Editorial Board   

Mr. Donaldson

Edward Donaldson

VP Marketing, Small Luxury Hotels of the World

Ed Donaldson brings with him over 20 years experience in the hospitality industry serving in roles on property and in a regional capacity to his current position as Vice President of Marketing, The Americas for Small Luxury Hotels of the World, a consortium of over 320 luxury hotels in 57 countries around the globe. Mr. Donaldson is a graduate of Wayne State University with a Master of Science, Marketing Degree. He is responsible for the operation, promotion and development in The Americas region on behalf of the Small Luxury Hotels of the World brand. Beginning his career on property with Boykin Management and later with Serivco, Mr. Donaldson later moved to New York to serve as Director of Sales at The Royalton. After The Royalton, he became the Regional Director of Sales for Capstar Hotels and then moved to Sterling Hotels and Resorts in the same capacity. Sterling Hotels & Resorts was then merged into REZsolutions, Inc, which added the overseeing of Summit Hotels & Resorts and Golden Tulip Worldwide sales initiatives on the east coast based in New York. Following that, Mr. Donaldson returned overseas to act as Regional Director of the UK & Ireland for TRAVELclick based in London. Mr. Donaldson returned to the states and took up the position Regional Director of Sales for Rosewood Hotels & Resorts in the New York Regional office.

Mr. Donaldson can be contacted at 212-953-2064 or ed.donaldson@slh.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.