Hotel Business Review: Week of Mar 23, 2015

Janet  Gerhard
  • Sales & Marketing
  • You’re Social, We’re Social: How to Market to Social Identities
  • "Social Identity." It's a phrase heard increasingly often. Yet many hotel marketers still don't fully understand how the concept can and should fit into their marketing strategies. The brand tracking studies the industry uses seem to rely more heavily on competitive comparisons than on a distinct brand identity or social identity. In fact, do you think most consumers can really tell the different between brands? Learning how to market to their social identities will give you the edge you need to stand out from your competitors and earn their loyalty and affinity. Read on...

Marco  Albarran
Peter  McAlpine
  • Guest Service / Customer Experience Mgmt
  • A Dilemma and an Opportunity for Hoteliers:
  • The time will come when Corporate Offices have to accept that the SOP-Customer Satisfaction guest experience concept is obsolete, however much technology they embellish it with. The energetic guest experience will replace it because it fulfills the unspoken emotional needs and wishes of guests. Corporate Offices will inevitably reject or resist such a change, and because of this the hotel industry landscape will change radically in the future. The future belongs to independent hotels and small hotel groups, which ignore the Sirens of Tradition, and which create an energetic guest experience, Heart-Based Hospitality, which has no limits. Read on...

Marcus  Nicolls
  • Executive Leadership
  • Ways to Enhance the Customer Value Proposition in a Competitive Service Environment
  • Want people to say good things about your hotel? The key: create a guest experience like this one from the Hyatt Regency in Chesapeake Bay. A colleague of ours had arrived to give a keynote address to a large global audience. He arrived dog-tired after an intense client schedule the prior few weeks. He was exhausted and thoroughly spent—and it turns out he had contracted the norovirus on his trip. Now in Virginia, it hit him in full force at what couldn’t have been a less opportune time. At check in, he mentioned he wasn’t feeling well, and after barely making it to his room, he dealt with this violent illness as most of us would—curling up on the floor and wondering how he would make it through the night. Read on...

MARCH: Hotel Human Resources 2015: Recruiting and Retaining the Best Employees

Suzanne McIntosh

We came to our hospitality careers by a number of different paths. Some of us fell in love early, decided to go to a hospitality school and plotted a career up through a specific discipline. Others found ourselves in a service role that grew into a lifelong career that took us all over the world. Everyone has their story, but we all agree that the diversity of cultures, disciplines and scenery that make up our everyday work lives in hotels is one of the most exciting aspects of our daily work lives. Read on...

Larry  Mogelonsky

Service in today’s hospitality properties is more far casual than it was during the era of ‘Old World’ hotels. Even though this may be more appropriate for the times and a big cost saver, we are losing sight of the glamour which with we have, in times past, attracted some of the brightest and most eager minds to our industry overtop of others with potentially more lucrative monetary compensations. All is not lost, however, as the hotel industry has many exceptional benefits for new entrants to the workforce, but only if we properly promote these incentives. Read on...

Michael C. Sturman

Despite industry efforts to the contrary, women still earn less money than men for the same jobs. Data analysis does not support the economic arguments for this disparity, and several studies have pointed directly to discriminatory policies. Regardless of the reason, the industry loses a valuable resource, as talented women look elsewhere for employment or leave to form their own businesses. To stanch this loss of talent, several firms have taken steps to promote women in their ranks. This article outlines the gender pay gap and suggests ways to improve the status of women--thereby retaining a large set of dedicated and talented workers. Read on...

Barry J.  Vogt

Workplace safety plays an important role in retaining productive employees, especially in the hospitality industry where turn-over is high compared to other private sector industries. Safe work environments affect employee health, staff morale and workers’ compensation insurance costs. The following guest column by Barry Vogt, senior vice president and chief claims officer at EMPLOYERS, America’s small business insurance specialist®, provides guidance on what hotels should do in the event of an on-the-job injury or illness to ensure their employees receive appropriate care and return to work in a timely manner. Read on...

Coming Up In The April Online Hotel Business Review


Feature Focus
Guest Service: Customer Service is a Key Business Differentiator
In today's hyper-competitive, hyper-connected global marketplace, customer experience has assumed a major role as a key business differentiator. There is a growing understanding that competition based on products or price alone is no longer a viable strategy. Since feature or function advantages can be quickly duplicated and/or enhanced, product innovation is no longer the differentiator it once was. And competition based on price impairs profitability. On the other hand, research indicates that 86 percent of consumers said they would be willing to pay more for a better customer experience. To protect both market share and margins, hotel companies must provide customers with consistent, compelling experiences - before, during, and after their purchases - across all major channels. There are many things organizations can do to deliver a superior customer experience. Management must align everything a company does with the customer service experience in mind. They must assign high value to anticipation of customers' real needs and desires, and they must incentivize and reward personal initiative in the pursuit of customer satisfaction. They must respond quickly to customer requests. They must ensure that customer interactions are highly personalized, and they must deliver the right information to the right place at the right time. And perhaps most importantly, upper management must create a culture where customer service is valued and esteemed, taught and rewarded. Customer experience leaders who can drive this kind of cultural change will radically affect their companies? competitive position and business performance. The April issue of the Hotel Business Review will document what some leading hotels are doing to cultivate and manage guest satisfaction in their operations.