| As a corporate executive, business owner and | | | | The Common Denominator |
| traveling from time to time over the globe I have | | | | The most common denominator seems to be |
| noticed a disturbing trend that continues unabated | | | | inconsistent customer service. Employees can be |
| in many countries of the world. | | | | well groomed and outwardly look impeccable |
| The Star Rating! | | | | however once they open their mouths I feel like |
| Traveling incognito, formally however more than | | | | saying 'pardon me your attitude is showing - bad |
| often informally I have been amazed not to | | | | attitudes'. |
| experience what was promised in the brochure or | | | | Conversely I have been in establishments where |
| on the web-site and often in fact the experience | | | | employees have gone out of their way to ensure |
| the opposite - mediocrity. | | | | my colleagues and my stay is a pleasant |
| This has occurred in Australia, New Zealand, Asia, | | | | experience and for this management and |
| The Middle East, Europe and the United States. | | | | employees need to be congratulated and |
| One must ask the question: 'why is this so' to | | | | rewarded. |
| quote the late Julius Sumner Miller. | | | | The Challenge |
| From modest hotels and restaurants to top five | | | | As a businessman and a private citizen who has |
| star hotels, resorts and establishments I have | | | | worked in many strata's of society it is my |
| found that there are some large variations in the | | | | conclusion that management must ensure that |
| star ratings. | | | | they deliver what they have promised and this |
| These include: | | | | must be reflected in their marketing material or |
| 1. Misleading adverting materials, | | | | else they are promoting untruthfulness. |
| 2. Inattentive and disinterested employees, | | | | Secondly and more importantly employee |
| 3. Superficiality - employees appear interested and | | | | selection should not be chosen on outward |
| well groomed on the outside but question them | | | | appearance of beauty but the inner beauty and |
| and the veneer of customer care vanishes in the | | | | service ethics that comes through consistently. |
| blink of an eye, | | | | While recently in Thailand on holidays and business |
| 4. Unbending petty rules and lack of flexibility by | | | | I stayed in a 4 star hotel in Chiang Mai. I received |
| management and employees, | | | | what the brochure and the internet had promised |
| 5. Services advertised not provided, | | | | would be experienced as well as finding the |
| 6. Dirty and unclean rooms, | | | | employees attentive and service oriented (gang |
| 7. A cavalier approach to customer service, | | | | mark). Naturally I now recommend this |
| 8. Unhelpful employees, | | | | establishment to others. |
| 9. Incorrect pricing, | | | | Contrast this with a resort in New Zealand that |
| 10. Less than attractive food and beverages. | | | | outwardly appeared pleasant however it was dirty |
| This is not an exhaustive list of the issues facing | | | | and did not live up to its expectations. |
| hotels, resorts and restaurant managers but | | | | Conclusion |
| enough to raise a few eyebrows and concerns. | | | | In the competitive world of today hotels, resorts |
| I have often pondered this conundrum in traveling | | | | and restaurants must deliver what they promise. |
| in and from Australia to other far off destinations | | | | Secondly they must take care and attention to |
| arriving weary and often just wanting to check in | | | | employee customer service, training and |
| and rest. | | | | understand the notion of flexibility. |
| But NO - the expectations are often not meet. | | | | Emotional intelligence over intellect appears to |
| Because I am a practitioner of employee relations, | | | | demonstrate a higher basis for assessing attitude |
| human resources and occupational health and | | | | and customer service. |
| safety with a keen interest in customer service I | | | | Thirdly consistency, consistency, consistency is |
| take particular notice of these events. | | | | without a doubt a must. |
| However this experience has not been confined | | | | Your business will often grow or shrink depending |
| to me alone but to other travelers. Often these | | | | on your ability to deliver. People will often overlook |
| same travelers will not let you know their | | | | minor issues if the customer service is |
| concerns, will not complete your suggestion forms | | | | outstanding. |
| however they will spread the good or the bad | | | | These impressions remain long in the mind of the |
| news to their business associates and friends the | | | | traveler. |
| bad news as we know travels faster. | | | | Can we trust the star rating: the answer in my |
| Question - Can we place faith in the Star Rating? | | | | view is NO! |
| From 30 years plus experience I can truthfully | | | | Do you homework before you travel and ask |
| say the star rating method is flawed and cannot | | | | others who have been to the same area you are |
| be relied upon. | | | | traveling to for their opinion. It might save you |
| This is not just a cultural issue as some of the | | | | money and grief. |
| best establishments I have stayed and dined in | | | | Hoteliers, Resort owners and Restaurants take |
| are in places you would not normally expect. | | | | particular attention to training and ensuring good |
| The hospitality industry must align itself with client | | | | customer service. You will notice your bottom line |
| and customer expectations and live up to the | | | | profit and reputation increasing. |
| glossy brochures and marketing material. | | | | |