Case Study The Quality Of Service At The Front-Office Of The Representative Department.docx

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UNIVERSITÉ CÔTE D’AZUR
EUR-ELMI – Département Tourisme
Avenue du doyen Louis Trot abas
Da Nang International Institute of Technology
Master E-Tourism
Internship report 2022
February 21st
, 2022 to August 20th
, 2022
THE APPLICATION OF INFORMATION TECHNOLOGY TO IMPROVE IN
ENHANCING THE QUALITY OF SERVICE AT THE FRONT-OFFICE OF
THE REPRESENTATIVE DEPARTMENT – THE CASE STUDY OF AT
PULLMAN DA NANG BEACH RESORT
Student’s name: Vo Thi To Loan
Tutorteacher: PhD. Su Ngoc Diep
Business tutor: Phan Thi Thu Hoai

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STATUTORY DECLARATION
I want to start off by saying that I created the master's thesis, “The application of
information technology to improve in enhancing the quality of service at the Front-
Office of the representative department- The case study of at Pullman Da Nang Beach
Resort” from scratch. The study demonstrates my efforts to draw on both my subject-matter
knowledge and extra research. No other sources were considered than those included in this
thesis's references.
Da Nang, August 2022
Author
Vo Thi To Loan
The University has no intention of endorsing or disapproving the viewpoints presented
in this study. These viewpoints must be regarded as the author's own

THANK YOU
During doing this thesis, I have received valuable guidance and help from teachers,
brothers and sisters and friends. I would like to express my sincere thanks to: Ms. PhD. Su
Ngoc Diep guided and imparted valuable experiences to me during my graduation thesis.
Besides, I would like to thank Ms. Phan Thi Thu Hoai, although quite busy at work, she still
took the time to talk and guide me to complete this internship report.
I would like to thank Pullman Da Nang Beach Resort for giving me the opportunity to
practice, work and research to provide solutions and suggestions.
I also thank my family and friends for helping me complete this thesis.
My dissertation has limitations in capacity and shortcomings in the research process. I
would like to listen to and absorb the comments of the reviewers to improve and supplement
my knowledge.
Sincerely thank!

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SUMMARIZE
The country of Vietnam with a long history of tradition with 4000 years of building and
defending the country has a long-standing culture with abundant natural resources and
resources. The society is increasingly developing, promoting the development of industries
and the tourism industry is developing the most. Vietnam is the destination of the millennium
with many famous landmarks recognized by UNESCO.
Before the emergence of the COVID-19 pandemic, tourism was one of the most
dynamically developing industries, contributing significantly to GDP growth and job creation.
However, the tourism industry has been severely affected by the COVID-19 outbreak.
According to World Bank data, the number of foreign visitors to Vietnam has decreased
sharply, from about 1.9 million arrivals in January 2020 to just over 400,000 arrivals in March
2020. Because of the ongoing epidemic situation complicated changes in the country as well
as in the world and due to the implementation of the direction of the Prime Minister on the
temporary suspension of visa issuance for foreigners entering Vietnam for a period of 30 days
starting from 00:00 am on the 18th March 2020, so the number of visitors to our country
continuously decreased.
With many synchronous solutions, the first five months of 2022 have recorded a
strong recovery of Vietnam's tourism. The positive growth in the number of international and
domestic visitors and revenue from travel and tourism services has confirmed the correctness
of the policy of promoting tourism development after the COVID-19 epidemic is controlled.
International visitors to Vietnam in May reached 172.9 thousand arrivals, up 70.6%
over the previous month and 12.8 times higher than the same period last year. Generally, in
the first 5 months of 2022, international visitors to Vietnam reached 365.3 thousand arrivals,
4.5 times higher than the same period in 2021. According to the National Administration of
Tourism, Korean and American visitors to Vietnam the most. Next are customers from
markets such as Cambodia, Laos, Singapore, France, England, Germany, ...
The internet boom, smart phone has now become an indispensable item for everyone,
especially those who love to travel. Consumers have more and more access to the trend of
online search, the more the travel industry cannot stand outside the 4.0 revolution.
The application of Information Technology in the hotel business is an important factor
in improving the efficiency of the hotel's business operations through internal measures such
as increasing labor productivity, increasing revenue, as well as external measures such as
increasing customer satisfaction (Sirirak, Islam, & Khang, 2011).

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The object of the study is the operation and service quality of the Pullman Resort
Front-Desk department, in which the issues related to the professional, operational
organization and quality of the service provided by the hotel front-office brings to customers.
In this report, learn and delve into the operation and quality of the front office, service
process, facilities, from which to draw judgments and assessments to find methods and
opinions to improve the efficiency of the Front-office. At the same time, it also promotes the
application of information technology to improve service quality, build brands and increase
revenue for enterprises.
In the early years when it was first introduced to Vietnam, the Front- Office only had a
strange figure, a faint understanding was to do the job of a person specializing in receiving
and answering phones, answering related questions for guests about the organization, this is a
limited understanding. To this day, the role of the Front- Office is evaluated in many aspects
and is considered to be the image representing the face of the business and the organization.
After a long time studying at the school, it is proud to become a student of the Master
Class of Electronic Tourism at UNIVERSITÉ CTE D'AZUR (UCA) and Da Nang
International Institute of Technology. I chose to do my graduation thesis to synthesize my
knowledge.
My topic is: “THE APPLICATION OF INFORMATION TECHNOLOGY TO
IMPROVE IN ENHANCING THE QUALITY OF SERVICE AT THE FRONT-
OFFICE OF THE REPRESENTATIVE DEPARTMENT – THE CASE STUDY OF AT
PULLMAN DA NANG BEACH RESORT”

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GENERAL INTRODUCTION
1. Urgency of the topic:
Nowadays, with the rapid development of science and technology, the world economy
has been gifted with favorable condition for booming. This leads to the improvement of
physical life condition of people. Tourism has become an indispensable need of the people of
the world in general and of the people of Vietnam in particular. In order to compete
successfully in the process of economic globalization, all countries, as well as enterprises,
must place their top priority on providing high quality services to satisfy the growing
demands of customers and truly consider service quality as a competitive advantage. Hotel -
Tourism is a special service industry that always occupies a very important position in the
national economy and cannot be out of that trend.
Our country, with its stable political economy, unique traditional culture, thousands of
historical relics and scenic spots, has been a great attraction spot to tourists. In addition,
Vietnam with its open foreign policy (wanting to make friends with all countries in the
world), along with many policies to attract investment into the economy, etc. has created
favorable conditions for the Hotel - tourism business to develops strongly. Vietnam in recent
years is also known as the safest destination in the world. Vietnam identifies the hotel-tourism
business as an important type of integrated economy in the country's economic development
strategy, in which the hotel business plays an important role in making tourism a spearhead
economy of the country. In the hotel business, the reception and other services are an
important factor creating the image of the hotel in the minds of customers. Mr. Berguerot, an
advisor to the World Tourism Organization, said: “A hospitable smile, a sincere greeting, a
thoughtful instruction is a wonderful glass of cool water for those traveling far away to find
the hotel.” The Reception Department is the mirror that reflects the entire image of the hotel,
which proves the particularly important role of the Reception Department in the hotel.
Therefore, improving the service quality of the Reception Department is very necessary for
the hotel. In addition to the price factor, the improvement of service quality is also a factor
that attracts guests as well as affirms the reputation and position of the hotel. Moreover, hotel
- tourism business is becoming more and more competitive because supply has exceeded
demand. That fact requires enterprises to take measures to improve service quality in order to
turn it into a competitive advantage.
Therefore, in a fiercely competitive environment, the hotel must use service quality as
a competitive objective against other competitors. Service quality is the deciding factor for the
success or failure of the hotel. With the title: THE APPLICATION OF INFORMATION
TECHNOLOGY TO IMPROVE ENHANCING THE QUALITY OF SERVICE AT THE

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FRONT-OFFICE OF THE REPRESENTATIVE DEPARTMENT – THE CASE STUDY OF
AT PULLMAN DA NANG BEACH RESORT DA NANG”, within the scope of this topic, I
would like to present some basic issues in the hotel business in the current conditions, and in
addition, suggestions for improving the service quality of the front desk department to
contribute to increasing the competitive position as well as maintaining the beautiful image
that Pullman Resort has striven for.
2. Research objective
The goal of the topic is to apply the knowledge of the E - tourism curriculum. This is a
training program for flexible senior managers, perfectly responding to a dynamic and ever-
changing tourism economic market, to catch up with the development trend of the 4.0
revolution.
Find out about the activities and services of Pullman hotels and resorts.
Learn and delve into the operation and quality of the FO department, and the
application of information technology, from which to draw judgments and assessments to find
methods and ideas to improve work efficiency. Welcoming and serving customers. At the
same time, thereby reinforcing and supplementing professional knowledge and ways to
handle real situations.
3. Research object and scope:
The object of the study is the operation and service quality of Pullman Da Nang Beach
Resort's Front-Office department, in which are issues related to professionalism, organization
of activities, and service quality. Front-Office department brings to customers. In addition,
there are functions, duties and roles as well as the relationship of this department to other
departments in order to provide the best quality of service to customers.
The scope of the research project is the Pullman Resort Hotel Front-Office
Department.
4. Research Methodology
In the process of implementing the topic, the report used analytical, comparative,
combined with practical theory, combined with the investigation to evaluate the quality of
service at the resort's front desk of the Pullman Resort.
5. The meaning of the topic research
When deciding to choose this topic, I hope that the research results and the
contributions of the thesis will make the service process of the front desk department more
effective, helping to attract more guests to Pullman in particular and Da Nang in general.
Thereby contributing to improving the business efficiency of the hotel, and contributing to the
development of the locality.

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6. Resources
- Written materials: books, textbooks on the profession of the Front-Office department, travel
magazines.
- Actual survey materials at the hotel: reports on business results, data on personnel.
7. Layout of the topic:
In addition to the introduction, conclusion, table of contents, references and
appendices, the main body of the thesis is divided into four specific chapters as follows:
Chapter 1: Overview and activities of Pullman Da Nang Beach Resort
The content of chapter 1 presents the information on the research subjects: Pullman Da Nang
Beach Resort, history of formation and development, and a list of products and services at the
resort. Moreover, there is an organizational chart of the management apparatus, functions, and
duties of titles and departments at the hotel.
Chapter 2: Find out about Front office of Pullman Da Nang Beach Resort
In Chapter 2, we will go more deeply into the Front-Office as well as the functions and duties
of each title in the department. Also in this chapter, you will get detailed information such as
the organizational chart of the department, the actual situation of human resources working as
well as the problem of the resort's facilities.
Chapter 3: Assessing the current status of service quality of the Front-Office of
Pullman Da Nang Beach Resort
If chapters 1 and 2 are the theoretical basis, then in the context of chapter 3, the status of
service quality of the Front-Office department will be presented. State the concept of quality
as well as models affecting service quality.
It also evaluates the actual quality of human resources, administration, and software
application work in this department. Difficulties, as well as limitations of this department, are
encountered when entering the peak season.
Chapter 4: Proposal to apply Technology Information to improve the service quality
of the front office at Pullman Da Nang Beach Resort
With the current situations and difficulties as outlined in Chapter 4, the content of Chapter 4
will offer some solutions such as: improving the quality of human resources, the application
of information technology, and building development orientations. development for the
department. Also in this chapter 4, the solutions to apply information technology will be
shown most clearly to overcome the difficulties and limitations encountered.

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CHAPTER ONE: INTRODUCTION ABOUT PULLMAN Da Nang
BEACH RESORT
1.1 General information about Pullman Da Nang Beach Resort
- Resort name: Pullman Da Nang Beach Resort
- Belongs to ACCOR GROUP - the world's leading hotel group
- Business fields: Including 5 main services: Accommodation service, food service,
Conference/Wedding/Event service; Other services.
- Address: 101 Vo Nguyen Giap, Khue My Ward, Ngu Hanh Son District, Da Nang City
- Phone number: 0236 3958 888
- Fax: +84 236 395 1898
1.2. Overview of Pullman Da Nang Beach Resort
Located at the beautiful My An beach with a long stretch of fine white sand and
beautiful fresh blue sea, Pullman Da Nang Beach Resort is an attractive destination for
wonderful holidays in Da Nang city. Only 15 minutes away from Da Nang International
Airport and the city center, not far from three international golf courses, our luxury resort is
suitable for all types of travelers. What's more, the nearby UNESCO World Heritage Sites
make Pullman Da Nang Beach Resort's location even more ideal for travelers who want to
explore the beauty and culture of Central Vietnam.
Pullman Da Nang Beach Resort consists of 186 rooms and villas with separate
balcony system, designed to connect with the natural space through the balconies or open
spaces of the living room, providing a truly relaxing space stretch.

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Combined with Pullman culinary perspectives and the richness of Vietnamese cuisine,
Pullman Da Nang Beach Resort has created unique and new culinary experiences. Resort
guests can enjoy the culinary features of Vietnam and the world at Epice restaurant, sip
famous Asian tapas snacks and cocktails at Infinity Bar and can't miss the delicious seafood
dishes fresh local produce deliciously prepared at Azure Beach Lounge.
The infinity pool facing the large sea, surrounded by umbrellas and sun loungers to
serve the relaxation needs of the guests. The resort is also known for having the first
swimming pool in Vietnam equipped with Krislite's fiber optic lights, giving guests the
feeling of being immersed in a sparkling galaxy at night.
The Nang Spa is the ideal paradise to relax your body and soul in body treatments and
facials or take a dip in the Jacuzzi pool. With traditional techniques combined with modern
treatments, the staff of Nang Spa will gently bring your body into relaxation. Masks or body
scrubs will bring new life to the skin. In addition, the Fit Lounge and tennis courts are
equipped with modern gym equipment, sea and lake views to help you achieve the best
condition when exercising.
Conference room: Pullman Da Nang Beach Resort is located right on the beach,
modern facilities, diverse cuisine, outstanding services and optimal solutions, Pullman Da
Nang Beach Resort is an ideal place for all meetings and events, with a capacity of up to 900
guests with 8 main meeting rooms, invested in modern equipment, constantly upgraded and
innovated to meet all customers' needs, exchange parties from a cozy intimate wedding to a
high-level forum conference.
1.3. History of formation and development
Accor – With more than 160,000 employees worldwide, Accor has the largest number
of luxury and mid-range hotels in Paris and throughout France. The Accor Group provides
customers and partners with the most professional services based on 45 years of experience.
Year of establishment: 1967
Current Head Office: Immeuble Odyssey Building, Paris, France
Head office 2012: Tour Maine-Montparnasse, Paris, France.
In 1967, Paul Dubrule and Gérard Pélisson founded SIEH - the first Novotel hotel and
investment company, born in Lille, in the North of France.
In 1974, the brand Ibis was born in Bordeaux.
In 1975, the first Novotel hotel and hotel business and investment company – SIEL
acquired two brands Courtepaille and Mercure.
In 1980, SIEL purchased the Sofitel brand. The total number of hotels reached 43 hotels
during this period.

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In 1982, SEIH continued to acquire Jacques Borel International and became the world's
leading restaurant brand (using meal tickets).
In 1983, the corporation changed its name to ACCOR.
In 1984, Dubrule and Pélisson were voted the world's top managers by the French
magazine Le Nouvel Économiste.
In 1985, the Accor Group launched the Formule 1 hotel brand, which aimed to provide
basic accommodation at low prices.
By 2010, ACCOR had sold 48 hotels for about $465 million in France, Belgium, and
Germany. In June 2010, the shareholders of the group agreed to separate the hotel into one
side and the restaurant on the other and start independent businesses.
In November 2013, Accor Group redefined its business model in two core areas:
+ Hotel management, franchises (HotelServices)
+ Investment in hotel management (HotelInvest).
In Vietnam, Accor Group is managing 11 hotels with the brands Sofitel, 3 Pullman
hotels, 1 MGallery, 3 Novotel, 2 Mercure and 3 Ibis.
Pullman is one of the luxury hotels and resort brands managed by the Accord (France)
group. Accord also is the group that manages the hotel brands Sofitel, MGallery, Novotel,
Mercure in Vietnam. Pullman Da Nang Beach is designed in Hawaiian style with 4 hectares
of beachfront, with 207 rooms, 11 villas, 4 restaurants, conference center and many other
facilities.
1.4. List of products and services at Resort
Lodging:
Accommodation is a business activity outside the field of physical production, providing
bedroom rental services and other additional services for guests during their temporary stay at
tourist destinations for the purposes of making a profit ...
This is the service that the hotel itself provides for domestic and international delegations.
Today's hotel business is not merely to meet the needs of accommodation anymore, but to
meet that need with diverse requirements of customers such as the request to sleep in a clean
Today's hotel business is not merely to meet the needs of accommodation anymore, but to
meet that need with diverse requirements of customers such as the request to sleep in a clean
room safe, luxurious facilities, beautiful rooms to watch… and especially the quality of
accommodation service must be very good. The requirements for the waiters must know how
to fully meet the needs of the guests and must always create the maximum comfort and
satisfaction for the guests, so that they can create attraction and keep the guests coming hotel.

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The accommodation business is the main business types of the hotel that directly serves the
indispensable essential needs of guests. Accommodation business is considered the main axis
for all other business activities of the hotel to revolve around.
Kind of
room
Describe
Superior
Twin
The room has an area of 36m2.
Garden view, the superior rooms include single and double rooms, located on
the lowest floors of the main building, with sofa chair, separate shower and
tub in the room and a large front balcony.
Room for 2 people
Room with 2 single beds
Superior The room has an area of 36m2.

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Room Garden view, the superior rooms include single and double rooms, located on
the lowest floors of the main building, with sofa chair, separate shower and
tub in the room and a large front balcony.
Room for 2 people
Room with 1 double bed
The room can accommodate up to 1 extra bed
Deluxe
Room
The room has an area of 36m2
Luxurious and spacious rooms, each room has its own balcony, overlooking
the resort's garden with elegant modern equipment, giving you a comfortable
feeling.
Room for 2 people
Junior
Suite
The room has an area of 72m2.
High-class equipment with professional desks, suitable for business travelers
combined with travel.
View : Garden view
Room for 2 people
Grand
Suite
With an area of about 91m2, the bedroom is spacious and comfortable. There
is a separate kitchen that is designed to be cozy and luxurious. Suitable for
your family to come to Da Nang.
There are some rooms with sea view
Room for 2 people
Penthouse
Suite Sea
View
The luxury penthouse is equipped with Jacuzzi bathroom, spacious balcony
with beautiful sea view. The room is large with an area of about 86m2.
Sea view
Room for 2 people
Cottage 1 The villa has an area of 91m2, including one bedroom, a private garden and a

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bedroom luxurious bathroom with a large bathtub made of natural stone. Villa
overlooking the garden, your life will be integrated with nature here.
Room for 2 people
Cottage 2
bedroom
The villa has an area of about 122m2, including a bedroom, a spacious living
room, a private garden and a sea view.
Room for 4 people
Room with multiple double beds
Table 1.1: Types of hotel rooms
(Source: Sales Department of Pullman Da Nang Resort)
Kind of room Price ( VNĐ )
Superior 3.575.000
Deluxe 3.769.000
Junior Suite 4.500.000
Grand Suite 5.769.000
Penthouse 6.500.000
Cottage One Bed Room 5.403.000
Cottage Two Bed Room 8.893.000
Table 1.2: Prices of room types in the hotel
(Source: Sales Department of Pullman Da Nang Resort)
All rooms are self-contained, fully equipped with modern equipment such as high-speed
internet, air-conditioner, minibar, safe, TV and satellite TV,... The self-contained toilet is
neatly arranged and clean, meeting aesthetic standards with all necessary utensils and items.
Reviews:
The hotel's room rate corresponds to the hotel's class. The hotel offers 67 Superior rooms
for 3,575,000, 91 Deluxe rooms for 3,769,000, 5 Junior Suite rooms for 4,500,000, 4 Grand

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Suite rooms for 5,769,000,4 Penthouse Suite rooms for 6,500. 000, 10 Cottage one bedroom
for 5,403,000, 1 Cottage two bedroom for 8,893,000 VND.
There are many types of rooms with different prices, so it is convenient for customers to
choose the right room type with their ability to pay. At the same time, a 5-star hotel is a high-
class hotel, attracting guests who can afford it. Therefore, it is very convenient for exploiting
the needs of other services of guests, especially the need for food.
Food Service:
Because food service is a part of service, so much food service also has the same
characteristics as service in general:
Relative Intangibility: This is the distinguishing feature of a service product from normal
goods. Catering services are made up of many factors, including intangible factors so these
customers cannot feel and see before consuming the service such as: Smell, the taste food,
employee attitude.... Therefore, it is often more experienced than possessed. On the other
hand, food service is tangible, expressed as: equipment, facilities of the restaurant, the variety
of menu. So it is relatively invisible.
The hotel produces, sells and provides guests with food and drinks when required, the
food and beverage department is responsible for welcoming and serving the needs of guests.

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In addition, the hotel also organizes a type of "Cooking Class" to teach guests how to cook the
restaurant's dishes with bold Vietnamese culture in the general and Hoi An culture in
particular.
Other services:
In order to provide and serve the needs of guests staying at the hotel, and at the same time
to increase the hotel's revenue and profit.
Additional services are very diverse because the needs of people are increasingly
complex, in addition to the familiar needs of accommodation and meals, customers require
hotels to add more services supplement of customers in the best way.
The cost for additional service's accounts for a low proportion of the total cost, about
20%, but brings high profits for the hotel. The initial investment capital of the additional
service's sector is not as high as accommodation and catering services, but it brings in
significant revenue. The hotel also has additional service's such as cosmetology, internet
massage, conference organization, souvenir sales...
1.5. Organizational structure of the management chart

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1.5.1. Organization chart of management board
Online relationship Functional relationship
Figure 1.1 The organizational chart of Pullman Da Nang Beach Resort
1.5.2. Functions and duties of titles and departments
 Board of Directors: Including one director and one deputy manager of Pullman Da
Nang hotel.
- Director: Holds the executive power, and makes major decisions about the company's
business activities, and is responsible before the law for its business activities.
- Deputy Director: is the assistant for the director, and advises the director on market
work, business plan development (annual plan and long-term plan), is the person proposed by
Hous
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Depa
rtme
nt
Fro
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Offi
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Dep
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ent
Res
taur
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Dep
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Add
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servi
ce
depa
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Kit
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Part
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Gar
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Dep
art
me
nt
Finan
cial
Acco
untin
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Depa
rtmen
t
Hu
man
Res
ourc
e
Dep
artm
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Sales
Depar
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Mai
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/
Engi
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Dep
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Sec
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dep
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General manager
Deputy General
Secretary
Front Office
Department
Back Office
Department

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the director . And is the person acting on behalf of the hotel's executive director when the
director authorizes.
 Security Department: Maintain order, ensure the safety of the hotel, keep the car for
guests and the hotel's staff. At the same time, instructing strangers where to go in the hotel.
 Technical Department: The task is to repair broken equipment in the hotel such as
locks, televisions, faucets …
 Front- Office Department:
This is considered the face of the hotel that welcomes guests, direct contact with guests
from the moment they arrive at the hotel until the guests leave the hotel. The Front- Office
Department performs the job of selling hotel room services to guests, welcoming guests,
handling and meeting the needs of guests, guiding guests, managing and making timely
payments for guests leave the hotel.
In addition, the Front- Office department in the hotel also plays an important role in
propaganda, advertising, introduction and sale of products for the hotel. This department plays
an effective "advisor and assistant" role in providing all timely information about the situation
of guests in the hotel, helping the board of directors understands the situation of guests
staying, information about the guest structure , guest source.
 Housekeeping Department
The housekeeping department is the most important support department for the Front-
Office Department
- The housekeeping department unit has a functions:
+ Take care of the rest of the guests in the hotel.
+ Coordinate with the front desk department to monitor and manage the hotel's room
rental.
- Mission:
+ Prepare the room to welcome new guests.
+ Daily cleaning of the room.
+ Cleaning corridors and public places in the hotel.
+ Check the operation of equipment in the chamber.
+ Receive and deliver customer service services.
+ Understands the situation of room tenants.
 Restaurant Department
- Functions: This also is a high revenue-generating department in the hotel (after the
Housekeeping department) in providing food and beverage services to customers.

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- Mission: Organizing food and beverage business including 3 activities: food processing,
circulation and service organization at the hotel with the main audience being guests staying
at the hotel. In addition, it is also possible to provide additional services such as banquets,
buffets for seminars, banquets according to customer needs.
 Kitchen Parts
- Functions:
+ Provide food and drinks to guests staying.
+ Cost accounting.
+ Create more profit for the hotel.
+ Catering for hotel employees.
- Mission:
+ Master the plan, the menu requires the customer's processing about the food to
calculate the standard, calculate the cost, make a plan to prepare the ingredients in time to
serve the guests.
+ Ensures the correct preparation, execution, time and quality of the dishes of the
customers.
 Additional service department: Serve when required by guests, responsible for
quality before the hotel manager.
 Human Resource Department:
The human resources department does not depend on the customer, has nothing to do
with business, but it plays an important role for the hotel to operate effectively. The human
resources department is divided into three smaller functional divisions: recruitment, training
and benefits management.
The Human Resources Director is considered an expert on State's labor law and can
advise the directors of other departments on this issue. Although the above three functional
units are related, there is no problem in chain-dependent morphological. The human resources
department's difficulty arises when it affects other departments in the hotel.
For example, although the human resources department recruits, interviews, and screens
promising employees, the decision to hire employees rests with the receiving departments. As
with promotion or disciplinary decisions, the contribution of the human resources department
is limited to advice or interpretation of legal matters. The effectiveness of the human
resources department depends largely on the ability of the directors of other departments.
 Sales Department

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- Functions: Searching for customers for other departments (rooms, food service). This
department will include Sales and Marketing department to attract more potential customers
to use the hotel's products and services.
- Mission: Make a plan to find customers for the department, survey customers to give
suggestions to superiors in innovating and upgrading services appropriately and effectively.
 Financial Accounting Department:
In some hotels, the accounting department performs two functions of “Advisor” and
“Executive” directly. The traditional role of the accounting department is to record financial
transactions and prepare and interpret periodic reports on operating results.
Regular duties include preparing payroll, accounting for revenue and accounting for
expenses. This function is the responsibility of the chief assistant financial controller. In
addition, the accounting department also has a function related to other areas of the hotel: It
cost accounting and controlling the costs of the entire hotel operations. In fact, this job
belongs to the cost & cost control department rather than the accounting department. Two
areas where the restaurant & drink counter.
 The cashier teams in the front office of the accounting department is responsible for
closely monitoring all cash collection and billing to guest accounts. Every day the night shift
audit staff must check, book all the spending & purchase bills of guests in different parts of
the hotel.
Although these employees work at the Front- Office desk, their task is to collect cash by
contacting customers to collect money, because they are employees of the accounting
department, they have to report their work to the assistant control check the counters.
The accounting department also has a relationship with the operations of the restaurant &
beverage department. The price controller and the cashier of the restaurant & bar department
both works in the accounting department, they keep a track of the revenue and expenses of the
restaurant & beverage department. The cashier of the restaurant & beverage department
reports to the assistant controlling the counters.
Part
name
Quantit
y
University Colleges
Intermediate
Level
Major
Quantit
y
Perce
nt
Quantit
y
Perce
nt
Quantit
y
Perce
nt
Quantit
y
Perce
nt
General
manager
1 1 100 _ _ _ _ _ _

18
Deputy
General
Manager
1 1 100 _ _ _ _ _ _
Secretary 1 1 100 _ _ _ _ _ _
Accounta
nt
15 4 27 5 33 6 40 _ _
Personnel 5 4 57 3 43 _ _ _ _
Restauran
t
54 13 24 11 20 9 17 21 39
Room 60 5 8 3 6 5 8 47 78
A kitchen 35 4 11 8 23 11 31 12 35
Garden 41 5 12 6 15 9 22 21 51
Technical 22 2 9 9 41 11 50 _ _
Security 25 3 12 6 24 9 36 7 28
Front-
Office
37 12 32 15 41 10 27 _ _
Sale-
Marketin
g
10 4 50 4 50 _ _ _ _
Spa &
Sport
20 4 20 32 15 2 10 11 55
Total 344 60 18 77 23 82 25 115 34
Table 1.3: The hotel's labor structure
(Source: Human Resources Department of Pullman Da Nang Beach Resort)
1.6.The main functions and mission of the Resort
1.6.1 Functions:
Organizing business activities according to the regulations on resort business activities of the
government to ensure the safety of guests' lives, security and social order and national cultural
traditions.
As a profit-making business unit, a resort must organize well management of production, sale
and supply activities to guests with quality products at the lowest cost in a specific business
environment his body.
1.6.2 Mission

19
Comply with the regulations of the General Administration of Tourism on the
operation of the resort.Organize and produce accommodation, dining, resort and
entertainment services for guests during their stay. Good management of production,
financial, and human resource activities to constantly improve the economic efficiency of the
company's business activities.
Ensure to solve the problem of labor to create local jobs, income, welfare, and regimes
for officials and employees working in the resort. Strictly comply with the budget payment,
social security and environmental requirements as prescribed by law.

