Editorial Board   Guest Author

Mr. Zuri

Erich Zuri

General Manager, Munich Marriott Hotel

Erich Zuri joined the Munich Marriott Hotel as General Manager in 2014 where he heads the upscale property in the heart of Munich featuring 348 guest rooms, 14 suites, multiple dining options, a spa & health club, and modern meeting, event and conference spaces. Mr. Zuri brings over three decades of excellence in the hospitality industry to this post in one of Germany’s most popular travel and meetings destinations. After graduating from HOSPA in Switzerland at the beginning of his professional life he built his career on both sides of the Pond, holding positions in the US and across Europe. He kicked things off in Washington DC where he served as the Food & Beverage Director at the Mayflower Hotel and then at the Madison Hotel before moving up to the General Manager spot at the State Plaza Hotel and Suites also in the US Capital city. Mr. Zuri then took the helm as the General Manager at the Renaissance Arlington Hotel in Virginia before returning to Europe in 1994 to assume the role of General Manager at the Renaissance Prague. At this property he was awarded Hotelier of the Year in the Czech Republic in 1997. From 1999 to 2006 Mr. Zuri held the office of vice president of CTF Hotels and Resorts, which includes 72 luxury hotel and resorts in North America and Europe. Following that, he joined Marriott Hotels to serve as the General Manager at the Athens Ledra Marriott Hotel, and acted as General Manager at Courtyard by Marriott Brussels. Please visit http://www.marriott.com for more information.

Mr. Zuri can be contacted at 49-89-360-020 or erich.zuri@marriott.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.