Editorial Board   Guest Author

Mr. Wilson

Graham Wilson

Senior Vice President Sales & Marketing, Accor Asia Pacific

Graham Wilson heads the Sales, Marketing and Distribution arm of Accor Hotels in Asia Pacific. Accor iGrahams Europe’s leader in hotels with more than 3,500 properties in 92 countries throughout the world with over 550 hotels in 16 countries across Asia Pacific. In January 2010, Mr Wilson assumed his current position as Senior Vice President Sales, Marketing & Distribution and is part of the global Sales & Distribution management committee. Based in the Asia Pacific headquarters in Singapore, he is responsible for overseeing the company’s overall Sales, Marketing, Loyalty and Distribution strategy throughout the region. Mr Wilson was previously Vice President Marketing - Asia Pacific for Accor, a position he had occupied since October 2007. Having worked for Accor Hotels for 18 years, he has had the unique opportunity to be part of Accor's “pioneering team” in Asia Pacific which has successfully launched close to 400 hotels and 9 different global brands in this dynamic and fast paced region. Mr Wilson joined Accor in 1993 and was based in Bangkok as Director of Sales and Marketing until 1997 when he returned to Australia. He was previously Director of Marketing for Resort Hotels of Australia based in Sydney. Mr Wilson is on the Advisory Board for Atout France and was honoured in 2006 with Accor's top level executive award, the “Gold Bernache” medal. Accor serves travelers through its luxury and upscale brands Sofitel and Pullman, as well as its midscale Novotel and Mercure products, and economy chains Ibis and All Seasons. In addition, it operates budget brands Motel 6 and Formule 1.

Mr. Wilson can be contacted at 800-6161-367 or graham.wilson@accor.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.