Front office management

HANOI OPEN UNIVERSITY FACULTY OF TOURISM -*** - FRONT OFFICE MANAGEMENT Credit: Lecturer: Ms Tran Thu Phuong (FOR INTERNAL USE ONLY) Hanoi - 2019 Front Office Management CONTENT Chapter INTRODUCTION TO FRONT OFFICE MANAGEMENT Chapter PLANNING AT FRONT OFICE Chapter ORGANIZING AT FRONT OFFICE Chapter EVALUATING FRONT OFFICE OPERATIONS Chapter PROBLEM SOLVING AT FRONT OFFICE Chapter REVENUE MANAGEMENT AT FRONT OFFICE ~~*~~ Hanoi Open University – Faculty of Tourism Front Office Management CHAPTER INTRODUCTION TO FRONT OFFICE MANAGEMENT Objectives Ø List the importance of Front Office department Ø Explain the organization charts of Front Office department Ø Explain the interaction of Front Office with guests and other departments Ø List management functions in general and at Front Office particularly Ø Explain skills needed by a Front Office Manager Ø Explain responsibilities and duties of a Front Office manager Hanoi Open University – Faculty of Tourism Front Office Management Introduction to Front Office department 1.1 Importance of Front Office department Front Office department plays a key role in the smooth functioning of different processes in a hotel Out of all the different departments in a hotel, Front Office department plays a crucial role for the simple reason that it is the very face of the hotel Although, all organizations have front desk in their offices to welcome the guests, but in hotels the role and responsibility of front desk management becomes more valuable Consequently, this needs to be organized well to impress the guests A hotel is a multi-faceted entity It has numerous departments and each one has its own prominent role to play Front Office acts as a coordinating center among different departments: housekeeping, marketing, food and beverage, etc Undoubtedly, Front Office operations form an important part of the hotel management curriculum Without well-planned Front Office operations, it will be very difficult for a hotel to operate and serve its guests well Without a good Front Office department, the operations in a hotel will be thrown out of gear The synchronization between other departments will be disrupted and running the hotel will become an arduous task Therefore, the importance of well-functioning Front Office department in a good hotel can never be denied Front Office plays an essential role in delivering the hotel to its guests It sets the stage for a pleasant or unpleasant visit Guests, often in an unfamiliar setting and anxious to proceed with their business or vacation plans, are eager to learn who, what, when, where and how the new environment is Requests for information often begin with the door person, bell person, switchboard operator, front desk agent, cashier, or concierge, because these employees are the most visible to guests and are perceived to be the most knowledgeable about the place These employees are believed to have their finger on the pulse of the organization and the community Their responses to guests’ requests for information on public transportation, location of hotel facilities, special events in the community, and the like indicate how well the hotel has prepared Front Office staff for this important role Hanoi Open University – Faculty of Tourism Front Office Management Accordingly, Front Office staff must take an active role in gathering information that will be of interest to guests They must also be active in developing procedures for Front Office to expend this information 1.2 The major functions of Front Office department Front office department includes: • Front Desk • Uniformed services • Concierges • Front Office Accounting System • Private Branch Exchange (PBX), a private telephone network used within an organization The major functions conducted by Front Office department related to guests are: a) Conduct reservation, registration, room & rate assignment uniformed guest services and update room status b) Maintain & settle guest accounts c) Create guest history records d) Develop & maintain a comprehensive database of guest information e) Coordinate Guest Services • The sole priority of Front Office Department shall be ensuring Guest Satisfaction, which happens when guest expectations match what the hotel provides • In order to achieve Guest Satisfaction, Front Office department shall have to prepare: – Carefully-designed Front Office organization chart – Comprehensive goals, strategies and tactics – Planned work shifts – Well-designed job descriptions – Well-designed job specifications Hanoi Open University – Faculty of Tourism Front Office Management 1.3 Operation of Front Office department 1.3.1 Organization chart The Front Office organization chart shall be designed according to functions Doing so not only enhances the control the Front Office has over its operations, but also provides guests with more specialized attention Such a division according to functions, however, is not practical in middle and small sized hotels due to the fact that these hotels don't possess enough and sufficient monetary resources to ensure the existence of at least jobholders (i.e one for each shift) for each job position Therefore, in middle sized hotels, a Front Office clerk might be responsible for more than one work position This is ensured via cross training On the other hand, in small sized hotels, one or two Front Office clerk(s) might be responsible for all Front Office activities Figure - Sample of full-service hotel’s Front Office organizational chart Source: [9,8] Hanoi Open University – Faculty of Tourism Front Office Management Front office department