We in Hospitality have lost touch and share the responsibility for consumer cynicism angst and ennui. For my generation, as Baby Boomers, allow me to wax philosophically.  We remember road trips, anxious for the sight of that orange roof and brand hot dogs and fried clams.  We remember uncomplicated television, actually once the new frontier, now the wasteland.  We recall trips to Bermuda, resplendent with easy smiles and odd driving patterns.  Vacations in New England at the elegant grande dame resorts, the energy of New York City, Spring Break in Ft. Lauderdale. 

Dial phones were the standard, gas was under 50 cents, and Walter Cronkite reigned supreme.  Simple and reliable times, but a benchmark for our generation, as we sharply assess the Hospitality Industry, which is caught in a time warp, of sorts. 

There is little remarkable out there, rather the mundane.  Our Destination marketing organizations strive to bring traffic to our areas, and then the Visitor is thrown to the Hospitality community. 

The Visitor hopes that the reservation is correct and held, the room is habitable, the food is hot, the attractions and stores are clean, and it does not rain.  They do not expect a smile, eye contact, words of welcome, attention to their needs or even thanks for their business.  Gosh, what has happened?

I think we have been lulled into this Hospitality "trough", because we are tired, beaten up.  We are continually looking at our numbers, our staffing, our marketing, our covers, complaints, A/P, legislation — the list goes on.  Yet, Hospitality is a true calling.  We really do want to take care of the Guest.  We feel deeply about service, our operation, standards, our results and our reputations. 

The current model does not work, and what you have in place is not sustainable.  You know this, too.  What to do?

Firstly, challenge your Destination Marketing Groups — your CVBs, CVAs, TDCs, lodging and restaurant associations, your chambers.  Marketing goes beyond promotion; there should be programs in place to support and advance your business and your practices. Do not let them acquiesce from the mission! Some get it, like Myrtle Beach.  Without the infrastructure, the Guest will suffer, and bad news travels quickly, as we know.

Secondly, take a fresh look at your business.  "If it ain't broke…" does not make it, for you have then embraced the philosophy of Planned Obsolescence, the Detroit auto manufacturing credo. Consider where they are now! A change in direction is not a curse; it is an investment.

Your paradigm shift to Remarkable Hospitality is a readjustment to Guest focus, where it belongs.  If you do not care, they surely will not either. There are several Key ingredients, which drive this shift:

• Product/Service:  What did you present to the Guest?  You start out with the most fundamental building block — Quality.  Is your operation clean, safe, secure, comfortable, and in good condition?  You build from there, establishing your distinction.
• Delivery on Customer Service:  Hire for attitude.  Everything else is trainable.
• Technology:  Back of the house systems allow you great efficiencies and reporting capabilities; front of the house amenities, such as WiFi, create your competitive stance in the marketplace. 
• Reward and Recognition:  Staff members, your messengers, who provide performance excellence, demand a suitable response from Management.
• Communication:  Information empowers those who represent your interests.
• Marketing/Promotion/Advertising:  Review your mix and the means you have selected.  Be consistent and passionate with your message.
• Guest Satisfaction:  If you do not know what your Guest desires, how can you possibly meet those needs?

Rather than bemoan the obvious, take the initiative.  We can fashion dreams, we must frame expectations, and we should deliver memorable experiences.  Start the journey to remarkable Hospitality!



About the Author
John R. Hendrie is the CEO of Hospitality Performance, Inc.

HPI measures the performance of lodgings, restaurants, clubs, cruise lines and attractions against reasonable hospitality standards through a comprehensive assessment process, and then helps market the achievement of those standards to a discerning customer.

http://www.hospitalityperformance.com