1、Take Over & Rebranding Manual for General Managers ACCOR Hotels TAKE OVER & REBRANDING MANUALHouse KeepingACCOR HOTELS April, 2008INTRODUCTIONThis manual is intended as a reminder and checklist for the many tasks and actions required to successfully take over and rebrand an already operating hotel t2、o an ACCOR branded property. However due to the very nature of hotel take overs, in that each property is unique in terms of age, condition, facilities, market positioning, location, etc, this should not be construed as a complete and entire manual of the tasks to be done. This should be regarded as3、 a very broad and general guideline that should be adapted to each situation.In the formulation of the take over task and consequent action plan, the long and short term objectives of the Owners and Accor and the should be clearly established in order to ensure the final product meets the expectatio4、ns of both parties. It is critical that through a rebranding process the propertys image and profile should be enhanced and that with the provision of Accors management and marketing expertise, tangible value will be added as a result.As previously mentioned and should be strongly emphasised, each H5、otel is unique and the information within this manual should be adapted so as to meet the specific requirements of the project and location. It should be seen as a base from which to begin and a general guideline, not as a definitive plan to all takeover and rebranding projects. BRIEFING of DIVISION6、 HEADS1.1 Project in general1.1.1General Discussion on Owning Company and management Agreement.1.1.2Discussion of any Hotel or Location idiosyncrasies1.1.3Progress on any refurbishments and possible relaunching dates.1.1.4Progress reports from Task Force members.11.5Feasibility Study and Departmenta7、l review and proposed individual action plan. Plans on any refurbishments.Review power of attorney for bank signaturesReview owning companyHotel agreement as it pertains to Co-Owners.Owning Companys organization chart.Internal Owner relations.Name, Address and Telephone #s of Board Members.Equity po8、sition of Owners.Capital expense Budget and approval procedures.Any special agreements and/or understanding with the Owning Company.Board Meeting timetable.Review of last Board Meeting minutes.Goals and Incentive Plan.Recommendations for the Hotel Lawyer and Auditor.Administrative calendar for the H9、otel.2.0 TAKE OVER & REBRANDING TASK ASSIGNMENT CHECK LISTThe purpose of this check list is to assign each department all necessary tasks to ensure the successful preparation for the opening of the hotel and that are completed on time. The Executive for each Department should be the person responsib10、le for the appropriate checklist and the formulation of the critical path.The following checklists are to be considered as a guideline for the formulation of the critical path and a more detailed checklist should be developed for each department concerned. HousekeepingAssess executive housekeeperRev11、iew payrollReview policies & proceduresReview training programReview condition of all FF&E Linen audit & ordering replacement Accor standardAccor specifications guest room amenitiesOrdering guest room amenitiesReview all cleaning equipmentSpecification cleaning chemicalsReview all maid carts quantit12、y & conditionBlankets spec & quantityPillows spec & quantityReview carpet cleaning contractReview cleaning schedulesReview job descriptionReview oganisation chartReview uniforms quantity & conditionUniforms orderingReview uniforms policyReview pest control contractReview valet pricesReview guest sto13、rage policiesReview policy of fruit basketReview policy for flowersReview procedures mini barReview all formsReview room set upReview suites set upReview par stocksIdentify areas requiring concentrated cleaningAction by Starting date Completion dateReview PA cleaning schedulesReview duty rosterRevie14、w emergency proceduresReview laundry volumeReview laundry budgetReview valet pricesRelaunching & rebranding action planReview Operational manualReview house plant maintenance contractReview outside window cleaning procedureReview lost and found policiesReview list of all guest supplies, apply Accor 15、standardsReview par stock for flow partiesReview guest room layoutRebranding budget reviewReview layout of floor pantryReview keys policy requirements per areaCheck bed configuration chartCheck room types chartReview cleaning standardReview service standardCosting guest suppliesReview guest floor pa16、ntry set upReview mini-bar set up Review maid cart set up Laundryassess laundry managerreview laundry job descriptionsreview operating proceduresreview organization chartreview manning guidereview training programreview training schedulereview all equipment review all FF&E review list of guest suppl17、iesreview list of formscheck license for laundryrebranding action planrelaunching datecheck equipment warranty record if applicablereview maintenance programreview procedures valet shopreview job descriptionsreview laundry pricescheck quality & stock of chemicals & listsreview safety programhotel su18、rvey of hotel chargesreview uniforms stockreview cleaning schedulesurvey waste disposalcheck steam & electricity supplyreview labor lawreview all kitchen & bakery equipment & utensilsreview all cleaning equipmentcheck quality, stock and supply of cleaning chemicalscheck musical instrumentscheck prin19、ting materialcheck canned dry foodcheck beveragescheck food items freshreview pool functionslinen Action by Starting date Completion dateaudit on condition of all mattressesaudit on condition of all TVs & associated equipmentaudit TV receptionreview satellite/cable TV provider contractMini bars3.0 T20、akeover and RebrandingThis segment of the critical path deals with the rebranding plan. It consists of listing all the physical areas requiring close attention that can be monitored on a twice-weekly basis, on the progress report. All items mentioned on this section should be similar to the one ment21、ioned in the progress reportExample:Executive officeAccounting officeGeneral storeSteward storeStaff canteenGuest rooms 16/FAll the mentioned areas should state the starting date of the monitoring of the status of the rebranding and the projected completion. 4.0Formulate Critical PathThe Data formul22、ated in the Tasks Assignment Check List is to be used as the base for the formulation of the “Critical Path” report.The first thing to establish is the Relaunching date of the Hotel.Secondly, the data from the tasks assignment check list is transferred into the critical path with reference to the re23、branding of each area and ultimately the relaunching date.Formulate a Grid sheet which contains all the critical path with a section for each department using the legends of:Starting DateProgressDelayCompletion DateLate CompletionRelaunching DateAll tasks should be monitored and updated twice weekly24、 with a review meeting for all concerned.Whilst this may seem a tedious and time consuming exercise it will ensure that each area of the Hotel is fully ready to be Operational on the Relaunching Date.Note: The Critical Path should be formulated in a Data Base Software format as per the example attac25、hed to allow the efficient, Any Date Order, or Person Responsible, Sorting.List of rebranding reports and meetings to be formulated- Twice weekly critical path meeting minutes- operational meeting weekly minutes- design and printing weekly minutes- F&B twice weekly meetings minutes- weekly progress 26、report- Weekly minutes of relaunching ceremony meeting- Weekly minutes of sales department- Monthly sales report to corporate office- Weekly forecast meeting- Weekly minutes of purchasing department- Weekly minutes of accounting department- Monthly controllers report to corporate office- Monthly rep27、orts to corporate office should include the following topics- Overview of progress of rebranding- F&B report- Financial- Engineering- Sales- Rooms department- P.R.- Monthly design meeting with designer- Post relaunching weekly project meeting6.0 Monthly progress reportThe monthly progress report sho28、uld be formulated by the hotel GM/Take Over Task Force Manager/Engineering team/DOSMIt should contain progress on rebranding plus recruitment progress of key staff,Owner related issues, marketing activity, financial status. Policies and ProceduresRooms Division (as per ACCOR Operations manuals)SOPLS29、OP- VIP Policy- Guest privacy- Log book- Maintenance requests- Guest illness- Pets & animals- Guests complaints- Uniform- Staff general grooming & behavior- Pagers- Daily briefing- Staff performance appraisal- Interview and recruitment- Work schedule- Stock requisition- Entrance and lobby security- 30、Parking zone security- Staff entrance control- Video security- Patrol- Security supervisor- Divisional accounting procedures- Reservations section- Reservations filing- Geographic code- Market segment code- Reservations forecasts- Reservation operation- Telecom operation -Telephone answering- Wake-u31、p calls- Guest phone inquiries- Emergency guest assistance- Pager system- Staff phone calls- Telecom revenue control- Incoming facsimiles- Booking and charging- Front office reception- Guest check-in- Group check-in- Guest room change/move- Guest check out- Front office cashier- inquiries and messag32、es- guest relations officer/asst. managers- VIP arrival and check-in- Concierge- Concierge check-in duties- Concierge check-out duties- Group luggage handling- Concierge room change duties- Communication board- Doorman and porter- Guest luggage storage- Hotel vehicle maintenance- Hotel vehicle opera33、tion- Shift start- Lost and found- Guest complaints handling- Walk through- Daily room inspection- VIP guests- Group arrivals- Folio checking and skipper handling- General maintenance and repair- Guests item storage- Guest room double locking- Safety deposit box breaking- Clinic & medical service- A34、ccident/incident handling- Guest property loss/damage/ handling- Guest room missing article allegation- Disturbance & dispute- Fire alarm & report- Housekeeping / staff communication- Housekeeping / guest communication- Master key- Trolley set-up- Guest room general cleaning sequence- Bed making- Ba35、throom cleaning- Bedroom cleaning- Turn-down service- Do not disturb display- Guest complaints & requests- Executive & public area cleaning- Linen control- Room inspection- Bathroom inspection- Baby sitting- Lost and found- Guest laundry presentation- Laundry order taking- Laundry valet service- Gue36、st laundry check sequence- Dry-cleaning sequence- Guest garment finishing quality control- Sorting function sequence- Sorting categorization- Linen processing- Washroom function sequence- Drying area