manager heads the team of staff working on various activities and responsibilities in the front office department Few prominent activities that the front office staff is involved in are: • Reservation: It includes handling request of customers for reserving accommodations • Reception: It includes receiving the guests according to the highest standards and registering them appropriately It also includes bidding the guests off • Guest Services: They are also known as Uniformed Services It includes personalized guest services such as: Handling guest luggage o Handling guest mail o Delivering newspapers in accommodations o Paging the guest inside the hotel (locating the guest in the hotel) o Arranging for a doctor in emergency o Parking guest’s automobiles o Arranging for reservations at the places of entertainment outside the hotel • Accounts: It mainly includes a front office cashier and a Night Auditor The cashier is responsible for handling guest payments He typically reports to the accounts manager rather than the front office manager The night auditor performs the duties of front desk reception as well as accounting partly during the night shift He needs to report to the heads of both departments, front office, and accounting • Communication: It involves handling communication among various other departments and guests of the hotel [9, 8-9] Other organizational charts may include different names for those functions, for example Hanoi Open University – Faculty of Tourism Front Office Management Figure – Sample of full-service hotel’s Front Office organizational chart Source: [10] Accompanied with this chart are positions: Figure – Sample of full-service hotel’s Front Office organizational chart Source: [10] According to VTOS (VIETNAM TOURISM OCCUPATIONAL STANDARDS) for Front Office Operations 2015, typical jobs at FO include: Front Office Manager, Front Desk Supervisor, Night Auditor, Receptionist, Front Office Clerk/ Agent, Guest Services Officer, Telephone Operator, Concierge and Bell Boy Front Office Manager together with FO assistant manager, FO Supervisor oversees all front office operations for the hotel They manage staff, arrange work schedules and implement policies or procedures that are administered by hotel management Reservation Clerks communicate with guests via the telephone and Internet, scheduling their stays and documenting any special needs they may have Hanoi Open University – Faculty of Tourism Front Office Management Front Desk Clerks or Guest Service Officers check in guests, assign rooms and answer any basic questions or requests the guests may have throughout their stay At the end of the guests’ stay, a front desk clerk checks them out In addition, the clerk reports any concerns the guest had to management Hotel Bellhop/Bellboy or Porter greets guests once they checked into the hotel This individual carries the guests’ luggage while showing them to their room Ensuring that everything in the room is in order and properly working, the porter checks room equipment, such as lighting and ventilation He may also instruct visitors in the operation of hotel systems, such as the television remote control and telephones Concierge of a hotel is a front office professional who coordinates guests’ entertainments, travel and other activities In addition, they may make restaurant reservations, order transport and may even arrange personal shopping for the guests [6,14] Front Office Manager Desk clerks Bell men Figure - Limited-service hotel’s Front Office organizational chart 1.3.2 Front-House Operations These operations are visible to the guests of the hotel The guests can interact and see these operations, hence, the name Front-House operations Few of these operations include: • Interacting with the guests to handle request for an accommodation • Checking accommodation availability and assigning it to the guest • Collecting detail information while guest registration • Creating a guest’s account with the FO accounting system • Issuing accommodation keys to the guest Hanoi Open University – Faculty of Tourism Front Office Management • Settling guest payment at the time of check-out [10, 2] 1.3.3 Back-House Operations Front Office staff conducts these operations in the absence of the guests or when the guest’s involvement is not required These operations involve activities such as: • Determining the type of guest (fresh/repeat) by checking the database • Ensuring preferences of the guest to give a personal touch to the service • Maintaining guest’s account with the accounting system • Preparing the guest’s bill • Collecting the balance amount of guest bills • Generating reports [10,2-3] 1.4 Interaction of Front Office with other departments in a hotel Front Office is the nerve center of a hotel property Communication and accounting are the most two important functions of Front Office operations Effective communications – with guests, employees and other departments of the hotel – are principal in projecting a hospitable image Answering guest inquiries about hotel services and other guests, marketing and sales departments requests for information on guest room availability and housekeeping department inquiries concerning guest reservations are but a few of the routine tasks performed almost constantly by a hotel Front Office in its role as communication center Accounting procedures, involving charges to registered and nonregistered hotel guest accounts, are also very important in the hospitality field Itemized charge are necessary to show a breakdown of charges if a guest questions a bill Services for which fees are charged