Editorial Board   

Ms. Anthony Fox

Amber Anthony Fox

National Director of Sales - Hospitality, Signature Worldwide

As Signature National Director of Sales with over 20 years of hospitality sales and marketing experience, Amber Anthony Fox is responsible for developing and maintaining relationships with hospitality organizations throughout the United States. Prior to joining Signature, Ms. Fox has held positions at hotel brand, management company and property levels. She has worked as a Director of Sales and Marketing, Sales and Marketing Project Manager, Regional Marketing Manager and Sales Manager in companies such as Accor, Impac Hotel Group, Sheraton, Westin and Intercontinental. Ms. Fox also served as a hotel account executive for Southern Marketing Services, an advertising agency in Hilton Head, South Carolina. While in these positions, Ms. Fox successfully planned and implemented the marketing for new hotel openings, helped underperforming properties increase revenue, and provided sales and marketing support to over 180 hotels. She also developed and managed a sales program for a new brand. Ms. Fox holds a bachelorís degree in Communication Arts with an emphasis in Public Relations from Georgia Southern University. She currently serves on the board of the Hospitality Sales and Marketing Association International, Columbus Chapter. She also has served as a speaker for hospitality organizations and associations.

Ms. Anthony Fox can be contacted at 800-398-0518 or amberanthonyfox@signatureworldwide.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.