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APRIL: Cultivating Guest Satisfaction and Retention

Michael McCall

Customer loyalty programs have become a 6 billion dollar a year industry, and yet for many firms they remain an expensive customer benefit that is unconnected to the firms overall marketing strategy. In this brief report a number of mechanisms are proposed that may help firms to retain customers and increase overall satisfaction. READ MORE

Dawn  Wells

Juggling the needs of guests, the personalities of associates and the demands of owners makes the daily life of a general manager anything but routine. As a multi-tasking GM, where do you start? Award-winning GM Dawn Wells, a seasoned professional in Charleston, South Carolina, shares her the insights and experiences working with associates that have resulted in top guest satisfaction scores at her hotel. She notes that showing the staff that you care is an important first step. Giving encouragement and recognition to her team coupled with building and maintaining relationships combined to make a difference with her associates, guests and ultimately the hotel’s bottom line. READ MORE

Sapna Mehta  Mangal

Counterfactual thinking is an overlooked cognitive notion that can adversely or favorably sway a hotel guest’s satisfaction and retention level. Research has shown that counterfactual thinking can magnify customer satisfaction or customer dissatisfaction levels. Counterfactual thinking is a conduit to a range of human emotions like feeling of regret, anger, and relief. These emotions in the context of hotels can be linked to a guest’s post purchase service evaluation. Examples of counterfactual thinking, alongside with guest satisfaction, and retention levels is also laid out. The write up helps to bridge these conceptual gaps, and other related issues to establish pivotal connections among these otherwise unrelated concepts. READ MORE

Tom Conran

A hotel is more than a building. It’s a place. It should not be viewed as a commodity but rather a distinct buying proposition with meaningful benefits. By creating and delivering the right kinds of experiences it can accomplish that mission and be transformed from merely a physical space to a dynamic destination and, as a result, become the preferred spot for guests and travelers. The key to doing this is to develop an “experience framework” that details the proposed positioning of the hotel. Once established, the various contributors and property attributes should individually and collectively align and reinforce the experience proposed. READ MORE

Coming Up In The May Online Hotel Business Review


Feature Focus
Hotel Sustainable Development: Integrating Practices for the Environment and the Bottom Line
The term “sustainable development” was first coined in 1987. In a report entitled, “Our Common Future,” the Brundtland Commission defined sustainable development as follows: “Sustainable development is development that meets the needs of the present without compromising the ability of future generations to meet their own needs.” This definition immediately caught on. In the business world, it is sometimes referred to as a triple bottom line – capturing the concept that investments are profitable, good for people and protective of the environment. Within the hotel industry, companies have taken an active role in committing themselves to addressing climate change and sustainability. Hotel operations have realized that environmentally sound practices not only help the environment, but can lead to cost reductions, business expansion, and profit growth as consumers increasingly seek environmentally sustainable products and services. In a recent survey by Deloitte, it was noted that 95% of respondents believe that the hotel industry should be undertaking “green” initiatives. Additionally, 38% of respondents said they made efforts to identify “green” hotels before traveling, and 40% said they would be willing to pay a premium for the privilege. These results suggest that consumers want and expect sustainability in their travel plans. In response to these trends, many hotel companies and on-line travel agencies have even begun offering their consumers an opportunity to purchase carbon offsets to reduce the environmental impact of their trips. The May issue of the Hotel Business Review will document how some leading hotels are integrating sustainability practices into their hotels and how their operations, consumers and the environment are profiting from them.