are available 24 hours a day in a hotel Moreover, because guests may want to settle their account at any time of the day; accounts must be current and accurate at all times Keeping this data organized is a top priority of a good Front Office management Hanoi Open University – Faculty of Tourism Front Office Management • the lowest operating costs • the highest average room rate • appears to be the most profitable v Case 3: • largest number of rooms sold • the highest operating costs • the lowest average room rate • most important non-room revenue • more important total revenue for the hotel v Case 2: • middle position in terms of number of rooms sold and average room rate Of course, Revenue management are decided by management team in the hotel Revenue management meeting participants usually consists of: • General manager • Sales managers • Catering managers • Reservations manager • Front Office manager • Food and beverage manager • CHAPTER SUMMARY The Front Office is often seen as an information source and a request centre for guests and hotel employees The Front Office manager must transform Front Office staff into active salespeople, persuading guests purchase additional reservation, services in the dining room and lounge or products in the gift shop, etc The Front Office staff always update hotel products and services as they adopt a sales department attitude Hanoi Open University – Faculty of Tourism 146 Front Office Management Upselling can have an important impact on the hotel's revenue To upsell rooms, Front Office personnel must be trained to know professional methods For different kinds of guests, Front Office staff need to apply different upselling techniques at registration Besides, when applying upselling technique, there are several things, which need considering, such as rates for upselling, recognition and incentive programs Revenue management means allocating the right room to the right customer at the right price at the right time in order to maximize the revenue Revenue Management in the hospitality industry has seen a new focus in the last several years The focus has shifted from analyst to strategist as the need for proactive revenue management is a function vital to the health and growth of the organization Revenue management takes into account as many of the factors influencing business trends as possible It is also an evaluative tool that allows the Front Office manager to use potential revenue as the standard against which actual revenue is compared Revenue management is applicable and of interest to business with features: perishable inventory and/or seasonal demand, high fixed cost and low marginal costs in selling an additional unit, fixed capacity, and advance purchase of products or services The successful application of Revenue management depends on key factors: information and planning There are main methods for maintaining revenue management: capacity management, limiting discounts, and duration control The groups of tactics are also used to maximize revenue when there is high demand and low demand in hotels Different formulas are often used in applying revenue management is the yield statistic and identical yield occupancy • EXERCISE Hanoi Open University – Faculty of Tourism 147 Front Office Management Exercise 1: Identify the upselling method used in the two following situations: Receptionist: Good evening Sir Do you have a reservation? Guest: No, I don’t Do you have a room available for tonight? Receptionist: Yes May I suggest our Royal Suite That room offers a view on the lake, a king size bed, a spacious bathroom with a sauna and a television with a large screen Guest: That sounds interesting…how much is the room? Receptionist: The Royal Suite is usually offered at $259, but tonight we have a promotion and I can give you a special rate of $219 Guest: Hum…that’s too expensive for me Do you have something else? Receptionist: Yes I have a Deluxe Room with the same facilities that are available in the Suite but with a Queen size bed From that room, you also have a nice view on the botanical garden The room is $169 for two people Guest: Very good, I’ll take that room Receptionist: Good evening Madam Do you have a reservation? Guest: Yes, I My name is Mrs Smith Receptionist: Let me check on the computer Mrs Smith… Yes, a Superior room has been reserved for you at a rate of $89 Is that correct? Guest: Yes it is Receptionist: Do you know that for only $8 more you can get a room with a view on the ocean? Guest: Oh no…I did not know that So that means that the new rate would be how much? Receptionist: $97 plus taxes, for one person Guest: OK, that’s fine, I’ll take that room Exercise 2: Hanoi Open University – Faculty of Tourism 148 Front Office Management Determine what approach is used to maximize room revenue: capacity management, limiting discounts or duration control More than one approach can be applied in some situations a) Hotel X decides to increase its rates because a competitor hotel holds a convention and might have 100% occupancy The managers of the hotel X expect that some guests will be referred to their hotel because no rooms are available at the competitors b) The Asian Summit is held in Hanoi Hotels ask guests to reserve a minimum of nights and all the rooms are sold at the rack rate c) A hotel offers high room rates to walk-in guests because these guests present an opportunity to increase the average rate through upselling techniques e) A hotel manager sets limits on the number of rooms that can be booked by groups (at lower group rates) on a given day Exercise Miss Binh is a reservations