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By David Kaupp, Xeros

Hotel owner. Sounds like one job, doesn't it? Of course, we all know that isn't really the case. Hotel owners and managers juggle a myriad of responsibilities to a number of stakeholders, including the guests, the employees, and the local and global communities. Satisfying every one of them isn't just a full-time job—it's several full-time jobs.

So how can you, as the head of the organization, ensure that all needs are met without micromanaging or losing track of your priorities? When buried in solving day-to-day guest concerns, money problems, or efficiency issues, it can be nearly impossible to focus on the overall health of your business. And without a strategy that addresses the overall health of your business, the day-to-day issues continue.

It's a vicious circle.

Consider the following hotel management strategies and initiatives as a way to dig out from beneath the pile of tasks that impede your ability to focus on what really matters: building the best hotel business you possibly can.

Engage With Your Staff

This may seem counterintuitive if you're trying to get away from the time-consuming, day-to-day tasks at your hotel(s), but it is essential to a smooth operation to stay in touch with your staff. Without open, available, and well-structured communication lines, seemingly small issues can fester into much larger, revenue-impacting issues quite easily.

Whether it is monthly meetings or open office hours, emails or phone calls, find a way have a conversation with your staff. They know what's happening in your hotel and can help you run it like a well-oiled machine, if you let them.

Outsource Where You Can

Sometimes considered a dirty word in the business industry, outsourcing really can be a hotelier's best option when it comes to organization and cleaning up the internal task lists.

Consider your marketing or PR efforts. Hotels are increasingly viewed by their guests through the lens of social media, and without a constant and full-time effort on that front, your hotel may not be seen, or worse, may be seen in a negative light. Do you and your managers have time to Tweet on top of everything else?

That said, there is also value in keeping certain tasks in house, so you'll want to carefully evaluate your current staffing abilities and bandwidth before making any outsourcing decisions.

Invest Time into Creating Processes

The most efficient businesses are those that spent the time (and yes, money) to develop straightforward processes from the very beginning. Even well-established hotels can benefit from taking an audit of the processes and workflows to determine where there might be bottlenecks or areas of confusion for employees and guests alike.

Start with the reservation process and work your way through to the guest's experience: What is the order of tasks for room cleaning? What is the check-in process? When a special request is made, who sees it first? Who carries it out? How are complaints addressed?

Share the set processes across departments. Make sure that housekeeping understands how food service runs and desk attendants know how laundry is processed. When everyone understands the flow, and their role in it, operations run more smoothly and fewer issues arise.

Audit Your Equipment Efficiency

While creating, auditing, and adjusting processes can help your staff be more effective, you should also take stock of the equipment in your hotel to ensure old or inefficient appliances aren't causing road blocks in the form of repairs or higher than necessary utility bills.

Yes, upgrading equipment, whether we're talking about dishwashers, laundry machines, or heating systems, can be costly in the short term, but the long term benefits of not spending the money or time on repairs and wasteful appliances will be a gift to both your bottom line and your hotel's overall efficiency. 

How does your hotel management ensure efficiency, cost-effectiveness, and guest satisfaction? 

About David Kaupp

David is responsible for the marketing commercialization, customer adoption, and public relations of Xeros’ technology worldwide. With more than 25 years of experience in building teams and corporate brands from start-ups to publicly-traded firms across both domestic and international B2B/B2C markets, he has provided exceptional leadership in their acquisition of and/or increase in product development and market share.

Formerly a Senior Marketing Executive and consultant in companies such as Harte-Hanks, Converge, and Aveksa, as well as Owner and Principal of a Boston-based Marketing Agency, David brings great marketing leadership to the Xeros brand. David is a graduate of Boston College School of Management with a degree in Marketing and Communications.

Contact: Neal Stein

neal@redjavelin.com / 321.473.7407

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