| We all have our stories, many are hand-me-downs; or | | | | the types of services that will affect a guest's |
| traditional within our societies. When it comes to the | | | | perception of the hotels service into respectively three |
| Hospitality Industry - that is Hotels and Restaurants - | | | | and four cues. |
| everyone has their own. Many have heard of Alain | | | | - Necessary - Those a guest will consider necessary |
| Ducasse, who at one time had several four-star | | | | for functionality. If these are not present, guests will |
| restaurants in France; now of course he has become | | | | instantly downgrade the perception of a hotel. No |
| a conglomerate with locations throughout the world. | | | | dearth of additional amenities will overcome the failure |
| When they opened in New York a friend of mine | | | | of a necessary cue. Examples of this are linens on the |
| became the Maitre d'hotel, while trying to elevate this | | | | beds, towels in the bathrooms and a viable restaurant |
| particular Ducasse to a four-star rating they | | | | in the hotel. |
| investigated many special amenities. Thousands | | | | - Desirable - Services guests would like to see but not |
| weekly on flowers, several uniforms versions were | | | | necessarily demand. Beautiful lobbies or grounds, indoor |
| tried, and an experiment was undertaking giving guests | | | | pools, 24-hour room service, etc. These are the items |
| their choice of 5 or 6 different pens at the end of the | | | | that, if present, will not improve your guests |
| meal to complete their credit card approvals. While | | | | perceptions because they might never consider using, |
| they implemented many of the tried possibilities, the | | | | for instance the pool; but if they do, and have an |
| pen idea was an extra service flop. | | | | unpleasant experience will definitely negatively impact |
| Many of the guests, after spending several hundred | | | | their ratings. |
| dollars on dinner, thought it might be a wonderful idea | | | | - Passive - These are taken for granted by your |
| to keep the Cross or Montblac pens laid before them. | | | | guests. For example, you accept credit cards, have |
| Much of the profit made on the dinner quickly | | | | hot water, or heat/cool your rooms so they are |
| disappeared with the $150 pen; this became a classic | | | | comfortable. These are unnoticed by your guests, and |
| example of offering too much service and making less | | | | therefore add no pluses to your service perception; but |
| money. | | | | if any of these lose functionality, your quality perception |
| Most hotel managers try to elevate their service with | | | | will drastically decline. |
| the hope it will influence the outside world's perception | | | | - Neutral - These will evoke neither praise nor |
| of quality. Pressed, starched, and unique uniforms for | | | | complaints. They also encompass items outside your |
| the staff; premium toiletries in the baths, thick | | | | control. Weather, waits for elevators, a loud guest in |
| bathrobes, and free breakfast service are common | | | | the bar; all are noticed by your guests but normally not |
| amenities. | | | | attributed negatively/positively to their experience at |
| However, recent studies, and also most consultants, | | | | the hotel. Of course, they can create complaints if the |
| have concluded that these add-ons, while welcome, | | | | staff does not handle situations properly. For example, |
| are also oft times expected in a quality establishment, | | | | serving a guest in the bar liquor after an especially loud |
| and therefore, can have only negative impact on | | | | dissertation. |
| quality if not handled correctly. | | | | Spending a hotel's dollars to improve service is usually |
| For example, a shampoo that dries out the scalp, and | | | | a sound business decision. Common sense should |
| causes dandruff, may affect the guest's overall | | | | usually prevail in these decisions. Most hotels spend too |
| impression of a hotel. The same is true for a stained | | | | little on educating the staff then they should. Meet your |
| robe, or a sloppy uniform. Conversely, if an | | | | guest's expectations, as best as one can anticipate |
| establishment provides these types of amenities | | | | them, using a spending plan that directly influences the |
| perfectly, few guests will laud you for your efforts. | | | | bottom line. Most hotel consultants concur you can |
| Both the consultants Silverman & Gover, and | | | | overcome almost any malady with proactive, swift |
| Cadotte & Turgeon, have separately categorized | | | | action by your staff. |