We all have our own tales, many of which are passed down or are considered traditional in our communities. Everyone has their own style when it comes to the Hospitality Industry, which includes hotels and restaurants. Many people have heard of Alain Ducasse, who formerly owned many four-star restaurants in France and has now grown into a global corporation with outlets all over the world.
When they first opened in New York, a friend of mine became the Maitre d’h?tel, and as part of their efforts to raise this specific Ducasse to a four-star rating, they looked at a number of unique features. Thousands of dollars were spent on flowers every week, and an experiment was conducted in which visitors were given a choice of five or six different pens to complete their credit card authorization at the conclusion of the meal. The pen idea was an extra service flop, despite the fact that they incorporated many of the explored options.
After spending several hundred dollars on supper, several of the guests felt it would be a great idea to keep the Cross or Montblanc pens on the table. With the $150 pen, much of the profit from the dinner vanished; this became a classic case of providing too much service and generating less money.
Most hotel managers strive to improve their service in the hopes of changing the public’s impression of quality. Staff clothes are pressed, starched, and one-of-a-kind; luxury toiletries in the bathrooms, thick bathrobes, and free breakfast are all standard luxuries.
Recent research, as well as the majority of consultants, have found that while these extras are good, they are also frequently anticipated in a quality business, and hence may have only a negative influence on quality if not managed properly.
A shampoo that dries out the scalp and creates dandruff, for example, may have an impact on a guest’s overall perception of a hotel. A soiled robe or a messy outfit are both examples of this. On the other hand, if an institution delivers these services flawlessly, few customers would applaud your efforts.
The consultants Silverman & Gover and Cadotte & Turgeon have divided the sorts of services that influence a guest’s view of a hotel’s service into three and four signals, respectively.
Necessary – These are items that a guest will deem necessary during their stay. Guests will immediately degrade a hotel’s opinion if they are missing. A lack of extra facilities will not compensate for the absence of a critical cue. Linens on the beds, towels in the restrooms, and a successful hotel restaurant are all examples of this.
Desirable – Services that guests would want to see but do not require. Beautiful lobbies or lawns, indoor pools, 24-hour room service, and other amenities are available. These are the amenities that, if available, will not enhance your visitors’ opinions since they may never use, for example, the pool; nevertheless, if they do and have a terrible experience, their evaluations will be severely impacted.
Passive – Your visitors will take this for granted. For example, you take credit cards, provide hot water, and maintain a reasonable temperature in your rooms. These are unseen by your visitors and hence contribute no value to your service perspective; yet, if any of these stops working, your service perception will suffer significantly.
These will not elicit either praise or criticism. They also include things that are beyond your control. Weather, elevator wait times, and a boisterous visitor in the bar are all things that your customers perceive but seldom associate negatively or positively to their stay at the hotel. Of course, if the person does not manage issues effectively, they might result in complaints. Serving a guest at the bar booze after a particularly loud lecture, for example.
It’s typically a good financial move for a hotel to spend money on improving service. In most cases, common sense should take precedence. Most hotels invest far less in staff training than they should. Meet your guests’ expectations as best as you can, with a spending strategy that has a direct impact on the bottom line. Most hotel advisors agree that aggressive, quick action by your personnel may overcome practically any ailment.