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E-mail: [email protected] |
February 2005
Do you sometimes see a disparity between guests� wants and the ratings organizations� expectations? Are the inspectors telling you that a high rating requires services, amenities, and/or physical enhancements that your guests have never mentioned? Do you sometimes feel forced to choose between 24-hour room service which your guests have never mentioned, or some back of the house renovations that neither your guests nor an inspector will ever see but will have a direct and very positive impact on employee efficiency and guest delivery? This is certainly not the intent of the rating organizations; they, like the industry, have a vested interest in maintaining credibility with the traveling public. We believe that any conflict between guests� expectations and rating requirements, either real or perceived, is an unintended consequence. AAA�s original goal of developing and publishing its Diamond Ratings Guidelines was to standardize the rating process and ensure greater consistency. We tried to be as precise as possible in establishing what physical facilities, amenities, and services were expected at each rating level, and I still believe we did a very good job. This effort received invaluable input and aid from the industry. The continued cooperation and open dialogue between the rater and the rated is an integral part of any successful program. In my professional, albeit admittedly biased opinion, the resultant ratings were more consistent and more accurately represented the current state of the industry. This was particularly so at 4 and 5 Diamond properties. The inherent and unavoidable problem with any standardized rating system is two-fold. First, there must be some allowance for personal on-site objective interpretation of the standards by the inspector. Second, the complexity of today�s lodging and dining choices exacerbates the difficulty of applying very precise standards to the seemingly endless array of properties. Is it fair, or even possible, to apply the same standards to a 50-unit downtown historic �boutique� inn as are applied to a 500-unit resort with a variety of accommodations and recreation choices? What brings the guest to a particular type of property? Do guests have the same expectations at the urban boutique inn as at the remote mega-resort? Do they want or expect the same services and atmosphere? If we aspire to complete ratings integrity and maximum consistency, we could try to find a way to make �one size fit all� by applying one set of standards to the ever increasing array of properties. We question the practicality of this approach. One alternative is to modify the standards to address the different types of lodgings. AAA has tried to address this problem with its property classification system. This complex system involves a basic classification by style of operation, followed by �overall concept�, further segmentation by service level expectation, and finally by a sub-classification if applicable. Sound complicated? If you think just understanding it is complicated, imagine trying to discuss it with a property owner or manager who is already justifiably displeased with his/her rating. An equally difficult, if not irreconcilable, part of the problem is that the millions of travelers who use the various rating guides do not always read the complete property information description. Too often they read only the number of stars, diamonds, and dollars. This is in no way intended as a criticism; on the contrary, these millions of travelers are the only reason we exist. Without their continued support and patronage, there would no need for lodging and dining operations and therefore no need for ratings. We believe it is absolutely essential that we continue to improve our services to meet their needs and retain their trust. In the long term, this is possible through collaboration between the industry and the rating organizations. We are confident that the rating organizations will continue to update and modify their procedures and standards to meet these new challenges. In the interim, we advise our clients to determine exactly what their guests want and continue to provide it, while balancing that against changing industry standards. We never advise a client to provide a service, an amenity, or any physical enhancement solely to meet a rating requirement. We always try to find a way to achieve both goals. We also point out the potential consequences of various courses of action so the client can make the final decision based on the best available information. We suggest the same approach to all. You can do it on your own, or you can seek outside help. Either way, we are confident that the industry will continue to do what it has done so well for so long; serving your guests by always putting them first. |
Cheryl Griggs & Harry Nobles
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