Mid term report 30% front office management your group solutions

Unclear Credit Card Information Source:  It's unclear how the Central Reservation Office obtained the couple's credit card details for a hold reservation, not a guaranteed one..  Suspi

VIET NAM GENERAL CONFEDERATION OF LABOR TON DUC THANG UNIVERSITY

FACULTY OF BUSINESS ADMINISTRATION

MID TERM REPORT 30%

FRONT OFFICE MANAGEMENT

CASE STUDY 9 Supervisor name: MBA NGUYEN QUOC LOC

FACULTY OF BUSINESS ADMINISTRATION

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MIDTERM EVALUATION FORM FOR PRESENTER GROUP

FRONT OFFICE MANAGEMENT ACADEMIC YEAR 202 -202

Case study

………… : Group:

………

EVALUATION:

No CRITERIA FOR MAKRING SCALE MARK NOTE

- Part 1: A description of every scenario that occurred in

the case study Give your view of the point in the case

study: Who’s right? Who’s wrong? (1.0)

- Part 2: Answer all question in case study (2.0)

- Part 3: Analyse the advantages and disadvantages of your

group solutions (1.0)

2 Presentation performance 3.0

Presentation skills (1.0)

+ Clearly, loudly, excellent English (All of the

presenters);

+ Confident, dynamic, creative

Proactive interacting (1.0)

Teamwork (0.5)

Time control (0.5)

+ Presentation (20 minutes)

+ Q&A (15 minutes)

+ Brief and consise contents per slide (0.25)

+ Pictures, charts and table are well formatted (0.25)

+ Attractive & creative (0.5)

+ Accurate and straight-forward answer (0.5)

+ Critical thinking (0.5)

5 Report

+ As regulated by the guidance (font, page number,

table of contents, tables, graphs, )

+ No spelling and typing mistakes; No reference

mistakes; Clear wording, not ambiguous

1.0

Marks: (rounded to 1 decimal digits)

Day…………Month……….Year 202

Supervisor

FACULTY OF BUSINESS ADMINISTRATION

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MIDTERM EVALUATION FORM FOR REVIEWER GROUP

FRON OFFICE MANAGEMENT ACADEMIC YEAR 202…-202…

Case study

………… :

Group:

………

EVALUATION:

No CRITERIA FOR MAKRING SCALE MARK NOTE

1 Comments about presentation contents 4.0

- Part 1: A description of every scenario that occurred in

the case study Give your view of the point in the case

study: Who’s right? Who’s wrong? (1.0)

- Part 2: Answer all question in case study (2.0)

- Part 3: Analyse the advantages and disadvantages of

your group solutions (1.0)

2 Comments about presentation performance 2.0

- Presentation skills (1.0)

- Slides design (0.5)

- Proactive interacting (0.5)

Marks: (rounded to 1 decimal digits)

Day…………Month……….Year 202…

Supervisor

GROUP MEMBERS EVALUATION TABLE

No Name ID Task assignment Evaluation (%) Signature

4 Hồ Thị Mỹ Ngọc 720H1099 Present,minigamePart 1, 99%

Table of Contents

PART 1: A DESCRIPTION OF EVERY SCENARIO THAT OCCURRED IN THE CASE STUDY GIVE YOUR POINTS OF VIEW IN THE CASE

STUDY: WHO’S RIGHT? WHO’S WRONG 8

PART 2: ANSWER QUESTIONS 10

Question 1: Was there a management failure here; if so, what?

Question 2: What is the hotel’s immediate response (or action) to the incident? 11

Question 3: What further, long-run action should management take, if any?

Solutions to the situation in the case study:

PART 3: ANALYZE THE ADVANTAGES AND DISADVANTAGES OF YOUR GROUP SOLUTIONS 15

CONCLUSION

REFERENCES

The hospitality industry, characterized by its dynamic nature and intricate customer interactions, demands a meticulous approach to customer service and dispute resolution This report delves into a specific case study involving a billing dispute at a hotel, where guests contest a no-show charge The complexities arise from dual reservations made directly and through a central reservation center, showcasing a need for precise investigation and strategic resolution