function sequence- Flat work function sequence- Uniform laundering process- Laundry daily operation-37、 Unsanitary laundry pickup- Linen management- Damaged laundry- Laundry record- Linen chute- Fire safety policy- Smoke detector network- Sprinkler network- Hose cabinet preventive maintenance- Manual call point- Fire extinguisher preventive maintenance- Fire control panel- Fire pumps- Fire pumps prev38、entive maintenance- Fire stairs evacuation system- Alarm-activated devices- Fire detection- Evacuation procedure- Security evacuation- Human resources evacuation- Finance evacuation- Sales & marketing evacuation- Public relations evacuation- Rooms division evacuation- Kitchen evacuation- Food & beve39、rage outlet evacuation- Room discount policy- Rooms advance deposit- Rooms double lock- Rooms found vacant- Spare key card request- Change of guest room lock- Damage to hotel property by guest- Valuables left unattended in guest room- Complimentary room- House use accommodation- House use limousine-40、 Missing amenities in guest room- Night visits7.0Employee StandardsThe purpose for specifying standards for each department within the Hotel is necessary so that Employees know what is expected and accomplished by the standard. The responsibility of the General Manager is to identify who, in the org41、anization, will be held accountable for the implementation and adherence to the Policies.7.1Manning GuideOnce performance standards have been established for all positions within the Hotel and all Job Descriptions have been formulated the number of positions required for each specific area of the Ho42、tel can be drafted. Each position should be established in relation to the size and operational requirements of the area and finally reviewed in conjunction with the Budget.7.2Recruitment ScheduleFollowing the completion and approval of the Manning Guide comparison can then be made to the actual sit43、uation in the hotel and the following action can be taken:-Establish staffing levels organisation chartNumber of employees per positionIncrease or reduction of existing staff levels as required in accordance with local labour lawsCommencement of relative training programsAny special or extraordinary44、 circumstancesThe recruitment schedule of any personnel, especially Senior Management positions, should be as per the rebranding schedule however for take over situations, it is likely to be required ASAP in order to carry out the rebranding requirements within the set time frame. Performance Standa45、rdsThe system is based on the establishment of specific standards of performance for each group of each Department within the Hotel.Non Production Groups:These positions do not vary with the volume of Business had by the Hotel, such positions as Department Heads, Assistants, other Supervisory and Cl46、erical positions.Production Related Groups:This Group will be determined by established performance standards and as such reflect the projected volume of business, positions such as Floor Supervisors, Receptionists, Telephone operatorsDirect Production Groups:This Group defines positions which can d47、irectly fluctuate in accordance with the Highs and Lows of the Business volume and may include seasonal recruitment.The Performance standards for each of these Groups are measured as follows:Non Production Groups:The standard for this group is the result of a policy decision established for the Hote48、l based on its size, location and idiosyncrasies. Since the Position functions of this group are not controlled by established work standards it is important that each position be evaluated and reviewed on an annual basis to determine its actual requirement and contribution to the profitability of t49、he Hotel. Positions in this group are:q General Managerq Resident Managerq Executive Assistant Managerq Financial Controllerq E.D.P. Managerq Human Resources Managerq EtcTo evaluate the requirement of these positions each requires a detailed Job Description to be prepared including:Job TitleDepartme50、ntPurpose and ResponsibilityMeans for carrying out the responsibilityQualification required to fill the positionOnce the Job Description is complete for all positions within this group the individual work can be evaluated to determine the contribution to the Operation of the Hotel. Why is the Job do51、ne? Where is it done? By whom? And how long does it take?Once all Job Descriptions and analysis has been completed for this group they will be reviewed by the management committee to determine if they truly reflect the positions required by the Hotel for the volume of business in the current and com52、ing year/s.Production Related Groups:Standards of performance for this group are based on the level of Occupancy, Number of covers served and the Volume of Beverage sales.Direct Production Groups:Standards of performance for this group are based as for the production related group, however are monit53、ored and modified regularly to sustain the most cost effective production available. On the basis of established standards a manning guide is prepared for each department, or sub-department if necessary, within the Hotel. This guide outlines the number of non-production, production related and direc54、t production employee required at the various levels of volume of business and would include an Organization Chart.In order to utilize the standards established in the Manning Guide a forecast for the coming three month period is prepared and updated monthly, using production standards a potential m55、anpower requirement for each department and sub-department may be formulated. These requirements can then be reviewed and discussed and ultimately modified if necessary.Examples of production standards would be:Room Attendants 15 Rooms 8 HoursBell men 25 MovementsWaiters 20 Covers 2 HoursCooks 90 Co56、vers 6 HoursDishwashers 150 Covers 4 HoursFloor Supervisors 40 Occupied Rooms 8 HoursReceptionist 100 Arrivals 8 Hours7.4Permits and LicensesThis standard should be a detailed list and explanation of all Permits and Licenses necessary for the operation of a Hotel in the area in which it is located.757、.5Emergency ProceduresThis standard should be a detailed presentation of the Emergency procedures to be followed in the advent of either a fire, disaster or situation requiring medical urgency. It should also include a statement indicating each employees responsibility to read, understand and if req58、uired, duty, in the participation of an emergency.7.6Telephone NumbersThis standard should provide a list of Telephone numbers to be used for contacting Management, senior personnel and Emergency Services in the advent of an Emergency. It should be kept up to date reflecting any changes in either th59、e personnel involved, Telephone Numbers used or Emergency Service Organizations.7.7First AidMany Countries are now requiring that Hospitality Service Personnel be trained in the areas of Fist Aid giving. It is recommended that each establishment includes an acceptable First Aid Training course and q60、ualification for selected Employees, including updates and refresher courses.7. 8Security of PropertyThis standard should detail the required Security procedures in order to ensure the safekeeping of all Hotel property and Equipment, it should include responsibility, delegation, information on secur61、ity systems and locking devices.7.9Occupational Health and SafetyThis standard states the Employers position regarding Occupational Health and Safety and includes the pertinent provisions of Health Law for the Employees reference. A copy of the Occupational Health and Safety Act can be obtained form62、 the local Health Department.7.10Record KeepingFor Legal and Taxation purposes, it is important for certain records to be retained for a specified period of time. This standard should detail the recommendations of the Hotels accountant and Lawyer concerning those records which should be retained, wh63、ere they are to be stored, the length of time they should be retained and disposal methods.7.11 Personnel ManagementThis standard presents an introduction to the Personnel Management and should define what Managements general responsibilities are concerning all Employees. General responsibilities ma64、y include. Recruitment, Selection, Training, Appraisals, Delegating, Goal Setting, Motivating, Controlling and Scheduling, depending on the organizational structure of the Hotel.7.12Recruiting EmployeesThis standard should detail all the pertinent information concerning the Interviewing of potential65、 Employees. This would include who will conduct the interviews for specific positions, what details should be covered during the Interview, how the Interview will be evaluated and how the results will be processed.7.13Employment ApplicationsThis standard should include an Employment Application Form66、 and once completed, its distribution for consideration by the Department Head concerned. It should also detail the retention of Applications on file and for how long they are to be retained and the subsequent replies to the Applicant.7.14Employment of Relatives and FriendsIn order to ensure interna67、l controls many operations have restrictions on the employment of relatives and friends of present Employees. This standard should detail the Managements position regarding this so that all Employees are aware of and comply with this provision.7.15Employment of HandicappedThis standard should reflec68、t the Managements position on the Employment of Handicapped people and include any Anti discrimination Laws applicable within the region of operation which may be obtained from the Labor Law Office.7.16Orientation ProceduresOne of the most valuable yet most neglected part of Employee recruitment is 69、the successful orientation of each Employee. This standard should detail the procedures to be followed for the orientation of each Employee into the operation, including who is responsible for the completion of the orientation, what is to be covered and by when it is to be completed, it should also 70、include a detailed check list which is to be followed during the orientation.7.17General Hours of WorkFrequently there is argument or confusion as to what constitutes the normal and actual hours worked by an Employee, this standard should detail and clarify the expected hours of work and what is con71、sidered normal working hours for each level and position within the operation.7.18AttendanceThis standard should outline the Managements position concerning Employees attendance and/or tardiness. Since non attendance and tardiness will arise with almost all Employees at least once the standard shoul72、d detail the Employees responsibility in reporting his/her potential for absence or lateness