20
CHAPTER TWO: FRONT-OFFICE DEPARTMENT AT PULLMAN Da
Nang BEACH RESORT
As described in Chapter 1, we have a better understanding of Pullman Da Nang Beach
Resort, its products, and its services in general. From there, there is an understanding of the
hotel, as a basis for research on the topic. Going to chapter 2, we will go deeper into the front
- Front- Office and the organizational structure of the department.
2.1. Brief about the Front- Office department
The Front- Office area of the resort is located right in the main lobby. This is the
working place of the Front desk department, considered the face of the resort. This is the
department that has direct contact with customers and handles customer requests in the most
thoughtful way. When guests come to Pullman Da Nang Beach Resort, the staff of the
department will assist guests in a check-in or help guests use services other than
accommodation.
The main duties of staff are to greet guests, perform check-in procedures for guests,
receive requests, answer information about the resort and services, enter customer
information and pay expenses service fees that guests use, check-out procedures.
2.2. Organizational structure and specific tasks of the titles
2.2.1. Organizational chart of the department
The organizational chart of the front desk department at Pullman Da Nang Beach Resort
includes the ranks divided by functional online structure as follows:
Figure 2.1 Organization chart of the Front- Office Department of Pullman Da Nang
Beach Resort
2.2.2. Functions and duties of each position in the department
- Front Office Manager
Front Office
Manager
GSA
Supervisior
Guest Service Agent
Night
Supervisor
Reservation
Guest Relation
Officer
Driver Bellman

21
Responsible for the entire management of the resort's Front- Office department. Plan,
organize, perform tasks and coordinate all activities of the Front- Office department, welcome
VIP customers of the resort, group guests, loyal customers and long-term customers at the
hotel. Support the front desk staff in handling problems that arise when exceeding the
authority of the front desk staff. In addition, the Front Office Manager is responsible for
recruiting and training personnel for the Front- Office department
- Night Supervisor
Responsible for each shift, assisting the front desk staff in handling issues beyond the
authority of the front desk staff.
Directly reporting to financial control, but mainly in the front desk department. Check
and edit the expenditures, additional advances of guests updated during the day. Review
entries on guest and non-resident accounts, balance books for the day, check room rates and
availability, run end-of-day reports and make reports, submit reports to relevant levels.
- GSA Supervisor
The front desk supervisor is the employee who is primarily responsible for each shift,
assisting the front desk staff in handling issues that are beyond the authority of the front desk
staff. Responsible for welcoming groups and VIP guests if FOM is absent.
- Guest Relation Officer
The Guest Relation Officer is a customer support officer in the Front- Office area with a
variety of tasks. This position is responsible for supporting and fulfilling all requests of guests
staying at the resort, caring and taking care of customers during their stay; resolve
complaints,… In addition, they also support work for Bellman staff, coordinate to support
maximum needs for guests: rent, borrow equipment, provide office services, assist in
organizing transportation, tours travel for guests,...
- Reservation
The reservation staff is the person responsible for receiving and processing booking
requests from customers, arranging rooms for guests, updating the latest information from
guests on the system, confirming with guests about booking requests was made, maximize
room occupancy, selling price, and revenue for the resort.
- Bell man
When guests arrive, the luggage staff organizes the Front- Office from the car, receives
the luggage and guides the guests to check-in at the counter. Support customers at the lobby:
introduce services, call a taxi,... After completing the room rental procedure, the staff will
transfer the luggage to the guest's room, at this time the staff can walk and guide the guest at
the same time about other services and products of the resort in order to create familiarity and

22
closeness with guests. In addition, it also assists guests in delivering letters, messages,
parcels,... to the guest room.
- Front- Offices
The main duties are to greet guests, perform check-in procedures for guests, receive
requests, answer information about the resort and services, manage customer registration
records and perform other activities' payment of service charges used by guests, check-out
procedures, sale of rooms and additional services in the resort, Front- Office and coordination
of requests from guests staying...
- Driver staff
As the person in charge of transporting guests upon request, scheduling arrangements of
the hotel Front- Office department, maintaining the assigned vehicle, belonging to the Front-
Office department, working under the management of the Head of the Front- Office
Department.
2.3. Human resources working at the Front- Office department
The staff in the Front- Office department are young men and women, mostly from 23
to 30 years old, dynamic and have many years of working experience, mastering customer
service processes. Previously, the Resort served many foreigners; therefore, most of the staffs
in the department can use English to communicate with tourists. Besides, the front desk team
can use Chinese or Korean to communicate with guests from Korea or China but do not speak
English. The staff in the department are all fluent in basic and advanced information
technology, so they can use Word, Excel ... to support customers when they have needs.
(Table: Human resources at Pullman Da Nang Beach resort's Front- Office department)
Working position Quantity Academic level Foreign Language
FOM 1 University IELTS
Night Sup 1 University IELTS
FO Sup 1 Colleges TOEIC
GSA 2 University, Colleges TOEIC
GRO 1 University TOEIC
Bellman 2 University, Colleges TOEIC
Driver 2 Intermediate Level Elementary level
GSA Trainee 7 University TOEIC, IELTS
Table 2.1 Academic level at Front- Office Department of Pullman Da Nang Beach
Resort

23
2.4. Facilities of the department at the Front- Office department
Numerical
order
Device name Quantity
1 Desktop 6
2 Ipad 1
3 Mobile phone 2
4 Desktop phones 4
5 Magnetic Key Making Machine 2
6 Printer 2
7 Photocopiers 1
8 POS card machine 2
9 Safe 1
10 Walkie-talkie 4
Table 2.2 Facilities of Front- Office Department of Pullman Da Nang Beach Resort
2.5. Reservation process:
* Receipting of room reservation request:
Guests who book rooms are retail guests, groups, travel agents, enterprises, conference
or event organizers, airlines, etc... . And reservations can be made directly at the reception
desk or indirectly through means such as telephone, mail, fax, internet; to make a reservation
request. Then, the reservation needs to receive guests' requests such as: number of guests,
number of rooms, type of room, length of stay, room price, payment method, special requests
, address and phone number.

24
Figure 2.2 Reservation process
* Identifying the guests who cannot be served:
The receptionist needs to identify quickly the guests who cannot be served at the hotel,
based on the business strategy to ensure profits, prestige, customer relations; based on security
reasons, check the black book of guests who are suspected of theft of the hotel and guests,
break the rules, inability to pay and prostitutes. If case of these things, the receptionist needs
to report to the manager, refuse the guest in a skillful way and ending the booking process
immediately. In case the guest is not on the decline list, then check the ability of the booking
request.
* Checking the ability of the booking request:
After receiving the guest's reservation request, the receptionist base on those requests
and the hotel's room status to check if the hotel can serve other's room requirements.
Confirming if a room is available at the time of need is done by looking at the reservation
book, reservation chart and reservation diagram to know the number of rooms booked.
Combining the rate of guests who booked rooms did not come, guests did not arrive as
planned, guests overstayed as planned and the number of unusable rooms.
Accepting
reservation
Identifying guests who
cannot be served
Checking the ability of
the booking request
Negotiating and
convincing guests to
make a reservation
Making a reservation form
and send the confirmation
letter to guests
Reconfirming
booking
information from
guests
Saving booking
information
Summarizing the booking
state and send to the
receptionist

25
Then:
Number of rooms = total number of rooms booked – the number of rooms overdue –
the number of rooms booked do not arrive + the number of rooms books have not arrived yet
* Negotiating and convincing guests to make a reservation:
If the hotel has empty rooms, the receptionist should introduce about the class,
location, price, and convenience of rooms for guests to choose. Negotiating room price base
on the surrounding price, guest statistics at each period, trend of reservation, events in the
region ... to apply the appropriate room selling price. It is necessary to inform the price is
inclusive of tax and service charge and other expenses for guests. In case the guest accepts the
reservation, a specific agreement must be exchanged to reconfirm the booking details such as:
number of rooms, type of room, arrival date, departure date, price, address, phone number,
guest’s name or list; reservation of the secured room and the receipt of information about the
guarantee; payment methods and special requirements.
If the hotel has no available rooms, the receptionist can suggest guests to change the
room type at the time of arrival. In case guests accept, the receptionist continue to introduce
the room, confirm the information and confirm the reservation. In case the guest does not
agree, the receptionist should mention to another hotel. If another hotel has available rooms,
the receptionist contact them for guests. If not, the staff will refuse and end the booking
process. At this time, you can create a waiting list and save it with the list of guests who
cancel the reservation.
* Making a reservation form and send the confirmation letter to guests:
- Making a reservation form:
The details of the reservation are filled in reservation form. The booking form is
considered as a contract, formed after detailed agreement on the number, type of room, length
of stay, arrival date, payment method and guaranteed or non-guaranteed. Reservation form
means the reservation is accepted. The booking form has a legal validity that determines the
guest's subsequent acceptance and payment. And it is the responsibility of the hotel to hold
the room for guests, unless the reservation is cancelled.
- Sending the confirmation letter to guests:
After completing the booking form, the reservation will send a confirmation of the
reservation to the guest. The information is taken from the reservation form, including the
agreement with the hotel's previous regulations such as: guest's name, address... and
regulations on cancellation of the reservation.
* Receiving the confirmation of the reservation from guests:

26
After receiving the booking confirmation letter, the guest sends back the confirmation
of the reservation to the hotel to confirm the booking again. If the guest has any reservation
changes, the receptionist should identify and check if the hotel can accommodate the guest
request; then inform them. Changing the reservation and reconfirm the details for the guest. If
the guest cancels the reservation, the receptionist should show nostalgic expression and find
out the reason of the cancellation. Accurately identify the guest who canceled the reservation
and confirm it with the guest. Sending request to the cancellation section to send a letter
confirming the status of the reservation. Stamping the cancellation on the guest's original
booking form and cancel the reservation in the computer and the reservation map. Notifying
relevant sections about the cancellation. At the same time, the guest can be contacted on the
waiting list and recorded in the shift notebook.
* Saving booking information:
The receptionist arrange and preserve the reservation form in the filing cabinet for
each month. Updating the reservation information in the reservation notebook, chart, diagram
or save it in the computer to be accessed at a suitable time.
* Summarizing the booking state and send to the receptionist:
The reservation prepares the list of guests intending to arrive and leave during the day,
transfers this state to the relevant sections, especially the receptionist to get the number of
guests; summarize and report to the front office manager or assistant about room booking
state during the day.
2.6. Registration procedures in hotel:
Registration procedures in hotel is the registration and completion of some formal
procedures when guests arrive to check in and stay at the hotel. The registration process is as
follows:
Guests stay at the hotel can be pre-booked guests, walk-in guests, retail or group of guests,
can be ordinary guests or important guests. All are warmly welcomed at the hotel. All
requests of guests are met by the hotel from the reception at the airport, train station ... to
serving guests during their stay.

27
Figure 2.3. Registration procedures in hotel
Before guests arrive, the receptionist needs to prepare the conditions to receive guests:
from preparing guest registration documents to preparing welcome rituals suitable for each
guest. To prepare for good reception, the hotel needs to pay attention to the religion and
culture of guests, avoiding taboos for each country.
When guests arrive, the doorman guides guests into the lobby and directs them to the
reception area. The receptionist checks if guests has booked a room in advance. If they have
booked, then checks the actual requirements are correct, and conducts reasonable room
coordination for the guest. If they have not booked a room in advance, the receptionist will
receive guests’ request and check the hotel's ability to meet. If the hotel has available rooms,
the reveptionist needs to negotiate and convince guests to choose those rooms.
If the hotel runs out of rooms or guests do not agree with the hotel's room type, they can
be introduced to another hotel. After finding reasonable rooms for guests, the receptionist
proceeds to determine who is to pay and in what way. After completing the hotel registration
form, the receptionist will guide guests fill the temporary registration procedure and ask
guests to sign it. After completing the hotel registration form, the flight attendants hand over
the room key to the guest or the luggage staff and guide the guest to the room. At the same
time, the receptionist notifies relevant sections to prepare and serve guests. The receptionist
prepares guests file, transfers them to the cashier, completes the registration of temporary
residence declaration and reports them to the temporary residence management agency.
Preparing before
guests arrive
Welcoming
guests
Confirming guests’
reservation in advance
Checking rooms
avalabillity and assign
rooms to guests
To determine
payment guarantee
Confirmation of
stay
Handing over the key to
guests
Introducing
services
To guide guests to their
rooms
Completing the profile
and updating information

28
2.7. General Procedure during one work shift
Receptionist professional procedure in hotel is a professional labor process at each
specific stage performed by receptionist with professional knowledge and professional skills.
During a shift, receptionist must perform the following tasks:
* Prepare personal appearance
This is a necessary issue because the Reception Department is the place of direct contact
with guests and the receptionist are the ones who make the first impression of the hotel guests.
Receptionists need to ensure personal hygiene, neat hair in the manner prescribed by the
hotel, do not use perfumed cosmetics, do not wear jewelry that is too big and flashy. Wear
clothes appropriate to the job title, properly styled and clean shoes, and have a fresh and lively
appearance.
* Receive handover shift
Receptionists are usually present 10-15 minutes in advance at work to receive shift
handover. At that time, the staff of the previous shift will hand-over to the staff of the next
shift the main information about the guest and room situation (list of rooms currently
occupied, room which will be checked-out soon, Arriving guests, empty rooms standby for
guests, rooms with problems that need to be repaired, etc.).The situation of service provision
and payment of guests is or will be done at their requests. The operations of the hotel relating
to the following shift that need to continue monitoring and implementing. All of the above
information is recorded in the shift handbook fully, accurately and signed by the
representative staff of the shifts.
* Check and prepare the workplace
After receiving the shift, the receptionist needs to check and prepare necessary equipment
when working such as computers, telephones, money counters and checkers, credit card
machines, etc. As well as checking the supporting items when working such as keys, paper
and pen, reservation form, registration form, message paper, etc and related information such
as the list of arrivals, departures, list related work. Cleaning and arranging a neat and
organized workplace shows the professionalism and service quality of the hotel.
* Categorize and process information to ensure uninterrupted service operations of the
hotel.
Employees need to sort out the unresolved publications, telegrams, and news that need to
be passed on to guests or relevant departments in the hotel. The unresolved issues of the
previous shift must be prioritized and prioritized. Measures taken immediately to prevent
guests from having to wait and at the same time ensure smooth communication within the
hotel and with the outside, such as receiving and sending letters, faxes, telephones, etc.

29
During the shift, depending on the request of the guest, the receptionist may have to
perform the following tasks:
* Receive room reservations for guests.
* Make hotel registration procedures for guests.
* Provide services to guests during their stay.
* Check-out procedures to leave the hotel for guests.
* Handing over to the next shift.
The staff need to grasp the situation, record the contents to be handed over, and pay special
attention to the things that need to be further resolved at the request of the guests. Prepare
statistical reports related to the reception according to regulations.

30
CHAPTER THREE: ASSESSMENT OF THE STATUS OF SERVICE
QUALITY OF PULLMAN DA NANG BEACH RESORT
Through the analyzed sections and the actual data, we can confirm that the Pullman Resort
hotel - resort has a specific organizational structure and division of functions and tasks.
Moving to chapter 3, we will know better the concept of quality, service quality, the
application of information technology as well as the actual service status of this department.
3.1 Quality concept
According to TCVN and ISO 9000, Service quality is the suitability of a product or
service to satisfy specified or predetermined requirements of the purchaser, and the supplier
shall periodically review the quality requirements.
According to the classical concept, “Quality is the degree of compliance with pre-
defined specifications about some characteristics of a product”.
But in nowadays, “Quality is fitness for purpose and the degree of customer
satisfaction”.
Service quality is an abstract concept, difficult to grasp because of the unique
characteristics of the service. Approach to quality is created in the service delivery process,
and usually occurs during the interaction between the customer and the communicator, it is
determined by the comparison between perceived service (P) and expected service (E):
- Good service quality: If the perceived service exceeds the customer's expectations.
- Satisfaction service quality: If the perceived service matches the customer's
expectations.
- Poor service quality: If the perceived service is below the customer's expectations.
The relationship between service quality and customer satisfaction is assessed to be
close and intimate with each other. Service quality is concerned with the provision of services
by the business to the customers. Customer satisfaction is the satisfaction assessed after using
the service.
Factors affecting the quality of service will affect customer satisfaction. Therefore,
service quality is considered to be the first and decisive factor in customer satisfaction.
Recognizing the importance of service quality, it is necessary to create a service quality
system to care for, serve, and meet the needs of customers to the maximum is a necessity, and
it benefits both sides: service creators and service consumers.
3.2 Quality of the service in the Front- Office department
The quality of service in the Front- Office department is a combination of the standards
of technical facilities, professional qualifications of the staff, and their service style that each
hotel always strives to meet the customer's expectations about the services in the hotel.

31
Service quality at the Front- Office department plays an important role, in influencing on the
overall service quality throughout the hotel.
3.3 Models of assessment for services quality
Servqual model
SERVQUAL is a method for identifying and solving problems related to service
quality, presented by A. Parasuraman, V. Zeithaml and L. Berry in 1988. The main idea is
based on 5 key gaps. Weaknesses related to the perception of service quality management and
the work related to service delivery to customers, leading to lower-than-expected service
quality. This method was one of the first tools created to evaluate and improve service quality,
so it was popular early on.
Figure 3.1 The Servqual model
In many service areas, the Servqual model is evaluated as providing high reliability and
accuracy. Because this scale is operated based on the perception of customers when using the
service. The 10 components of this model in service quality are:
1. Reliability: Shown in fully and on time meeting customers' expectations about
service quality at the first time using the service.
2. Responsiveness: Responsiveness is the desire and willingness of service
personnel to provide services.
3. Service capacity: This is the professional or professional ability of employees to
provide and perform services.

32
4. Accessibility: Accessibility is reflected in customers' easy access to the service,
quick access time, convenient customer service time, service locations suitable
customers.
5. Politeness: Expressed in the attitude of the service staff: a polite and extremely
friendly attitude that helps bring a sense of respect to customers.
6. Communication: This is the component that shows the extent to which the
service's information is communicated to the customer in the most understandable
way. At the same time, this is also a component about listening, understanding and
answering customers' questions.
7. Credibility: Shows the level and trust of customers in the brand and service
quality of the company in the past.
8. Safety: Safety is the component that shows the level of assurance for customers
in terms of finance, information, and physical assets that appear during and after
using services customers.
9. Customer understanding: Customer understanding is the ability to continuously
learn, understand, and respond to changing customer needs. Make customers feel
that the company providing services for them.
10. Tangible factors: Tangible elements include objective factors that customers
can see when interacting with the service such as staff uniforms, decoration,
product and service layout, store…
In the Servqual model, there are 5 basics and most important components that you must
pay attention to, which are:
Trust level
Reliability is a component of the Servqual model that helps verify the ability to provide
accurate, on-time, and reliable service the first time you use the service.
Consistency is considered one of the important factors to help deliver a service or
product to a customer on time in the absence of any errors. Service providers need to commit
to provide services within the time promised to customers.
For example, in the trust level component, the service enterprise will send a message to
the customer at the correct date and time.
Respond
Responsiveness will refer to the desire to support customers in a respectful manner and
provide prompt services that help satisfy customers. The response here will focus on two
important factors that are readiness and quickness. Therefore, service providers need to ensure

33
that their customers will receive services in the shortest time without delay. Don't make your
customers think you don't care.
Responsiveness will be determined by the amount of time that the customer waits for
answers or solutions from the service provider. The sooner a customer's problem is resolved,
the quicker it can respond.
Responsiveness will be built on criteria such as:
• The Company may provide a specific period to carry out certain activities.
• Can the service provision be done quickly and save time for the customer?
• Are employees of the company ever too busy to respond to customer requests?
Respond example: Try not to keep the customer waiting for a new or replacement service
shortly before the promised deadline expires.
The guarantee
The main guarantee is creating trust and credibility with customers. It will be
guaranteed based on technical knowledge, skills to communicate effectively. This component
will help the service provider to gain the trust and confidence of customers. The guarantee is
shown in the following:
• Does employee behavior make customers feel confident?
• Do staff members show politeness and hospitality to customers?
• Do staff members have the expertise to help answer questions?
Tangible elements
The tangible factor is one of the basic components of the Servqual model you should
know. It will represent the facilities, appearance of employees, equipment, machines and
information systems of the organization. The tangible element will focus on creating
conditions for development in terms of material and facilities.
Examples of tangible elements: cleanliness in service locations and appropriate dress code of
service staff.
Sympathy
Empathy manifests itself in focusing attention on customers to ensure care and
distinction for them. Customer service is seen as an important factor in psychologically
satisfying customers and enhancing trust, loyalty, and reliability. The company can lose
customers if there is a lack of empathy from within the service staff.
Servperf model
SERVPERF (Service Performance) was created based on a service review by J.J.
Cronin and S.A. Taylor in 1994. They argue that Parasuraman's study on the relationship

34
between expected quality and experienced quality is not the right approach to assessing
quality.
Services are difficult to measure due to their intangible, non-uniform, non-separable
and non-storable properties. Furthermore, quality assessment is based on personal perception
and depends on individual psychological state. After many testings and application studies,
the Servqual scale is recognized as valid. But the procedure for measuring Servqual is quite
verbose. Therefore, a variation of the Servqual model has appeared, the Servperf model
(Service performance).
The Servperf model is developed on the basis of the Servqual model, but measures
service quality on the basis of the actual service quality assessment rather than the gap
between the expected quality and perceived quality. This measurement model is referred to as
the perception model. Also measure service quality on the basis of five factors: Reliability,
Responsiveness, Service Capacity, Empathy, and Tangibles. Using the Servperf scale to
measure service quality has partly reduced the limitations of the Servqual scale in
distinguishing between customer satisfaction and attitude. Cornin and Taylor suggest that
service quality can be defined as “similar to an attitude” and that instead of “expected
performance”, “actual performance” determines service quality better. Therefore, to assess the
quality quickly, many service sectors have chosen SERVPERF as an optimal tool to measure their
service quality.
Rater model
RATER model is an evolution of the SERVQUAL method, presented by A.
Parasuraman, V. Zeithaml and L. Berry in 1988. The main idea is based on five
vulnerabilities, which lead to lower-than-expected service quality. The authors suggest that
the difference between expected quality and perceived quality should be assessed according to
the following five points:
• Reliability
• Guarantee
• Tangibility
• Empathy
• Responsiveness
The Gronroos model
Gronroos' service quality model defines three dimensions of service quality: technical,
functional, and visual.

35
• Technical quality: Technical quality: Is the value that customers receive from the service
provider (what does the customer receive?)
• Functional quality: Represents the service provider's way of delivering the service to
consumers (how does the customer receive the service?)
• Visual: plays a very important role for service providers and this factor is built mainly on 2
components of technical quality and functional quality.
Figure 3.2 Gronross Model
Moreover, Gronroos (1984) also argues that customer expectations are also influenced
by factors such as traditional marketing activities (advertising, public relations, pricing policy)
and external influences (customs, customs, consciousness, word of mouth), in which word of
mouth has a more significant impact on potential customers than traditional marketing
activities and also emphasizes that the study of quality service must be based on the
consumer's point of view. This model is a good measuring tool to evaluate service quality.
However, the relationship between perceived quality and customer satisfaction and the
aspects mentioned above is not clear.
According to the technical/functional quality evaluation model of Gronroos, service
quality is evaluated by comparing the value that customers expect before using the service
and the value that customers receive when using the service. To measure service quality,
Gronroos offers three criteria: technical quality, functional quality and image. In there:

36
- Technical quality is the value those customers really get from the service provider (what
does the customer receive?);
- Functional quality represents how the service is delivered to consumers by the service
provider (how does the customer receive the service?);
- Brand images plays a very important role for service providers and this factor is mainly built
on two components of technical quality and functional quality.
The authors of the model also conclude that functional quality is more important than
technical quality. This means that the way a service is delivered to consumers is more
important than the value they actually get from the service. However, the limitation of this
model is that it does not provide a specific method of measuring technical and functional
quality.
Gummesson model
Gummesson proposed a model in which service quality includes perceived quality and
satisfaction. Based on the Gronroos model, he described four quality dimensions:
• Design quality
• Product quality
• Delivery quality
• Relationship quality
Performance Model – Importance (IPA – Martilla & James)
Performance-importance analysis was proposed by Martilla and James in 1977. Accordingly,
the results from the importance and performance analysis are shown on the IPA diagram with
the vertical axis (Y) representing the level of importance and the horizontal axis (X)
representing the level of performance.
Figure 3.3 Performance Model – Importance (IPA – Martilla & James)

37
Quadrant 1: high performance, high importance – keep up the good work
Quadrant 2: high performance, low importance – possible overkill
Quadrant 3: low performance, low importance – low priority
Quadrant 4: low performance, high importance – concentrate here
From the study and analysis of the above service quality evaluation models. I found
that measuring ser;.vice quality according to the SERVPERF model of Cronin and Taylor
(1992) is considered a more convenient method, because the questionnaire is concise, saves
time and avoids misunderstanding for respondent. The disadvantage of this model is that it
does not reflect the relationship between satisfaction and satisfaction of users with the quality
of services provided. Although SERVPERF model has certain advantages, customer
satisfaction studies often use SERVQUAL model. Because of the above reasons, in this
report, I still mainly rely on the SERVQUAL model. However, for the most general
evaluation, I still refer to other models interspersed.
3.4 Factors affecting services quality
First, tangibles: Service quality will be measured through forms related to personnel,
facilities, equipment, and communication materials.
Second, reliability: The enterprise's ability to deliver the promised service to customers
must be consistent and accurate.
Third, responsiveness: The extent to which employees are willing to provide prompt
service.
Fourth, assurance: To what extent has the employee's understanding and politeness
created trust and confidence.
Fifth, empathy: To what extent did the staff care and pay attention to each individual.
3.4.1 Elements of equipment, technical facilities
The Front- Office area is a place of regular contact with guests arriving, staying, and
leaving, the place to distribute and provide the main services of the hotel, and the place to
keep a regular relationship with the service department. The arrangement of facilities and
equipment in the Front- Office department must ensure the coordination in the service and
management process, the arrangement must be suitable with the specific characteristics of
each service area, architecture, and scale of the hotel, but must be modern synchronous, and
highly aesthetic to meet the requirements of continuous operation. The hotel Front- Office
area usually includes the Front- Office counter and the lobby area.
3.4.2 Quality of the staff

38
In the hotel and restaurant industry, the human factor plays an important role in
providing services and it will directly affect the perception of customers in the process of
using products and services. Therefore, investing in people to improve service quality is a
direct investment to improve hotel service quality.
All the staff in the hotel from the manager to the staff who provide specific services
directly to the guests, everything they do and what they say affects the customer perception of
business services. Employees who directly serve guests represent the business and directly
affect customer satisfaction.
They are sales and marketing staff. The characteristics of the hotel, products are a
service where hotel services are created by human factors. No matter how comfortable a hotel
has modern technical facilities, the workforce is weak and unqualified, it does not guarantee
the quality of service. Therefore, the quality of the workforce greatly affects the quality of
service Employees are those who directly interact with customers and create an impression of
service in the eyes of customers. Therefore, the quality of the workforce is assessed on the
level of labor: professional qualification, education level, foreign language proficiency, and
communication ability.
Besides, there is the spirit of attitude in serving customers and the collective spirit in
doing the work. Whether the staff is professional or not affects the image of the hotel.
3.4.3 Information technology
Hotel management software (commonly known as PMS, short for Property
Management System) is widely used, not only in large hotels but also in small hotels, to
increase efficiency in the implementation of processes in the hotel. Hotel management
software is designed by many companies with a wide variety of products. Some of the PMS
used in large international hotels and resorts are Opera, Smile, Hotelogix, Oracle Hospitality,
and SabeeApp; PMS used in small and medium hotels in Vietnam are Ivivu, eZCloudhotel,
Bravo...
With hotel management software, the Front- Office can easily and quickly know the
hotel's room status such as: how many check-out rooms, how many check-in rooms, late
check-out rooms, and early check-in rooms. Customers can also pre-fill check-in information
through the hotel's website. As a result, the Front- Office can save time doing check-in
procedures for guests.
Besides, it also helps to exchange and share information between the Front- Office
department and other departments more easily and quickly such as information about the
number of rooms with customer

39
staying, the number of customers staying in each room, the customer's request... Sharing
information between departments also helps to perform check-out procedures for customers
faster.
Applying information technology not only helps to implement processes quickly but
also increases accuracy and transparency in work. Information is provided immediately,
completely, and transparently shared to help hotel departments, as well as customers, easily
control the costs that guests have made as well as other problems arising during the
customer's stay at the hotel.
3.4.4 Service process
Enterprises must design service processes in a standard way and well manage problems
that may affect the service technology process of hotel business departments. As a result,
hotels can set service standards to the requirements of the target customer market. Very
important if businesses realize that standardization of service does not mean rigid service. The
standard of customer-oriented service is to ensure that the most important aspects of service
are performed above or equal to customer expectations.
The service process is composed of stages and steps for employees to best serve
customers. If the service process is well organized, the staff will work with a more
professional and efficient service style, avoiding mistakes while serving. Customers who see
employees working according to such a process will appreciate the quality of service. That is
the standard for managers to assess whether their employees are working according to the
correct process
3.4.5 Coordination between employees and between departments
For the service quality to be perfect, there must be cooperation and solidarity between
employees in the department and between related departments. The staff supports each other
into a unified whole to improve service quality, bringing satisfaction to customers.
3.5 Describe the status of customer service in the Front- Office department
3.5.1 Quality of human resources working in the Front- Office department
With the strength of being a 5-star resort of international standards, the quality of
human resources here always comes first and achieves customer satisfaction.
The Front- Office department of Pullman Beach Da Nang Resort plays a very important
role, as a bridge between customers and businesses, and as an ambassador of the hotel. The
brothers and sisters in the Front- Office department can communicate fluently in English and
other languages such as Korean, Chinese, and Japanese...so the service is very accurate, fast,
and efficient.

40
Style, respectful and polite attitude towards customers is not only reflected in
professional skills but also the staff's clothes. The resort has specific regulations on the dress
code of the Front- Office in particular and the resort staff in general, the clothes are always
clean, the uniform is correct, and the hair is always neat because this is also a polite way of
communication.
Staff will take part in the professional training immediately after getting the job
according to the resort's standards. During the working process, you will be able to improve
your experience and professional qualifications, short-term classes by domestic and foreign
experts.
3.5.2 Quality of material and technical facilities
The Front- Office is located to the left of the entrance. The lobby is airy, installed with a
large capacity air-conditioner, impressive design and decoration, and is highly appreciated.
The golden light system creates a warm feeling and the fish-shaped chandeliers enhance the
luxurious style of the resort.
The design of the hall is splendid, highly aesthetic, and crafted with high-quality
materials. Beautiful scenery, unique architecture, luxurious tables and chairs in royal style.
At the Front- Office, there are also necessary machines for checking in for guests such
as card scanners, printers, passport scanners, and other necessary tools.
3.5.3 Service quality management of the Front- Office department
Currently, the assessment of service quality management of the resort's Front- Office
department will be assessed by the head of the Front- Office department, in conjunction with
the head of the human resources department. The resort has established a service quality
assessment system based on VTOS - a set of standards for Vietnamese tourism skills (short
for Vietnam Tourism Occupational Skills Standards).
And Pullman Da Nang Beach Resort is doing extremely well under this system.
The positive points of this service process:
- This service process creates a unified image of the Front- Office department in
Pullman Resort. This makes the procedures easy for customers to recognize as well as the
rules of this department and feel privileged when they return to the hotel and meet these same
Front- Offices.
- The service process creates the maximum speed that can easily meet and satisfy
customers.
- Create the working style of hotel staff and the working style of the corporation which
can be considered as corporate culture. Referring to Pullman Beach Da Nang Resort, guests
will immediately remember the intimacy and attentiveness of the Front- Office.

41
- No errors or mistakes if employees follow the correct steps in the training process
3.5.4 Software application is used in the Front- Office department:
For the convenience of managing guests and revenue, the resort is currently using Opera
software with many convenient features for booking, check-in, and check-out. This is hotel
management software built on advanced and modern technology.
This hotel management software also supports a multi-language, beautiful, and friendly
interface to help users access quickly and work easier. The software system allows
management according to users, strictly decentralized. For each employee, the entire database
in the system is backed up and restored to easily report complete and accurate statistics and
easily export to files of different formats.
With Opera management software, both Front- Offices and managers will save time,
reduce risks when managing paper documents, and improve business efficiency for
businesses.
3.5.5 The internal and external relations of the Front- Office department
Relationships between members of the Front- Office department
The members of the Front- Office department always support each other while working.
Each person has a position with a different function to best serve guests during the check-in
process or assist guests during their stay.
When guests check in, there will be a staff member to check in with guests, support staff
to print passports or identity cards o,r when guests check out, there will be an employee to
confirm the job with guests, and other staff to assist. Help call the room department.
In addition, there is always support from other staff such as: when the guests are too
crowded: sometimes the bellman staff is too busy, the Front- Office or GRO will assist in
leading guests to the room, keeping and returning luggage for the customer; When GRO is
busy, the Front- Office, bellman will also support to call welcome water, advise on tour
booking, car booking, review,...; Front- Office staff at the same time assist Driver in printing
welcome board to welcome guests, ...the staff of the department is always ready to support
each other, high spirit of solidarity.
The relationship between the Front- Office department and other related departments
With the role of a "Front- Office center" for information, the Front- Office will connect
with relevant departments to fulfill requests and resolve complaints from guests. Specifically:
Department Description
Room Division - Every day, the Front- Office informs the housekeeping department
about the situation of the guest room preparing to arrive and the guest

42
room preparing to go to take the initiative in dividing the priority order
of rooms.
- The Front- Office will contact the housekeeping department to handle
the situation after receiving any request or feedback related to the
"room" operation of the customer.
- On the contrary, the housekeeping department informs the Front-
Office of the room and guest status in order to promptly handle arising
problems and reasonably allocate rooms for guests.
- When guests do check-out procedures, the room staff is responsible
for checking the mini bar, room status and reporting back to the Front-
Office - handing over the service invoices/receipts: laundry to calculate
the total cost for guests.
F&B Department - When customers need to book a table at the hotel's restaurant or use
the room service, they need to contact the Front- Office, receive the
request and notify the F&B department to do it.
- On the contrary, F&B Department transfers invoices, vouchers,
promissory notes or money collected from guests to the Front- Office,
serving to update payment records for guests.
Business
Department
- For this department, the Front- Office coordinates to update
information, introduce, promote and sell the hotel's products and
services.
- During the epidemic period, at Rosemount the Front- Office will also
be the call center and reservation staff. Therefore, sometimes when
receiving phone calls or emails wanting to book a party or conference,
the Front- Office will immediately transfer it to the sales department to
be able to support guests most effectively. Or emails that want to ask
for hotel room rates for travel companies are forwarded by the Front-
Office to sales staff.
- Not only that, the Front- Office also cooperates with the
implementation of the hotel's preferential programs for customers from
the booking process to staying at the hotel.
Technical
department
- When receiving information about damaged equipment in the living
room - Wifi network status, the Front- Office will notify the
maintenance technical department (electricity - water - refrigeration -
Internet ...) to make timely repairs.

43
- After checking the actual situation, the maintenance technical
department will notify the Front- Office about the extent of the damage,
the time to fix it to inform or need to change rooms for guests.
Security
Department
- The relationship between the Front- Office and the security
department in the hotel is to ensure security and safety in the hotel. As
the part that is in constant contact with guests, the Front- Office will
assist the security staff to observe the flow of guests entering and
leaving the hotel.
- When guests lose items in the hotel, detect that guests have committed
violations of the law or have problems related to the lives of guests -
from the information recorded, the Front- Office will quickly report to
The security department will handle it according to the professional
standards of the accommodation unit.
Accounting
department
- The Front- Office will submit the documents to the accounting
department so that this department can compare documents, balance
expenses, send electronic invoices to partners when they request to
export VAT.
- When guests have requested to export VAT, the Front- Office after
receiving the information will send an email to the accounting
department so that the department can proceed with the invoice
issuance procedure.
HR Department - Human Resources are the department responsible for recruitment and
training in the hotel; meeting the needs, ensuring the good operation of
the part.
- In the training and recruitment activities of the unit, the Front- Office
will participate in training courses, fostering and improving professional
qualifications organized by the human resources department.
Table 3.1 Relationship between the Front- Office department and related departments
In general, the Front- Office department has a relatively good relationship with most
departments, the staff in the department always try to support and coordinate with other
departments to complete the job well with the purpose of Ultimately, customer satisfaction is
achieved.
However, in many cases, there is no understanding and sharing of tasks between
departments. Typically, the F&B and Front- Office departments often have cases of extrusion

