When you think about Key Performance Indicators (KPIs), what comes to mind? If you’re like most people, you think of metrics that matter to your industry and job function. If you work in a hotel, you may be thinking about KPIs such as occupancy, average daily rate, and revenue per
Nearly every sophisticated organization has gone to great lengths to craft a mission, vision, or purpose statement together with a set of guiding principles or values to direct its course, during good times and bad. Even so, in both my formal and informal employee polls (at all levels of the
I read an article in the January 15, 2019 issue of the Wall Street Journal that pointed out the limitations of a robot-staffed hotel, the Henn na, or “Strange,” Hotel, in western Japan. As it turns out, over half the hotel’s 243 robots have been culled due to guest complaints
Last week, I read perhaps the best article that has come across my screen in 2016 on the topic of customer service: The Secret Lives of Hotel Doormen by Noam Scheiber. For me, it clarified the distinction between ordinary and extraordinary customer service. While reading the article—although it doesn’t appear
While reading The Happiness Advantage by Shawn Achor, I came across the following quote: “(T)he key to (achieving desired results) is to put your desired actions as close to the path of least resistance as humanly possible. Identify the activation energy—the time, the choices, the mental and physical effort they
Last week, I presented during a conference that was held at a full-service hotel in Denver. My contact at the event mentioned that, earlier that morning, he discovered the iron in his room was not working properly. He called downstairs to request a replacement iron and was told one would
I spent a fair amount of time last month on TripAdvisor, Hotels.com, Yelp, and other websites offering hotel reviews. A majority of those reviews were written by hotel guests whose experiences were either very good or a very bad. It seems that when guests have an ordinary or typical experience,
Time and again research confirms that customer encounters in which a problem is resolved quickly and efficiently receive higher satisfaction scores than situations in which there was no problem reported. Obviously, each customer is different with respect to his temperament and tolerance for mistakes. But dropping the ball here or
Last December I worked with a hotel leadership team in Dayton, OH. One of the discussions lead to identifying the obstacles that stood in the way of creating promoters of its hotel. Consumer research firm Bain and Company defines promoters as those customers who are the least price-sensitive, have the
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