and any disciplinary action which will result in unexcused absence or excessive tardiness.7.19SchedulingThis standard should define the Hotels procedure for creating the Employees working schedules and the E73、mployees responsibility for reading and adhering to the schedule. In addition this standard should include the procedure required for an Employee to change a posted schedule.7.20Time clock and CardThis standard should define the Hotels procedure for recording work hours and the use of the Time clock74、 and Timecard. It should detail when an Employee is to “Punch-in” and whether or not Employees are to “Punch-out” for meal periods and/or coffee breaks etc. and the procedure for completed Timecards.7.21Salaries and Hourly RatesThis standard should define which positions in the Hotel will be paid on75、 an hourly or salaried basis. This standard should also include provisions of applicable wage and salary legislation including minimum wage laws, withholding requirements and overtime pay policies.7.22Pay PeriodsIn order to avoid confusion among Employees and in order to define the pay periods and a76、ctual pay day for the Hotel, this standard should outline the standard pay periods for all Employees, weekly, fortnightly or monthly and how and when the payments will be distributed, it should also include the responsibility of the Employee for checking the payment and the procedure to be taken in 77、the event of a lost pay cheque.7.23Employee MealsThis standard should detail which Employees are entitled to meal breaks, when these breaks are to be taken and the duration of such breaks. The meal and rest period standard should also include such factors as to acceptable activities during these bre78、aks such as smoking or leaving the premises.7.24HolidaysThis standard should clearly establish the policy of the Hotel concerning observed holidays and those which are paid or compensated for. It should also define the Employees responsibility for attendance on those holidays which are not observed 79、by the Hotel.7.25VacationsThis standard should define which Employees are eligible for paid vacations and the amount of entitlement. It should detail the scheduling of vacations, whether or not vacation entitlement is accumulative and details of the various types of entitlement such as maternity, an80、nual, military etc.7.26Leave of AbsenceThis standard should define the general rules applicable to all Employees concerning times when leave of absence may be necessary. It should include the application process and who is to authorize such leave and any disciplinary actions that would be taken in t81、he event of unapproved leave of absence.7.27Workers CompensationThis standard should outline the Managements position regarding workers compensation and insurance, such as the eligibility of Employees for any insurance and Legal obligations of the Employer for the Department of Occupational Health a82、nd Safety.7.28Working ConditionsThis standard should outline the minimum requirements for maintaining acceptable working conditions within the Hotel. Specific subjects should include maintenance and cleanliness, personnel hygiene standards and the process for rectifying any hazardous conditions that83、 may exist in the operation.7.29Other BenefitsThis standard should state those Employees eligible for special benefits or entitlements and the exact nature of these benefits, such as Medical Insurance, Accident Insurance, Life Insurance, Provident Fund and any other benefits offered by the Hotels Ma84、nagement.7.30General Rules of ConductThis standard should outline in detail the rules of conduct applicable to all Employees of the Hotel. These rules will cover co-operation with Guest, fellow Employees and Management with regards to the execution of duties and should also outline the policies on a85、reas such as Dress codes, Pilferage, Sanitation, Chewing, Smoking, Drinking, Gambling etc.7.31 Uniforms and NametagsThis standard should outline all provisions concerning the acquisition, use, cleanliness and repair of uniforms and nametags. In addition it should specify any financial assistance tha86、t will be given by the Employer for the maintenance of uniforms and adversely any deductions that will be made following the loss or blatant destruction of uniforms.7.32Personal AppearanceIn the Hotel industry, the appearance of each Employee is paramount to the overall quality of guest service and 87、the projected image of the Hotel. This standard should clearly define the requirements of Employee appearance including areas such as the use of jewelry, bathing and sanitation requirements, hair grooming, the use of make-up, nail polish and any other practices that may require control.7.33SmokingTh88、is standard should define the Employee Smoking policy of the Hotel including when and where Employees may and may not smoke and the disciplinary action taken for violations of this policy.7.34Alcohol and DrugsThis standard states clearly Managements requirement that no Employee may use Alcohol or Dr89、ugs whilst on the Hotel premises or be under the influence of either when reporting for duty.7.35Telephone UsageMany Employees during the course of their duty may require the use of a telephone to make personal calls. This standard should define where and when personal calls should be made and wheth90、er or not incoming personal calls will be accepted.7.36Cheque CashingPeriodically Employees may wish to cash personal or pay cheques at the Hotel, this standard should define the Managements policy on cashing of cheques and if allowed any limits that would be imposed.7.37Lost and FoundThis standard 91、should define the Hotels responsibility for lost items and how Found items will be stored and recorded and the process for the eventual disposal of unclaimed items.7.38Reporting Tip IncomeThis standard should outline the definition of Tip income and any requirements for its reporting of.7.39Outside 92、EmploymentThis standard should explain the Hotels position concerning Employees working at outside Jobs. Since many Employees are part time, it is expected that many will obtain ancillary employment. It should clearly state that whilst this may be the case any reduction in performance as a consequen93、ce of this will not be accepted.7.40Performance AppraisalsThis standard should outline the procedure for the completion of Performance Appraisals for each Employee of the Hotel. It should detail who will perform the Appraisal, how often and a sample of the form used. It should also indicate the cour94、ses of action pending the completion of the Appraisal.7.41Accident and Injury ReportThis standard should outline the procedure for the reporting of accidents whether involving guests or employees occurring on the Hotel premises. For legal reasons it is important that all accidents or injuries are re95、ported accurately and efficiently and as such this standard should be clear and sample of the format to be used.7.42Exit InterviewThis standard details the procedure to be used in performing an exit interview with an Employee whose employment has been discontinued irrespective of the reasons. It sho96、uld define who will conduct the interview, the format to be used and who will be privy to the information gleaned from the interview.8.0 Purchasing Standards8.1Purchasing proceduresThis standard should date the fundamental objectives and procedures for the purchasing program in the hotel. The base p97、oint at which merchandise costs can be controlled is the purchasing area. By documenting the recommended purchasing procedures to be followed, food cost can remain at a consistent level and the merchandise can be the best available for the operations dollar.8.2List of Approved VendorsThis standard p98、rovides an organized format in which to record important information concerning vendors from which foods, beverages, and supplies are purchased. A form should be developed and information should be recorded concerning the description of products or services available from the vendor, the vendors nam99、e and sales representative, phone, and any comments or criticisms of the vendors services. If kept on file, this form can facilitate a smooth transition in case of personnel turnover in the purchasing area.8.3 Purchase SpecificationsIn order to ensure consistent quality in food and beverage products100、, it is important that specifications be developed for all items purchased by the operation. Specifications can either be developed in-house or established specifications.This standard must document all specifications used in the operation. How to develop a new specification, and how these specifica101、tions are to be used in a purchasing function.8.4 Purchase authorizationsIt is important that each member of the hotel staff understands his purchasing authority and expenditure limits. This standard should document all levels of authority in terms of purchasing, and if available, how exceptions can102、 be made to the purchase authorization.9.0 Receiving and Storage Standards9.1Receiving ProceduresThis standard should document the step-by step procedures to be followed in the receiving function. This would include the inspection of all invoices, accounting of all goods sold by count, the weighing 103、of all goods sold by weight, the inspection of all containers for breakage or damage, the authority of delivery personnel to enter into storage areas, and the signatures placed on any invoices.9.2 Receiving StampThis standard should explain the use of a receiving stamp, which is used to verify forma104、l documentation to the receiving function. This standard should include who is to stamp the invoice with the receiving stamp, and who is to fill out the receiving stamp on the invoice.9.3 Receiving SheetThe receiving agent must record all goods received and verified on a corresponding receiving shee105、t. This standard should document who is responsible for completing the receiving sheet, when it is to be completed, who the completed sheets should be forwarded to, and the pertinent information to be included on the receiving sheet. Credit MemorandumMany times in the receiving function, merchandise106、 will either be deficient, defective, or an overcharge may occur. In all of these cases, a credit memorandum should be completed and signed by the delivery person. This standard should document the exact form to be used, the person whose responsibility it is to see that the credit memorandum is comp107、leted, and the routing of the completed form. Storage ProceduresIn order to ensure the value of all inventories is maintained, an established storage procedure should be followed. This standard should document all general food storage procedures, including frozen