How do we break the stalemate?
Maintaining a competitive standard of service is vital, says Calum Russell.
The "corporate transient" world of today is increasingly commoditised. Rooms are bought on the basis of location and price, and we continue to operate in a globally competitive climate. What can we do to break the stalemate? The events of last year may well have provided us with the answer.
So-called "facility creep" has become increasingly expensive for hotel operators hit by the slump in trade. Operators must now offer service standards that satisfy sophisticated consumers who want quality but, above all, value.
Similarly, whether you are a single property owner-operator or an international brand, you must put reputation management first.
Refurbishing properties to meet ever more demanding service standards is an inevitable part of running a hotel business. It is initiating the necessary culture change to deliver consistent quality that is painful, particularly with a shortage of skilled labour.
Becoming better at recruitment and attracting the right people is key. Companies need to look at how to inspire individuals to make the whole organisation more effective.
Our people in the front line are the ambassadors of our brands, and formal skills training is a key part of attracting and retaining talent. But, even with good training, people across a business must understand brand values and know what they are working towards.
Since our franchise deal with Marriott's Ramada International brand last year, the 57 hotels in our portfolio flying the Ramada flag have adopted its five core brand promises, from welcoming staff to exceptional cleanliness.
From a marketer's perspective, respect for your brand among your employees is crucial. But does it take big-brother tactics (for which, read invisible guest programmes) and a tangible link of standards to pay packets to ensure that these benchmarks are understood and respected?
When the deal with Marriot was signed last year, we embraced semi-announced evaluation visits conducted by independent auditors to measure quality against Ramada brand standards.
Inspectors check in and test out service and standards before announcing themselves to general managers, who must then give them full access to hotel operations. Before leaving, the inspector hosts a feedback session with the hotel team, who are presented with a full report on their "gaps to perfection". This forms the basis of an action plan.
Improving standards can't just be about listening to your employees - it is about harnessing the views of your audience. Particularly in the current climate, we should view guests as a source of free consultancy. Comment cards, surveys or encouraging staff to ask customers about where we can improve can be surprisingly useful.
Combining this feedback and our talents, we can fuel a better business into the future.
Calum Russell is marketing director of Jarvis Hotels
