Editorial Board   Guest Author

Mr. Sharifi

Shahin Sharifi

Lecturer, Macquarie University

Shahin Sharifi is a lecturer at Department of Marketing, Macquarie University. Mr. Shahin holds a PhD in Marketing from Monash Business School in Melbourne, Australia. His research interests are focused in the areas of consumer behavior, judgment and decision making, services marketing, and experimental psychology.

Mr. Shahin has also focused extensively on how emotion influences action and intention, as well has how brand awareness and discounting affect perceptions before, during, and after purchase. His research is frequently focused on the future of marketing, and how the internet and related developments, such as online reviews affect businesses and the perceptions of them.

Mr. Shahin's work has been published in journals, including Journal of Business Research, Computers in Human Behavior, and Journal of Hospitality Marketing and Management among others. He is an ad-hoc reviewer for a number of leading marketing journals, and regularly speaks on issues facing the marketing industry. He has taught marketing courses in Iran and Australia, including marketing management and marketing research methods.

Mr. Shahin holds a Masters of Business Administration (MBA) from the University of Tehran, and has collaborated with research published in Iran, Australia, and the Republic of Korea. Shahin lives in Sydney, Australia.

Mr. Sharifi can be contacted at +61298509173 or Shahin.sharifi@mq.edu.au

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.