items, meats, produce, mild, perisha108、ble items, canned goods, and general supplies, and required security and cleanliness of the storage areas. Par stock Inventory levels for goodsThis standard defines the desired level of food products to be kept in inventory at the hotel. Naturally, the amount of food kept in inventory is based large109、ly on anticipated business volume. This standard should document how anticipated level, and how the par stock figures are to be used in the purchasing function. Physical Storeroom InventoryThis standard documents the procedure to be followed to take an inventory of all goods placed in storage. This 110、standard should identify the frequency of these inventories, who is responsible for completing the inventories, the forms to be used, and the routing of the completed forms. Key control standardIn order to prevent losses from all storage areas, a definite and established key control standard must be111、 developed. This standard will identify those employees who must have keys to perform job functions, those employees who may have access to the keys on a request only basis, and those employees who should not be permitted to use keys to the storage areas at all. In addition, this standard should inc112、lude a record of all the keys issued, including those to management and supervisory personnel. Issuing ProceduresThis standard identifies the formal tracking of all food issued from the storage area, identifies any forms to be used, identifies who is responsible for the correct requisition of all fo113、od and beverage products, and who is responsible for completing an issuing summary form. Spoilage, Breakage, Waste ReportIn order to maintain proper accounting of inventory, it is important that all waste, breakage, or spoilage of food in the storage areas be recorded. This standard identifies who i114、s responsible for completing the spoilage, breakage, waste report, how it is to be completed and the routing of what form after completion. Storeroom Sales to EmployeesThis standard is established to document the policy of the hotel, concerning the sale of storeroom products to the hotels employees.115、 If storeroom sales to employees are allowed, this standard should define who is responsible for these sales and what products may be sold. General Standards10.1 Telephone AnsweringA variety of styles exist in the manner in which an employee may pick up and answer the phone within the operation. In 116、order to avoid inconsistencies, telephone answering procedures should be standardized and stated in this standard. This standard may also identify how particular calls are to be handled, for instance those inquiring as to the name of the Manager, those from creditors, those from customers with compl117、aints.10.2 ReservationsIn order to ensure efficient service, it is important that reservations be handled in a standardized and efficient manner. This standard should describe in detail the actions to be followed by the person receiving a reservation request. This standard would include a statement 118、on how reservations are to be recorded, what information is to be an included and any special instruction. Daily BriefingThis standard identifies the need for daily briefings, the person who will be responsible for presiding over the briefings, the general outline to be followed, and the intent of t119、he briefings 10.4 Service Crew InspectionTo insure proper guest service, it is important that service personnel adhere to all service and appearance standards. This standard should identify the need for service crew inspections, detail how these inspections will be done, by whom they will be perform120、ed, and the intent of these inspections10.5 Greeting the GuestConsidering the old adage, “you never get a second chance to make a good first impression”, it is important that employees be properly instructed on how to greet a guest. This standard should include statements on attitude, speed of movem121、ent, communication with the guest, seating procedures, and menu presentations.11.0 Conceptual Aspect of Guest Service StandardsTo be a leader in the hotel industry means to excel in standards of service and that the services and style of the hotel are tailored to the respective need of the targeted 122、market segments. Guest service standards are established.a. to ensure that all service personnel know the basic of good service.b. To ensure that our guests can expect consistency and unique quality in service throughout each ACCOR hotel.c. To make the job easier and service more efficient.d. To ass123、ure that unique and efficient services are incorporated into our hotels.Service standards for all guest contact departments should be integrated into the hotels individual services procedure manual. Conceptual Aspect of Product StandardThe purpose of specifying a product standard is necessary so tha124、t the employees know what is to be accomplished, and that the consumers and users be familiar and comfortable with consistency and value of our product.Many times hotel operators think of product standards only in terms of the quality of the product itself that is served to our customers. Even thoug125、h products are an important part, it is best to remember that our customer comes to expect quality of product from us in all aspects of the hotels services.From the time a guest checks in until the time he leaves, his every thought and activity becomes our responsibility.Related to the standards of 126、quality of all products. From the clean rooms, well-kept public areas to the friendly good morning, come back again, the customer forms an indelible impression of what an ACCOR hotel is all about.The General Managers task consists of making sure that all products standards and services are establish127、ed and maintained, by such ensuring that each customer exposure to his hotel is a positive one.An ACCOR hotel customer experience involves three of the basic of product standards.the quality of the products consumedthe personal attention he receivesthe physical surroundings and atmosphere13.0TAKE OV128、ER & REBRANDING CHECK LIST ROOMS DIVISIONThe following items should be noted and actioned in all “Takeover” properties in the rebranding stage to ensure the smooth integration of Accor Management and to allow a structured implementation of any changes to all relevant policies, procedures and standar129、ds. The checklists should be used as a general guide only and should be reviewed in detail and modified as appropriate to meet the needs of the individual operation.If at all possible, the critical path should be imputed into a personal computer program to easily link task priorities as scheduled co130、mpletion dates.In the rebranding situation, the need to personally check and verify the timely delivery of all signage and rebranded consumable items cannot be stressed enough.14.1TAKE OVER & REBRANDING CHECK LIST ROOMS14.1.1GENERAL1. Develop rebranding critical path2. Review all architect drawings 131、and interior design specifications in the event of any simultaneous refurbishment.3. Set up Rooms Divisions Head of Department Check, if necessary prior to their arrival if a new employee. 4. Make contact with all relevant authorities.5. Review corporate Rooms Operations manual and adapt for local c132、onditions.6. Visit and evaluate the operations manual and adapt for local conditions.7. Contact and assess suitability of principle local suppliers14.1.2STATUS REVIEW1. Establish hand over schedule from contractors for all areas in the event of any refurbishments.2. Review and coordinate any relaunc133、hing deep cleaning requirements.3. Ensure telephone operators are well trained on new telephone answering standards ready for takeover.4. Check details of handicap access to hotel and all facilities.5. Inspect room division storerooms and areas for cleanliness and order.6. Arrange twice weekly rebra134、nding meetings with co-owners representative, General Manager (Take Over Task Force Team Leader), Rooms Division Manager, Financial Controller, F&B Manager, Chief Engineer, Human Resources Manager. One week prior to opening, arrange daily meeting. STAFFINGReview staffing guide and scheduled commence135、ment date for any additional staff.Determine what corporate training is required for both pre and post take overReview all department job descriptions, employee specifications and interview checklists.Review applications and scheduled interview for all senior departmental positionsReview all departm136、ental and sub-departmental training programs.Meet with all prospective departmental supervisory staff immediately after manning guide and new organisation chart completed.Review all divisional uniform requirements.Review all departmental rosters and ensure they comply with local labor.Monitor and as137、sess the effectiveness of all departmental training.Determine color and style of footwear for all departments when selecting uniforms.14.1.4EQUIPMENT AND SUPPLIESReview all purchase orders for any new operating equipment and FF&E items.Check condition and status of all existing equipment.Order busin138、ess cards for all relevant personnel ASAP.Determine room amenities set up, source suppliers and ensure ample production lead time is allowedAssume the purchasing and receiving departments will be overwhelmed and ensure all orders are addressed to your attention, “rooms division”, and request an appr139、oximate shipping/delivery date on all orders.Review internal paging system to ensure fully operational.Proof all printed material a minimum of two times. More than one person should proof read.Co-ordinate compendium, compendium inserts and phone books cover and ensure adequate lead-time for delivery140、.Co-ordinate with F&B Manager the layout, contents, and printing of the compendium room service menu.Check status of uniform supply and co-ordinate fitting, delivery and storage.Allow ample time between uniform fitting schedules.Commence design of all specialists stationary as soon as possible, ensu141、ring that all sizes are compatible with folio racks, printers, etc.Source suppliers and place orders ensuring ample production time.Review rooms and public area signage and ensure completion prior to relaunching.Determine tentative par-stock levels for all intended store items.Verify delivery of all142、 items (quality and quantity) by personnel inspections.Co-ordinate the deliveries of goods with the staging schedule.Regularly check the receiving area for delivery of goods.Ensure arrangements have been made for production of all nametags.14.1.5MARKET CONDITIONSReview and analyze performance of maj143、or competitors.Familiarize yourself with local market trends and conditions. FINANCE AND BUDGETING1. Establish profit and loss statements for all profit centers2. Review and approve all departmental purchase requests and ensure that correct procedures are strictly adhered to.14.1.7SET UP OF OPERATIO144、N1. Review hotel information for image.2. Check reservation closeout status dates. 