The Future Business Success of Hotels Lies in Understanding and Applying Energy

Part 2 of 2

By Peter McAlpine Senior Consultant, Renaissance Consulting Ltd. | November 16, 2014

This article follows on from Part 1 in a previous issue of HotelExecutive

When a new idea or direction comes along, it tends to be ignored or mocked to begin with, especially, if it is very different to established, conventional ideas. The concept of an energetic guest experience is a case in point. It seems to be inconceivable to the hotel industry's leaders that the guest experience of the future will be created by means of a focus on energy, particularly thought energy and heart energy. If hoteliers studied energy science, they would not think this way.

Because of the benefits of energy for the hotel guest experience, individual hotels as well as hotel groups will one day compete with each other in the area of energy, and they will be able to charge premiums, if they succeed. In the not-so-distant future, such will be the demand for an energetic guest experience that a hotel group may even disappear, if it does not implement energy principles and the systems needed to support the increase in energy throughout its properties.

It will not matter who you are, how big your hotel group is now, or the glorious history of your hotel group. If you fail in the areas of thought energy and heart energy, your ability to compete will weaken, your revenue will suffer, and your shareholders will leave you. For now, though, this is still inconceivable.

There is a lot of ancient knowledge and quantum science to validate energetic Heart-Based Hospitality. Here are 3 more scientific principles, of which, if hotel groups were to implement and apply just one, the guest experience globally could be completely transformed within 1 or 2 years.

3. Our Beliefs, Thoughts, Feelings, and Emotions Impact the World Around Us

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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.