Editorial Board   Guest Author

Mr. Flack

Andrew Flack

Vice President Global Brand Marketing, Hilton Hotels

Andrew Flack is Vice President - Global Brand Marketing for Hilton Hotels & Resorts and has oversight of all Hilton brand marketing strategies and functions worldwide. Those functional areas include advertising, visual identity, public relations, strategic partnerships and brand promotions for the leisure and business segments, as well as hotel online tools and resources. A 20-year hotel industry veteran, Mr. Flack was previously Vice President Sales and Marketing - Hilton Asia Pacific, where he created a new marketing organization in support of our emerging growth markets and extended Hilton's global sales network into new countries such as India and Korea. Previous assignments for Hilton have taken Flack to Europe and Australia. As Regional Director of Business Development for Australasia, Flack was responsible for all revenue generating activities across Hilton's portfolio in the region and part of the team that re-built and re-launched Hilton Sydney. During this period, the Hilton brand in Australia moved from fourth to first in the BDRC hotel brand rankings, a position that it retains to this day. Mr. Flack's earlier career included seven years as a general manager. His management of Hilton properties includes leadership of Parmelia Hilton Perth, Hilton Sydney and Hilton Swindon. Flack also worked in management positions at six additional hotels in the United Kingdom. Born in Malta, Mr. Flack is a dual citizen of Britain and Australia and holds an MBA from the Australian Graduate School of Management. He and his wife have two daughters and reside in Northern Virginia.

Mr. Flack can be contacted at 703-883-5799 or andrew.flack@hilton.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.