Editorial Board   

Ms. Fedele

Sara Fedele

Marketing Communications Manager , USI Università Della Svizzera Italiana

Sara Fedele is Marketing Communications Manager of the executive education programs in communication management at USI Università della Svizzera Italiana in Lugano. In 2011 Ms. Fedele has been PR & Communication Manager at the Global Alliance for PR and Communication Management, the umbrella organization of the national PR associations around the globe, which is headquartered in Lugano, Switzerland. As part of her cooperation with Professor Sandro Formica (Florida International University), Ms. Fedele has been coordinator of working groups during Strategic Think Tanks for Tourism Executives, following the Co-Alignment Principle Method by Olsen, West and Tse (2008). She has moderated Think Tank activities both in Switzerland and Italy. After completing her studies, Ms. Fedele worked as a research and project assistant at webatelier.net, a research laboratory of the Università della Svizzera italiana, focused on ICT and New Media for Tourism Communication. Here she was involved in different projects in the fields of Web Tourism Reputation, Web Communication and Destination Marketing, collaborating with the Republic of Malta and the Ticino Region Tourism Boards. Ms. Fedele graduated with a Master in Economics and Communication, (majoring in International Tourism) in 2010. Her thesis dealt with new tourism web marketing strategies through the application of Argumentation Theory in the Web 2.0 domain.

Ms. Fedele can be contacted at sara.fedele@usi.ch

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.