Editorial Board   Guest Author

Ms. Stevens

Piper Stevens

Director of Social Media, Loews Hotels & Resorts

Piper Stevens is the Director of Social Media at Loews Hotels & Resorts, where she leads the development and management of strategic social media initiatives. She is responsible for driving revenue growth through social commerce and amplifying the brand positioning via social conversation. Prior to Loews Hotels, Ms. Stevens spent several years at Godiva Chocolatier, in various Marketing roles, most recently she was Senior Manager of Brand Communications overseeing multi-channel marketing plans and integrated communication efforts including a Social Media platform that she launched in September 2010. She began her career in Marketing as Product Manager for Rubbermaid Home Products. Ms. Stevens graduated with a Bachelorís Degree in Marketing from Miami University. She enjoys running, writing and traveling and resides in New York City with her husband Sean.

Ms. Stevens can be contacted at 212-521-2585 or pstevens@loewshotels.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.