Editorial Board   Guest Author

Ms. Colbert

Shannon Colbert

Vice President of Sales and Marketing, Endeavor Hospitality Group

As Vice President of Sales and Marketing at Endeavor Hospitality Group, Shannon Colbert is accountable for all areas of hotel sales, brand marketing, revenue generation and revenue management. Coming on board the team in June, she is based out of the company's Manhattan headquarters in Midtown.

Prior to joining Endeavor Hospitality Group in 2018, Ms. Colbert spent five years as the director of sales and marketing for Hazens Group, Pyramid Hotels, a hotel group with over 100 hotels and resorts under their hotel and asset management umbrella. During her time there, she opened and repositioned the Four-diamond Luxe City Center Hotel as a chic boutique hotel in a then fledgling Downtown Los Angeles.

Ms. Colbert had previously honed her hospitality skills in a senior management capacity with Viceroy Hotel Group's Avalon Beverly Hills, and The Ambrose Collection in Santa Monica. She began her hospitality career as a regional group sales manager for Bacara Resort and Spa in Santa Barbara, California.

Ms. Colbert graduated from University of Southern California with a degree in Communication, going on to earn a master's degree in Psychology from Phillips Graduate University.

Ms. Colbert can be contacted at scolbert@endeavorhg.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.