Essay on The Complaint Letter

John Becker believes in enfranchisement. He believes in going beyond and above our means to all guests and that each guest manages equally. This process was a success at his prior hotels that John decided to implement this process here at the regency grand hotel. He met with the management team and introduced his expectations to them. He made them aware that they are to take care of the minor issues and to contact him with significant problems in the hotel between the guest

Once the couple started to get settled into their room, a number of different incidents occurred that could of easily been handled with a properly trained staff that executed 5-star customer service. McKenzie asked for a luggage rack, which was promised immediately and never delivered to his room. McKenzie also made several requests that extra pillows be brought to his room, which were promised and were failed to deliver (Kayalar). With key persistence he was later told, “the hotel did not have extra pillows available.” I want to note that the hotel was not at full capacity, so if proper customer service was instilled in the employees a trip to a vacant room for a pillow could have easily solved this request. The couple in turn requested towels to use to bulk up the flat pillows. Thankfully, the towels were delivered, however, the employee did not address their inconvenience and in fact never said a word or had a smile on their face. Customer service is not only providing the material, but it is also having the face of the employee that is representing the company or business to make a good impression on the guest or client. Another issue with the room was the restocking of everyday

Another secondary issue is the weakened employee expectations and employee performance, which adversely affects good patient care as well. The person in charge of patient registration is unprofessional to staff and patients. The facility is not clean because maintenance is slow in performing assigned duties. The parking is unsafe and unattended. The staff lacks the motivation to perform well.

A doorman can please the customer with a smile and a few words of welcome, but one surly waiter can kill the effect. Or if we keep an executive waiting in his suite in his underwear for his only suit to come back from a one-hour pressing, we could lose a lifetime customer worth hundreds of thousands of dollars. No hotel, however splendid, looks good to someone whose day it has ruined. For example, lodging manager usually work long and irregular hours including weekends, evenings and most public holidays, usually works indoors, and from an

As inter-staff relations within the hotel are already tense in certain areas, it may be unwise to treat certain employees on the same level of the hierarchy different to others on the same level.

On October 22nd, I attended a meeting with Ms. Dewald. In this meeting, it was composed of managers from the emergency room, med-surgical, medicine, and psychiatric unit. The focus of this meeting was a patient who came to the emergency room, got admitted to the medical floor because of his symptoms. Once in the medical floor the patient got very aggressive, and was a threat to himself and the staff. One doctor happened to recognize the patient, this doctor knew that the patient had psychiatric problems so he informed the other doctors and the staff who did not know about his psychiatric problems. This was the reason the patient got so aggressive was because he did not take his psychiatric medications. In the meeting they tried to come up

During this assignment, he rediscovered what he knew from childhood about committing to the satisfaction of the guest: "I grew up in the restaurant business, and my parents taught me to be close to the customer. It seems that when you become a manager, you start to focus on how to manage versus how to live a commitment to customers." Rather than viewing guest concerns as problems, he discovered through interaction with customers that one could trust their experiences and get something valuable and satisfying from responding to their concerns. He also noticed that most customers were present in the hotel at very specific times in the morning and evening, and these were the times it was most important for the manager to be available to talk with guests. An everyday commitment to listening to guests was one powerful way of committing to their satisfaction. These projects gave Green a new way of thinking and feeling about the hotel business. He began to feel his way toward a new management philosophy, but the quality of his personal life was suffering. After a year of living on the road and away from his family, Green wanted a stable position. However, to become a general manager again was not very appealing to him. As a GM, he had grown tired of the frustrations that came with the job. He was tired of the long hours, the constant people problems, and the cyclical nature of the business. In bad times, even when he worked very hard, the overleveraged

Hospitality Management is a difficult and competitive market, and any lack in customer service can result in defecting customers or the termination of a relationship between a customer and a service provider. In this paper we will look at Hilton a company that has continually ranked amongst the top ranking hotels and continues to improve. Hilton’s customer service ranks as one of the top hospitality providers in the United States. We will look at the history of how Hilton came to be the name brand it is today and some of their process the used to narrow the customer service gaps such as Hilton Honors, the Hiltons Reservation Customer Care, and RESMAX. We will look at how they look at how Hilton manages the customer expectations through the use of employee training and their decreased the customer service gap through employee retention. We will also look as how Hilton co-partnered with Citibank in order to offer its Hilton Honors member additional benefits in order to keep in line with the customer service that the customers have come to expect.

“Customer is King, if your business lacks customers, it cannot succeed”. Four Seasons have been able to create a recognizable brand that provides luxury and ambience for its customers in attractive locations around the world. Their target market is clients who understand the value of a luxurious environment coupled with quality services. This paper will focus on various service theories, implement them on Four Seasons Hotel, and look into how well they fit in their model.

Service in hotel business pools both the procedure and the inferred consequence. Through these facets the organisation is competent to construe the extent and way of deviation among customers' insights on services delivered and their anticipations.

Hospitality operation management can be well-defined as one of classification of transmitting the contribution that can be resources, products, services into an necessary output as in goods and better performance of services and healthier utilization of assets by going through some of the management process such as planning, controlling, forming and accomplishing them for a business 's strategy in hospitality.

There is much truth to the above statement; therefore achieving customer satisfaction is an important basis to any business organisation, especially hotels.

Lecturer, Hotel Management Program, Faculty of Economics, Petra Christian University Email: dwidjaja@peter.petra.ac.id Abstract: Hospitality industry is one of the service businesses that pays so much attention to service quality as it is the main intangible product that it produces. This short article examines how to manage service quality in hospitality industry through managing the ‘moment of truth’ or service encounter. The analysis is done by referring to some problems and challenges in managing service encounters. The results of the analysis show some important points to consider when managing

To commence, the focus of this very first section is placed on the discussion concerning the supervision functions of room division, as well as the role of supervisors to the run of this division in other words. In general, rooms division is basically made up by such sub-departments as front office and housekeeping. Front office is often referred to as the heart of the house, which not only plays the role of communication hub and revenue generating department, but also bears responsibility for first and last impression of guests as well as their satisfaction during their stay with the properties. Meanwhile, housekeeping could also be taken as an integral and elementary part contributing to the total experience and satisfaction of guests. (Fallon & Rutherford, 2011) Acknowledging the high level of interaction between guests and those working under the management of rooms division, as well as the dependence of service quality perceived by guests on these

6.Field guest complaints, conducting thorough research to develop the most effective solutions and negotiate results. Listen and extend assistance in order to resolve problems such as price conflicts, insufficient heating or air conditioning, etc. Remain calm and alert especially during emergency situations and heavy hotel activity. Plan and implement detailed steps by using experienced judgment and discretion.