Editorial Board   

Mr. Poimiroo

John Poimiroo

Principal, Poimiroo & Partners

John Poimiroo has had a 30-year career in travel and tourism marketing and public policy, having directed marketing and public relations programs at ski areas, attractions, national and state parks, hotel companies and destinations. Mr. Poimiroo was California's state tourism director in the 1990s, during which time he is credited for having conceived the California Tourism Marketing Act and helping shape the law that authorized California Welcome Centers. Most recently, he assisted the chair of the President's Advisory Council on Historic Preservation in facilitating the establishment of the California Cultural Heritage Tourism Council and continues as an advisor to the council. Mr. Poimiroo has won numerous awards in Journalism, photography, marketing and public relations, including the Society of American Travel Writer's Western Chapter Photo Shootout Gold Prize and its Frank Riley Award for travel writing. Among his many honors, John was a member of teams that won two national and state "Take Pride in America" awards and two national tourism industry "Odyssey" awards. In 1998, he was selected as the United States' best State Tourism Director, was inducted to the California Tourism Hall of Fame and received the University of Colorado's first Chancellor's Tourism Award. He is principal of Poimiroo & Partners, an El Dorado Hills, Calif. marketing communications consultancy.

Mr. Poimiroo can be contacted at 916-933-8860 or john@poimiroo.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.