Editorial Board   Guest Author

Mr. Conching

Jon Conching

Director of Sales, Marketing and Events, Hyatt Regency Waikiki Beach Resort and Spa

A seasoned veteran with 40 years of hospitality experience, Jon Conching brings to Hyatt Regency Waikiki Beach Resort and Spa a deep knowledge of the travel industry and the Hawaiian Islands. Mr. Conching's leadership background includes numerous achievements in sales and marketing for leisure, corporate, group and global travel markets. Prior to his appointment at Hyatt Regency Waikiki Beach Resort and Spa, Mr. Conching served as Regional Vice President of Sales and Marketing for the Hawaii region at Hilton Worldwide. Mr. Conching began his hotel sales career at the Sheraton Waikiki as Area Sales Manager in 1983, before joining Hilton Hawaiian Village in 1987 as Convention Sales Manager. Following a series of promotions at Hilton Hawaiian Village, Mr. Conching was appointed Area Director of Sales at Hilton Resorts Hawaii. It was there he climbed the ranks to Regional Vice President of Sales and Marketing for the Hawaii region and Select Resorts at Hilton Worldwide, where he oversaw sales and marketing for the former Turtle Bay Hilton, Kona Hilton, Hilton Hawaiian Village, Hilton Waikoloa Village, Grand Wailea, the Doubletree by Hilton Alana Waikiki properties in Hawaii, and also, the Hilton owned and managed resorts in San Diego, Phoenix and Palm Springs. In his spare time, Mr. Conching enjoys spending time with his wife Jamie, and his three adult daughters, who are also in the hospitality industry in Hawaii. He enjoys surfing, paddle surfing, and swimming. He loves spending time at the beach with friends, cooking and barbecuing.

Please visit http://www.hyatt.com for more information.

Mr. Conching can be contacted at 844-278-9140 or jon.conching@hyatt.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.