客户信息记录有效提高客人入住登记效率及客户服务部规范化工具箱

客户信息记录有效提高客人入住登记效率GuestInformationRecordisneededforeffectiveCheckInService论文摘要北京丽都假日饭店成立于1984年，是由著名的“BassHotels&Resorts”酒店管理集团管理的，全球最大的一家假日饭店,也是北京最早的4星级酒店之一。丽都假日饭店以其优质的客户服务，赢得了众多外资企业的青睐。饭店年平均住房率达到百分之六十三，其中百分之四十为饭店的常访客人。这些常访客人保证了饭店的住房率，也同时为饭店创造了良好的口碑，迎来了更多的客人。作为北京丽都假日饭店的高级客务关系部主任，我的日常的工作就是保证客人在住店期间得到最优质的服务。不断听取客人意见，改进服务内容，保证服务质量。工作中我们发现，在酒店住房旺季期间，每天都有很多客人在前台登记入住。尤其在航班集中到港的时段，前台总会排起长队，有些客人最长需要等待三十分钟来完成入住登记手续。提高入住登记的速度，是前台有待解决的最大问题。但在正常的情况下，每位客人的入住登记手续大约需要10分钟。在客人集中到达的时段，有些客人就不得不等待很长时间才可以开始办理入住登记手续。为解决客人长时间的等待，改变现状，客务关系部将协助前台提高客人入住登记的效率,缩短登记手续的时间，优化登记程序，将原来的入住登记时间缩短一半。为此，饭店对常访客人及前台员工进行了采访。通过对客人的问卷调查和同前台员工的面谈中我们了解到，客人入住登记过程中其实有很多不必要环节可以省略。对于很多常访客人的资料反复查对，占用了登记的大部分时间。因此，建立客人个人信息资料库，改进入住登记的流程，将有效提高前台员工的工作效率。我的项目目标是将常访客人的入住登记时间缩短50%，由原来的10分钟缩短5分钟，甚至3分钟。这样将大大缩短客人在前台等候登记的时间。个人信息资料库的建立也可以同时优化前台登记的程序。此项目在一个月内完成并实施。力求将高峰期客人排队等候的时间尽可能缩短。在次项目执行一个月后，饭店再次对客人进行了满意度调查，客人好评率100％。同时前台员工也表示了对新的入住登记手续的认可和赞同。入住登记流程的改进带给饭店积极的影响，，提高了客人对饭店服务的满意度。但目前这项新的登记入住方法仅仅适用于饭店常访客人，有一定的局限性。客人的个人信息，也需要不短的更新再确认，来保证信息的有效性。除此以外，在此项目成功并顺利运行的基础上，我们将设计初次到店客人的快速登记方法。力求使每一个选择下榻丽都饭店的客人都享受到相同的待遇。

AbstractHolidayInnLidoHotelisestablishedin1984,managedby"BassHotels&Resorts"management.Hotelisfamousbyitshighstandardservice，andwell-knowninmultinationalcompanies.Lidohotelkeepstheaverageroomoccupancyat63percentperyear,and40percentarehotelregularguests.BeingtheSeniorGuestRelationsOfficer,mydutyisguaranteethebestservicetoourguests.Hotelstayshighoccupancyinhighseasons.Therearehundredsofguestscheckingintothehoteleveryday.Intherushhour,manyguestswaitingatreceptiondeskforcheckin,someofthemhavetowaitmorethan30minutes.Receptionistneeds10minutestocompletecheckinforeachguest.Guestsqueueinalonglineandsomeofthemhavetowaitmorethan20minutes.Guestallfeeltiredafteralongjourney,theyneedaroomforrestverysoon.Speedupcheckinprocedureisnecessaryinimprovingguestservices.Someofguestsareveryregulartothehotel,butreceptionistsstillneedtorechecktheirpassportforname,passportnumber,birthday,etc.Ifwekeeptheinformationforfile,thiswillhelptosimplifythecheckinprocedureforhotelregularguests.Weaimtofindtheproblemincheckinprocedurethroughguestsandreceptionistsinterviews.Wefinallyfoundthatcheckingtheirpersonalinformationisaduplicatework.Ideally,wewillkeeparecordforalltheregularguestsforfuturecheckinuses.Inthisway,wewillsavemoretimeinregularguestscheckin.Checkintimecanbeshorteningto5orlessthan5minutes.Thisisnotonlymakereceptionistsworkingeffective,butalsosavetimeofguests;improvetheirsatisfactionofhotelservices.

