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342 C H A P T E R 1 1 M A N A G I N G H O S P I TA L I T Y

C A S E S T U D Y 1 1 0 3

Ana Chavarria, front office manager of The Times Hotel, and Lorraine DeSantes, the hotel’s director of marketing, are reviewing the statistics from a recent Customer Comment Card Summary. Things are looking challenging. Ana and Lorraine are friends,

but they know they must come up with strategies to get a handle on why guest service isn’t being delivered. What strategies would you suggest they utilize to make customer service a priority for The Times Hotel?

The Times Hotel

CUSTOMER COMMENT CARD SUMMARY, Week ending November 17, 200X

Product/Service

Nov.17.

Slow room service

6

Overbooked

10

Dirty room

7

Slow check-in

5

Poor selection of amenities

2

Slow checkout

3

Bedding insufficient

5

Room rate too high

8

Lack of response from housekeeping

4

Delay getting into room

12

Rudeness from bell staff

1

 

 

 

 

 

 

 

 

 

 

 

 

Notes

1.Karl Albrecht and Ron Zemke, Service America! (New York: Dow Jones–Irwin, 1985).

2.InterContinental Hotels Group, Total Quality Manager, ph.jobstreet.com/ jobs/2005/3/default/20default/20/372616.htm, March 26, 2005.

3.Albrecht and Zemke, 6–7.

4.John W. Young, “Four Seasons Expansion into the U.S. Market,” paper delivered at the Council on Hotel, Restaurant, and Institutional Education, Toronto, Canada, July 30, 1988; edited July 17, 2001, p. 29.

5.Cheryl Hall, “Data Crunchers at Irving-Based UniFocus Help Hotels Improve Customers Service, Maintain Employee Morale,” Dallas Morning News, July 16, 2000. Reprinted with permission of the Dallas Morning News.

6.Young, 22.

7.Eric J. Johnson and William G. Layton, “Quality Customer Service, Part II,”

Restaurant Hospitality (October 1987): 40.

8.Ernest R. Cadotte and Normand Turgeon, “Key Factors in Guest Satisfaction,” Cornell Hotel Restaurant Administration Quarterly 28, no. 4 (February 1988): 44–51.

9.Albrecht and Zemke, 33–34.

10. Young, 9–10.

K E Y W O R D S 343

11. Don Hellriegel and John W. Slochum, Management (New York: Addison-Wesley, 1991), 697.

12. Albrecht and Zemke, 37–38.

13. Nancy J. Allin and Kelly Halpine, “From Clerk and Cashier to Guest Agent,”

Florida International University Hospitality Review 6, no. 1 (Spring 1988): 42.

14. Albrecht and Zemke, 27.

15. Ibid., 32.

16. Ibid., 96–97.

17. Ibid., 107–108.

18. Young, 14, 35.

19. Albrecht and Zemke, 114.

20. Young, 25–26.

21. Albrecht and Zemke, 112–113.

22. Ibid., 139.

23. Ibid., 144.

24. Jeanne Datz, “Hilton Hotels Corporation Selects 16 out of More than 300 U.S. Hilton and Hilton Garden Inn Hotels for the 2000 Hilton Pride Customer Satisfaction Awards,” Hilton Hotels Corporation, Beverly Hills, CA, April 16, 2001.

25. Sandy Indig, October, 2007, http://www.deltahotels.com/fr/about/press_view. html?id=207.

26. Neil Holm, “Understanding the Power of CRM,” www.hotel-online.com/News/ PR2003_4th/Nov03_UnderstandingCRM.html, April 7, 2005.

27. Mark Haley and Bill Watson, “The ABCs of CRM,” www.hotel-online.com/ News/PR2003_1st/Mar03_CRMHaley.html, April 7, 2005.

Key Words

customer relationship management

hospitality

(CRM)

incentive programs

 

cycle of service

moments of truth

 

empowerment

service management program

 

flowchart

service strategy statement

 

front-line employees

shift leader

 

C H A P T E R 1 2

Training for Hospitality

O P E N I N G D I L E M M A

Enrique Garcia, a hotel general manager, has heard the last complaint

about his staff! He is tired of writing letters of apology and comping

guest stays because of poor delivery of service. Recently, a guest

complained that after he left the front desk area in his wheelchair, a

desk clerk was overheard making an unkind remark. Two days before

that, another hotel employee took 45 minutes to respond to a guest’s request for assistance in moving a heavy box from his room to the lobby

area, and that same person said it took 10 minutes to go through the

check-in process. Mr. Garcia wants to contact an advertising agency to assist him in cleaning up the hotel’s image.

C H A P T E R F O C U S P O I N T S

Determining employee hospitality qualities

Screening for hospitality qualities

Developing an orientation program

Developing a training program

Cross-training employees

Developing a trainer

Practicing empowerment

Applying the Americans with Disabilities Act (ADA)

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