agent at X Hotel Miss Lan is a frequent guest, usually staying a minimum of days at a time Because she is a good guest, she always gets a special discount of 5% off the rack rate Miss Lan always makes her reservation at least weeks in advance So she calls the hotel to make her usual reservation for September 5th Miss Binh notices that the hotel is already at 95% occupancy due to a big festival that lasts days at the same period that Miss Lan wants to reserve What factors should Miss Binh take into consideration before assigning a rate to Miss Lan? Exercise Mr Tom is the Sales Manager of X hotel He just received a fax with a list of all the conventions due in Hanoi for the next year He notices that the Asian Association of Doctors has booked a large number of rooms at a local competitor hotel for a convention that will last from October to 11 Later that day, Mr Tom receives a phone call from a tour operator who would like to book 40 rooms on Hanoi Open University – Faculty of Tourism 149 Front Office Management October 10 What factors should Mr Tom take into consideration before deciding to accept the group reservation or to reject it? Exercise C hotel - ADR : $120 - VC: $20 - Cost of walking: $300 - No-show data for 20 Thursdays Day Total no-show Day Total no-show 11 2 12 13 4 14 15 16 17 18 19 10 20 Calculate recommended overbooking number for C hotel Exercise Hotel V, room inventory: 200 Cancellation rate of groups: 15% of the rooms booked Cancellation rate of FIT: 25% of the rooms booked 45 % of room inventory is for groups The reservation record of V hotel on September 20xx: Guest Number of rooms Cancellation rate Hanoi Open University – Faculty of Tourism No-show rate 150 Front Office Management booked history history Group A 50 rooms 20% 5% Group B 60 rooms 10% 0% FIT 30 rooms 20% 10 % How many rooms can V hotel book at most on 5th September 20xx? How many percent can X hotel overbook on 5th September 20xx? Exercise Y Hotel - Room inventory: 100 rooms - Rack rate: $150 - 75% occupancy for the year 201x - Average rate $100 - Proposed rate $125 What occupancy percentage must be achieved to generate the same revenue? (Identical Yield Occupancy) What is the Yield Statistic? Exercise Z hotel- Room inventory: 200 rooms - Rack rate: $100 - 50% occupancy for 20xx - Average rate $80 - Managers want to increase the average rate to $90 What occupancy percentage must be achieved to generate the same revenue? (Identical Yield Occupancy) What is the Yield Statistic? ~~*~~ Hanoi Open University – Faculty of Tourism 151 Front Office Management APPENDIX Overbooked Hotels Can Maintain Loyalty Doug Kennedy Hospitality Service of America, Inc 1601 North Palm Avenue Suite 211 Pembroke Pines FL 33026-3241, USA TEL: (800)432-7302 (954)432-7301 FAX: (954)432-8677 Today, with hotels increasingly focusing more attention on revenue maximization, the walking of a guest is an event you are better off preparing for All too often, a walked guest is greeted by an inexperienced front-office associate who is untrained and ill-prepared, which is unfair to both parties and usually results in an angry guest and a frustrated associate This is unfortunate: It is possible to walk a guest and actually win his or her loyalty Advance planning is key By effectively monitoring your occupancy, you'll be well-aware that an overbooking exists Alternate locations can be secured, preferable at a comparable, nearby property Ask for volunteers The hotel industry has learned much from airline companies regarding revenue management; maybe something more is to be learned from the way airlines deal with overbooked flights It is not unusual to see a sign requesting volunteers willing to take a later flight in exchange for free tickets; there always seems to be plenty of takers Hotels, on the other hand, usually handpick guests to be relocated against their will Why not seek out those guests who are paying their own bills, who have no extenuating circumstances and who are willing to stay elsewhere? Provide appropriate compensation Compensation usually includes a complimentary room, transportation and one phone call, so the guest can notify family and colleagues Business travelers often complain that this offers no personal benefit; the rooms are already paid for by their company An alternative is to offer a certificate for a complimentary room during a future visit, which they can use for a leisure trip Prepare front-office associates Walking a guest may Hanoi Open University – Faculty of Tourism 152 Front Office Management be the most dreaded task associates face, especially those who got into the hotel business because they enjoy providing excellent service Make sure associates understand that hotels must overbook in order to sell out If all guests lived up to the commitment of a guaranteed reservation, then overbooking would not be necessary Employ effective techniques The way in which a walk situation is presented has a significant impact on the guest's reaction Here are some practical techniques: Greet the guest in an appropriate manner As with any check-in, eye contact and a smile are essential tools that set the tone for the interaction Acknowledge the advance reservation Let the guest know right away that he held up his end of the bargain: "Mr Smith, we have your reservation, and it was guaranteed for late arrival." Provide a reasonable explanation Blaming the situation on a group that "didn't check out on time" is not fair to organizations listed on the event board Maybe the best explanation is to say, "Guests who were scheduled to depart stayed over unexpectedly." Apologize