Editorial Board   Guest Author

Mr. Abram

Andrew Abram

General Manager, Raffles Dubai

Mr. Andrew Abram is the General Manager of Raffles Dubai and most recently from the Mandarin Oriental Hotel Group, where he has held a number of positions since 2003. He was most recently General Manager of the Mandarin Oriental Dhara Dhevi in Chiang Mai, Thailand. He joined the group as Resident Manager of The Excelsior Hong Kong, and went on to lead the renovation and reopening of the Mandarin Oriental Jakarta, holding the role of General Manager for eight years. Mr Abram brings an insider's knowledge of Dubai to Raffles, having held the position of Corporate Director of Sales and Marketing with the Jumeirah International group in the Middle East. During his tenure, he was responsible for the branding and launch for several projects, including the Burj Al Arab, The Jumeirah Beach Resort and Emirates Towers. He also worked at the Carlton Towers in London.

Mr. Abram can be contacted at 971-4324-6000 or andrew.abram@raffles.com

Coming up in April 2019...

Guest Service: A Culture of YES

In a recent global consumers report, 97% of the participants said that customer service is a major factor in their loyalty to a brand, and 76% said they view customer service as the true test of how much a company values them. And since there is no industry more reliant on customer satisfaction than the hotel industry, managers must be unrelenting in their determination to hire, train and empower the very best people, and to create a culture of exceptional customer service within their organization. Of course, this begins with hiring the right people. There are people who are naturally service-oriented; people who are warm, empathetic, enthusiastic, pleasant, thoughtful and optimistic; people who take pride in their ability to solve problems for the hotel guests they are serving. Then, those same employees must be empowered to solve problems using their own judgment, without having to track down a manager to do it. This is how seamless problem solving and conflict resolution are achieved in guest service. This willingness to empower employees is part of creating a Culture of Yes within an organization.  The goal is to create an environment in which everyone is striving to say “Yes”, rather than figuring out ways to say, “No”. It is essential that this attitude be instilled in all frontline, customer-facing, employees. Finally, in order to ensure that the hotel can generate a consistent level of performance across a wide variety of situations, management must also put in place well-defined systems and standards, and then educate their employees about them. Every employee must be aware of and responsible for every standard that applies in their department. The April issue of the Hotel Business Review will document what some leading hotels are doing to cultivate and manage guest satisfaction in their operations.