Library Archives

 
Michael Schubach

When one thinks about the word "personalization," many images can be conjured. Perhaps it's a monogram or engraving to signify ownership of an object. Or maybe it's home decor: the artwork and memorabilia that make the space your own. Some people might be reminded of their desk at work, loaded with little time-killer toys to amuse oneself during those occasional hiatuses of inactivity. What may not have made your list of highly personalized experiences is a hotel room - or even a hotel stay. Odd, isn't it? Especially now that the hospitality industry's newest, most popular mission is to provide not just the bed and the bath but the "beyond" - the unique guest experience. Read on...

Benjamin Jost

As we enter into the planning period for 2018, you might be talking about revenue forecasting, occupancy rates prediction, holiday promotions - but have you factored in the winning guest feedback formula to operate a hotel successfully? This "winning formula" is one I've written about before, but here, and in my two upcoming articles, I'll be sharing specific details on how to use this formula in your 2018 planning, in order to see greater success next year. By now, you probably want to know what this formula is. Read on...

Lily Mockerman

When beginning the search for a room, guests already have certain ideas of the class of hotel they'll consider, amenities that they expect, and the price they're willing to pay. They also have an idea of how the room will be used, special considerations they will require, and how they want the experience to play out. Hoteliers need to be able to anticipate these guest expectations, even though the value perception for one guest is totally different than another, to be able to not only meet them but exceed them, and to align prices with the potential guest's budget. Read on...

Benjamin Jost

While it's unlikely that Mary and Joseph left a scathing TripAdvisor review after being turned away at the Inn in Bethlehem, hotel reviews have been around, in various forms, since the first hotel opened its doors. As with many other human activities (relationships, journalism/information sharing, etc), "reviews" have become digital. And like those other activities, entire ecosystems have sprung up to support this new channel. Read on...

Benjamin Jost

In a recent interview, Airbnb co-founder and chief strategy officer, Nathan Blecharczyk, said their future goals lie in "becoming a platform for the entire trip, so no longer just about accommodations…really trying to reinvent every aspect of travel." I believe hoteliers need to think along the same lines: how do we reinvent the travel experience - from search to booking to providing a top-notch experience on-site - to not only compete with the likes of Airbnb but also to achieve your hotel's top goals? Read on...

Allison Ferguson

When I travel for business, I often return to the same city frequently - and when I do, I usually check into my favorite hotel. No matter how many times I return to that hotel, however, the front desk agents always treat me as if it's my first stay. They acknowledge my platinum status, certainly, and welcome me by name. After that, however, the desk agent will ask for my photo ID and credit card - just as they did the last ten times I checked into the same hotel. Read on...

Pamela Whitby

For successful tech companies building a solid and loyal customer base is far less about trusting your gut than having the right data and testing and learning from it. Flattened company hierarchies are also seen as important in getting the best from teams and, as a result, building more successful customer relationships based on personal preferences. So in a turbulent and highly competitive market, should hotels should start thinking more like tech companies to take back control? Read on...

Benjamin Jost

When does a hotel customer become a "guest"? Is it at the point where they book a reservation? The moment they walk through the doors into the lobby? Somewhere in between? Our team at TrustYou set out to identify the guest experience through the lens of guest communications, running a survey and observational study that encompassed nearly 1,000 participants. We identified the likes and dislikes of these guests. Along the way, we found some very interesting numbers relating to how travelers like to communicate with their hotel, and how these communication methods impact satisfaction levels. Read on...

Allison Ferguson

As a frequent business traveler, I get clear value from my hotel loyalty program membership. My room is ready, I have check in and out flexibility, and usually free breakfast and wifi. I get points on the room spend (paid by someone else) that allows me to accumulate points for free nights, which I usually use for leisure. When traveling for a family vacation, however, the impact of my membership is less tangible. When I travel for business, the hotel loyalty program captures my interactions well and rewards me for my loyalty. When I travel for leisure, however, the program often does a poor job of capturing my total spend and delivering a differentiated experience. That's because hotel loyalty programs are designed to build relationships with road warriors rather than vacationers. Read on...

Lisa Carr

The hospitality industry is always evolving to meet the needs and expectations of its customers. Companies are also evolving and competing to deliver the best service in the industry. For the Lodging team at Walt Disney World® Resort, who welcomes millions of visitors each year, this couldn't be truer. As a Housekeeping Director at Disney's Grand Floridian Resort & Spa, people often ask me how my team helps create the world-class service Disney is known for around the world. Read on...

Roberta Nedry

Whether it's a conference center, a local restaurant or a leading international hotel, customer experience management needs to be in play and top of mind for business leaders, the hospitality industry and their teams. Each touchpoint, each point of customer contact will contribute to a comprehensive series of events that will yield the final experience impression. Leaders must understand where any one experience begins and where it ends. They must understand all the spheres of influence on those beginnings, endings and everything in between. They must understand that everyone on their team will or will not impact emotional connections in a positive, negative or indifferent way. Read on...

Pamela Barnhill

The ability to provide a rich selection of goods and services for potential customers has aided the rapid growth of peer-to-peer platforms. Airbnb, one of the most successful of these, defines itself as "a social website that connects people who have space to share with those who are looking for a place to stay." Because of its rapid growth and popularity since Airbnb's launch in 2008, hotel industry leaders worldwide have been attempting to answer the Airbnb challenge. With each discussion comes a variety of responses and platforms, some accusing Airbnb of unlawful practices and others praising Airbnb for its innovative platform. Read on...

Simon Hudson

When guest satisfaction scores started to slip in Steamboat Springs, Colorado, the town made an unprecedented move by offering customer service training to every single resident in town. The program, initially involving four four-hour sessions over the space of a month, taught the very latest in customer service culture using many Disney examples of 'going the extra mile.' This article takes a closer look at this initiative and focuses on how service providers in Steamboat both benefited from, and built on this initiative to exceed guest expectations. Read on...

Benjamin Jost

Each day, hotels across the industry put themselves at risk of losing hundreds, or even thousands of dollars… simply by doing nothing at all. These hotels, many of which are a few simple actions away from nearly doubling their pool of potential customers, fritter away opportunities because they don't know how to address the concerns that previous guests have shared on the internet. But inaction can be changed, and new revenue streams can be opened. Read on...

Simon Hudson

The sharing economy is having a disruptive influence on the lodging sector, with evidence that Airbnb's entry into some markets has had a quantifiable negative impact on local hotel revenues. Can hotels compete with this new phenomenon without compromising on price? I believe they can. Recent research suggests that the sharing economy appeals to consumers not just because of price, flexibility, and ease of use. Consumers are also attracted by social benefits; guests of Airbnb for example, enjoy interacting with their hosts in an 'authentic' setting, and even gain local connections with the host's help. Read on...

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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.