3. Review guest parking procedures4. Arrange parking facilities for Excom members and establish procedures.5. Review contract and set up for the in-house movie system.6. Review keying system and check with the chief e145、ngineer to ensure adequate floor masters, grand masters and emergency grand masters.7. Co-ordinate guest request with engineering and ensure detailed department training.8. Review taxi stand procedures and standards.9. Review procedures on use of hotel van and limousine and ensure appropriate licens146、e is valid.10. Review VIP procedures.11. Develop in detail a chart of the last 30 days activities in the hotel prior to official relaunching, to include uniform fitting, hotel supply deliveries, staging projects, PR events final signage installation, etc.12. Assess existing arrangement with local do147、ctor or medical service to provide appropriate coverage.13. Review and agree on procedural guidelines for key areas(i.e. guest arrival procedures)14. Review guestroom supplies and agree on standard set-ups.15. Determine internal cleaning responsibilities and if appropriate, draw up cleaning specific148、ations and arrange for external tendering.16. Determine whether lobby kiosk will be operated by hotel or leased out.17. Review divisional emergency procedures.18. Review and monitor current booking status.19. Confirm room configuration, classification and rate structure.20. Obtain detail on history 149、of the hotel site, building, architecture and prepare hotel narrative21. Check requirements for certificates of occupancy, fire code, and health code.22. Review effectiveness of security of all areas, particularly storerooms that have new stock.23. Review operating procedures for security department150、.24. Assess the local requirements for the business center and review operational guidelines.14.4TAKE OVER & REBRANDING CHECK LIST - HOUSEKEEPING A14.4.1GENERAL1. Review and revise rebranding critical path2. Review corporate rooms operations manual and adapt for local conditions3. Draft action list 151、for assistant4. Visit and evaluate the operation of competitor hotels and establish contact with counterparts5. Contact and assess suitability of principal local suppliers14.4.2REVIEW1. Review rubbish removal responsibility and procedure2. Ensure laundry and housekeeping are orderly for receipt of o152、perating supplies3. Determine guest room set-up 4. Locate suppliers for all purpose items and equipment5. Develop a library literature pertaining to various product6. Draw up cost breakdowns, lead time, usage and recorder points for all amenities and supplies7. Proof read all department printed mate153、rial8. Ensure all televisions are correctly tuned14.4.3MARKET CONDITIONS1. Review and analyze performance of major competitors2. Familiarize yourself with local market trends and conditions14.4.4FINANCE AND BUDGETING1. Review departmental profit and loss statements2. Ensure that all departmental pur154、chase requests are approved by EAM and that correct procedures are strictly adhered to.14.4.5SET UP OF OPERATIONReview the necessity for any deep cleaning requirements and schedules for all accommodation levels, outlets, back of the house, etc 1. Status of public areas.2. Review operational location155、s for rollaway beds, cribs, maids carts, bed boards and other operating equipment.3. Review any specialist cleaning procedures and programs requirements. 4. Set linen par-stock levels.5. Review key control procedure.6. Develop public area and outlet furniture cleaning program7. Review elevator and e156、scalator cleaning procedure8. Ensure all maid carts and other operating equipment are labeled. 9. Ensure all shelves in guest room supplies area and linen closets are labeled10. Review lost and found procedures11. Review uniform room procedures and delivery dates of uniforms12. Check quality & locat157、ion of ash urns on floors13. Review sheet and towel folding procedure14. Review office cleaning procedure and schedules15. Review uniform fitting process16. Review key requirements and control system17. Review telephone layouts and develop new standard answering procedures18. Detail all ongoing clea158、ning specification and schedule19. Co-ordinate housekeeping reports with front office20. Check cleanliness of all vending and ice machines.21. Review standard room layouts22. Install new phone books covers if required23. Review out of order room procedure24. Collate new guest room directory and inst159、all25. Review standard set up of maid trolleys26. Review pest control program with engineering27. Review safety procedures and equipment operational rules28. Review plant care program for guest rooms29. Review linen closet par stocks30. Check that mattresses have quarterly turnover numbers31. Clearl160、y specify details and use of all cleaning supplies and assess effectively32. Arrange new amenity set-up for all rooms33. Review par stock for maid trolleys and floor pantries34. Review computer system and appropriate procedures35. Check arrangements for pest control and sanitary disposal system for 161、ladies toilets14.4.6STAFFING1. Review staffing guide 2. Review all job descriptions and employee specification.3. Prepare all departmental training programs in conjunction with training manager4. Ensure all departmental rosters are in accordance with all local labor regulations5. Review all departme162、ntal uniform requirements and specifications.6. Conduct and co-ordinate all departmental training7. Enlist suppliers and vendors to assist with specialized training8. Arrange follow up programs to ensure effectiveness of all training14.4.7 EQUIPMENT SUPPLIES1. Review supplier contracts of all necess163、ary cleaning chemicals2. Consult with suppliers on dispensing methods3. If equipment is required for dispensing, arrange for it to be fitted4. Test all equipment and report any faults5. Review quantities of chemicals required6. Check storage areas and capacity for all chemicals7. Liaise with supplie164、r and purchasing to determine easiest method for advance ordering and delivery8. Produce checklist of all ancillary supplies and ensure stock records for each item in place.9. Perform linen inventory.10. Ensure specifications for all linen meet Accor standards.11. Review quality and quantity of all 165、F&B linen. 12. Maintain liaison with suppliers to ensure uniforms are being made to timetable13. Co-ordinate delivery, fitting and issuing with supplier and all other departments14. Commence identification system when first uniforms arrive and continue coding upon each arrival15. Meet with purchasin166、g manager and program purchasing and delivery of all supplies16. Review preferred suppliers contracts for specific products and chemicals and pass to purchasing office17. In accordance with procedure manual, produce all relevant stationary18. Review all existing forms required to meet local requirem167、ents14.4.8 MARKET CONDITIONS1. Review and analyze performance of major competitors2. Familiarize yourself with local market trends and conditions3. Determine charges of local commercial laundries and dry cleaners14.4.9 FINANCE AND BUDGETING1. Review departmental profit and loss statements2. Ensure a168、ll departmental purchase requests are approved by EAM and that correct procedures are strictly adhered to14.4.10SET UP OF OPERATION1. Review service and maintenance schedule with chief engineer2. Determine correct methods and periods of preventive maintenance3. Review service history cards for each 169、machine and/or piece of equipment4. If not in place formulate procedure for regular machinery service and breakdown maintenance5. Determine work to be done by maintenance staff6. Review specifications for service contracts with vendors7. Review log for valet sign-out of room keys8. Review log for gu170、est calls, inquiries, complaints and follow up procedure to action9. Review/prepare prepare information sheet on times of operation, services offered and costs, for all relevant departments10. Review/prepare a production load to provide productivity records for work control11. Check existence and im171、plement if necessary a file for copies of completed guest lists, special instructions, on forwarding addresses or telephone numbers12. Test all machinery and equipment and have any problem rectified13. Check that all department telephones are on the same call group14. Review billing procedure with F172、inancial controller and implement necessary equipment to meet procedural requirements15. Review stores correct requisition procedures16. Meet with housekeeping manager to determine current system of floor stocking, transfer of linen, expected daily requirements17. Meet with F&B manager to determine 173、operational requirements of each outlet and review current of restocking.18. Confirm colors, quantity and quality of linen is correct19. Ensure staff for all departments are being fitted for uniforms where required20. Check uniform delivery.21. Review continuing uniform issue procedures.22. Review w174、orkflow for all areas.23. Develop regular meetings with all staff to review operation and SOPs.24. Review emergency procedures and institute regular practical departmental training.25. Ensure message boards are fixed in all sections.26. Ensure department staff notice boards fixed in place.14.5TAKE O175、VER & REBRANDING CHECK LIST - LAUNDRY AND VALET14.5.1GENERAL1. Review and revise rebranding critical path.2. Draft “Action” lists for assistants.3. Review corporate rooms operation manual and adapt for local conditions.4. Visit and evaluate the operation of competitor hotels and establish contact wi176、th counterparts.5. Contact and assess continuity of principal local suppliers.14.5.2STATUS REVIEW1. Perform audit on all equipment & machinery2. Check existence of equipment specifications, operation manuals, spare parts, suppliers of machinery and the company contract for each.3. If available revie177、w equipment specifications, checking operation controls, safety switches, production capacity, supply connections and maintenance schedules.4. Check existing operation manuals for clear operating and maintenance instructions and for listings of spare parts and part numbers. Ensure that instructions 178、are clear, concise and are written in the common language and that they contain circuit, repair and replacement diagrams.5. Check existing drainage is adequate and correctly located.6. Ensure machines are fixed in place correctly.7. Check manning guide for all departments and determine, where necess179、ary, that sufficient uniforms are being made to the correct specifications14.5.3 STAFFING1. Review staffing guide and schedules.2. Review all job descriptions and employee specifications. 