Woe is We!
We in Hospitality Have Lost Touch and Share the
Responsibility for Consumer Cynicism, Angst and Ennui
For my generation, as Baby Boomers, allow me to wax philosophically. We remember
road trips, anxious for the sight of that orange roof and brand hot dogs and
fried clams. We remember uncomplicated television, actually once the new
frontier, now the wasteland. We recall trips to Bermuda, resplendent with easy
smiles and odd driving patterns. Vacations in New England at the elegant grande
dame resorts, the energy of New York City, Spring Break in Ft. Lauderdale. Dial
phones were the standard, gas was under 50 cents, and Walter Cronkite reigned
supreme. Simple and reliable times, but a benchmark for our generation, as we
sharply assess the Hospitality Industry, which is caught in a time warp, of
sorts.
There is little remarkable out there, rather the mundane. Our Destination
marketing organizations strive to bring traffic to our areas, and then the
Visitor is thrown to the Hospitality community. The Visitor hopes that the
reservation is correct and held, the room is habitable, the food is hot, the
attractions and stores are clean, and it does not rain. They do not expect a
smile, eye contact, words of welcome, attention to their needs or even thanks
for their business. Gosh, what has happened?
I think we have been lulled into this Hospitality "trough", because we are
tired, beaten up. We are continually looking at our numbers, our staffing, our
marketing, our covers, complaints, A/P, legislation — the list goes on. Yet,
Hospitality is a true calling. We really do want to take care of the Guest. We
feel deeply about service, our operation, standards, our results and our
reputations.
The current model does not work, and what you have in place is not sustainable.
You know this, too. What to do?
Firstly, challenge your Destination Marketing Groups — your CVBs, CVAs, TDCs,
lodging and restaurant associations, your chambers. Marketing goes beyond
promotion; there should be programs in place to support and advance your
business and your practices. Do not let them acquiesce from the mission! Some
get it, like Myrtle Beach. Without the infrastructure, the Guest will suffer,
and bad news travels quickly, as we know.
Secondly, take a fresh look at your business. "If it ain't broke…" does not make
it, for you have then embraced the philosophy of Planned Obsolescence, the
Detroit auto manufacturing credo. Consider where they are now! A change in
direction is not a curse; it is an investment.
Your paradigm shift to Remarkable Hospitality is a readjustment to Guest focus,
where it belongs. If you do not care, they surely will not either. There are
several Key ingredients, which drive this shift:
Product/Service: What did you present to the Guest? You start out with the most fundamental building block — Quality. Is your operation clean, safe, secure, comfortable, and in good condition? You build from there, establishing your distinction.
Delivery on Customer Service: Hire for attitude. Everything else is trainable.
Technology: Back of the house systems allow you great efficiencies and reporting capabilities; front of the house amenities, such as WiFi, create your competitive stance in the marketplace.
Reward and Recognition: Staff members, your messengers, who provide performance excellence, demand a suitable response from Management.
Communication: Information empowers those who represent your interests.
Marketing/Promotion/Advertising: Review your mix and the means you have selected. Be consistent and passionate with your message.
Guest Satisfaction: If you do not know what your Guest desires, how can you possibly meet those needs?
Rather than bemoan the obvious, take the initiative. We can fashion dreams, we must frame expectations, and we should deliver memorable experiences. Start the journey to remarkable Hospitality!
Contact:
John R. Hendrie, CEO
Hospitality Performance, Inc.
www.hospitalityperformance.com
978-346-4387