Traditionally, the guest experience with a hotel is defined by their interaction(s) with hotel staff, the upkeep of the property and amenities, and the provision of a room which meets or exceeds expectations. However, as any savvy hotelier knows, the current hospitality landscape has outgrown that tradition to make room for improved technology and an enhanced, personalized guest experience. Where guests previously expected to be greeted with cheerful front desk staff, they now prefer mobile check-in, allowing them to bypass lines and interact with the hotel freely (and immediately).
The purpose of this paper is to offer a different concept approach of a corporate objective by turning it into what we call a neuro-objective, aimed at generating the appropriate behavior in the workers to achieve and materialize such goals
As hospitality industry trainers know, using symbols and models can help trainees grasp abstract concepts and make seemingly-complex paradigms easy to understand. Seems like is a good time for the hotel industry to update its model, so lets get your team onboard The Tricycle of Guest Service.
As a hotel industry sales and guest services trainer, on average I experience six or more hotel stays each month. Although I have clients across all segments of lodging, many of my clients are in the ultra-luxury five star or five diamond categories. Once thing I have learned is that the level of authentic and genuine hospitality, which travelers treasure the most, has little to do with the number of stars or diamonds hanging on a plaque behind the front desk. In fact, Ive experienced some of the most memorable service encounters at economy lodging properties, whereas I find that hospitality too often falls short at ultra-luxury properties and instead feels scripted and robotic.
To their credit, most hotel operators seem to be working hard to improve the overall quality of the ‘physical product’ such cleanliness, amenities, F&B offerings, and comfort of the guest room itself. Perhaps this is due to sincere concern for guests, but I suspect it is also out of an awareness of the impact of online guest reviews and social media postings. That being said, as a frequent traveler I still experience inconveniences just about every time I stay in a different hotel, which for me is usually about 6 different times per month.
Neuro-hospitality breaks with some traditional concepts and paradigms of the hotel industry by introducing a new concept of guest, who is then conceived as a system constituted by a minor unit: body-brain/mind and a major unit: the context, where the surrounding exterior world comes to live.
As a consultant and trainer, I have had the opportunity of staying in many hotels in different countries and, upon arrival, I have gone through the same check-in service. I can safely say that the main difference is not What is offered, but How it is offered and What it causes on the recipient.
The hotel industry thinks it has this issue figured out – the one of room assignments, that is. I am here to tell you that it does not. Far from it in fact, and guests notice in a big way. For those guests who dont get the right room, it is ruining their experience from the get-go.
The world of hospitality is full of essential concepts that determine the positive results to be obtained. One of them is, without a doubt, business competitiveness that arises from the constant growth of hotel chains and, consequently, from the number of offers to their main customer: the dearest guest.
Many enterprises remain stagnant even after having designed a valid change route because, in my opinion, they suffer from the Entrepreneurial Fatigue Syndrome ( EFS ) a key constraining factor to manage reengineering. The first symptoms of the EFS are warning signals that should not go unnoticed by the organization, because they are closely related to a decrease in the physical and mental capacity of the workers.