Life-Cycle Management Tools for the Hospitality Industry

By Arthur Weissman President and CEO, Green Seal, Inc. | January 25, 2009

Defining Life Cycle Inventory, Assessment, Costing, and Management

While Environmental Management Systems (EMS) have been around in the hospitality industry since the early 1990s, there is still a lot ambiguity and variety as to how they are being used. Three reasons for this include:

  • a lack of clarity as to which facility operations should be monitored,

  • who is responsible for the monitoring, and

  • the cheapest and most consistent means to assess, analyze, and track nonfinancial performance goals as requested by investors and clients.

Choose a Social Network!

The social network you are looking for is not available.


Hotel Newswire Headlines Feed  

Marjorie Silverman
Steve Kiesner
Janine Roberts
Tema Frank
Ray Chung
Chrissy Denihan
Scott Nadel
Marky Moore
Fred B. Roedel, III
Rani Bhattacharyya
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.