| Since 1994 when the customer index was created, | | | | Tracking complaints is one of the major components |
| the hotel industry score for client satisfaction has | | | | of managing the whole customer relationship. |
| decreased from 75 to a four-year low of 71 in 1997, | | | | McNair stresses that it is significant to track and |
| where it stayed in 1998. The service industry, in | | | | analyze customer complaints and desires in order to |
| general, noticed its customer satisfaction score | | | | prevent the issues to recur. It is necessary to |
| growth 6.6% to 72.2% this year. While the hotel | | | | develop best techniques for solving problems and |
| industry's score for client loyalty grew one point from | | | | sharing the techniques in the company, and then |
| last year it is still lower that of the last years. Ron | | | | employees can resolve customer issues fastly and |
| McNair, partner, Arthur Andersen's business consulting | | | | effectively. This peculiarity may become the |
| hospitality industry practice, attributes decline in client | | | | difference between a one-time visitor or a |
| satisfaction to some industry trends. He stresses that | | | | permanent client. That is why one of the mottos of |
| record occupancy levels and sell-outs during high | | | | the the hotel managers is “making guests feel at |
| demand periods forced many properties to hit future | | | | home”. Earlier, this only meant providing a client |
| clients, leaving them to find other facilities. | | | | with a clean room and a comfortable bed. As |
| McNair pointed out that with the unprecedented | | | | lifestyles have changed hotels mush respond by |
| amount of blenders and acquisitions -- $8.7 billion in | | | | adding to their facilities and services. The examples |
| 1998 and $32.4 billion in the first quarter of 1998 -- | | | | of household trends that have become usual in hotels |
| most hotel firms have concentrated on the problems | | | | are air conditioning, remote control television, |
| of getting rather than on improving the customer | | | | pay-per-view movies, and Internet access. |
| experience. Moreover, a wide choice, minimal variety | | | | While examining today’s model houses you will |
| between properties, competitive marketing programs | | | | often find an oversized whirlpool tub and a gym |
| and present occupancy issues supply consumers with | | | | room. Once considered an extravagance, these |
| many options and little inducement to stay loyal to a | | | | facilities are now examined as ordinary as haircuts. |
| concrete hotel company. | | | | Besides, progressive hotel facilities often provide a |
| The customer index lodging industry also found out | | | | menu of services created to do everything to satisfy |
| that customer expectations concerning the obtained | | | | the customer’s needs to restore “personal |
| quality of service remained the same over the last | | | | balance and harmony”. All department managers |
| five years. Besides, the value of the received service | | | | in the hotel struggle to attract and keep customers |
| the customers pay for left much to be desired. | | | | and make them come back again. As competition, |
| McNair has pointed out that while the prices for hiring | | | | technology, and market expectations evolve, the |
| rooms grew up dramatically, the quality service did | | | | attempts of managers should be directed to the |
| not improve. The customers indicate that they do | | | | client attraction. While becoming more general, hotel |
| not get the desired additional convenience for the | | | | services are still considered to be a luxury, and |
| high prices they are paying. | | | | customers expect to get a high level of personal |
| About 20% of customers surveyed for the ACSI | | | | service. |
| told that being hotel clients, they express complaints | | | | Taking into account the fact that modern life is |
| about their living from the arrival to departure time, | | | | changing fastly hotel managers should find the ways |
| to the neatness and decoration of the rooms to | | | | to gain profits while offering high-level service to the |
| maintenance. The matter is the service level | | | | customers, so that they would wish to come back |
| determines whether a client comes back. The | | | | again. Future gains in pricing will require to be excused |
| present task is to train employees to be able | | | | by improvements in the whole atmosphere of the |
| managing with the client’s needs quickly and | | | | hotel, including the physical facilities, equipment, |
| effectively. Otherwise many clients decide their | | | | fittings, and variety of services offered. |
| issues by choosing another hotel on their next trip. | | | | |