Hospitality is a very important consideration for both the guest and the hotel entrepreneur. Every guest expects and deserves hospitable treatment. Providing hospitality to meet guests’ needs involves not only a positive attitude but an array of services that make the guest’s stay enjoyable. If the market being served by a hotel is composed of business travelers, a hotel staff will find that their needs revolve around schedules and flexible delivery of hotel services. The business traveler may arrive late and leave early. The hotel restaurant must be organized to provide a healthy and quick breakfast.
Wake - up services must be located within the room or provided by an efficient staff. The hotel should also offer office services, such as word - processing capabilities, advanced telephone systems, fax and photocopying facilities, and computers. The guest who is associated with a convention may want early check - in, late checkout, and a full range of hotel services. If the convention starts at noon on Tuesday, the guest may arrive at 9 a.m. wanting to unload and set up before the noon starting time. If the convention ends on Thursday at 3 p.m., the guest may want to retain occupancy of the room beyond the normal checkout time.
While the guest is in the hotel, he or she may require flexible scheduling hours of the swimming pool, health club facilities, lounge and live entertainment, gift shops, coffee shop, and other hotel services. International guests may require assistance with using electrical appliances, converting their national currency into local currency, or interpreting geographic directions.
The success or failure in providing hospitality often determines the success or failure of the hotel. Capitalizing on opportunities to provide hospitality is essential. The failure to make the most of these chances directly affects the hotel’s financial success, as Albrecht and Zemke indicate in Service America!:
The average business never hears from 96% of its unhappy customers. For every complaint received the average company in fact has 26 customers with problems, 6 of which are “serious” problems. Complainers are more likely than noncomplainers to do business again with the company that upset them, even if the problem isn’t satisfactorily resolved. Of the customers who register a complaint, between 54 and 70% will do business again with the organization if their complaint is resolved.
That figure goes up to a staggering 95% if the customer feels that the complaint was resolved quickly. The average customer who has had a problem with an organization recounts the incident to more than 20 people. Customers who have complained to an organization and had their complaints satisfactorily resolved tell an average of five people about the treatment they received.
What do these issues of delivering hospitality to the guest mean to the entrepreneur? They emphatically imply that the guest who is not treated with hospitality (remember that the definition of hospitality is very subjective) will choose to do business with a competitor and may also influence others not to try your hotel for the first time or not to continue to do business with you. The entrepreneur who is aware of the competition realizes that this negative advertising will severely affect the profit - and - loss statement.
Albrecht and Zemke extended their concept mathematically. Let’s examine the cumulative effects of poor service in the following example.
If a hotel does not provide the desired level of service to 10 guests on any given day,only 1 of the guests will bring the complaint to the attention of the hotel staff. If the complaint is resolved quickly, this person will almost surely do business again with the hotel. He or she will also have occasion to influence 5 people to use your hotel.
On the other hand, the 9 guests who did not bring their complaints to the attention of the hotel staff will probably not do business with the hotel again, and each of them may tell approximately 20 people - a total of 180 people will hear their negative account of the hotel. If this model is extended to cover a whole year of dissatisfied guests, 68,985 people will have a negative impression of the hotel ([180 people told + 9 original dissatisfied customers] X 365 days in a year), and 2,190 will have a positive impression ([5 people told + 1 original satisfied customer] X 365 days in a year).
The financial ramifications of so many people negatively impressed with your hotel are clearly disastrous. Hospitable treatment of guests must be more than just an option; it must be standard operating procedure. It is a concept that must be adopted as a corporate tenet and organized for effective delivery.
Hotel Front Office Management Related Tutorials
|Hotel Management and Operations Tutorial|
Hotel Front Office Management Related Interview Questions
|Office Management Interview Questions||Hotel Front Office Management Interview Questions|
|Hotel Management and Operations Interview Questions||Hotel Management Interview Questions|
|Bell Boy Interview Questions||Recruitment Interview Questions|
|Travel and Tourism Interview Questions||Front Desk Interview Questions|
|Business administration Interview Questions||Office clerk Interview Questions|
|Hotel Receptionist Interview Questions||Medical School Interview Questions|
|Pre School Teacher Interview Questions|
Hotel Front Office Management Tutorial
Introduction To Hotel Management
Hotel Organization And The Front Office Manager
Effective Interdepartmental Communications
Property Management Systems
Processing Guest Charge Payments
Training For Hospitality
Promoting In - House Sales
All rights reserved © 2018 Wisdom IT Services India Pvt. Ltd
Wisdomjobs.com is one of the best job search sites in India.