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	Why Even The Best General Managers Experience Disappointing Guest Satisfaction Ratings - By Naomi Stark

Based on Reality Check for Leaders

I like your thinking. Which means we agree on this important subject.

2007-10-29 Frank J Schilagi

Upgrade of Guest Satisfaction technique

Day to day we are never end can get new idea of how to treat well to our valuable guest satisfaction.
Mainly is first image of upon guest check in. They were tired from thier trip, so welcoming is most important part of guest services role and function. How to do welcoming, a. we can treat with eye to eye contact with smile from our heart, b. welcoming drinks if weather is hot we can provide complimentary seasonal fruits juice, if cold we can provide chinese tea or a cup of coffee. it is not for value much effect to our valuable guest. c. who ever our staff actionable warmly and ready to treate , need to proactive, before they ask we need to know in advance. We have to analysis before they check in their profile, reservation, room nights, country, nationality, what ever we can we have to learn and proactive and prepare for them. We have to be alert of our service.

I agreed that your articles and we will do in day to day basis in our morning meeting opening share to each of department and from their opinion and we have to do survey with guest satisfaction questionnaire. if we do proactive and team work frame we can get achievement consistently.

Thank you for your kind consideration.

With kind regards,

Honey Thazin Aung
Director of Human Resources
Dusit Inya Lake Resort, 37 Kaba Aye Pagoda Road,Yangon, Myanmar
Phone +95 (1) 662866| Fax +95 (1) 665537| E-mail honey.ta@dusit.com|
www.dusit.com or www.globalhotelalliance.com

2007-10-30 Honey Thazin Aung

The three

Our industry is simple: people, time, and money. Simple, yes. Easy? No. Ms. Stark makes this point crystal clear in her column. My experiences as a GM have taken me to the penthouse where everyone lauds your vision and acheivments, as well as the basement where you are left to wonder what happened. It is difficult to get others to care as much and in the same fashion as you might. Even if you are able to inspire those around you it may only last a day or a week or for the duration of an important event. I contribute this and the Chip Away Effect to a lack of the three "C's": commintment, clarity, and communication. Ms. Stark is right when she points out that Ms. Stevens' visit would have been greatly enhanced had other departments conveyed the glitches that she had already experienced, (communication). Furthermore, well-defined scheduling, hiring, staffing, and steps of service standards, (clarity) would have prevented Ms. Stevens from having to wait for service and then being stuck in restaurant prison waiting to pay. But where was mangement? Where was the eyes and ears? Being on the floor is the only way to ensure that what the guest is experiencing is what is intended. (commitment). Another factor in today's eroding standards of service that is present throughout any service industry, is the "watered down effect". This is apparent especially in Las Vegas where the tourism demands and subsequent over-development has far out-paced the talent pool. Indeed, back in the day it would take several years for a typical pit boss or food and beverage manager to move up the ladder. However, with today's rocket speed of hotel/casino development the title (and rsponsibility) arrives far in advance of experience. There is no more mentoring, no more learning at the feet of those who have truly paid their dues and are then able to pass on the benfit of true experience. This applys to the hotel/resort industry outside of Vegas as well.
Franco D'Amico

2007-10-30 Franco D\'Amico

Your Comments

Thank you very much for sharing your thoughts and valued perspectives. I couldn't agree more, with each of you. Mr. D'Amico's comments are so true regarding the role and presence of management and the challenge of maintaining team member inspiration... since management can't see and hear every guest interaction and maintaining the inspiration of each team member on all levels is so difficult... This is where our specialized programs complement GM's efforts so perfectly. Our programs are uniquely designed to generate long-term and on-going results. Including genuine engagement of all team members at all levels to be self-accountable for providing consistently superior professional hospitality. This is accomplished while creating a unified cohesive team that is devoted to that which is greater than themselves as individuals: making each guest experience and their property #1. It might sound idealistic and impossible but I've repeatedly witnessed it first hand. Thus, this is fundamental to Stark's purpose. Why not consider proven programs that make the GMs life much easier while facilitating the realization of your visions for around $15 - $30 per team member?

2007-10-30 Naomi Stark

Why great general managers get mediocre satisfaction ratings...

I think it is the simple matter that generally satisfied customers are quieter and less determined to document their good satisfaction than dissatisfied ones.

2007-11-01 gunther

True. However that raises the question....

Very true, generally satisfied customers are quieter and less determined to document their good satisfaction than dissatisfied ones. However, most feel that this perspective is dangerous as it leads to the perception that the guest experiences that were expressed are inconsequential when in fact they actually did occur. Further, what about those who don't express themselves at all and rather simply do not return, causing a loss of market share? Would you not agree that this is dangerous to the hotel's business?

The fact is, even the top hotels and resorts have moments of glitches, they simply employ the tools to keep them at a minimum. Regardless of property type or even those with significant physical challenges all those in the hospitality industry can and should be in the 90%, after all isnt that why we exist to provide professional hospitality?

The beauty of superior guest satisfaction ratings is that they are not only possible but within reach. Often the first step is a change in perspective. Consider how one manager expressed his propertys change in attitude and the results that they experienced with the support of our programs: My hotel went from a guest satisfaction score of mid- sevens out of ten to ranking in first place in the brand at a nine point zero. In the past, my property was in the habit of blaming low service scores on the age of the building and the lack of amenities we could offer. Now, we are aware that WE make the difference. The wheels started to turn and our hotel began to run like a fine tuned machine. This program has become the vein of my property. With its implementation, communication flows like a blood stream. If you are looking for results, I strongly suggest that you kick off your shoes and experience how Stark Service Solutions can make your team a perfect ten. P. Sanders, W Hotels

Any hotel not consistently in the 90% of guest satisfaction deserves to be. Therefore, whether its our services or anothers, consider it. As Mr. Fancao Damico commented earlier, its: people, time, and money. When the time and money is invested in your people and they are gives the most up to date tools, they will deliver the guest satisfaction ratings that generate superior customer loyalty and market share. Being number one is always more enjoyable than coming in second, or worse. Just ask the Red Sox.

2007-11-02 Naomi Stark

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