room.3) Check sleeping room to see if occupied. 4) If unable to locate account, check bucket or Contact guest to resolve.Go to Housekeeping menu and input all rooms listed as vacant/clean. All sleep rooms showing vacant clean or dirty by Housekeeping must be inputted according to status.At 2:00 p.m., pull up any remaining due outs and Discrepancies. Physically check each room and resolve.File all reports and printouts in with Assistant Manager checklist. TASK10: Express Check-OutsPROCEDURE• Make sure all express check-outs are processed through the system correctly and to check-out standards.• Periodically during check-out period, check the express check-out box and distribute the check-out slips to clerks to process.STANDARD• All expressed check outs processed by 2:00 p.m.• All expressed check out guests received copy of charges and posting in mail.• Failure to check out express on a regular basis is a primary cause of discrepant rooms. TASK11: V.I.P. AmenitiesPROCEDURE• All V.I.P. amenities to be placed in room prior to guest arrival (except when noted).• Call Room Service to have amenity delivered and mark the time of delivery.• Monitor V.I.P. reservations every hour. If the guest has not checked in three hours after the amenity delivery, physically check the amenity to determine if the amenity needs to be refreshed by Room Service.STANDARD• All V.I.P. amenities to be in guest room prior to check-in.• All V.I.P. amenities to be monitored as stated.• All amenities to be refreshed as needed. TASK12: Late ChargesPROCEDURE• Should a charge be posted after a guest has checked out do the following:1) Recheck guest folio back in the computer. 2) Post the late charge to the room bill reinstatingThe account. Check out credit card number manually.3) Send the customer copy of the voucher with anexplanation letter to the guest.4) If the payment was made on Visa orMasterCard, make sure a new voucher isProcessed. If paid with American Express, add The charge and put new total in the revised totalcolumn. Write in on the card “After Departure Charge” and a description of the charge (i.e., Room Service, Long Distance, etc.)STANDARD• All late charges are billed back to guests.• Guest receives correct voucher. TASK13: Disabled GuestsPROCEDURE• Back Office Agent/Room Blocking Coordinator review daily arrivals for any guests withdisabilities. Pre-block rooms when appropriate.• Upon arrival, ask the guest if any special assistance is needed and determine if appropriate room has been blocked.• Accommodate all guests with disabilities.• Be especially sensitive to the needs of guests with disabilities (i.e., non-ambulatory guest may prefer a room on a low floor, large bath with handicap bars, room close to elevator).• Record status in computer using special service code “HA” and indicating special needs in the comment section.• In the event of an emergency, give log sheet to security or print special service code report for disabled guests.• Handle any special requests for equipment such as: 1) TDD2) Phone strobe 3) Phone amp4) Vibrating alarm clock 5) TV decoder6) Door knock indicator 7) Portable smoke detectorSTANDARD• To assist guests with disabilities and in the event of an emergency, all guests with disabilities to be readily identifiable in computer.• All agents know emergency routes throughout property for guests with disabilities.• Guest with disabilities accommodated during their stay, ensuring guest comfort.• Sensitivity displayed to any guests withdisabilities by being aware of inappropriate body language and facial expressions.• Understand that not all guests with disabilities require special assistance.• In the event of an emergency, a Special Codes Report will be run in order to identify guests who may need assistance. TASK14: Block Special RequestsPROCEDURE• Print special requests report and block according to specifications.Special requests we are unable to accommodate will be noted on notices filed to be addressed with guest at check-in to discuss alternate solutions.Alternate solutions should always be discussed with guest concerning request.Notify appropriate departments of delivery of specially requested items. STANDARDAll special requests will be blocked by 1:00 p.m. the day prior to arrival.Alternate solutions concerning requests always discussed with guest at check-in.Housekeeping notified by 9:00 a.m. of room blocks requiring special items to be delivered.TASK 15: Balance Room Types PROCEDURECheck availability and note number of room types or bed types oversold.Print arrival report.Note reservations that can be upgraded or bed types that can be changed.In some cases, it may be necessary to upgrade reservations to ensure room types have been balanced. Avoid a downgrade.To balance bed types:1) Check availability and note discrepancies. 2) Assign upgrades according to the following criteria: a) VIP’sb) repeat guestsc) corporate program guests d) rack rated guests e) long staying guests3) If overbooked on two-bedded rooms: a) assign “one” guest reservation a one-bedded roomb) assign “Mr. and Mrs.” Reservation a one-bedded roomc) assign one name and “two” guests a one-bedded roomd) assign “two” name and “two” guests a two-bedded roome) assign low rated “two” name, “two” guests reservations a one-bedded room with a rollaway, at no charge.STANDARDAll reservation bed type requirements will be met. (Exceptions will be on sold out nights or excessive requests for particular bed types.)All bed types balanced before 3:00 p.m.Upgrade rather than risk guests being dissatisfied with room type.Every effort made to accommodate our guests bedding requests. TASK15: Balance Room Types (cont’d)PROCEDURE4) If overbooked on one-bedded rooms, charge low rated, two-person reservations to a two-bedded room.5) If overbooked on small suites, utilize larger Suites, upgrading V.I.P.’s and high rated reservations. If overbooked on all suite categories, notify the supervisor.Record New Room Type on registration card. If guest has been upgraded, stamp upgrade to signal check-in clerk to inform guest at time of registration.STANDARDAssistant Manager approves upgrades to Luxury Suites.Only Executive Office or Director of Marketing can approve use of renovated Luxury Suites and connecting bedrooms. TASK16: Credit CheckPROCEDUREPrint credit check report.Review each account listed. Note current balance on account and amount of approval. Address if amount of approval is not adequate to coverremainder of stay. Check each cash only account and ensure account has no incidental postings. If so, address. Also look for any posting errors and correct.To obtain additional credit on credit card accounts:1) Pull registration card and voucher.2) Enter amount needed in approval machine and record approval code and amount on voucher and in notices field on account.3) Change credit code to reflect increased amount of credit.4) If unable to obtain additional approval, handle Like cash only. Place a “Y” in no post.To obtain additional credit on cash only accounts: 1) Telephone the room.2) If no answer, leave message light on to contact the Front Desk Supervisor.3) If a message was left for the guest the day before and guest has not responded, discuss double locking the door with Front Desk Manager. If account shows room and taxowing or more than $100.00 incidentals owing proceed with double lock after approval of Front Desk Manager.STANDARDCredit check report reviewed by 11:00 a.m.All credit card approvals and message lights left on by 3:00 p.m.Outstanding credit issues discussed with Assistant Manager or Credit Manager daily.• Credit Manager informed immediately. TASK17: Amenity RequirementsPROCEDUREBlock vacant/clean rooms for all guests scheduled to receive amenities.Write room numbers on amenity form and guest Registration card.Call room service by 5:00 p.m. to pick up blocked amenity order forms.Pull up each guest account and record the amenity that was put in the room under the comments section.STANDARDAll amenity orders delivered to Front Desk by 9:00 a.m.All amenity rooms blocked by 1:00 p.m.All accounts show that amenities are scheduled for the guest room in the event of a room change.In event of room change at check-in, Service Express is notified to move amenity.Guest is not disturbed after 10:00 p.m. TASK18: Repeat GuestsPROCEDUREObtain repeat guest arrivals daily. Block rooms in upgraded accommodations.When indicated, complete amenity request form for designated gift based on guest’s total number of visits. Record amenity being sent on guest history record.Review guest history for guest preferences.Clearly mark return reservation and registration card to show repeat guest return.Welcome back all repeat guests at time of check-in.Use repeat guests name upon arrival when known.STANDARDAll repeat guests welcomed back.Upgrades given to repeat guests based on availability.Guest history updated for each visit.Value of our repeat guests acknowledged.Repeat guest welcomed back.Repeat guests should be pre-registered in the system. TASK19: Out-of-Order RoomsPROCEDUREReview all out-of-order rooms daily with the appropriate departments to determine:1) Why room is in out-of-order status (on a sold- out evening due to minor repairs can be utilized to prevent relocating guests).2) How long room expected to be in out-of-order status.Spot check out-of-order rooms to make sure they Really are out-of-order as reported.All out-of-order rooms to be sold only after being Released by Housekeeping Department.STANDARDAll out-of-order rooms checked on status daily with Engineering and Housekeeping.Review daily at Operations Meeting if projecting full house. TASK20: Communicate With HousekeepingPROCEDUREClosely work with Housekeeping & Engineering management to ensure:1) Inspected vacant and ready rooms are turned in, in a timely manner.2) Prompt reporting of ready V.I.P. rooms. 3) Special requests have been handled.Communicate any complaints or deficiencies reported by guests.Clear all 0ut-0f-0rder rooms when occupancy is at 100%.When a guest arrives and room is note ready, advise guest.- determine if guest will store luggage- determine if guest will be waiting for room or proceeding to meeting- advise Housekeeping of above informationSTANDARDV.I.P. rooms called in at 7:30 a.m. to be ready by 11:00 a.m.Due out and discrepancy checks submitted at 2:00 p.m. and 7:00 p.m. to be physically checked and reported back within one hour.Vacant and ready rooms turned over in even percentages hour by hour beginning at 9:00 a.m.Do not “rush” multiple rooms in one section of a floor (this slows down the room attendant).Rooms for arrived guests are given priority, Housekeeping informed at what time guest will return for room.Rooms for guests waiting in the Lobby are “rushed”.The guest is never given a time estimate of less than 45 minutes unless Housekeeping has been consulted. TASK21: Late Check-Out RequestsPROCEDUREIf there are available rooms for check-in guests and the specific room requested is not pre-blocked, allow late check-outs as follows:1) Up until 3:00 p.m., check-out is “no-charge”. 