for the inconvenience A simple, sincere apology will go a long way in claiming an upset guest Listen with empathy to the guest's concerns More often than not, guests will express reasons why they should not be relocated By allowing them to express their concerns, or even their frustrations, front-office associates can show that they understand how the guest feels Offer alternatives; be flexible where possible Sometimes guests will express real reasons why being relocated presents an obstacle For example, if a colleague or client is meeting the guest early the next morning, perhaps a hotel associate could arrange transportation, and notify the colleague that the guest is running late More than any other department, front-office associates already have to deal with the worst side of even the nicest guests Late flights, lost luggage, annoying passengers and airline food are just a few of the potential difficulties for those who travel by air Flat tires, missed exits and children who chant "Are we there yet?" or "He's looking at me" can stress out the leisure guest Hanoi Open University – Faculty of Tourism 153 Front Office Management In a walk situation, the frustration is amplified many times over, so it's critical that associates understand their role in the process If presented properly, the experience of being walked need not be much more than just a minor bump in the road for both the guest and the front office associate ~~*~~ Hanoi Open University – Faculty of Tourism 154 Front Office Management APPENDIX Revenue management - What Is It? When Can It Help? Robert L Phillips, Senior Principal Improved information technologies are changing the way the world does business Not only are previously manual functions being increasingly computerized, but the very nature of the products being supplied is changing New technologies are enabling producers to "tailor" their products to the needs and desires of individual customers rather than simply providing a set of standard products In a growing number of industries, the ability to customize products to fill different needs represents an increasing share of the value added by suppliers As a result, "The line between products and services is fast eroding," as Regis McKenna pointed out in a Harvard Business Review article Robert Reich goes even further, claiming that "the idea of 'goods' as something distinct from 'services' has become meaningless." While the strategic implications of the "information revolution" for the nature of the products and services being offered have been widely discussed, less attention has been focused on the day-to-day issues of how companies will manage their product lines in the new world As the "service content" of products offered by a producer increases, marketing, operations, and pricing decisions become more complex Only firms that can make the right decisions quickly in the face of a rapidly changing and uncertain environment will be successful In many cases, making these decisions will require effective use of information technologies The commercial airlines have been pioneers in using computerized systems to support these kinds of decisions Reservation systems have allowed airlines to offer a plethora of different products at different rates to different types of customers However, as the airlines discovered, offering such products is only part of the game The most successful airlines have developed revenue management systems that help them determine the prices and availability of these products that will maximize profitability Following its success among Hanoi Open University – Faculty of Tourism 155 Front Office Management passenger airlines, more and more companies are finding that revenue management can increase profitability in complex, rapidly changing markets Airlines worldwide have invested tens of millions of dollars in purchasing, developing, refining, and operating computerized revenue management systems It is now accepted as gospel that effective revenue management is crucial for profitability and even survival for a passenger airline The highly publicized successes of revenue management among the passenger airlines were followed by applications in other industries The roster of companies that have invested in revenue management now includes hotel chains, rental car companies, passenger trains, freight carriers, and cruise ships Many of the investments have been judicious and well-planned and are beginning to bear fruit Other, less well-planned (and less wellpublicized), ventures into revenue management have not been so successful In each case, successful application has required considerable tailoring of the concepts to the specific characteristics of each industry However, enthusiasm for revenue management should be tempered by two considerations First, the techniques of revenue management can only be profitably applied in certain situations They are most applicable in situations in which the capacity to deliver goods or services is fixed in the short run, demand is uncertain, and firms have the flexibility to tailor and price their products to respond to the needs of customers Historically, these characteristics have been true primarily for service markets However, as the line between goods and services blurs, they will increasingly apply to traditional product markets Secondly, when an opportunity does exist, institution of a successful revenue management program often requires a substantial investment, usually with significant associated technical and organizational risks Most of all, it requires an unswerving management commitment and