3. Ensure EAM meets all prospective supervisory staff prior to their employment.4. Prepare all departmental trai180、ning programs in conjunction with training manager.5. Review all departmental rosters in accordance with all local labor regulations.6. Review all departmental uniforms requirements and specifications.7. Conduct and co-ordinate all departmental training.8. Enlist suppliers and vendors to assist with181、 specialized training.9. Arrange follow-up programs to ensure effectiveness of all training14.5.4 EQUIPMENT SUPPLIERS1. Review suppliers and contracts of all necessary cleaning chemicals and ancillary supplies.2. Consult with suppliers on dispensing methods if necessary.3. Test all equipment.4. Revi182、ew quantities of chemicals.5. Confirm adequate storage capacity for all chemicals.6. Liaise with supplier and purchasing to determine easiest method for advance ordering and delivery.7. Produce checklist of all ancillary supplies and prepare stock records for each item.8. Determine specifications fo183、r all linen and check existing quality & quantity. 9. Maintain liaison with suppliers to ensure all required uniforms are being made to timetable.10. Co-ordinate delivery, fitting and issuing with supplier and all other departments.11. Commence identification system when first uniforms arrive and co184、ntinue coding upon each arrival.12. Meet with purchasing manager and review purchasing procedure and delivery of all supplies.13. Review existing preferred suppliers for specific products and chemicals and pass to purchasing office.14. In accordance with procedure manual, produce all relevant statio185、nary.15. Design any additional forms required to meet local requirements.14.5.5MARKET CONDITIONS1. Review and analyze performance of major competitors.2. Familiarize yourself with local market trends and conditions.3. Determine charges of local commercial laundries and dry cleaners.14.5.6FINANCE AND186、 BUDGETING1. Review departmental profit and loss statements.2. Ensure EAM or resident manager approves all departmental purchase requests and that correct procedures are strictly adhered to.3. Review service history card for each machine and /or piece of equipment. If none exists then create.4. Revi187、ew procedure for regular machinery service and breakdown maintenance.5. Determine work to be done by operators and work to be done by maintenance staff.6. Review specifications for service contract with vendor and chief engineer.7. Review log for Valet sign-out of room keys.8. Review and/or prepare 188、log for guest calls, inquiries, complaints and follow-up to action.9. Prepare information sheet on times of operation, services offered and costs, for all relevant departments.10. Prepare a production log to provide productivity records for work control.11. File to be prepared for copies of complete189、d guest list, special instructions, on-forwarding addresses or telephone numbers.12. Check that all department telephones are on the same call group.13. Ensure that telephone number for guest valet matches all printed information.14. Review billing procedure with financial controller and implement n190、ecessary equipment to meet procedural requirements15. Review with stores correct requisition procedures16. Meet with housekeeping manager to review means of floor stocking, transfer of linen, daily requirements.17. Meet with food and beverage manager to review operational requirements of each outlet191、.18. Confirm colors, quantity and quality of linen is correct.19. Ensure staff for all departments are being fitted for uniforms where required.20. Check uniform delivery.21. Review uniform issue procedures.22. Review workflow for all areas.23. Develop regular meetings with all staff re procedures a192、nd the operation.24. Establish patterns of work throughout after discussions with other departments.25. Review emergency procedures and institute practical departmental training.26. Order and have message boards fixed in all sections if not already in place.27. Have department staff notice boards fi193、xed if not already in place.28. Review cleaning programs for all sections, of the department and clearly denote departmental housekeeping and engineering responsibilities.14.6TAKE OVER & REBRANDING CHECK LIST - HOUSEKEEPING B14.6.1ACTIVITY1.Review lay out office2.Review layout of back of house3.Revi194、ew lay out public area4.Review lay out guest floor pantries5.Review lay out guest floor linen storage6.Review existing office FF&E.7.Review service office FF&E.8.Review guest floor pantry FF&E.9.Review guest floor linen room FF&E.10.Review First aid kits.11.Review plant requirements12.Review existin195、g beeper system.13.Review guest room and bath room supplies14.Review housekeeping cleaning equipment for guest floors, rooms, public areas and back of house15.Review housekeeping cleaning supplies16.Review & design any forms to be printed17.Review number of keys needed and issued for each area18.Rev196、iew operational manual20.Review guest room furniture layout21.Produce list of suites22.Produce list of handicapped rooms23.Review room mix chart24.Review bed configuration.14.6.2DISCUSSION AND PLANNING WITH TOP MANAGEMENT1. review all FF&E current status for housekeeping department2. status of lay o197、ut of office, uniform and linen rooms, public area, guest floor, pantry and linen storage for approval.3. Discuss current contract cleaning4. Discuss current status of guest room, quality standard5. Discuss current status of guest request items.6. Discuss which items are currently made in sewing roo198、m for housekeeping, and food and beverage7. Discuss current and replacement signs in room (liability, fire card, A/C instructions etc).14.6.3OTHER CHECK LIST1. Review and revise standards where necessary2. Confer with sales and rooms dept. about occupancy leading up to & after take over and relaunch199、ing.3. One par linen status/requirements4. One par guest, supply requirements5. One par cleaning supply requirements6. Costing of guestroom items.7. Guest rooms set-up (different categories)8. Review guest floor linen storage set-up9. Review mini bar storage set up10. Review room attendant cart set 200、up11. Review uniform and linen sewing room set up12. Review general service office set up13. Review housekeeping office set up14. Review lost & found set up14.6.4STAFFING RECRUITMENT 1. interview and recruitment of any staff 14.6.5PURCHASING1. order uniforms2. order bed/bath linen if required3. orde201、r guest supplies4. order guest request items if required5. order forms to be printed6. order first aid kit if required14.6.6DEPARTMENTAL COST “EXPENSES” BUDGET1. Outside contractors2. Guest supplies3. Cleaning supplies4. Costs per room set up5. Par stock per guest supply6. Par stock cleaning supply7202、. Costs per occupied room8. Purchasing9. Requisition system10. Inventory11. Usage factors.14.6.7LINEN AND SEWING ROOM Review linen room layout, shelving and cupboard space Review equipment and tool inventory Review control and flow of hotel and guest linen and laundry Review control for handling of 203、house linen and F&B linen Review detailed procedure for delivery of linen and supplies on the floors Review par stock for the floors Review quality control procedure Review inventory procedure14.6.8SEWING ROOM1. Review uniform room lay out, shelving, cupboard space, equipment & racks2. Review contro204、l procedure of fitting3. Review cleaning procedure4. Review quality control procedure5. Review uniform control procedure & recordinga. inventory and issuingb. exchange and storage (casual)c. ordering and receiving6.Review responsibilities of the following:a. supervisorsb. tailorc. seamstressd. unifo205、rm and linen attendante. Review the operating time14.6.9PUBLIC AREA (GENERAL SERVICE)1. Review organization structure2. Review job descriptions3. Review the area of responsibility4. Review methods of performing work5. Review material / tools / equipment / sequence and frequency or work performancea.206、 the cleaning level desiredb. the nature of the surface to be cleanedc. the kind of use each area will received. the amount of manpower available6.time and motion study7.quality control procedure8.the factors of planning work loada. scope of jobb. job locationc. job priorityd. job methode. job mater207、ialf. job tool and equipmentg. skill requirement and manpower requirement9. Review daily routine10 Review periodic work11 Review where the work is done12 Review job priority system13 Review work methods14 Review material15 Review tool and equip/16 Review manpower and skill requirement17 Review work 208、order system18 Review equip, preventive maintenance14.6.10GUEST FLOOR PANTRY AREA1. Review guest floor pantry area layout2. Review shelving requirements3. Ensure cleaning the pantry area (Daily)4. Ensure cleaning and inspection of the pantry area (Weekly) LINEN CLOSET (GUEST FLOOR)1. Review storage 209、and shelving lay out2. Review items to be stored in linen room3. Review room attendant cart set up4. Review mini bar storage set up14.6.12GUEST FLOOR CORRIDOR AND ELEVATOR FOYER1. Review storage layout2. Cleaning the corridor3. Cleaning the elevator foyer4. Maintaining the corridor and elevator5. Re210、view daily and weekly cleaning schedule6. Review inspection procedure of the corridor and elevator foyer7. Review guest corridor general cleaning 14.6.13GUEST ROOM1. Review status of guest room FF&E2. Review guest room layout3. Review quality standards4. Review guest room supplies layout5. List of s211、uites6. List of handicapped rooms7. Determine cost of guest room items8. Review out of order room procedure9. Ensure opening guest door procedure in place10. Review “Cleaning a guest room” procedure11. Review “Making a bed” procedure12. Review “Cleaning a bath room” procedure13. Review trash disposa212、l procedure14. Review guest room glass washing procedure15. Review VIP arrival / supervisor / room attendant procedure16. Review VIP in house Room attendant / supervisor procedure17. Review shoe shine service procedure18. Review Mini bar19. Review newspaper distribution procedure20. Review “cleaning213、 guest room priority” procedure21. Review “how to enter a guest room” procedure22. Review how to clean a check-out room procedure23. Review how to do turn down service procedure24. Review how to inspect a guest room procedure25. Review how to inspect a bath room procedure26. Review how to inspect a 214、turn down service room procedure27. Review how to Re-check a room procedure28. Review how to report a V/C room procedure29. Review maintenance check list