In this context, our report aims to present a comprehensive solution that not only addresses the immediate concerns of the guests but also introduces preventive measures to enhance the hotel's operational efficiency and customer satisfaction By navigating through the intricacies of the case study: "Tell my why I should" (Text book - chapter 4 - page 126), our goal is to contribute to the broader understanding

of effective dispute resolution within the hospitality sector

PART 1: A DESCRIPTION OF EVERY SCENARIO THAT OCCURRED IN THE CASE STUDY GIVE YOUR POINTS OF VIEW IN THE CASE STUDY: WHO’S RIGHT? WHO’S WRONG

A description of every scenario that occurred in the case study Couple's Complaint:

 The couple contacts the hotel's accounting office to complain about a charge on their credit card statement

 They claim they were billed as a no-show despite staying at the hotel five weeks earlier

 The couple wants a credit against the charge, insisting they did not cancel one of their two reservations

Two Reservations with Different Holds:

 The couple had two reservations—one made directly to the hotel and another through the reservation center

 Both reservations were described as 4:00 pm holds, although the hotel's standard holds are

at 6:00 pm

 The couple did not cancel one reservation, assuming it would be automatically removed after check-in

Inconsistent Hold Times:

 The person answering the phone notes that the hotel has 6:00 pm holds, not 4:00 pm holds

 This discrepancy raises questions about the accuracy of the information provided by the guests regarding the reservation details

Unclear Credit Card Information Source:

 It's unclear how the Central Reservation Office obtained the couple's credit card details for

a hold reservation, not a guaranteed one

 This prompts questions about the security and handling of credit card information by the reservation center

Lack of Information from Guests:

 The couple does not have a cancellation number since they did not cancel a hold reservation

 They do not have a copy of their bill from the stay, and they don't recall the room number they were in

 The only information provided is that they stayed sometime during the week of the 11th

 This lack of specificity may complicate efforts to locate and verify their reservation and stay details

Synthesize information from multiple perspectives:

Couple's Perspective:

 Claim: The couple asserts that they stayed at the hotel and were wrongly billed as no-shows

 They had two reservations, both described as 4:00 pm holds They did not cancel one reservation, assuming it would be automatically removed

Hotel's Perspective:

 Claim: The hotel's standard holds are at 6:00 pm, not 4:00 pm

 The person answering the phone notes the discrepancy in hold times

 Suspicion: The hotel questions how the Central Reservation Office obtained credit card details for a hold reservation

Central Reservation Office's Perspective:

 The Central Reservation Office is not explained in detail but is questioned about how they obtained credit card details for a hold reservation

 It's unclear how credit card information was obtained for a hold reservation, and this raises concerns about data handling

Point of views:

 Discrepancies: The couple's claim of 4:00 pm holds contradicts the hotel's standard

practice of 6:00 pm holds This raises questions about the accuracy of the reservation details provided by the guests

 Credit Card Information: It is unclear how the Central Reservation Office acquired credit

card details for a hold reservation

 Lack of Specifics: The lack of specific details from the guests, such as the exact date of

stay or room number, complicates the verification process

Without further investigation, it's challenging to definitively say who is right or wrong The hotel's perspective is supported by its standard practices, but the couple's claim may have validity if there was a misunderstanding or miscommunication regarding hold times Communication with both the guests and the Central Reservation Office, further examination of reservation records, communication procedures, and credit card handling processes along with a detailed review of records, is crucial to resolving the discrepancies and determining the accuracy of the billing

PART 2: ANSWER QUESTIONS

Question 1: Was there a management failure here; if so, what?

 Communication Breakdown Regarding Hold Times:

 Issue: The discrepancy between the couple's claim of 4:00 pm holds and the hotel's

standard 6:00 pm holds suggests a communication breakdown

 Management Failure: Failure in communicating and enforcing reservation

policies consistently across different channels

 Solution: Conduct a comprehensive review of reservation policies Standardize

hold times to align with the hotel's practices Implement regular training sessions for staff members to ensure awareness and consistent communication of policies Establish clear channels for communication between different departments

 Uncertainty about Credit Card Information Handling:

 Issue: The uncertainty about how the Central Reservation Office obtained credit

card information for a hold reservation indicates a lack of coordination and transparency

 Management Failure: Failure to establish clear procedures and communication

channels with the Central Reservation Office regarding data handling

 Solution: Initiate a thorough investigation into data handling processes with the

Central Reservation Office Collaborate to establish and document clear procedures for the secure transfer and handling of customer information Strengthen communication channels and coordination between the hotel and the Central Reservation Office

