Ebook A hotel manager’s handbook: 189 techniques for achieving exceptional guest satisfaction - Part 2
➤ Gửi thông báo lỗi ⚠️ Báo cáo tài liệu vi phạmNội dung chi tiết: Ebook A hotel manager’s handbook: 189 techniques for achieving exceptional guest satisfaction - Part 2
Ebook A hotel manager’s handbook: 189 techniques for achieving exceptional guest satisfaction - Part 2
Section IIIManaging the Critical Drivers ofService ScoresPREVIEWResearch indicates that a few key areas have sizable impacts on guest sentiment. One o Ebook A hotel manager’s handbook: 189 techniques for achieving exceptional guest satisfaction - Part 2 of these key areas is service failure recovery—when something goes wrong, the hotel has the guests full attention. Hie second critical area is forecasting/contingency plans—the hotel must accurately forecast business levels and have plans in place to deliver top-rate service when actual business lev Ebook A hotel manager’s handbook: 189 techniques for achieving exceptional guest satisfaction - Part 2 els exceed forecasted levels. The third key area is perceived waiting times—once in the hotel, guests do not like waiting to participate in the variouEbook A hotel manager’s handbook: 189 techniques for achieving exceptional guest satisfaction - Part 2
s stages of experience consumption.CHAPTER ọService Failure RecoveryIn the hotel business, due to the highhuman component and the many moving parts, tSection IIIManaging the Critical Drivers ofService ScoresPREVIEWResearch indicates that a few key areas have sizable impacts on guest sentiment. One o Ebook A hotel manager’s handbook: 189 techniques for achieving exceptional guest satisfaction - Part 2 vertheless, while a certain portion of problems and failures are inevitable in the hotel sector, such problems and failures do not necessarily need to yield dissatisfied guests. In fact, it is often possible to receive higher satisfaction ratings from a guest after a failure than if the situation ha Ebook A hotel manager’s handbook: 189 techniques for achieving exceptional guest satisfaction - Part 2 d never occurred.°ur teacher, notour undertaker-Denis WaitteyFailure should bHie recovery paradox refers to the notion that a service failure might ofEbook A hotel manager’s handbook: 189 techniques for achieving exceptional guest satisfaction - Part 2
fer an opportunity to receive higher satisfaction ratings from guests than if the scenario had never occurred—but only if you deliver an excellent faiSection IIIManaging the Critical Drivers ofService ScoresPREVIEWResearch indicates that a few key areas have sizable impacts on guest sentiment. One o Ebook A hotel manager’s handbook: 189 techniques for achieving exceptional guest satisfaction - Part 2 the failure. Because guests often understand that some problems and failures are inevitable, the fact that you went the extra-mile to remedy the problem signals your integrity. Guests become very observant of your actions after a service failure because the situation has caused the transactionIto de Ebook A hotel manager’s handbook: 189 techniques for achieving exceptional guest satisfaction - Part 2 viate from their “mental script” of what they anticipated [17]. Consequently, this heightened guest attention opens a window for you to impress.EvidenEbook A hotel manager’s handbook: 189 techniques for achieving exceptional guest satisfaction - Part 2
tly a number of conditions must be in place in order to catapult guest satisfaction after a failure. First, the failure recovery that you and your staSection IIIManaging the Critical Drivers ofService ScoresPREVIEWResearch indicates that a few key areas have sizable impacts on guest sentiment. One o Ebook A hotel manager’s handbook: 189 techniques for achieving exceptional guest satisfaction - Part 2 [18]. Third, if the guest perceives the likelihood of reoccurrence as high than s/he will not view the situation favorably [19]. Fourth, if the failure is too severe it is unlikely that an excellent recovery can spawn paradoxical increases in satisfaction [20].It is important to note that handling a Ebook A hotel manager’s handbook: 189 techniques for achieving exceptional guest satisfaction - Part 2 failure properly can trigger a recovery paradox, but conversely, not handling the failure properly can result in a double deviation effect. Double deEbook A hotel manager’s handbook: 189 techniques for achieving exceptional guest satisfaction - Part 2
viation is the term used to describe a situation in which your hotel is made aware of a problem, but the resolution offered by your staff is so poor tSection IIIManaging the Critical Drivers ofService ScoresPREVIEWResearch indicates that a few key areas have sizable impacts on guest sentiment. One o Ebook A hotel manager’s handbook: 189 techniques for achieving exceptional guest satisfaction - Part 2 he health of your property. This chapter, therefore, offers a number of techniques related to high-performance failure recovery. Some techniques focus specifically upon situations in which the failure was out of the control of the hotel because offering guests relief in such situations is a particul Ebook A hotel manager’s handbook: 189 techniques for achieving exceptional guest satisfaction - Part 2 arly effective means of spawning recovery paradoxes.Technique #139Ask About Travel ExperiencesOffering redress for problems not caused by the hotel caEbook A hotel manager’s handbook: 189 techniques for achieving exceptional guest satisfaction - Part 2
n be a key driver of guest satisfaction. For example, if a guest mentions travel-related problems experienced before arrival, the hotel should offer aSection IIIManaging the Critical Drivers ofService ScoresPREVIEWResearch indicates that a few key areas have sizable impacts on guest sentiment. One o Ebook A hotel manager’s handbook: 189 techniques for achieving exceptional guest satisfaction - Part 2 ing so increases the probability of finding out about travel-related frustrations.□We already practice this technique□Tills technique would not be suitable for our operationI I We practiced this in the past and need to jumpstart□We should implement this techniqueAssigned to:_________________________ Ebook A hotel manager’s handbook: 189 techniques for achieving exceptional guest satisfaction - Part 2 _Projected Date of Implementation:#140Technique #140Thank Guests for ComplainingAll associates should be trained to thank guests when they voice validEbook A hotel manager’s handbook: 189 techniques for achieving exceptional guest satisfaction - Part 2
complaints. Such a thank you encourage guests to communicate problems directly with the provider as opposed to posting complaints on social media forSection IIIManaging the Critical Drivers ofService ScoresPREVIEWResearch indicates that a few key areas have sizable impacts on guest sentiment. One o Ebook A hotel manager’s handbook: 189 techniques for achieving exceptional guest satisfaction - Part 2 ueQ This technique would not be suitable for our operation□We practiced this in the past and need to jumpstartrj We should implement this techniqueSection IIIManaging the Critical Drivers ofService ScoresPREVIEWResearch indicates that a few key areas have sizable impacts on guest sentiment. One oGọi ngay
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