inspection procedure30. Review work order procedures31. Review general cleaning procedures32. Review mattress turning procedures33. Maintaining th215、e products34. Review guest room grading procedures14.6.14HOUSEKEEPING OFFICE1. Review office layout FF&E2. Review items stored in the Housekeeping office3. Institute sample set up (Photo taking)4. Review computer system , procedures5. Review procedures emergency procedures6. Review communication sys216、tem / procedure7. Review telephone courtesy, log book procedures8. Review lost and found procedures and security 9. Review parcel pass procedures10. Review baby sitting procedures11. Review key control system12. Review work order procedure13. Review guest request items log book procedures14. Limited217、 but polite staff conversation with a guests15. Review employee sign in out procedures16. Review employee Duty roster17. Review Vacation / Statutory Holiday / schedule & policy18. Review employee records19. Review guest room loss records20. Review notice boards21. Review receiving record procedure14218、.6.15TRAINING1. Develop training program and handouts for all housekeeping staff2. Develop supervisor test3. Develop room attendant test4. Develop training checklist for floor supervisor5. Develop training checklist for room attendants6. Review & develop job breakdown of the following:- -Assist. Hou219、sekeeper, AM & PM shifts- Floor supervisor AM &PM shifts- Room attendants AM & PM shifts- Uniform and Linen supervisor- Tailor - Seamstress- U/L Attendant- P.A. Supervisor AM & PM & O/N shifts- Cleaner AM & PM & O/N shifts- Rest room attendants14.6.16HOUSEKEEPING SUPPLIES CHECK LISTA housekeeping su220、pplies list should be formulated. It should contain the following information.List department or areas where supplies are needed.For each area listed formulate the following information:a. Description, size and color of itemsb. Price per itemc. Quantityd. Purchase requisitione. Purchase orderf. Deli221、very datesg. Par stockh. Supplier detailsi. Delivery lead timej. Re order quantitiesSee appendix for sample of a supplies checklist.1. Bathroom supplies2. Public area3. Guest room supplies4. Other5. Uniform and linen room14.7.10RELAUNCHING CEREMONIES1. Develop relaunching ceremony program2. Set-up d222、ry runs for all opening parts3. Detailed actions steps by department4. Review and engage entertainment credit system for all functions5. Suggest food and beverage member to open ceremonies committee6. Food and Beverage service and buffet and drink concepts14.7.11PUBLIC PUBLICATIONSInput for opening 223、party “h “Hot news1. Input for food and beverage outlet , press kit14.7.13HOUSEKEEPING: UNIFORM, LINEN, CLEANING SCHEDULES1. Review uniform handling system2. Review food and beverage table linen handling system3. Review food and beverage cleaning rag handling system15.0 CONCEPT STATEMENTHotel Philos224、ophyThe general philosophies, which will guide the overall operation of the hotel, should be stated when formulating the hotel concept statement. Philosophies, which may vary from department to department within the hotel, should take into consideration various factors such as cleanliness, guest sat225、isfaction, image, competition, employees etc. the statement should describe the new position of the hotel in the marketplace, features for which the hotel will now be know.The new overall objective of the hotel should be stated in a clear, concise manner so that all employees are familiar with and w226、ork towards the new objectives of the hotel management.The new objectives may have the capacity of influencing indirect or in tangible ways such things as profitability, goodwill, guest satisfaction, industry leadership, efficiency standards.In order to ensure a successful concept statement, that is227、 unique in the marketplace and profitable, it is recommended that the hotel management go through the process of gathering, testing and analyzing information and facts before presenting the new concept to the corporate office.The new concept development process is to be documented and then submitted228、 to the corporate office for evaluation and approval.ACCOR prides itself on having food and beverage outlets that are conceptually designed. A concept statement should be written for each existing and proposed food and beverage outletThe concept statement should outline all important points related 229、to the outlets operation. It ensures that all parties involved with the respective outlets understand the overall function and purpose of the outlet and the guest receives consistent quality in product, services and environment.The concept statement should also be used as a base for writing the indi230、vidual outlet manual.If changes are made in any of the outlets, they should be reflected in the concept statement, so that if the outlets management changes, an up-to-date document is always on file.When formulating a concept statement the following plan and sequence should be adhered to:n Locationn231、 Addressn Physical description of building, location, site access etcn History of Hotel and outlet if applicable16.0 PURCHASING CHECK LISTAt the initial stage of take over, the first assignment of the purchasing department, should be to formulate a purchasing check list for each department of the ho232、tel, this check list system should be incorporated into a PC unit. A twice weekly update report should mention the following information:a. Reference codeb. PR numberc. Date issued (PR)d. Description of itemse. P.O. Numberf. P.O. approved by department headg. P.O. received by department headh. 1st. 233、deliveryi. 2nd deliveryj. Expected arrivalk. Remarks17.0 PUBLIC RELATIONS PLAN17.1 PUBLIC RELATIONS ACTIVITIESThis plan should be compiled to document the public relations activities of the take over, relaunching and rebranding update and the future directions for the post relaunching months. The pu234、blic relations program should include the pre and post relaunching periods of the hotela) Public relations activities to date and their impactb) Program objectivesc) positioning statementd) Target audiencee) Target marketsf) strategyg) Future public relations activities and media featuresPer month p235、re relaunch and post relaunch 12 months.Please see list below for pre-relaunch public relations activities. To be used as a reference list for the formulation of a precise list.Public relations activities and media features lista) Artwork for all internal forms to be ready for printingb) Artwork for236、 all guest room materials, in final design stagesc) Artwork for food & beverage department, in final design stagesd) Giveaway items for year end finalizede) Festive season activities finalized i.e. Christmas press party, Christmas cards etcf) Community support program.g) Marketing plan contribution 237、finalizedh) All internal forms printedi) Artwork of all guest room materials printedj) Artwork for all food and beverage dept. printedk) Giveaways producedl) Menus for food and beverage outlets finalizedm) Cross marketing program finalizedn) Crisis communication plan developed.o) Mailing shots with 238、credit card companies or other , plannedp) Taxi awareness program finalizedq) Preparation of hotel progress report completedr) Hotel gift certificate developeds) Standard procedures for guest relations establishedt) Proposal for in-house guest communication material finalizedu) Hotels artworkv) Qual239、ity of management staff, personality stories to be publishedw) Staff training programsx) Complete mailing listy) Pre-relaunching hotel advertising schedulez) Pre-relaunching food and beverage advertising and media scheduleaa) Design monthly hotel news letterbb) Plan public relations coverage for Acc240、or take over of hotel cc) Plan rebranding program for food and beverage outletsdd) First guest publicityee) Publicity on restaurants and chefsff) Publicity on hotel facilitiesgg) Relaunching giveaway finalizedhh) Assessment of public relations officer and print shop manager and artistii) Media plan 241、finalizedjj) Plan local media visits to the hotelkk) Final preparation for relaunch partyll) Set up print room schedule, print room materialsmm) Review photo collection for marketingnn) interior design storiesoo) Feature stories on hotel artworks with photographypp) Industry comment stories by Gener242、al Managerqq) Arrange for fashion shoot at the hotelrr) Story on staff uniformsss) Sales department trade blitz coveragett) Invitations for stays at the hotel to selected VIP guests and pressuu) Finalize first issue of staff news lettervv) Finalize food and beverage monthly promotional flyersww) Int243、roductory cocktail party to introduce entertainment to the pressxx) Summer packages and otheryy) Organize secretarial club activities17.2MEDIA PREVIEWThe media opening can be a luncheon, a cocktail reception or a banquet to which all appropriate members of the media are invited. These guests should 244、include such newspaper personnel as the publisher, city editor, business editor, travel editor, womens page editor, visitors as well as the news and assignment editors of local television and radio stations and local correspondents or stringers for national publications. Editors of national magazine245、s who are in the area and editors of trade publications in travel, hospitality, meetings and restaurant opening, the public relations coordinator formally introduces media representatives to the hotel general manager, sales and marketing executives, food and beverage director and other key personnel246、.This event usually is more of a courtesy activity than an event where news is generated and coverage results. It can, however, be used to pass along, facts and figures on the hotel and its markets.17.3GRAND RELAUNCHINGA grand relaunching ceremony and party should generally be held once all of the r247、ebranding of the property has been completed with new signage, new stationery, new restaurant and bar menus, new uniforms and staff training completed. There are several methods of formally introducing the hotel to the public. There is, of course, the traditional ribbon cutting ceremony where corpor248、ate executives, property management and owners give brief remarks. This kind of event is expected. The method by which you cut the ribbon, or formally present the hotel, should stress creativity and originality and play a key role in producing a relaunching ceremony that will be both memorable and s249、ignificant. Regardless of your plan, you will want to invite all media along with and business leaders who will be instrumental in your success by providing referral business.In addition to the formal ceremony, a relaunching night celebration may be considered. These events should be tailored to the250、 hotels