 Lack of Awareness and Adherence to Reservation Policies:

 Issue: The discrepancy in hold times suggests a failure in policy clarification and

enforcement

 Management Failure: Failure to ensure all staff members are aware of and

consistently adhere to the correct reservation policies

 Solution: Implement regular training programs for all staff members to enhance

communication skills and reinforce understanding of reservation policies Provide guidelines on handling different types of reservations Implement measures to ensure consistent policy enforcement

 Lack of Specific Information from Guests:

 Issue: The lack of specific information provided by the guests indicates a potential

failure in customer communication and documentation

retaining reservation details to guests and establish processes for capturing essential information during check-in

 Solution: Enhance communication during the reservation process Emphasize the

importance of retaining reservation details and provide clear information on how to access and retain bills for future reference Implement systems to capture essential guest information during check-in, ensuring completeness and accuracy

 Challenges in Resolving Disputes:

 Issue: The hotel may face challenges in resolving disputes due to a lack of specific

information

 Management Failure: Failure in maintaining comprehensive records and

establishing protocols for documenting guest interactions

 Solution: Strengthen record-keeping procedures for reservations, stays, and

communications Conduct regular audits to ensure the accuracy and completeness

of records Establish protocols for documenting guest interactions and relevant details, making it easier to resolve disputes

 Unclear Process of Obtaining Credit Card Information:

 Issue: Uncertainty about how the Central Reservation Office obtained credit card

information for hold reservations

 Management Failure: Failure to clearly define and communicate processes for

obtaining credit card information for different types of reservations

 Solution: Enhance data security measures Collaborate with the Central

Reservation Office to ensure compliance with data protection regulations Regularly review and update security protocols to safeguard customer information Clearly define and communicate processes for obtaining credit card information for different types of reservations

 The management failures in this case involve breakdowns in communication, coordination, policy enforcement, and record-keeping Addressing these issues will require a strategic approach

to improve internal processes, communication protocols, and staff training

 Implementation of these measures should lead to improved communication, coordination, policy enforcement, and record-keeping within the hotel's operations Regular monitoring and adjustments may be necessary to ensure sustained effectiveness

Question 2: What is the hotel’s immediate response (or action) to the incident?

Immediate Response/Action Plan of the hotel to the incident

Upon receiving a complaint from a couple regarding a disputed no-show charge, the hotel's immediate response involves a detailed investigation The staff will verify reservations, checking

for two reservations under the couple's names, and scrutinize the hotel's cancellation policies to determine the legitimacy of the charge

Contacting the Central Reservation Office is a key step to understand how credit card details were obtained for a hold reservation Concurrently, staff interviews will be conducted to provide valuable insights into the check-in process, any interactions with the guests, and the overall handling of reservations during the week of the 11th, and communication records, such as emails or confirmation letters, will be reviewed

Check on the security footage from the specified week will also be examined to confirm the guests' presence and check-in process

As a gesture of goodwill, the hotel may providing a temporary credit to the guests during the investigation Communication with the guests will be transparent and ongoing

Once the investigation is complete, the hotel will take appropriate action based on the findings, whether adjusting charges, offering an explanation, or maintaining the original charge if policies were violated

Question 3: What further, long-run action should management take, if any?

Further, Long-Run Actions:

 Policy Review and Standardization:

o Conduct a comprehensive review of all reservation policies

o Standardize reservation procedures and hold times across all channels to avoid confusion

o Implement regular training programs for staff to ensure awareness and adherence

to standardized policies

 Enhanced Communication Protocols:

o Strengthen communication protocols between the hotel and the Central Reservation Office

o Establish regular meetings or check-ins to ensure ongoing alignment on policies and procedures

o Implement a robust communication system to promptly address any discrepancies

or changes in policies

 Customer Communication and Education:

o Enhance communication with customers during the reservation process

o Develop and implement a customer education program that emphasizes the importance of retaining reservation details and bills

o Provide clear information at check-in about the need to keep records for reference

 Improved Record-Keeping and Documentation:

o Enhance record-keeping procedures for reservations, stays, and communications

o Implement a centralized database system that allows easy retrieval of detailed guest information

o Conduct regular audits to ensure the accuracy and completeness of records

 Data Security Measures: