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I gained valuable experience in managing incoming bookings from various online travel agents (OTAs), including Agoda, Booking.com, Trip.com, and Expedia, as well as direct bookings from the Ixora website. My primary responsibility involved updating and verifying these bookings in the Opera Property Management System (PMS). To ensure accuracy, I referred to the booking vouchers received via email or through the OTAs' external websites. I checked that all details, such as booker information, guest names, dates of stay, special requests, and payment methods, were correctly entered into the Opera PMS. If the rate per night on the voucher did not match the amount in Opera, I calculated the discount needed to correct it.

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I prepared daily OTA reports for both morning and afternoon shifts, depending on my schedule. The purpose of these reports was to compare our room reservations and marketing strategies with nearby competitors, such as Iconic, Sunway, Citadines, and The Light Hotel. I focused on identifying the cheapest room rates that included breakfast for that day. Additionally, I monitored room availability to help determine whether we should actively sell rooms or hold off based on market conditions. The data I collected was utilized by Ms. Santni and Ms. Michelle from the front office department to analyze trends and present findings in the Heads of Departments (HODs) meeting. This process allowed for informed discussions and decisions regarding our pricing and marketing strategies.

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I managed credit card charges using an offline terminal for room bookings made through online travel agents (OTAs). If a credit card was declined, I informed the guest that payment would need to be collected at check-in. In these cases, the credit card details provided on the OTAs’ external websites were marked as invalid, so the agents could take further action to contact the customer. Once the payment was successfully processed, I made sure it was posted in the Opera Property Management System (PMS) under the correct room booking ID. I then generated a receipt from the offline terminal and attached it to the payment receipt to submit to the finance department for their review and record-keeping. This process helped ensure accurate financial tracking and smooth hotel operations.

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I learned how to create bookings from scratch based on reservations received via phone calls, emails, WhatsApp, or directly from the sales department. To complete these bookings, I needed to gather specific guest and booker details, including the guest's name, booker’s name, contact number, email address, check-in and check-out dates, room preferences, number of guests, and any special requests. I ensured that the room rates matched the guest’s preferences, as each room type had different rates that varied based on whether breakfast was included. Additionally, I made sure to fill in the corporate or body name for guests coming from government or corporate organizations, as both categories often had special rates.

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Week 1 ( 1st - 7th ) Phone Call - In House & External Call

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Week 1 ( 1st - 7th ) Phone Call - In House & External Call

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I learned how to take and make both internal and external phone calls. Internal calls mainly involved communicating with in-house guests regarding their room needs, such as requests for cleaning, amenities, or meals. I also made calls between different departments to coordinate services. For external calls, I handled inquiries about room availability, bookings, room details, and hotel facilities. Additionally, I addressed complaints from guests and managed inquiries about existing room bookings, including amendments or cancellations. If a caller inquired about holding an event or renting a venue at the hotel, I would transfer the call to the sales department for further assistance. Similarly, if the inquiry was about food, I directed the call to The Straits Cafe.

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I learned how to create room quotations for different types of stays, specifically for government and corporate guests, each with its respective rates. I would provide room availability for the preferred dates requested by the booker or guest and prepare the quotation through email. Additionally, I would look into any specific requests from the booker or customer for add-ons, such as extra beds, late check-in and check-out fees, baby cots, decorations, and other services. This process required careful attention to detail to ensure that all requested information and rates were accurately included in the quotation, helping to meet the guests' needs effectively.

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Week 3 ( 15th - 21st ) Guest Online Travel Agent and Hotel Livechat

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Week 3 ( 15th - 21st ) Guest Online Travel Agent and Hotel Livechat

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Week 4 ( 22nd - 31st ) Group Booking Routing Payment

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Week 4 ( 22nd - 31st ) Group Booking Routing Payment

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I learned how to handle group bookings and manage routing payments in the Opera Property Management System (PMS). For group bookings, I first gathered all the necessary details, including the number of guests, check-in and check-out dates, room types, and any special requests. Once the booking was confirmed, I entered all relevant information into the Opera PMS to create a master reservation for the group. To manage payments, I routed the payment details of the rooms to the Master Bill, which often included a deposit or full payment in advance. I ensured that all payment transactions were accurately recorded in the system, reflecting the total amount due for the group.

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The close-out report for a room or block of rooms indicates that they are no longer available for sale across all distribution channels. This process is essential for managing hotel inventory effectively, as it ensures that rooms are marked as unavailable for reasons such as room backouts, out-of-order status, or other maintenance issues. By closing out these rooms, it help prevent overbooking and ensure that guest expectations are met. The report outlines the specific rooms or blocks that have been closed out, along with the reasons for their unavailability. It is then submitted for review by upper management, who will discuss the implications of the close-outs and how they affect hotel operations. This review process is vital for making informed decisions regarding inventory management, pricing strategies, and overall guest satisfaction.

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Week 2 ( 8th - 14th ) Group Booking Room Blocking

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Week 2 ( 8th - 14th ) Group Booking Room Blocking

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I learned how to handle group booking room blocking, which I received from the sales department. When a group booking was confirmed, I would enter the details into the Opera Property Management System (PMS) to block the necessary rooms for the guests. We used the Run of House (ROH) room type for these bookings, which allowed us to select any available rooms on the desired dates to accommodate the client's preferred room type. I communicated the specific room allocations back to the sales department to ensure everyone was on the same page.