2) After 6:00 p.m. is a full day rate. 3) After 3:00 p.m. is a half day rate.Exceptions to late charging procedures at discrimination of Assistant Manager.All late check-outs to be called in to Housekeeping and noted in computer on Housekeeping message screen.STANDARDAll late check-outs approved according to occupancy.Gold members given every consideration for late check-out. TASK22: Bucket CheckPROCEDUREEnsure all registration cards have been filed.Advise other clerks to place new registration cards off to the side.Pull any stale cards.Make corrections on misfile cards.Create a new registration card for any missing cards:1) Determine the clerk who checked in the guest. 2) Follow up with clerk to determine what happened to registration card.Check-outs for following day should be “pulled up” on PM shift. STANDARDComplete bucket check to be done nightly.All discrepancies resolved. TASK23: Walking GuestsPROCEDUREKnow in advance how many rooms are over-booked and what area hotels have comparable rooms.Locate and reserve other accommodations for guest in case of sell-out.Explain circumstances to guest and apologize (call manager/assistant manager if problem arises).Check for an arrival message, mail or packages.Explain completely where the guest is going and how.Arrange for necessary transportation.Explain company will handle room charges, telephone calls and transportation arrangements.Offer to advise necessary parties and offer any assistance.Give guest relocation letter and manager business card.Cancel existing reservation and clearly note where guest is relocated.Inform PBX on all relocations for handling incoming calls, messages and mail. STANDARDAll guests walked to a comparable hotel (if possible).Guest is V.I.P. upon return for the duration of the stay.General Manager notified of all walked guests.Upgrade accommodations wherever possible upon return.Original reservation rate will be applied to returning guest’s reservation.All walked guests receive letter of apology.Industry jargon not used when situation is explained to guest.Guests are not given false reasons for the relocation.Acknowledgment of our mistake is made and guest is apologized to. TASK23: Walking Guest (cont’d)PROCEDUREMaintain walk log of each guest relocated and hotel name.If guest is returning, book new reservation, noting all information.Advise transportation of morning pick-up if guest has another night’s stay.Upgrade the guest to V.I.P. status for the remainder of his/her stay upon return.After a guest has been walked, fill out the hotel walk log with:1) Full name of guest 2) Guest address 3) Company4) Hotel relocation 5) Rate6) If the guest will be returning the next day 7) If transportation will be required. If so, what time?8) Guest’s reaction to the situationDistribute walk log to: 1) Front Office Manager 2) Executive Office 3) Accounting STANDARDUse black car service whenever possible. TASK24: Surrounding Area PropertiesPROCEDUREDuring the evening shift, call around and audit daily surrounding area hotels for: 1) Room availability only 2) Best rate availableIn the event of a sold out situation, refer to the area hotel list to professionally direct the guest to another hotel or assist in making reservations.Note: Only information available to the public at large must be obtained; specific occupancies orprivate company information is to be neither given nor asked for. STANDARDAll area hotels audited daily. TASK25: Low OccupancyPROCEDUREAll rooms assigned to most efficiently utilize staff and allow for needed deep cleaning and maintenance during low occupancy periods.Floors to be placed out of service. STANDARD TASK26: Supervise RegistrationPROCEDUREAll guest registration procedures to standards.Spot checked daily.Clerks visible to guests throughout shift. STANDARD TASK27: Check In/OutsPROCEDUREAll guests checked in and out in an efficient manner.Assist when necessary to speed up process. STANDARD TASK28: Handle DisputesPROCEDUREShould there be a disputed charge, follow these steps:1) Listen to the guest and repeat it back to them. Do not interrupt.2) Ask permission to research the dispute. 3) Investigate and determine the status. 4) Produce back-up if you have it.5) Follow through if a major yet unclearallowance or refund is involved, see manager. 6) Act on your best judgment in solving the dispute. Refrain from becoming emotional or taking comments personally.Do not blame other departments for posting errors, apologize to the guest and resolve the dispute efficiently and professionally.Communicate to other Department Managers any careless or consistent posting errors and make suggestions for rectifying the problem. STANDARDAll disputes handled in a calm and professional manner.Notify senior management if the situation requires decisions that exceed the Shift Manager’s authority. TASK29: Anticipate NeedsPROCEDUREAt the beginning of each shift, determine what the business day will be and anticipate situations and be prepared with effective solutions, i.e., if you know there will be 200 people checking out,anticipate at what hours check-out business will be heaviest. You might want to set up stationsdesignating cash payment or credit card or utilize another employee to handle all phone calls toallow the cashiers to process guest check-outs with interruptions.Agents’ breaks should be planned around “rush”.Block special requests.Always be prepared with methods to expedite situations.Do not wait for a situation to happen and then expedite. Always be prepared. STANDARDBusiness needs are anticipated and solutions thought out prior to situations occurring. TASK30: Office StandardsPROCEDUREFile paperwork and organize neatly.At end of shift, remove everything on desktop (except terminal) and wipe desktop down.Front and Back office areas are neat and tidy.All paperwork is filed, no loose paper. STANDARDAll desktops organized and clean: 1) No trash 2) No clutter 3) No dirt。
喜来登酒店销售部操作规范OH-SM-CS-S001 Starwood Preferred planner
8.
