Editorial Board   Guest Author

Ms. Johnson

Casi Johnson

Vice President Operations, M3 Accounting & Analytics

Casi Johnson is Vice President of Operations for M3 Accounting + Analytics, a leader in hotel-specific accounting software, operations reporting, business intelligence and analytics, processing more than $8 billion in financial transactions for more than 3,000 properties. Ms.Johnson has worked in the hotel industry since 1995 and for M3 since 2000, focusing on the technology side of the business for the past 14 years. A graduate of the University of Tennessee with a Bachelor of Science degree in Hotel and Restaurant Administration, Casi has worked in a variety of roles in the industry, including General Manager. In 2000, she joined M3 as Director of Training, and then was promoted to Support Manager in 2005 and to Vice President of Operations in 2007. In 2009, Ms.Johnson opened M3ís Tampa, Florida training center, where she continues to expand the service department for new products and training. Her goals are to achieve service excellence, while maintaining efficiency to keep costs low for customers. Ms.Johnson earned her Master of Business Administration at the University of South Florida in 2012 and is a member of the International Customer Service Association. She also serves as adjunct professor at the University of South Florida teaching Managerial Finance and Accounting for the Hospitality Industry.

Ms. Johnson can be contacted at 850-217-2927 or casi@m3as.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.