Editorial Board   Guest Author

Mr. Hirko

Rhett Hirko

Executive Director, Preferred Hotels and Resorts

Rhett Hirko serves as Executive Director of Revenue Account Management for Preferred Hotels & Resorts, responsible for supporting the revenue activities across all of the company's member hotels in the Americas and working directly with Sabre to support the reservation needs for all member hotels globally. A Certified Revenue Management Executive, Mr. Hirko has practiced revenue management for more than 20 years, spending the majority of his time in various roles with Hyatt. He designed and implemented the single-image inventory reservations process for Hyatt Hotels Corporation in North America and oversaw revenue management in a regional capacity for seven years. For the next 14 years, he worked with Hyatt International where he designed both the CRS-RM interface and the RM training program and directed the RM process. From there, he was transferred to Zurich to head revenue management for all Hyatt hotels in Europe, Africa, the Middle East and Southwest Asia, a position he held for the two years prior to joining Preferred Hotels & Resorts. Mr. Hirko received his B.A. in Business, with a major in Hotel & Restaurant Management, from Michigan State University. He lives in the Chicago area with his spouse and two dogs and enjoys spending his spare time running or cheering for his alma mater, Michigan State.

Please visit www.preferredhotels.com for more information.

Mr. Hirko can be contacted at 312-542-9245 or rhirko@preferredhotels.com

Coming up in April 2019...

Guest Service: A Culture of YES

In a recent global consumers report, 97% of the participants said that customer service is a major factor in their loyalty to a brand, and 76% said they view customer service as the true test of how much a company values them. And since there is no industry more reliant on customer satisfaction than the hotel industry, managers must be unrelenting in their determination to hire, train and empower the very best people, and to create a culture of exceptional customer service within their organization. Of course, this begins with hiring the right people. There are people who are naturally service-oriented; people who are warm, empathetic, enthusiastic, pleasant, thoughtful and optimistic; people who take pride in their ability to solve problems for the hotel guests they are serving. Then, those same employees must be empowered to solve problems using their own judgment, without having to track down a manager to do it. This is how seamless problem solving and conflict resolution are achieved in guest service. This willingness to empower employees is part of creating a Culture of Yes within an organization.  The goal is to create an environment in which everyone is striving to say “Yes”, rather than figuring out ways to say, “No”. It is essential that this attitude be instilled in all frontline, customer-facing, employees. Finally, in order to ensure that the hotel can generate a consistent level of performance across a wide variety of situations, management must also put in place well-defined systems and standards, and then educate their employees about them. Every employee must be aware of and responsible for every standard that applies in their department. 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.