Information Needs and the Front Office Auditor at the Greystone Lodge The Greystone Lodge has always been a very simple operation. Although located in a state park, the lodge is privately owned and operated. The Greystone has 220 rooms and is open year-round. During the summer, many nature lovers and hikers use the lodge as a stopover point in and out of the park. The lodge offers boating and fishing on a large lake, horseback riding, and other outdoor activities. Winter activities include snowmobiling, ice fishing, and cross-country skiing. The lodge also offers limited meeting space and has become an ideal site for training seminars. The Greystones rustic atmosphere, large wood-burning fireplace in the lobby, and hospitable staff have earned the lodge a well-deserved reputation as a great place to vacation and to meet. The Greystone Lodge has never had much competitionthat is, until recently. Within the last year, the state opened a 200-room year-round resort in the same park. The facilities are newer, the meeting spaces are larger, and the guestrooms are equipped with many modern conveniences that the quaint and rustic lodge does not have. Carolyn Hallie has been the general manager of the Greystone Lodge for less than six months. She has had to learn the nuances of the Greystone and its markets, as well as cope with the new competition. Carolyn recognizes that she does not have the information she needs to fully understand who the Greystone Lodge attracts, and how many guests she has lost to the new state inn. In reviewing her daily report from the front office auditor, she sees that all she gets is financial information that tells her the property is in balance. Carolyn has also considered the operation of the lodges two-person sales department. She sees that the department depends on a list of group meeting planners and travel agents who regularly book business at the property. The department does not solicit much new business, since the lodge does so well with existing clientsat least up until this point. Carolyn understands that she needs to change things quickly. She has hired a new sales manager for the lodge. Scott Aaron is experienced in resort sales and has previously worked with Carolyn. Scott tells Carolyn that the sales department does not have a current breakdown of present and past business; the only breakdown the department has is the list of meeting planners and travel agents. Carolyn has come to youthe front office auditorand asks for your help. She needs to know more about how the hotel operates and what makes up the lodges business mix. She wants greater detail on the daily and month-to-date revenues of each revenue center. In addition, she wants to see the daily and month-to-date totals for allowances and net revenue. She also needs detailed information on business mix, complimentary rooms, and other important business information. The lodge does not have a computer system. All reservations are processed manually and the front desk uses a posting machine. Without the information you supply, Carolyn and Scott will find it very difficult to develop a plan to compete with the new state inn.

1. As front office auditor, list the sources of information that are available to you to develop the information Carolyn is looking for.

2. Develop a daily report for the lodge showing all the information Carolyn requested, as well as information you know she needs.

3.Briefly discuss the front office auditors role in providing both daily financial information and overall information about the lodges performance. Why is such information unique to the front office audit?