| by Harry Nobles, November
1999
In a recent article, I offered some suggestions for keeping your property
at the physical level expected for a particular AAA rating. The physical
attributes are very important, and include everything from the size of
the bath soap to the quality and consistency of housekeeping. Even
with the most modern and luxurious decor, furnishings, and amenities
in place, a property can be denied an additional diamond or lose one due
to service.
Service deficiency can be in two areas: the absence of a service,
or poor delivery. Either carries the same risk, i.e. a potential
negative impact on your rating. My clients often ask, �Is it better
to provide a service poorly, or not provide it at all?� In my opinion,
it is never wise to provide any service poorly. My advice: if you cannot
do it well, don�t do it at all. What if it is a service that
AAA requires at your targeted rating? Second bit of free advice:
figure out how to do it well, or don�t do it at all.
I suggest that you first determine which services your guests want and
are willing to pay for. While I am not an advocate of providing
services just to earn or keep a rating, that is sometimes a necessary evil,
and is of course a management decision. Whatever your final decision
on services to be provided, the next step is the same.
I suggest you set up a training system that will enable your staff to
provide the services consistently for every guest every time, as near to
perfection as possible, and at an acceptable cost. An effective
training system will include a plan for periodic testing to be sure your
established standards are met. Mystery shopping is one way to evaluate
the efficacy of your training. Your training system should also include
retraining and/or cross-training as needed. Please don�t overlook
the opportunity to recognize and reward employees as appropriate.
As with physical requirements, the service expectations continue to
rise, and maintaining your AAA rating never gets easier. You can
stay ahead of the game by getting an early start and following a continuous
physical and services improvement program. |
