This is part of the sample letter series included with your membership at HospitalityEducators.com. Find this and other sample letters in the FORMS & CHECKLISTS section of our site. It is in a word document format to enable you to personalize it for your hospitality business. We suggest that you download this letter to your computer and establish your unique formats for optimum success. All business letters should be on proper business stationery.
One only needs to read any news today globally to learn of continuing economic hesitation in projecting when the economy might reverse direction. One also can read the online or print stories about the challenges facing hospitality. Even though it has been substantiated repeatedly by every qualified source that huge discounting alone is NOT a good business decision, we continue to read stories about that exact approach by too many hoteliers.
Several months ago, I shared my definitions of the word HOSPITALITY and asked readers to contribute their definitions. Reader input came in from many different people. As I considered these definitions last week, I realized the next step: defining is one thing - delivery is another. I found myself considering examples of excellence in hospitality and ways that successful hotels build pride.
Building revenues is a challenge facing almost all businesses. Success in building revenues is not the only reason to discuss the concept of ACCOUNTABILITY, but it is a logical place to consider in times of economic uncertainty.
I have found it astonishing over the years that when a hotelier, general manager or sales director is asked who their customers are, the response is frequently “everyone”. While hotels do provide potential service to “everyone”, the reality is that there are very few hotels that can realistically and profitably cater to all markets.
MOD Shifts vary by hotel location, size and level of service, but there should always be someone trained and designated as the Manager on Duty. The MOD responsibility includes seeing to the well being of the hotel, the hotel staff and guests, assisting (if necessary) in handling all guest complaints, handling guest and hotel emergencies and ensuring all hotel function areas are in order.
Performance based interviews are meant to gather specific factual information on results achieved by the candidate in previous positions. These may include meeting or exceeding goals, participating in team projects or relate to specific competencies. The interviewer must remain very focused and detailed.
If you want to know how your staff addresses incoming calls, just call them from a phone outside the hotel and see how they respond. Better yet, have a non-employee, whose voice the employees will not recognize, call the hotel or department. You may be shocked in the various means by which callers are disrespected.
There is no single solution to the question of how to achieve consistent profitability. There are always many variables to contend with, yet certain factors need to be considered when analyzing the direction needed to increase your bottom line.
There are three reasons why service "stinks": miscast employees, uncertain management and antagonistic systems. They have come together in a perfect storm of incompetence that has left consumers thinking three thoughts of their own - price, price, and price. It doesn’t have to be this way and this article offers solutions.