TableofContents1.Introduction 11.1. ProjectBackground 11.2. ProfileofHolidayInnLidoHotel 21.3. FinancialStatementofHolidayInnLidoHotel 31.4. CurrentStatusofCheckIn 31.4.1.Problemanalysisincheckin 51.5. ASWOTAnalysisoftheSituation 62.Rationale 72.1. ProjectResearch 72.2. ProjectObjective 92.3 ProjectHypothesis 92.4 ActivitiesPlannedtoTakePlace 92.5 ACriticalPathAnalysisoftheActivities 112.6 PeopleInvolvedintheActivitiesandTheirResponsibilities 122.7 Time-scaleoftheActivities 123.DataDescription 143.1 CostConsideration 143.2 RiskAnalysis 143.3 PlanFortheMonitoringandEvaluationoftheProject 154.Conclusion 16Bibliography 18AppendixI:GuestSurvey 18AppendixII:GuestInformationForm 20AppendixIII:Figures 20GuestInformationRecordisneededforeffectiveCheckInServiceIntroductionProjectBackgroundXE"ProjectBackground"XE"ProjectBackground"XE"Introduction"XE"Introduction"XE"Introduction"XE"Introduction"XE"Introduction"Today’shotelguestsrequireahighqualityexperiencefromtheirstayinahotel.Theyexpectqualityservice,product,atmosphere,entertainment,valueformoneyandpreferhotelswitha“servicepersonality”ratherthanthoseperceivedasofferingacommodity.ThebusinessofHolidayInnLidohotelrunningfairlygood.Itkeepsthehighoccupancyabout63percentaveragelyeachyear.Amongthoseguests,40percentofthemarehotelregularguests.TheyalwaysstaywithLidoHotel,someofthemvisithoteltwiceamonthatleast.TheseregularguestsaremostvaluabletoLidohotel.Theyarethefactorforhotelhighoccupancyandgoodreputation.BeingtheSeniorGuestRelationsOfficer,mydutyistoguaranteehotelguestsaresatisfiedwithhotelservice.Handlingguestcomplaintsandsuggestions,thereforeimprovinghotelservices.Inthehighseason,wearereceivinghundredsofguestscheckingintohoteleveryday.Someofthemareflyingonthesameflight,arrivetothehotelatthesametime.Becauseofthis,hotellobbybecomescrowed.Peoplequeueinalonglineforcheckin.someguestshastowaitatleast20minutesforcheckin.Receptionistneedsabout10minutestofinishthecheckinprocedureforoneguest.Theyneedtocheckguestpassportforname,passportnumber,birthday,andverifytheirChineseVisa,alsoaskforcreditcard.Peopleallfeeltiredafterthelongjourney,theyeagertogobacktotheirroomforrest.Speedupcheckinserviceisverynecessary.Inordertooptimizethecheckinprocedure,shortenthecheckintime.Wefirstdidguestsurveyfortheircomments.Alsoworkcloselywithreceptiondesk,collectingtheirexperience,gettoknowtheiropinion.Atlast,werealizedtherearesomeunnecessaryproceduresforcheckinregularguests,suchascheckguestpassporttoconfirmingtheirname,passportnumber,birthday,andcreditcardnumbereverytimetheycometohotel.Thispersonalinformationwillnotbechangedregularly;it’ssomehowawasteoftimetorecheckiteverytime.Wehadregisteredtheirinformationwhentheyfirsttimestayedinhotel.Ifwekeepguestpersonalinformationrecordonfile,justconfirmthoseinformationwithguestsbutnotaskingagaintheirpassportetc.Thecheckintimecanbeshortento3minutes.Itwillmakethecheckinmoreeffective,andsavemoretimeforbothreceptionistandguest.GROneedtotrainallthereceptionstaffabouthowtocreateguestinformationrecord,andhowtotracktherecord.Systemizeguestpersonalinformationrecord,makeiteasyforfutureuse.Finallyanotherguestsurveywillhelpustogetthefeedbackfromguests.ProfileofHolidayInnLidoHotelHolidayInnLidoBeijingwasestablishedin1984,wasthefirstHolidayInnhotelinChinaandfamousinBeijing.A4starjointventurebetweenYickHoCompanyofHongKong,andChinaTravelService(Holdings)Corp.ofChina,andmanagedbyInterContinentalHotelsGroup.Itiswell-knownasa“CitywithintheCity”.Just17kmfromtheBeijingCapitalInternationalTheHolidaylnnLido,Beijinghas538tastefullydecoratedguestroomsandsuites,allequippedwithremotecolorTVwithsatellitereception,individuallycontrolledair-conditioning,IDDtelephone,voicemail,alarmclock/radio,refrigeratorandmini-bar,hairdryers,modemlinks,in-roomsafetydepositboxes,bathroomamenitiesandtea/coffeemakingfacilities.TheExecutiveClubLoungeoffersguestsapeacefulenvironmenttomeetorquietlycatchupwiththelatestnewsviasatelliteTVinternationalnewspapersandmagazineswhileenjoyingacupoffreshly-brewedcoffeeortea.ThehotelisalsoconvenientlylocatedclosetomanyofBeijing'sfamoustouristattractionsandcommercialofficebuildings.TheHolidayInnLidoExecutiveClubloungeoffersguestsapeacefulenvironmenttomeetorquietlycatchupwiththelatestworldnewswhileenjoyingacupoffreshlybrewedcoffee.Recently,thehotelhasestablishedaninternetconnectionineachroom,andhasotherexcellentbusinessfacilities.Besides,hotelprovidesawiderangeofoutletsofferingasuperbofinternationalcuisines.Thehotelalsohaswell-equippedmeeting,conferenceandbanquetfacilitiesofferinggueststheperfectsettingforanyoccasion.Therearealsotherecreationalandentertainmentfacilitiesinthehotel.Therearemorethan400employeesworkinginLidohotel.TheyprovidetheirprofessionalservicesinFrontOffice,Housekeeping,Food&Beverage,etc.Talkingmoreonmyprojectaboutreceptiondesk.Theyare10receptionistsondutyperdayamong20.And4computersavailableforguestcheckineveryday.FinancialStatementofHolidayInnLidoHotelHolidayInnLidohotelisA4starjointventurebetweenYickHoCompanyofHongKong,andChinaTravelService(Holdings)Corp.ofChina,andmanagedbyInterContinentalHotelsGroup.Theyearlyroomrevenueisabout100millions.HereisthedetailofhotelRoomRevenue:Year2005(RMB):94,413,910Year2006(RMB):104,380,941Year2007(RMB):64,442,326(JanuarytoJuly)TheNetIncomeperyearexceeds70millionsYear2005(RMB):77,419,406Year2006(RMB):85,592,371Year2007(RMB):52,842,707(JanuarytoJuly)CurrentStatusofCheckInXE"CurrentsituationofhotelsinBeijing"Currently,receptionistneeds10minutestofinishcheckinforoneguest.Theywillfirstaskingguestsiftheyhaveroomreservations,andfindouttheirreservationinsystem,preparingregistrationformforcheckin.Afterthat,receptionistneedstocheckguestspassportfortheirfullname,passportnumber,birthday,verifytheirChineseVisa,andaskguestscreditcardfordeposit.Reconfirmtheperiodoftheirstay,roomrate,andhavetheirsignatureontheregistrationform.Introducehotelfacilities,andentertainment.Callbellboytohelpguestswiththeirluggageandshowthemthewaytotheirroomwhenneeded.Averagely,eachguestneedstowait10minutesforcheckin.Duringthepeakhours,eachguestneedstowaitminimum15minutes,maximum25minutesforcheckin.Ididinvestigationduringthepeaktimeatreceptiondesk.inoneweek,belowarethepickedupsummaryin4days.Date:2007Mar10(Sat)Timerange:18:00~21:00No.ofguests:40peopleNo.ofreceptionist:4staffAveragecheckintime:10minutes Date:2007Mar11(Sun) Timerange:10:00~11:00 No.ofguests:30people