Chapter 8

The arrival procedure appears routine and standardized. And it is, although a wide choice of sizes, classes, and types of hotels means no two arrivals are exactly the same.
If all front-office functions are running smoothly and all systems are working in unison, the arrival is an auspicious one.

Arrival time signals the sharpest distinction between the industry’s many levels of service.
Limited-service guests who use self-checkin terminals may see no one at all!
Full-service hotels make the arrival procedure part of the guest’s experience, one of many moments of truth.

Parking attendants greet guests arriving by private auto.
Urban parking is a revenue center of the hotel.
Parking arrangements may be reversed with the parking company paying the hotel for the right to pick up guest’s cars.
The valet attendants are the parking company’s employees, not subject to hotel control.

The presence of a door attendant makes a strong statement about the hotel, its concern for guests, and its level of service.
The doorperson is part concierge, part bellperson, part tour guide, part host, and part friend.
Without question, doorpersons in their splendid uniforms make an impressive impact and a comforting presence at the hotel’s entry.

Arriving guests may or may not hold reservations.
Those with reservations are handled quickly because the information is already in the computer.
Registration is handled as if the guest were a walk-in.
Guest-to-agent interaction changes dramatically when the house is full: 100% occupancy. A quick and caring response from the hotel staff might convert a traumatic experience into a positive moment of truth.

Registering walk-ins takes more time than registering reservation-holders.
Sales to walk-ins boost the hotel’s bottom line. Walk-ins are the final tier of the yield management system.
An inviting lobby is the first means of capturing the sale. A cordial, knowledgeable guest-service agent with the right message is the second.

Early arrivals, especially those who appear before the check-out hour, may need to wait until a departure creates a room vacancy.
The registration card is completed but marked
RNA, registered but not assigned.
Early arrivals who come after rooms have been vacated are assigned immediately, but not given the key while the room is on change.
Room charges are the real issue with early arrivals.

Hotel executives must balance the four elements of waiting lines: arrival population; service population; and queue and service disciplines.
Management’s failure to attend to the four parts of queuing theory creates negative moments of truth.
Frequent-guest members, important persons, and premium corporate accounts are registered in a different area by the concierge or a hotel executive.

Registration pods don’t eliminate lines, but they make the experience more cordial.
Self-service check-in is viewed as a special accommodation rather than a reduction in service.
Initially, self-check-in terminals required the arriving guest to hold a reservation and a payment card, either credit or debit.
When all rooms are taken and only a few suites are available, it challenges the terminal’s capability.
Rather than walk the arrival, the desk clerk will likely upgrade the reservation to one of the suites.

Guest-service agents greet arriving guests with pleasantries and a registration card.
Timing applies to the registration cards as well.
Guests with reservations are accommodated quickly because registration cards are preprinted as part of the previous night’s audit.
Release of Registration Information: names, addresses, company affiliations, times of arrivals and departures, telephone and internet records, credit-card data and more.

Contents of the Cards: name and address; number in the party; room number; date of departure; rate; agent’s identification; folio number; disclaimer of liability.
Points of Agreement: to minimize misunderstandings, the agent repeats several facts as the registration closes.
New social issues have added to the guestservice agents’ responsibilities. Where appropriate, Points of Agreement have expanded to include no-smoking rooms, pets, and “green” facilities.

No-Smoking Rooms: Gradually, as calls for no-smoking grew, hotels set aside entire floors or wings for nonsmokers.
Pets: almost every chain has some type of pet accommodation.
The Assignment Process: blocking the room; choosing—selling—the room; upgrades; VIPs.

In very rare instances, the arriving party may register and leave immediately.
Typically, no charge is made if check-out takes place within a reasonable time, even if the room was occupied briefly.
The completed reg card is marked DNS and given over to a supervisor.

Guests with reservations have already established a preliminary level of credit and identification.
Credit cards help establish the guest’s identity, but some jurisdictions require additional identification.
Associates throughout the hotel must be vigilant if the paid-in-advance system is to work. Without a card on file, all services must be paid on cash.

The Uniformed Services: uniformed service personnel are minimum-wage workers, but are the top of all hotel wage-earners.
Rooming Slips: rooming slips ask the guest to verify three bits of information: name and spelling, date of departure, and the rate.
Arriving at the Room: registration completed, the bell person moves toward the elevators with the guest in tow.
Green Hotel: lodging’s early efforts at “ greening” the industry were chiefly cosmetic.