particular market and can range from a simple reception to a major benefit gala or a fair taking place over several nights. Properly handled, this event will help the hotel win favor from the community as well as from potential visitors. Those who work in the neighborhood, and city residents251、, will represent a lucrative potential market for the food and beverage outlets and a rich source of banquet and referral business. In addition to tapping these potential business sources, a public-minded gala can attract considerable press coverage. It establishes the hotel as being supportive of c252、ommunity organizations.Option:The guests invited to the above mentioned events will vary. Should we choose to host a benefit gala, a ticketed event would be necessary. In this case it is imperative that the beneficiary of the event be involved in compiling the invitations list and selling tickets. O253、rganizations of this nature generally have both fundraising and publicity committees who will be valuable in ensuring the success of your event.By enlisting the help of these persons to publicize and sell the events, you will be able to concentrate on producing a gala exemplary of the type of functi254、ons you are capable of hosting. A word of caution, make sure the group you select is capable of handling solicitations. Your may have to reassure yourself by frequently checking the progress of the group.Option:Another approach is an open house featuring various food, beverage and entertainment opti255、ons that encourage movement throughout the hotel. You may also choose to host a combination of functions during a celebration week. By doing this you will take advantage of the excitement generated by your relaunching, and offer an event of some sort that addresses the interest and needs of the vari256、ous market segments you hope to attract.17.4 AN EXAMPLE OF A SERIES OF EVENTS FOLLOWS:It is important that you establish early, the team whose combined efforts will ensure the success of your events. Although the “key” players” will vary from property to property, depending on size, location, etc. t257、hose who should be involved include:n General Managern RM/EAMn Sales and Marketing Directorn Public Relations Firmn Public Relations Directorn F&B DirectorAn initial meeting should be scheduled early in the take over/rebranding stages of the property. From this meeting should emerge a public relatio258、ns plan that relates objectives and target audiences to strategies and target media. The following points should be discussed:n The hotels primary markets, business travelers, and the relative importance of each market to the hotel. This is the audience to whom public relations efforts should be add259、ressed.n The location of the hotel, its benefits, drawbacks and history.n The hotel special features and amenities plus any future planned refurbishments.n Strengths and weaknesses of the hotel. Be frank and open about what you have to offer that is not available elsewhere and about your shortfalls.260、n Competitionn Degree of dependence of food and beverage on local patronagen Budget for pre-relaunching, relaunching and post relaunching publicity events.A second committee meeting or brainstorming session should be scheduled to determine several key factors. Most important, the creative theme or b261、asis for the program of events to follow, and the initial responsibility list should be determined at this meeting. Additional points that should be discussed include:n Rebranding schedule, timing, be realistic about the firmness of the schedule.n Local charities organizations who have indicated an 262、interest in a benefit tie-in or with whom a co-sponsored event would be appropriate and desirable.n Events previously scheduled in the area that are in close proximity, or direct conflict with your event, avoid major events and holiday periods unless you have an obvious tie-in.n Availability of loca263、l dignitaries, city officials and corporate officials for participation.n Weather considerations.Additionally, from this meeting a proposed scenario should emerge containing dates, times location of activities, guest list and anticipate number of attendees.17.5RESPONSIBILITY CHECK LISTIn event plann264、ing, there is no substitute for experience, therefore it is imperative that the details assigned to a specific individual, or team of individuals, are within their area of expertise, rely on individuals, from community leaders, to club chairperson, whose combined experience and knowledge of an area 265、will be of value.Constant communication among committee members is essential. Schedule frequent meetings and produce written communications, it is your responsibility to keep all “K key players” informed of progress, changes in responsibilities, updated timing.A memo, addressed to the appropriate in266、dividual with copies to all affected, will act as a record of correspondence and will help you direct clients, suppliers and internal support personnel of any changes in plans. However, a responsibility checklist is the single most important tool you will have during the planning and execution of st267、ages of each event or activity. Every ingredient, no matter how major or minor, must be listed with the name of the individual who is responsible for its completion and the date it is due. Through its use, you will be certain that each element is assigned and will be completed.The most reliable way 268、to identify all of the items typically involved in a relaunching or similar event is to categorize them. Prior to drafting a responsibility list, it is a good idea to organize your thoughts by putting them on paper. The next thing to do is to prepare a responsibility checklist, it addition to reiter269、ating the outline of responsibilities, this list will bring you up to date on the status of each. It will also act as an early warning signal, identifying where your committee members priorities lie, and if there are details or arrangements that are being overlooked.17.6PUBLIC RELATIONS TIMETABLE FO270、R HOTEL RELAUNCHING1. Three months to six months prior to relaunchBegin planning for relaunching ceremony. Determine the purpose of the ceremony. For example, if the purpose is to get news media attention, your plan will be different than if your purpose is to impress travel agents, tour operators, 271、meeting planners and corporate travel personnel. Establish a budget. Take the size of the property and the market it serves into consideration. Events should have a strong visual aspect and should be action-oriented. They should not appear contrived. Ribbon cuttings are traditional but usually lack 272、the creativity that would make them interesting. Select a month in which the event will take place, the actual date will come later.2. Relaunch minus three monthsSelect two-week time frames during which the relaunching ceremony is likely to fall.3. Relaunch minus two monthsFormalize relaunching plan273、s. Celebration will not have to be on the actual day of first guest service. Consider date for relaunch to avoid conflict with other local events. Hire musicians and other resources necessary to the event planned.Prepare graphic materials, including background information, photos, press kits, render274、ing.4. Relaunch minus one monthSelect firm date for relaunch event, (if not yet made). Mail written invitations to elected officials, civic dignitaries, and corporate executives. Plan media invitation list. Follow up with personal visit or phone call.5. Relaunch minus two weeksContinue to double-che275、ck arrangements. Fine tune. Finalize the events as much as possible. Invite news media, provide background to appropriate columnists and trade publications. Follow up invitations with personal visit of phone call. Begin scheduling individual executive interviews.6. Relaunch minus two daysDress rehea276、rsal. Double check action events. Ensure that placement of dignitaries, bands, stunts, etc. fit adequately on the site.7. Relaunching CeremonyExecute plan8. Relaunching plus one day and ongoingFollow-up contacts with media as appropriate. Each property should have a person assigned to publicity func277、tion or should have outside counsel on retainer to generate publicity and handle public relations.10. Public relations checklist for hotel take over, rebranding and relaunchingThe following check list includes items typically involved in rebranding/relaunching event. Some or all of the items should 278、be considered, depending on the type and scope of the event planned. The list is divided into categories for ease of understanding.Programn select VIP speakersn Write VIP introductionn Script outline for master of ceremoniesn 3 X 5 inch cards for the M.C.n Who to introduce M.C. and ACCOR VIPs at lun279、chn Hostess to greet guestsn Sashes for hostesses, safety pinsn Rehearsal of programn Tours, where, who is responsiblen tour guides, rehearsal n Check for ceremony performers, if neededn Music, meet with musicians, assign responsibilityn When will helium balloons be filled if at all, how manyn Who t280、o supervise the gimmickn Actual signal for the gimmickFacilitiesn Lectern with appropriate ACCOR or hotel logon Speaker system, checked out, with technician to man itn Platform with steps, carpet, drapes and flowersn Props on platform, if neededn Portable flooring if neededn Seats, auditorium style,281、 not too many, can set out extrasFood and Beveragen Menun How will lunch/dinner be set up? And where? Will it be buffet or sit-downn Who is alerting catering as to RSVPs for set ups, etc. n Enough seats for all guestsn Make sure all invited guests are seated before startingn Table settings/centerpie282、cesn Room decorNews median Media coverage invitations/alerts contact namen Media registration tablen Who to man medial tablen Media kits, reviews, by whomn Photo release signed by participating individuals if necessaryn Release and photos for area paper photographersn Airport pick-ups for out of tow283、nersn Telephone follow-through with median Separate executive interviews with business sections of papern Our own photographer to cover, consider video coveragen Post-luncheon interviews for owner executivesn Who to service media that did not show.Othersn Name tags made out in advance for RSVP and a284、rranged in alphabetical ordern Blank name tags and felt - tip pens for othersn Pre-registered rooms for VIP guestsn Gift pack in each VIP roomn Welcome letter for guest in hoteln New Brochuren Souvenirs, when to give out, responsibilityn Transportation for ACCOR corporate personnel to hotel and back to airportn Personally check every VIP roomn Walkie-talkiesn Assignment of responsibilities listn What have we forgotten? 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