44
of responsibility: the F&B department does not allocate enough staff to operate the bar in the
lobby, leading to the inability to serve welcome drinks to guests, the Ceremony department
The Front- Office accepted the support, but just in case the Front- Office was not busy,
presented many times but the F&B department still couldn't do it. Or the Kitchen department,
despite receiving a request to prepare a Breakfast box for guests, finished but did not notify
and brought it to the counter, the Front- Office was busy with guests but still had to go to the
Kitchen to bring food to the guests, etc.
3.5.6 Status of the service process of the Front- Office department
In the current resort hotel market, Pullman is ranked as one of the best 5-star resorts in
Da Nang city in particular and Vietnam in general. This place always attracts many different
guests, despite going through many fluctuations because of the covid 19 pandemic, Pullman
Beach Da Nang Resort still retains its position and reputation.
Pullman Beach Da Nang Resort is highly appreciated by domestic and foreign tourists
for its professionalism as well as service style. The staff, although young but experienced and
full of enthusiasm, always brings satisfaction from the moment they arrive or leave the resort.
From the Front- Office profession to the attitude as well as the outerwear, all of them
promote their advantages and perfection to bring the best experience to customers. The
service process at Pullman is well appreciated and brings satisfaction to customers.
However, the difficulty that this place is facing is the situation of group guests checking
in - checking out at the same time during the intersection season, leading to overcrowding and
customers having to wait longer. Besides, the number of guests checking in - out at the same
time will make it difficult for the Front- Office department because it is difficult to capture the
exact number of guests. Bellman staff when guests check in at the same time and are crowded
will not have enough manpower, leading to the status of customers' luggage will be brought
up slowly. This is also a common difficulty when during the peak tourist season that most
hotels and resorts will encounter.
The workload of the Front- Office department will increase when the number of customers is
larger, affecting the work morale of the staff, and leading to inefficiencies. They are always
spinning in work from check-in, check out, solving customer questions, general creating great
work pressure, and not supporting customer requests enthusiastically.
Moreover, the crowded check-in situation will take time, affecting flights, trains, or tourists'
schedules. Leads to bad experiences and affects customers' travel.
3.5.7. The reason the service quality of the department basically meets the customer's
expectations:

45
The service quality of FO Pullman Da Nang Beach Resort always meets the expectations of
customers due to the following basic reasons:
a. Subjective causes
The hotel has been interested in the field of quality management. In recent years, the
trend of competition by service quality between hotels has appeared. Because of this, Pullman
Da Nang Beach Resort has paid more attention to the quality management of services
provided to customers. At the same time, the head of the FO department strengthens
management measures and supervises employees during their work to minimize possible
errors.
The quality of the workforce of FO Pullman Da Nang Beach Resort is very concerned
by the management and is regularly trained and re-trained according to the latest programs.
The hotel did a good job right from the recruitment stage, the hotel personally appointed the
head of the FO department in conjunction with the human resources department to recruit FO
staff.
Viewpoints on service quality of hotel management: they consider service quality a
significant competitive advantage, regularly learn and research strategies on service quality of
similar-class hotels for timely responses.
Modern and synchronous technical facilities, operated by a leading prestigious
corporation, so they often have access to modern equipment in the region and the world,
always at the forefront of apply science and technology to the reception of guests as well as
service quality management.
b. Objective reasons
Due to the point of view of competition by quality of service between hotels broke
out. With the view of taking service quality as a competitive advantage compared to other
hotels in Da Nang, Pullman Da Nang Beach Resort has paid great attention to management
and improving service quality of the FO department. Because this is the face of the hotel, it is
the place that will leave the most impression on guests.
Customers: because the hotel's customers are mainly international guests, business
guests have high demand and ability to pay. Therefore, in order to attract these guests, the
hotel needs to focus its resources on improving the service quality of its staff in order to create
credibility and trust for guests.
State policies such as investment in education and training, open policies of international
economic integration, measures to attract tourists such as visa-free entry, visa-free stay for
several countries in the world. The above policies have created for the hotel and tourism

46
industry not only a well-trained staff, but also a diverse source of international guests and new
business opportunities.

47
CHAPTER FOUR: PROPOSED APPLICATION OF TECHNOLOGY
INFORMATION TO IMPROVE CUSTOMER SERVICE QUALITY AT
PULLMAN RESORT
4.1 Solutions to improve the quality of human resources
Pullman Resort is a 5-star international standard resort, one of the most luxurious hotels
in the coastal city of Da Nang. To achieve such an achievement, it is a whole process of
striving of a collective of employees from low to high. Leaders need to have solutions to
strengthen and innovate service quality to bring customers the maximum satisfaction possible.
The Front- Office Department is an important part of the customer contact department,
which is the link that brings customers through the services. Therefore, service and
professional quality need to be further improved to maintain a beautiful image in the hearts of
customers, increase revenue and increase competition.
The management board needs to regularly open training courses for staff and full
management in terms of knowledge, skills, and operations, to help the service process
becomes more professional. Moreover, it is necessary to encourage employees to actively
learn, acquire new knowledge, and improve themselves to participate in the management of
the hotel. It is possible to organize for the staff to go in the field trips at some larger hotels
that have experience in the business field to learn and accumulate more practical knowledge.
It is necessary to have internal assessment sessions on the profession as well as the
knowledge of the front desk staff to ensure that the Front- Office still retains the correct
profession and professional knowledge, without allowing errors. Moreover, the evaluation
will help employees to see themselves again and be able to know where the mistakes need to
be overcome and improve.
Change the remuneration regime, create motivation, loyalty for employees and
managers. Regularly rewarding employees as well as managers with ability and dedication,
creating a feeling of respect for employees and a long-term commitment to the department
and the company.
Besides English, employees should learn some other foreign languages such as Korean.
Currently, the resort's GRO is able to communicate in the second foreign language, English,
but the number of Korean guests at the resort is also very high, and few human resources can
use this language, so there are some problems' convenience during customer service.
According to the General Statistics Office, in the first 7 months of the year, there were
over 196,000 Korean visitors to Vietnam, accounting for about 20% of the total number of
international arrivals (954,500). Notably, the number of Korean tourists to Vietnam in July
was more than the previous two months combined. Specifically, in July, Vietnam welcomed

48
over 88,300 Korean visitors, 1.7 times higher than June (51,300 arrivals) and more than 3
times higher than May's figure (27,800 arrivals).
The recovery of Korean tourists after the pandemic to Da Nang is very fast, surpassing
Thailand and Singapore markets in a short time, the frequency is increasing and the recovery
is month by month.
The peak tourist seasons of Korean tourists is approaching (around October to February
next year), so Pullman Resort needs to step up the training and was Korean training for the
staff in the Front- Office department in particular and other parts in general.
A recent announcement of the Agoda platform shows that Vietnam is in the top 5
favorite destinations of Koreans for this summer, along with Thailand, the US, the
Philippines, and France. "Vietnam leads the list of destinations that attract the most Korean
tourists. In addition to the attractiveness of beautiful blue summer beaches and the
friendliness and hospitality of the Vietnamese people, the return of Koreans to Vietnam
makes it difficult for Koreans to return to Vietnam working after the distance is also one of
the reasons why Vietnam is at the top of the list," said Agoda's 2022 summer travel trends
report.
4.2 Improve facilities and equipment
Pullman Resorts needs to check regularly check and maintain equipment in rooms,
guest areas in general and the front desk in particular to be able to serve the check-in and
check-out process.
The internal line system in the resort has not been unified, often changes, so it is
inconvenient when urgent contact is required. In addition, at the call lines from the living
room to the front desk, some rooms don't update the guest's name when they call the front
desk, so when the guest calls down to the front desk, they can't prepare to address themselves.
Thus, in order to improve the technical facilities in the hotel, it must improve the
facilities to serve guests and complete the equipment and tools for the staff, the hotel needs to
consider and get opinions from the staff as a basis for choosing which one is first and which
one is later, which is appropriate for the current situation.
4.3 Promote the application of information technology
4.3.1 The importance of technology for the hotel industry
Information Technology (IT) has become an important strategic asset for Hotel
Enterprises. Information Technology is applied with the aim of improving business
performance and enhancing strategic competitiveness of enterprises. Investment in
Information Technology plays an important role in the strategic planning process of hotel
managers. The application of Information Technology has brought many opportunities to

49
hotel’s business activities, specifically: better communication of information, improvement of
communication ability, and more efficient and convenient management of transactions and
customer relationships is enabled (Siguaw et al., 2000). Thanks to Information Technology,
customers can access hotels’ websites for the purpose of using electronic reservation systems,
travel agencies’ websites to plan trips. However, in the view of Sigala (2003), the use of
technology will not facilitate optimal efficiency when hotels focus only on the functions of
technology without taking notice of technology integration. This study was implemented with
the goal: to analyze the influence of Information Technology on hotels’ business
activities, and on that basis, propose the best solutions to contribute to the improvement of
customer service quality in order to meet the satisfaction and pleasing of customers and at the
same time enhance the competitiveness of hotels.
The advancement and development in Information Technology has changed business
activities as well as the business development strategy of the hospitality industry. Through the
establishment of CRS, GDS and Internet systems, the practice of business activities as well as
the competitive strategy of each enterprise has changed. Investment in Information
Technology not only helps to improve the capacity of hotels, but also achieves concrete
results such as bringing low costs for customers as well as for hotels, improving the value and
enhancing the customer service speed, innovating Information Technology in hotels, at the
same time, improving the service quality and hotel competitiveness. However, hotels should
also note that the application of Information Technology not only brings competitive
advantages to these enterprises but hotels need to come up with ways to apply, deploy and
integrate Information Technology with other areas and parts in hotels. Because, the slow
grasp of information or technology can be the main reason why the hospitality industry stands
behind its competitors and lead to a steady decline in profits. (Law et al., 2009).
The fierce competition in the market along with the increasing expectations of
customers about the service quality of hotels has caused many hotels to discover the most
innovative ways to gain their competitive advantage (Sirirak et al., 2011). The above studies
also show that the application of Information Technology in the hospitality industry helps
bring a lot of benefits to enterprises such as reducing operating costs, improving customer
satisfaction, increasing market share and improving employee performance (Sirirak et al.,
2011). Hotels have applied Information Technology to hotel operations, such as the Front-
Office department, room department, restaurant department, technical department… (Sigala,
2003).
Most of the studies exploring the relationship between the application of Information
Technology and business performance of hotels are established in the context of developed

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