Test your basic knowledge |

Hotel Operations

Subject : hospitality
Instructions:
  • Answer 50 questions in 15 minutes.
  • If you are not ready to take this test, you can study here.
  • Match each statement with the correct term.
  • Don't refresh. All questions and answers are randomly picked and ordered every time you load a test.

This is a study tool. The 3 wrong answers for each question are randomly chosen from answers to other questions. So, you might find at times the answers obvious, but you will see it re-enforces your understanding as you take the test each time.
1. In those markets where demand is strong - competing hotels continue to push rates to new ADR heights.






2. The model for actively managing guest relations originated in another broader idea. Initially focus was manufacturing - producing products with zero defects.






3. The government will pay only a fixed amount to its employee per day - so hotels charge less for government employees to get that business






4. Bell staff makes money through tips. They are rotated so each one has a chance to get a tip.






5. Guests pays room rent in cash - in advance and is required to pay cash for all other transactions






6. Building - landscape - deocr and furnishings






7. A guest who registers but does not stay. Could be due to dissatisfaction or an incident in the hotel






8. Valet Parking - doorperson - concierges - hotel security and bell staff. They all have maximum guest contact. Have opportunity to sell hotel services






9. 'Invisible' to guests areas and employees -'Visible' to guest areas and employees -Other customers and their actions






10. Sense of trustworthiness






11. Persuading a guest to take a better room at a higher rate






12. Ability to charge more than rack rate during 'special' events. May be illegal and prosecuted as 'price gouging'






13. Identification -Marketing -Regulations -Instructional






14. Easy to understand and communicate -Unconditional as far as possible -Guarantee should be meaningful -Easy for guest to collect -Provide appropriate compensation -Have tracking systems in place to identify problems






15. 2






16. 1) Solving the problem 2) Retaining the goodwill of the customer






17. Early Warning -Comment Cards -Blogs and Internet Reviews -Quality Circles






18. Charing per person - rather than per room. Trend in USA is to charge for the room - rather than per-person






19. Blocking/Pre-assigning Rooms. Not needed if all rooms are identical. Ensures that special requests will be accommodated.






20. Most guests do not complain. There are 10 unhappy customers for every visible complaint -Treat complaints as free consultancy






21. Bad employees or disgruntled ones can also spoil image of hotel. Difficult to supervise interaction as they are out-of-sight.






22. Encourage staff to communicate with guest--eye contact - greeting. Many guests return to hotel because of relationship with staff






23. The reversal of a problem






24. Provides for changes to accommodate guests and employees with disabilities. Law enforced with fines and penalties. Requires changes in physical structures and hiring practices to accommodate the disabled - be they guest or employee






25. Trade-off between value and price






26. Guests measure quality by comparison. If surprised by a better stay than anticipated - guests perceive quality to be high.

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27. Given to guests to verify name - room number and rate--corresponding to information on the registration card.






28. Giving the workforce authority to act.






29. The average room rate should equal $1 per $1000 of construction costs






30. Arrivals for whom we have a vacated room - but that room is not ready yet






31. Minimize complaints by informing about potential problems






32. 'Best' of everything






33. In the U.S. we do not ask for a lot of information to put on it - but in Europe and South American they ask for a lot of information






34. Deep discount on-line sites - where customers bid for rates and hotels accept if they think the room will be empty otherwise






35. Reduced role of this department due to improved telecommunication technology and vending machines for ice - drinks etc...






36. Chains use their own inspectors. Announced and unannounced inspections. Measured against standards. Re-inspect after property gets opportunity to correct






37. Address 'expectations' through honest advertising that 'under-sells' -Address 'reality' through selection - training - empowerment of employees; high standards leading to 'over-delivery'






38. Small groups of employees who meet regularly as quasi-permanent teams to identify issues in delivering quality service






39. The room is not ready!






40. Energy and other non-room surcharges.






41. Give no discounts - but give special benefits to those paying rack rate






42. The standard posted rate.






43. Sleep






44. Computer program to match reservations with rooms on a priority basis.






45. Flows the relationship between expectation and reality






46. Word of mouth - Personal needs and desires - Past Experiences - Marketing Communications






47. Yes - temptation to act only on 'visible' areas






48. Increases occupancy at the cost of a lowered room rate. You need to sell 11% more rooms if you discount 10%






49. What matters is what customers value

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50. Consistent and accurate performance