careful planning and decisions are required to control the effective prices of these products in order to maximize profit What makes revenue management difficult is the necessity to set and update prices in the face of a dynamic and uncertain environment An automated Hanoi Open University – Faculty of Tourism 156 Front Office Management revenue management system explicitly performs the economic trade-offs required to determine the right pricing decision in every situation using all the information currently available Consider the case of an airline that has one unbooked seat left on some future departure Assume that the airline has established two fares on that departure—a full-fare of $125, and a discount fare of $75 that requires early booking A potential customer calls in and wishes to reserve a seat at the discount rate of $75 Should the airline allow the booking at $75, or should it refuse the booking, gambling that it will be able to sell the same seat to a full-fare passenger at $125? To maximize expected profit, the airline must weigh the risks and the benefits on both sides If the airline accepts the $75 booking, it risks turning down a future full-fare passenger who would be willing to pay $125 for the seat If the airline does not accept the $75 booking, it runs the risk that the flight may leave with an empty seat because full-fare demand is insufficient to fill it The right decision depends on the expected demand If the probability that full-fare demand will be greater than the number of currently unsold seats is greater than $75/$125 = 60%, then the airline can expect to make more money by refusing the discount fare booking and waiting for a full-fare booking If the probability that full-fare demand will be greater than the number of unsold seats is less than 60%, then the airline can expect to make more money by accepting the discount booking….Should we allow a customer to purchase at a given price, or should we reject that customer in anticipation of more profitable future business? Or, equivalently, is the profit we expect from this business greater than the opportunity cost that we will incur from serving it? Of course, actual revenue management decisions are considerably more complex than the simple example In the real world, the airline must consider the probabilities that the discount fare and the full-fare customer may cancel or "noshow" if they are allowed to book After passengers for a future flight have started to make reservations, an airline has little or no ability to adjust the total number of seats on that flight Airline revenue management calculations generally assume that capacity is fixed However, many industries have the Hanoi Open University – Faculty of Tourism 157 Front Office Management flexibility to adjust or move capacity in response to expected demand For example, a rental car company anticipating high demand at one location may have the option to move cars in from other locations In addition to the alternatives of accepting or rejecting the discount booking there may be the third alternative of accepting the booking and moving capacity from another location in order to satisfy the resulting demand Moving a unit of capacity incurs not only a direct cost, but also the opportunity cost resulting from the fact that once moved the unit will not be available to satisfy demand at its original location When these types of adjustment are possible, revenue management decisions must be linked closely with operating decisions to ensure the highest level of overall profitability ~~*~~ Hanoi Open University – Faculty of Tourism 158 Front Office Management REFERENCE Dennis L Foster (1992), An Introduction to Hospitality, Hospitality professional series, Mc Graw – Hill Book Co Dennis L Foster (1993), Front Office Operations and Administration, Hospitality professional series, Mc Graw – Hill Book Co James A Bardi (2011), Hotel Front Office Management , John Wiley and Sons Inc Jatashankar R Tewari (2009), Hotel Front office Operations and Management, Oxford Higher Education Michael L Kasavana, Richard M Brooks (2001), Managing Front Office Operations, 6th edition, Educational Institute of the American Hotel & Lodging Association Ministry of Culture, Sports and Tourism, Vietnam National Administration of Tourism, Vietnam Tourism Occupational Standards (2015), Front Office Operations Peter Abbott & Sue Lewry (2011), Front Office – procedures, social skills, yiled and management, Routledge, Taylor & Francis Group Ramona Kaptyn (2003), Front Office Management, World University Service of Canada Tutorials Point (I) Pvt Ltd., (2016) Front Office Management, Tutorialspoint 10 http://be-perfect-hotelier.wikifoundry.com/page/Front+Office+Set+Up 11 https://www.aliceplatform.com/blog/newsletter-26-hotel-front-desk- debate 12 https://setupmyhotel.com/formats/fo/181-hotel-staff-duty-roster- chart-format.html Hanoi Open University – Faculty of Tourism 159 Front Office Management ~~*~~ Hanoi Open University – Faculty of Tourism 160 .. .Front Office Management CONTENT Chapter INTRODUCTION TO FRONT OFFICE MANAGEMENT Chapter PLANNING AT FRONT OFICE Chapter ORGANIZING AT FRONT OFFICE Chapter EVALUATING FRONT OFFICE OPERATIONS... PROBLEM SOLVING AT FRONT OFFICE Chapter REVENUE MANAGEMENT AT FRONT OFFICE ~~*~~ Hanoi Open University – Faculty of Tourism Front Office Management CHAPTER INTRODUCTION TO FRONT OFFICE MANAGEMENT Objectives... procedures for Front Office to expend this information 1.2 The major functions of Front Office department Front office department includes: • Front Desk • Uniformed services • Concierges • Front Office