Additionally, the actual rate to be paid by the client was based on the agreement made with the sales department beforehand. This careful management of room blocking was essential for accommodating group guests and meeting their needs.

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Week 3 ( 15th - 21st ) Ticket Parking Validation

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Week 3 ( 15th - 21st ) Ticket Parking Validation

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I learned about the ticket parking validation process for our guests. In-house guests enjoyed free parking, which was a great benefit during their stay. This policy not only enhanced the guest experience but also encouraged more bookings by making their stay more convenient. However, for visitors who parked in the hotel basement, there was a charge of RM4, even if they were attending events, dining in, or using services like the salon or Magicboo shop at the hotel.

Charging for parking from external visitors helped generate additional revenue for the hotel while managing space effectively. It ensured that parking spots were prioritized for in-house guests and that our facilities were primarily used by those who were staying at the hotel. To manage this process, I ensured that parking tickets were properly validated for in-house guests to exempt them from the parking fee. For visitors, I communicated the parking charges clearly and collected payments when necessary.

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Week 1 ( 1st - 7th ) Residential - Calculate Breakdown

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Week 1 ( 1st - 7th ) Residential - Calculate Breakdown

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I learned how to calculate the breakdown for residential package group room bookings. When a group requested a residential package, I gathered all the necessary details, including the number of guests, check-in and check-out dates, and any additional services or amenities included in the package from sales department who deal with the client.

To create a breakdown, I calculated the total cost based on the agreed-upon room rates and the number of rooms booked. This involved determining the price per room per night, factoring in any discounts or special rates negotiated with the group by sales department.

Once I completed the breakdown, I compiled all the information into a clear and organized format to present to the senior for further steps of the residential package calculation and data key-in in OPERA PMS.

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Week 2 ( 8th - 14th ) Residential - Key In Configuration

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Week 2 ( 8th - 14th ) Residential - Key In Configuration

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I learned how to input the configuration for residential package group room bookings into the Opera Property Management System (PMS) based on the breakdown and calculations I had completed. Once I had gathered all the necessary details, including the number of rooms, the types of rooms, check-in and check-out dates, and any additional services requested, I proceeded to key in this information into the system.

First, I selected the appropriate group booking option in the Opera PMS and entered the total number of rooms required along with the corresponding room types based on the group's preferences. I ensured that the check-in and check-out dates matched the details provided in the breakdown. After that, I applied any negotiated rates or discounts that had been agreed upon with the group, ensuring that all pricing reflected the calculations I had previously done.

Additionally, I included any extra services or amenities requested by the group, such as meal plans or venues, in the configuration. This step was crucial to ensure that the final booking accurately represented what was discussed and agreed upon with the group organizer.

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Week 3 ( 15th - 21st ) Residential - Update Rates

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Week 3 ( 15th - 21st ) Residential - Update Rates

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During my internship at Ixora Hotel, I learned how to update rates in the Opera Property Management System (PMS) for residential packages. After entering the initial configuration based on the group booking breakdown, I needed to ensure that all rates were accurate and reflected the agreed-upon components.

To do this, I accessed the rate information section in the Opera PMS and reviewed the rates set for each room type included in the residential package. I carefully compared the components of the rates I had added during the configuration steps, including any negotiated rates, discounts, and additional services like meal plans or decorations. It was essential to verify that these components tallied correctly and matched the calculations I had previously completed. If I found any discrepancies or needed to make adjustments, I updated the rates accordingly to ensure accuracy.

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Week 4 ( 22nd  - 31st ) Residential - Update Rates

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Week 4 ( 22nd  - 31st ) Residential - Update Rates

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I learned how to update rates in the Opera Property Management System (PMS) in the daily details section for residential packages. After entering the initial rates based on the residential package breakdown, I needed to ensure that the total rate per day matched the calculations we had completed earlier.

To do this, I accessed the daily details for the residential package in the Opera PMS and made any necessary changes to the rates. I refreshed the rate information to see the updated totals and ensured they aligned with the previously calculated breakdown. It was essential to verify that the new total rates reflected any negotiated rates, discounts, or additional charges we had included in the residential package.

After making the changes and refreshing the rates, I double-checked the rate information for any final updates to ensure everything was accurate and complete. This thorough process was crucial for providing a clear and accurate pricing structure for the guests.

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Week 4 ( 22nd - 30th ) Purchase Room Decoration Item

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Week 4 ( 22nd - 30th ) Purchase Room Decoration Item

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During my internship at Ixora Hotel, I learned about the process of purchasing room decoration items, primarily for special occasions like anniversaries. One of the popular requests was for rose petals, along with towel decorations shaped like swans, elephants, and other designs. To ensure that everything was ready for the guests’ arrival, customers needed to request the room decoration and make the necessary payment at least three days before their arrival date.

This advance notice allowed the housekeeping team to prepare adequately and purchase any additional rose petals if needed. By coordinating these decorations ahead of time, we were able to create a memorable experience for guests celebrating special occasions.