Editorial Board   

Mr. Hollis

Scott D. Hollis

Senior Vice President, Avendra, LLC

Scott D. Hollis is Senior Vice President, Strategic Contracting for Avendra. Mr. Hollis' responsibilities include overseeing the strategic contracting segment of Avendra. The Strategic Contracting group is responsible for contracting goods and services totaling more than $3 billion dollars in annual spend and over 900 supplier contracts. Mr. Hollis joined Marriott International in 1985 and held various purchasing positions within the procurement organizations that led to the formation of The Marketplace by Marriott, a predecessor to Avendra. Prior to joining Marriott, he was Director of Sales and Marketing for the Schluderberg-Kurdle Company of Baltimore, MD, overseeing sales, marketing and procurement of all raw materials. Mr. Hollis is a graduate of Ohio State University with a bachelor's degree in agriculture. He did his postgraduate work at Johns Hopkins University, earning a master's degree in business administrative science.

Mr. Hollis can be contacted at 301-825-0027 or scott.hollis@avendra.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.