Editorial Board   Guest Author

Mr. McKee

Steve McKee

President, McKee Wallwork Cleveland

Steve McKee is the president of McKee Wallwork & Company, an integrated marketing firm with extensive experience in the travel and tourism industries that specializes in revitalizing stalled, stuck and stale brands. Mr. McKee is also the author of "When Growth Stalls: How it Happens, Why You're Stuck and What To Do About It", an award-winning business book now published in four languages, and "Power Branding: Leveraging the Success of the World's Best Brands". A marketing strategist for nearly thirty years, Mr. McKee has held executive positions at notable agencies including NW Ayer, Della Femina, and a division of McCann-Erickson Worldwide, and he wrote a popular Businessweek.com marketing advice column for more than a decade. McKee Wallwork & Company made the Inc. 500 list of the fastest-growing private companies in America its first year of eligibility, has twice won the prestigious Effie Award for marketing effectiveness from the American Marketing Association, and has been recognized by Advertising Age as one of ten top small agencies in the nation. Mr. McKee has been published or quoted in The New York Times, USA Today, Advertising Age, Adweek, Investor's Business Daily and The Los Angeles Times, among others, and he has appeared on CNBC, ESPN2, CNNfn, Bloomberg, and network television affiliates across America.

Mr. McKee can be contacted at 505-314-7742 or smckee@mwcmail.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.