Editorial Board   Guest Author

Ms. Schwartz

Janelle Schwartz

VP of Sales, Marketing & Revenue Management, M&R Hotel Management

Janelle Schwartz oversees sales, marketing, e-commerce, revenue management, public relations, social media and corporate social responsibility initiatives for 15 hotels operated by M&R Hotel Management (based in Great Neck, New York) in New York City and the surrounding area. 

During her five years with M&R, she developed business plans and established sales offices for eight newly constructed hotels in New York and supported sales and marketing efforts for four existing hotels that joined the portfolio, including two in the Caribbean.

She also initiated and managed multiple property websites and the corporate website, produced sales and marketing collateral for the corporation and its hotels and enacted social media and media relations policies and procedures.

A 30-year hospitality veteran, she previously was vice president of sales and marketing for Stonebridge Companies from 2010 to 2012, responsible for business planning, strategic planning, creation and implementation of sales and marketing campaigns, hotel openings, rebranding, management of operating revenues and sales team leadership.

Prior to Stonebridge, Ms. Schwartz was director of sales and marketing for the Hilton Waikiki Beach in Honolulu from 2009 to 2010, responsible for the resort's sales, catering and revenue management teams and for managing public relations and advertising.

Earlier in her career, she served in a variety of sales and marketing roles for Prism Hotels & Resorts, Omni Mandalay Hotel, Omni Los Angeles at California Plaza, Harrell Hospitality, Hilton Worldwide, Prime Hospitality and Richfield Hospitality Services. She also served briefly as chief talent matchmaker for Cobalt Careers, an executive recruiting firm in Montvale, New Jersey.

Ms. Schwartz earned a bachelor of arts degree in organizational communications at Arizona State University, Tempe, and a master of business administration degree in communications at Stanford University, Palo Alto, California.

She is a member of the IHG Owners Association.

 

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

Ms. Schwartz can be contacted at 516-279-4888 or info@mrhotelgroup.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.