Guest information management

Progressive hospitality companies are all customer-oriented and do not spare efforts to gather all relevant information about their current and potential guests. There are several simple techniques to do it pro­perly. Most common of them is placing guest comment cards on dining room tables and in guest rooms. Or they are handed to departing customers. This technique provides useful information and insights into problem areas. For example, several negative comments on food would indicate a potential problem for a restaurant, if no corrective-action is taken.

A problem with guest comment cards is that they may not reflect the opinions of the majority of guests. Commonly, only those people who are very angry or very pleased take the time to complete a card. Thus comment cards can be useful in spotting problem areas, but they are not a good indication of overall guest satisfaction.

In order to identify frequent and repeat guests and give them top priority in a sales blitz, the company needs an automated guest history. It is also important to know the former frequent guests who are no longer using the hotel. Salespeople will want to call on these former clients to see if they can regain their business. This system offers a competitive advantage to a chain, particularly a small chain.

One of the most useful sources of information is the company records. This information is vital in improving service, creating effective ad­vertising and sales promotion programs, developing new products, improving existing ones, and developing marketing and sales plans. Unfortunately, many hospitality firms have only a vague idea of who their guests are.

In order to know more about their guests' preferences, hospitality companies often hire disguised or mystery shoppers to pose as customers and report back on their experience. Some companies use shoppers to alert managers, so that they would pay more attention to important areas of the operation. But this technique works best if used for recog­nition and reward for good job performance. This is the concept of positive reinforcement. If employees feel that the only purpose of a disguised shopper program is to report poor service and reprimand them, the program will not fulfill its full potential. This technique can also be used for marketing intelligence.

 

NIGHT AUDIT

Up-market hotels, especially in London, take pride in offering round-the-clock service to guests who may arrive from overseas on international flights at all hours, so a skeleton staff of up to 12 people is employed on the night shift from 11 pm to 7 am. They work in reception, telephone, room-service and security sections and there are also several night cleaners and kitchen stewards. All staff are responsible to a night manager. After the last of the guests has gone to bed, the manager's main task is to super­vise the 'night audit'. This entails checking the bar, restaurant and room-service receipts against actual payments, and allocating the balances to guest accounts, which are prepared in advance of the rush to 'check out' which starts at about 7:30 am the next day.

Depending on the room occupancy and day of the week, this audit once took 5—6 hours when it was done manually, but it is completed nowadays in less than half that time using a computer/laser printer.

From about 2 am onwards, a deep hush descends on the hotel as the taped music is turned off, the lifts no longer descend to the basement car park, the sliding front doors are locked, even the water stops rippling in the swimming pool, and the lights are dimmed in the foyer. Shortly after this, the night staff begin to gather in ones and twos and settle themselves on sofas and armchairs in the main lounge. What follows comes as a complete surprise when witnessed for the first time. A transistor radio appears from nowhere and music is turned on at low volume. Coffee, sandwiches, cold meats, pastries, and beer, crockery and glasses, are brought in on trays by two beaming night porters. Soon everyone has arrived for a late-night meal. No one discusses the work that has been completed. Porters' jackets and receptionists blazers are removed as the night shift relaxes and the talk is about sport and TV programmes.

With one exception, they are all males and the one woman is also the only English person present. She is a night-telephonist, middle-aged, fluent in four languages, and a retired Foreign Office civil servant, who reads Proust while she waits for international calls. She has taken the job 'because I am middle-aged, a spinster with a limp, and sometimes get fed up with my own company'. The remain­ing 11 male employees are from eight different countries and include an Indian-Jewish security (officer who works permanent nights 'because I love driving in the opposite direction to the heavy traffic at rush hours', and a Sri Lankan night manager who describes how he enjoys 'the authority of being in charge, because nobody will let me run a hotel in Britain during the daytime, will they?" 12 of them have worked in the hotel for two to eight years and none wishes to work on days again.

Not only is it clear that job status and authority are acknowledged, but never stated, but it also emerge that these after-midnight 'feasts' occur every night after their work has been completed. The info gatherings last until about 5 am, when the daytime doorman and the morning papers arrive and hotel gradually returns to its more familiar, bustling, formal routines and procedures.

 

 

High-Tech Investments

Hotels, in particular, are turning to the internet to increase sales. High-tech investments in websites and other facilities already have paid off for many participants in the hospitality industry. A survey of hotels in 2005 found that online sales represented 44 per cent of business for those questioned (Green and Warner, 2006). 17 Their average spend on online marketing was US$50,000 per year, and respondents rated their own website as more effective than any other online channel of distribution. The greatest challenge for hotels was setting prices of optimized revenue and having consistency between prices in different distribution channels. Online agencies and non-hotel sites have also been building up their hotel business as a way to diversify from low-margin air sales.

Southwest, for example, launched a hotel reservations service in 2001 using the Galileo global distribution system. Expedia is also having tremendous success online. In March 2001, it announced that it had sold more than one million room nights in less than three months. In comparison, it took the company three years to sell its first million room nights. Through its Travelscape division, which operates on the merchant model, Expedia contracts for special room blocks to resell to consumers at a margin, thus guaranteeing revenue for the hotel. Hotels can sign on to become an ‘Expedia Special Rate Hotel’ through Travelscape, to help fill unsold inventory. Travelscape helps hotels maximize revenue during peak, shoulder and off-peak travel periods; it also offers hotels an Extranet tool that allows them to manage inventory and rates online. However, tensions between hotels and online agencies have led to some hotels pulling inventory from websites. For example, InterContinental Hotels pulled its 3,500 hotels from Expedia and hotels.com in 2004.

IHG said the online agencies would not comply with business guidelines it had issued, and sought to have more control over how its rooms were sold.