Editorial Board   

Ms. Vendice

Beth Vendice

President, Mercury Media Boston

Beth Vendice joined Mercury in 2001 and brought with her over 10 years of national client service experience. Ms. Vendice has led the firm to significant year-over-year growth by attracting clients that include Mandalay Bay Resorts Group, Neutrogena, LifeLock, Liberty Medical, Boost Mobile, Conair, Vegas.com, among others. Ms. Vendice is President of Mercury Media Boston and is responsible for leading the strategic direction and day-to-day operations of the national short-form practice. She has over 20 years of experience partnering with clients in a range of industries to successfully extend their marketing scope and appreciably grow their businesses. Prior to joining Mercury, Ms. Vendice worked for 12 years for Liberty Mutual and AIG as a successful Underwriting Director with both client service and sales responsibilities. She underwrote and serviced a national account client base for Liberty and specialized in the Medical Malpractice and HMO liability sectors for AIG. Ms. Vendice has her undergraduate degree in Finance from University of Massachusetts Amherst and a graduate degree in International Business from Bentley College. She is currently pursuing an environmental engineering degree from Northeastern University.

Ms. Vendice can be contacted at 508-449-3222 or bvendice@mercurymedia.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.