No.ofreceptionist:5staffAveragecheckintime:8.5minutesDate:2007Mar12(Mon)Timerange:18:00~20:30No.ofguests:25peopleNo.ofreceptionist:4staffAveragecheckintime:9minutesDate:2007Mar13(Tue)Timerange:18:00~19:00No.ofguests:23peopleNo.ofreceptionist:3staffAveragecheckintime:10.5minutesFromthissummarywecanseethat,receptionistneedsabout10minutesforcheckinoneguest.Whentheyareshortofhands,theyneedmorethen10minutes.Guestsbecomingimpatientafter20minuteswaiting,andsomeofthemwillcomplain.ThehighseasoninthehotelareMarch,April,May,September,Octoberintheyear,peaktimeinthedayisfrom10amto11am,6pmto9pm.Duetomostofthepeopleprefertotaketheflightinthistimeperiod.Becauseofthis,peoplearecominginthesametime,andqueuingatreceptiondesk.Inthepeaktime,thereareatleast10peoplequeueinlineatthesametime. ProblemanalysisinCheckInEachguestneeds10minutesforcheckin,receptionisfollowingthesamecheckinprocedureforalltheguestsincludingregularguests.Butmostoftheregularguestsvisithotelmorethan3timeseveryhalfyear,someofthemevencomebacktohoteltwiceaweek.Everytimetheyneedtospend10minutesforcheckin,duetohoteldidnotkeeptherecordoftheirpersonalinformation.Personalinformationsuchastheirfullname,passportnumber,birthdayandcreditcardnumberwillnotbechanged,it'snotreallynecessarytoreconfirmiteverytimetheycomebacktohotel.Tocreateguestsinformationrecordwillhelptopredigestcheckinprocedure,shortercheckintime.Thinkingfromthepointofviewofguests,thecheckinservicetheywantisEffective–Quickcheckinserviceatreceptiondesk.Friendly–Greetingtoguests,goodserviceattitude.Helpful–Well-trainedinworkingprocedure.Professional–Familiarwithhotelservices,facilities,andentertainment.Questionnaireisanotherwaytoknowwhatguestsneed.Iprepared50questionnairesforguestsurvey,andgetthefeedbackfromguestsviafacetofaceinterviews,ortelephoneinterviews.(Pleaserefertoappendixfortemplateofguestsurvey)Summarizethefeedbackofsurveys,wecansee:Mostoftheguestsarecomingforbusiness.AndtheyareveryregulartoBeijing.TheyarevisitingBeijing2timesamonth.90%ofguestsmaderoomreservationsbeforearrival.Mostofguestswillalwaysspend10minutesatcheckin.Iftheyarrivedinrushhours,theyhavetowaitabout10to20minutesforcheckin.95%ofguestsdonotmindifwekeeparecordoftheirpersonalinformation,ifwecanspeedupthecheckintime.Buttheywanttomakesurealltheseinformationaresafelykeptinthehotel.95%ofguestswillcomebacktostayagain.Overall,throughthissurveywegettoknowthatguestscareaboutthecheckintimeatreceptiondesk,butnotreallyconcernifwekeeparecordoftheirpersonalinformation.Butweneedtomakesuretheseinformationwillnotbeleakedouttoothers.ASWOTanalysisofthesituationXE"Guestsneedsandwantsanalysisinhotelservice"StrengthsHolidayInnLidohotelhas22yearshistoryinBeijing,andhasagoodreputation.HolidayInnLidoislocatedneartotheairport.Itonlytakes25minutesfromairporttohotel.Thereareabout500roomsinHolidayInnLido,andwellequippedwithrecreationfacilities."BassHotels&Resorts"managementguaranteesthehotelservicestandards.Therearethousandstaffworkinginthehotel,insurethe24hoursservice.Allthestaffwilltaketheprofessionaltrainingbeforestartingtheirwork.Englishiscommonlanguageinthehotel.Regularguests,andbusinesswithmultinationalcompanies.WeaknessesRoomfacilitiesinHolidayInnLidoareoldandroomdesignsareoutoffashion.Hotelneartotheairportbutfarformthedowntown.Roomrateisratherexpensive.OpportunitiesGoodreputationofhotel.Contractwithtravelagentandairlinesforcooperation.LongtermhistoryinBeijing,well-knownbypeople.Only17kmfarfromairporttohotel.Goodcommunicationskillsofhotelstaff.ThreatsLowerroomrateandroompackageinnearbyhotels.Newhotelsopeningeveryday.RationaleProjectResearchServicequalityisveryimportanttohotelforkeepingitscustomers.AccordingtoLewisandBooms(1983),“Servicequalityisameasureofhowwelltheserviceleveldeliveredmatchescustomerexpectation.Deliveringqualityservicemeansconformingtocustomerexpectationsonaconsistentbasis.”Customerassessmentsarealsoinfluencedbytheserviceprocessandthe“peripherals”associatedwiththeserviceThecustomerfocusgroupresearchconductedbyPZB(1985)confirmedthatbothoutcomeandprocessdimensionsinfluencecustomers’evaluationofservicequality.Inaddition,focusgroupresponsepatternsrevealed10generalevaluativecriteriathatcustomersmightuse,regardlessofservicesector.Andafteranempiricalanalysistodetermineinter-relationshipsamongtheredimensions(PZB1988),3oftheoriginal10remainedintact:tangibles,reliability,andresponsiveness.Theremaining7clusteredinto2broaderdimensionswhichPZB(1988)labeledassuranceandempathy.Thus,thefinalsetoffivedimensionsisasfollows:Assurance:Knowledgeandcourtesyofemployeesandtheirabilitytoinspiretrustandconfidence.Empathy:Caring,individualizedattentionthefirmprovidesitscustomers.Reliability:Abilitytoperformthepromisedservicedependablyandaccurately.Responsiveness:Willingnesstohelpcustomersandprovidepromptservice.Tangibles:Appearanceofphysicalfacilities,equipment,personnel,andcommunicationmaterials.Fromthesideofcustomers,goodserviceisthereasontheystayingwiththehotel.Theclarityandaccuracyofinvoices,speedandefficiencyinmanagingfailuresandcomplaints,theattentionthatemployeesshowcustomersandthepromptnesswithwhichactionsaretakenallinfluenceacustomer’sperceptionofthevalueofbeingacustomerofagivensupplierorserviceprovider.Theseservicescontributetomakingitworthwhileforcustomerstocontinuepurchasingfromthesamefirm,andpreventcustomersfromconsideringalternativeoptions.Thedevelopmentofvalue-enhancingservicesoutofsuchadministrativeroutinesincustomerrelationshipsisapowerfulwayofsettingapartafirmfromitscompetitorsandofcreatingasustainablecompetitiveadvantage.Thusthesetypesofserviceelementsarealsohiddenservices,tooseldomseenasservicesbymanagersandneverseenassuchbyeconomistsandstatisticians.Theybuyofferingsconsistingofgood,services,information,personalattentionandothercomponents.Suchofferingsrenderservicestothem,anditisthiscustomer-perceivedserviceofanofferingthatcreatesvalueforthem.Aserviceperspectivemeansthattheroleofservicecomponentsincustomerrelationshipsisseenasstrategic.Thecoresolution,whetheraphysicalgoodoraservice,hastobegoodenoughtoprovideacompetitiveadvantage,butthisisnotenoughforsuccessinthemarketplace.Whatcreatesasustainablecompetitiveadvantageisthedevelopmentofeveryelementofthecustomerrelationship,includingalltypesofservices.ProjectObjectiveThekeyproblemofcheckinserviceisreceptiondeskspendingtoolongtimeoncheckinginguests.Theyneedabout10minutestofinishcheckinforoneguest.Inthisway,theguestqueueinthesecondhavetowaitatleast20minutes,andfollowingguestshavetowaitevenlongertime.Weneedtofindawaytosolvethisproblem.Buildingupregularguestpersonalinformationrecordswouldhelpreceptionisttotracktheguesthistory,preparingfortheirregistrationinadvance,inordertosavetimeincheckin.Weproposetoshortenthecheckintimefrom10minutesto3minutes,especiallyforregularguests.Savemoretimeforguestsincheckingin,andalsomakethereceptionworkmoreeffective.Theaimofmyproject,andthewayforevaluationare:Checkintimeforeachguest:10minutesreduceto3minutesSetupPersonalInformationRecordforalltheregularguestswhostayedmorethan2times.Avoidwaitingtimeatreceptiondeskintherushhours.Cutdownthewaitingtimein10minutes.MakesureallthereceptionistaretrainedforusingGuestpersonalinformationrecord.ProjectHypothesisXE"ProjectHypothesis"Itishypothesizedthatifanefficientcheckinserviceproceduresuccessfullyusedforguestcheckin,thentheguestcheckintimewillbeshortenedto3minutes.Wewillfirstdoasurveywithhotelregularguests,gettoknowtheircommentsandsuggestions.Anddiscusswithreceptiondeskindetailforcreatingtheguesthistoryrecord.Thisinitialprocesswilltakeabout1week.Aguestpersonalinformationhistoryrecordsystemwillbereleaseinweek2,rightafterthat,wewillbegintouseitindailycheckinforguests.Continueoptimizingtheprocedurefor2weeks.Atlast,doanothersurveytogetguestfeedback.ActivitiesPlannedtoTakePlaceXE"ActivitiesPlannedtoTakePlace"Inordertoreachthegoalandobjectiveofmyproject,IplanallthethingsIhavetogothroughindetail.Belowareallthethingsthatneedtobedone.Stage1:Draftsolutiontotheproblemandmakeproposal.First,makethesolutionmoredetail,anddiscusswithreceptionforagreement.Second,makesurethesolutionplanitworkable,andmaketheguestinformationtemplate.Third,preparetoproposeittohotelgeneralmanager.Stage2:GetapprovalformmanagementFirst,proposetohotelgeneralmanageraboutthenewideaonspeedupthecheckin,gethisapprovalandfollowuptheaction.Second,afterapproval,preparefortrainingtoreceptionist.Third,maketimeforstafftraining.Stage3:TakeactiontoimplementsolutionFirst,releasetheguestinformationtemplatetoreceptionistandtrainthemhowtouseit.Second,collectguestinformationwhileguestcheck,andgettheiragreementforfuturecheckinuse.Keyintheinformationocomputer.Third,Getguestfeedbackforthisnewcheckinprocedure.Makeupdatesaccordingly.ActivityPlan:Stage1:Makesolutionanddiscusswithreceptionmgr MakeinformationtemplatePreparetheproposalMakesolutionanddiscusswithreceptionmgr MakeinformationtemplatePreparetheproposalStage2:GetGMapproval PrepareforstafftrainingMaketimefortraining.GetGMapproval PrepareforstafftrainingMaketimefortraining. Stage3:ReleasethetemplateCollectguestinformationGettoknowguestfeedbackReleasethetemplateCollectguestinformationGettoknowguestfeedbackFigureSEQFigure\*ARABIC1:ActivityPlanACriticalPathAnalysisoftheActivitiesXE"ACriticalPathAnalysisoftheActivities"Inordertosimplifythecheckinprocedure,wefirstneedtofindoutthereasonforlongtimecheckin.Interviewwithguestsandreceptionistsisacriticalpath.Facetofaceinterviewisthebestwaytoknowguestfeelingsandfeedback.Ipreparedsomesurveys,andinterviewingguestsatreceptiondesk,gettheirfeedbackdirectly.Otherwise,telephoneinterviewisanotherwaytogetguestscomments.Ipickedupsomeregularguestswhoarestayinginthehotel,makingcallstotheirroomsintheeveningaround8pmto9pm.Takingnotesforanycommentsorsuggestionsforfurtheranalyses.Ontheotherhand,Iinterviewedsomereceptionist,fromtheirworkingexperience;weknowthattheyhavetodosomeduplicateworkwhencheckinginguests.Thisisjustwhatweneedtochange.Afteralltheseinterviews,Ireviewedthecheckinprocedureagain,andanalyzetheproblemforcurrentcheckinisnoguestrecordinfile.Tosolvethisproblem,weneedtobuilduptheguestinformationrecords.Ireportedthisproblemwithsolutiontohotelmanagement,lookingfortheirsupportandapproval,managementagreedforthisservicesupgrade.Itakeactionsforfollowup.Criticalpathanalysisoftheactivities:Face-to-faceinterviewwithguestTelephonesurveywithguestsReviewcheckinprocedureAnalyzecurrentcheckinprocedure FindoutthesolutionReporttomanagementforapprovalManagementagreesthesolutionManagementdisagreesthesolutionTakeactiontofollowupFace-to-faceinterviewwithguestTelephonesurveyw