9.
9. 仕达屋优先计划共有三个等级，与仕达屋宾客优先计划相对应。 a. 仕达屋优先计划者： 间晚/年 : 低于 2500 年预算 : $250000 年交易次数 : 1- 10 b. 仕达屋优先计划者计划 – 金卡 间晚/年 : 2500 – 0000 年交易次数 : 10 – 20
c. 仕达屋优先计划者计划—白金卡 间晚/年 : 5000+ 年预算 : $500000+ 年交易次数 : 20+
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喜来登酒店销售部操作规范OH-SM-CS-D003 Resort Inspection
1.每位销售人员应视店内参观为单独销售行为的一部分，并提前做好计划，在每月销售计划中一同报告给市场销售总监。
2.如果店内参观需要马上进行，可立即建议市场销售总监。
3.通知相关部门充分信息，并负责协调。内容包括：公司性质，人数，持续时间，区域，设施及行程安排等。
4.同时要考虑饭店客房利用情况，餐饮营业高峰和用餐时间，娱乐场所的营业高峰，并预计交通情况等。
2.When last minute inspection is necessary, the Director of Sales &Marketing is to be advised immediately.
3.Concerned departments are to be coordinated and sufficient information is to be given regarding the nature, the invited party, duration, area, facilities and routing of the intended inspection.
Standard :
1.To ensure associates are aware of guidelines in conducting inspection ofResortfacilities.
2.To ensure associates are well prepared to conduct inspection ofResortfacilities to in-house guests, prospects and other individuals with a pre-determined objective and in a professional manner.
喜来登客人服务标准[标准化]]培训手册-国际酒店服务标准化的建立与实施(内部资料料34)
《国际酒店服务标准化的建立与实施》目录第一部分世界著名国际酒店管理集团标准化建立案例分析一、《SGSS喜来登客人服务标准》二、《TSW－培训技巧实践课》培训成功案例展示［Training Skills Workshop］三、《MFT－培训管理》培训成功案例展示［Managing the Function of Training］四、《新员工入职培训》培训成功案例展示［New Staff Orientation Training］五、《P＆P运作手册》系统管理软件成功案例展示［Policy & Procedure］第二部分关于标准一、关于标准化建立过程中的思考二、为什么要强调“标准”？第三部分标准与程序的建立方式一、标准是什么？程序是什么？二、制定标准的目的三、书写完整的标准所要求的准则四、书写完整的程序所要求的准则五、服务标准建立的标准范本第四部分标准化的制定与实施一、如何制定标准？二、如何执行标准？三、如何保持标准？四、如何变动标准？五、标准与关爱《国际酒店服务标准化的建立与实施》前言［国际酒店服务标准化的建立与实施］是酒店管理者［知识更新］系列培训课程的第一部分。
此项课程的设立，是为了让酒店管理者充分了解世界著名酒店管理集团的管理运作精华，在分享其成功管理案例的同时，带给我们更多的是借鉴和启示。
学完本讲义之后，您应该能够：充分了解世界著名国际酒店管理集团，在管理过程中建立“标准”的重要性和方法；懂得如何建立标准，以及它如何使您本人、属下和所在酒店受益；懂得如何影响员工在工作中积极性的按照既定的工作标准完成各项任务；知道如何在您的员工中促进“客人满意服务标准”观念的实施；使每个参与培训的管理人员皆能有建立“客人满意服务标准”的意识。
第一部分国际酒店服务标准化的建立与实施案例分析标准化成功案例展示－－1. SGSS《喜来登客人服务标准》第一部分国际酒店服务标准化的建立与实施案例分析2.《TSW－培训技巧实践课》培训成功案例展示［Training Skills Workshop］3.《MFT－培训管理》培训成功案例展示［Managing the Function of Training］4.《新员工入职培训》培训成功案例展示［New Staff Orientation Training］5.《P＆P运作手册》系统管理软件成功案例展示［Policy & Procedure］第二部分关于标准关于标准化建立过程中的思考在酒店管理过程中，酒店“软件标准化”的建立远比“硬件标准化”的建立要难，尤其是保持更难。
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1．寻找并辨别店外供应商有关酒店的潜在需求以及预期的餐饮和宴会的必需品。
2．通过供应商可提供的服务，产品质量及数量，商业参考以及财务标准作为选择供应商的要素。
3．一旦选择过程完成，草拟优先供应商的协议以供市场销售总监审批。协议将包括优惠的价格，提供的服务，付款方式等。更新以及终止条款需在供应商的协议上表明清楚。
标准：
1.确保酒店有较好的店外供应商可以提供酒店无法提供的餐饮/宴会设备及服务，如：
-电视，弱电设备，投影仪，同声传译等
-插花，装饰，冰雕，背景板，横幅等
-服饰，小道具等
-音乐人士，演艺人士，主持人等
2．与供应商保持联系及良好的合作关系
3．每六个月对良好合作的供应商进行一次审阅以及所有供应商的文件需要不断地更新
TV, A/V, projection, simultaneous translation, etc.
