Editorial Board   Guest Author

Ms. Finjer

Corey Finjer

Sr. Vice President, Hawkins International PR

Corey Finjer has been with Hawkins International PR (HIPR), a top-tier global PR firm specializing in travel lifestyle, hospitality and spa/wellness brands, for almost a decade. Since joining HIPR, she has overseen the launch of several major projects from the multi-million dollar redesign of Jumby Bay, A Rosewood Resort to the rebranding and opening of the former Versace mansion in Miami as The Villa By Barton G. Ms. Finjer also oversees ongoing traditional and new media relations campaigns for luxury hotel brands, such as Dorchester Collection, independent boutique properties, such as XV Beacon in Boston, start-ups such as Flytographer and TINT, and airlines such as La Compagnie, among others. Ms. Finjer also runs the agency’s digital division, amplifying traditional results-oriented media efforts by masterfully guiding existing and new clients across the complex digital space. The digital team has seen 200% growth over the past year, developing their clients’ strategic social initiatives and content, launching targeted influencer marketing programs, and elevating their community management action plans. Ultimately, she is responsible for changing the way luxury travel brands and individual properties reach and connect with their audiences - globally - across social media platforms. Prior to joining HIPR, Ms. Finjer found her passion for the hospitality industry working in-house managing marketing and public relations for The Charles Hotel, a luxury property in Cambridge, MA. She received a bachelor of science in communications, summa cum laude, with a concentration in public relations, and a bachelor of arts in psychology, magna cum laude, from Boston University.

Ms. Finjer can be contacted at 212-255-6541 or corey@hawkpr.com

Coming up in April 2018...

Guest Service: Empowering People

Excellent customer service is vitally important in all businesses but it is especially important for hotels where customer service is the lifeblood of the business. Outstanding customer service is essential in creating new customers, retaining existing customers, and cultivating referrals for future customers. Employees who meet and exceed guest expectations are critical to a hotel's success, and it begins with the hiring process. It is imperative for HR personnel to screen for and hire people who inherently possess customer-friendly traits - empathy, warmth and conscientiousness - which allow them to serve guests naturally and authentically. Trait-based hiring means considering more than just a candidate's technical skills and background; it means looking for and selecting employees who naturally desire to take care of people, who derive satisfaction and pleasure from fulfilling guests' needs, and who don't consider customer service to be a chore. Without the presence of these specific traits and attributes, it is difficult for an employee to provide genuine hospitality. Once that kind of employee has been hired, it is necessary to empower them. Some forward-thinking hotels empower their employees to proactively fix customer problems without having to wait for management approval. This employee empowerment—the permission to be creative, and even having the authority to spend money on a customer's behalf - is a resourceful way to resolve guest problems quickly and efficiently. When management places their faith in an employee's good judgment, it inspires a sense of trust and provides a sense of higher purpose beyond a simple paycheck. 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.