To someone who has never heard the phrase Lobby Lizard, it might sound like a cross between an escaped (and probably unauthorized) �guest� and someone who might enjoy a lobby bar too regularly.

It is neither.  What is it then?  A lobby lizard is someone from hotel management who recognizes that customers in all kinds of businesses, especially service, respond positively to proper handling of service problems and complaints.

Statistically, figures we have seen for years in a variety of publications (ranging from the American Hotel & Lodging Association seminars to US News and World Report stories) reflect the reason why customers stop patronizing a business:

• 1% die
• 3% move
• 5% find a new friend in the business
• 9% go to a new or different competitor
• 14% have product dissatisfaction
• 68 % experience an attitude of staff indifference from one or more employees

That is where a �lobby lizard� program can be a sales and service lifesaver.  An effective program will have someone from management physically in the lobby at morning coffee and check-out times, talking with guests and demonstrating that this hotel is not indifferent to the minor annoyances that may be the unconscious reason that guest decides to go elsewhere next trip.  It can be the GM, manager on duty, front office manager, executive housekeeper or whoever is suited to both listen and respond to problems.  Management staff in uniform, such as the chef or engineer, can have a very positive impact. 

All hotels have some kind of feedback system, ranging from welcome calls to comment cards to guest service hot lines.  Many times these systems identify and perhaps handle the blatant problems, like a malfunctioning TV, a leaking showerhead or the wrong type of bedding.  It is the �little� problems like the wrong wattage light bulb; the hour the housekeeper starts cleaning rooms rather loudly or the �acceptable� (but less than enjoyable) dinner in the hotel restaurant last night.

If our goal is return guests, then key success factors may include being away from the front desk or on the guest�s �side� of the desk. Handling complaints and providing specific responses as quickly as possible, even if it means calling the guest later that day after they have checked out can mean the difference on the guest�s future decision to return or not. 

Look at those customer statistics again and don�t let the �big one� of staff indifference happen at your hotel!
 
 

John Hogan, CHA MHS is the Director of Education & Training for Best Western International, the world�s largest lodging brand.  His background includes teaching college level courses as an adjunct professor for 20 years, while working with Sheraton, Hilton, Omni and independents hotels.  Prior to joining Best Western International in spring of 2000, he was the principal in an independent training & consulting group for more than 10 years.  He has published more than 75 articles & columns on the hospitality industry.

The opinions expressed in this article are those of the author and do not necessarily reflect the views of this publication or of Best Western International.