Floral, decoration, ice carver, backdrop, banner, etc.
Costume, props, etc.
Musicians, entertainers, MCs, etc.
of the user company
b.Type of event and services /equipment rendered
c.Person in charge and team performance
d.Price and number
e.Clients’ feedback
4．准备并将供应商的文件保存好：
-供应商的协议
-商业范围
-产品的数量
-报价及协商的价格
-商业参考
5．将供应商作为市场趋势的信息来源，竞争的活动以及客户的行为。
6．供应商所提供的每一次服务，需要提供服务报告包括以下几点：
-使用公司的名称
-可提供的宴会设备及服务类型
-负责人员及团队表现
-价格及数量
-顾客的反馈
7．收到客人负面的反馈时，餐饮销售人员须与供应商一起审阅问题，如是供应商的失误，要求供应商做整改与有效的措施。在宴会进行时如发现供应商的产品质量不符合要求或服务标准达不到要求，销售人员可向市场销售总监建议与更换供应商，与不符合要求的供应终止协议。。
8．与供应商联络，酒店不会常使用可以一次性的工作。
9．须与市场销售总监每六个月审阅一次供应商的文档与清单。
3.Once the selection process is completed, initiate preferred supplier agreement for approval by the Director of Sales Marketing. The agreement will include the preferred prices, services to be rendered, payment methods, etc. Renewal and termination clauses are to be clearly stipulated in individual suppliers agreement
7.When negative feedback is received from a client, the catering sales associate will review the case with the supplier. If it is the supplier’s fault, remedy and corrective measures will be required from the supplier. In the event that the supplier is found inferior in quality and service standards, the sales associate will recommend to the Director of Sales &Marketing to replace the supplier and terminate the agreement accordingly.
e.Trade references
e suppliers as a source of information on the market trends, competitive set activities and customer behavior.
6.After each service provided by a supplier , a Supplier Service Report will e prepared to include the following:
Standard :
1. To ensure that theResorthas preferred outside suppliers who can provide catering and banquet equipment and services which theResortis not equipped with , such as :
4.Prepare and maintain suppliers file that will contain the following:
a.Suppliers agreement
b.Business scope
c.Quantity of products
d.Quotation and negotiated rate
8.Maintain contact with suppliers that theResortdoes not use frequently for possible one time job
9.Supplier’s files and list will be reviewed every 6 months with the Director ofSales & Marketing.
2.Maintain regular contact and good working relationship with suppliers.
3.Preferred suppliers list will be reviewed every 6 months and all suppliers files are to be updated from time to time.
Procedures:
1.Source and identify outside suppliers regarding potential need of theResortand its prospective catering and banquet requirements.
2.Select and qualify suppliers by evaluating their services available, product quality and quantity, trade references and financial standing.