How hotels meet customer needs

Question 1: What kind of hotel do customers want? We have heard earlier that Huanglong is cooperating with IBM to create a "smart hotel" full of technology. This personal experience is indeed different. From the smart card in my hand, guest room navigation system, TV access control system, to interactive digital TV, LCD atomized glass, guest room smart phone... the application of various new technologies not only surprises me, but also makes me sincerely feel for China. We are proud of a company with international vision and pursuit. Surprised and proud, as a scholar, I began to think about the Huanglong phenomenon from a professional research perspective. At the welcome dinner, I bluntly raised a very simple but somewhat pointed question to Mr. Du of Huanglong: If the advantageous technology is imitated or copied, or if IBM designs a set of intelligent solutions for other hotels, Huanglong will have another problem. What will we rely on to lead our opponents? Perhaps, this question is a bit harsh and inappropriate. After all, the current Huanglong is enjoying praise from the industry. This year, it participated in the "Golden Pillow" Award for the first time and won two honors: "China's Top Ten Most Popular Business Hotels" and "Best Hotel Manager of the Year", and the first ten Eight of the winners are foreign brands. However, for a truly far-sighted company, this issue is unavoidable. The answer is actually very simple: rely on soft power and service to lead the competition. I have met many domestic hoteliers. When they talk about competition with foreign competitors, most of them clearly see the gap between the two, but they often believe that the gap exists because foreign hotel brands have a longer history and customers The Internet is more developed, and no matter how hard we try, it is difficult to catch up with them. In fact, after years of research and attention, I found that behind these seemingly substantial reasons, the gap in domestic hotel service concepts and capabilities is the fundamental reason. From "standard service" to "lean service", domestic hotels and international brands with a long history have different starting points, but they are all developing in this direction. Compared with "lean service", the gap between "standard service" is reflected in: First, "standard service" delivers a relatively consistent service level, while "lean service" highlights the level of personalization. Personalization not only means the personalized configuration of hotel facilities and room supplies, but also highlights the matching of the performance of service personnel with the individual needs of customers, creating a "just for me" service interaction atmosphere. In this regard, many domestic hotels have a big gap. They feel that the service is not distinctive and the employees are stiff and dogmatic. It is difficult to truly impress customers and leave them with good memories. Secondly, "standard service" is a service oriented by customer functional value, while "lean service" focuses on improving customers' emotional value. As competition in the hotel industry intensifies, the conditions, facilities, and environment of enterprises in meeting the basic needs of customers for accommodation are increasingly improved, and the functions of hotels are becoming stronger and stronger. It is no longer difficult to meet customer expectations. In this case, identifying and meeting the spiritual needs of customers in hotel consumption will be of great significance to the hotel in cultivating customer loyalty. Third, "standard service" is centered on "standards", while "lean service" is centered on "culture". Many hotels include the angle of bowing, the tone of speaking, and even the number of teeth shown when smiling as service standards. These standards are good if they are implemented well, but if they are not implemented well, they will make customers feel artificial and unreal, reducing their willingness to do further business. Those companies that focus on "culture" attach great importance to using a series of effective and constantly improving corporate culture concepts and values ????to guide employees, subtly internalize the service brand into action, and truly change the behavior of employees. , affecting the hearts of employees, so that the services provided will make customers feel comfortable, sincere, and more willing to get closer. Finally, "standard service" pays attention to the level of customer service satisfaction, that is, static quality, while "lean service" pays more attention to the process of interaction between customers and the hotel (including the hotel's physical environment and personnel), that is, relationship quality. Many hotels ask customers to fill out questionnaires, which tend to have mostly static questions, focus on service elements, pay attention to the final level of customer satisfaction, and improve service quality based on customer ratings.

4. Pay attention to the establishment of personal selling system. The products a hotel can provide are, in the final analysis, services. And service depends on people to complete it. There are many ways for hotel products to be promoted, such as print advertising, TV advertising, personal selling, etc. Compared with advertising, the advantages of personal promotion are more obvious. It is easier to be accepted by guests and establish cooperative relationships.

Question 4: How to analyze the survey report on the needs of hotel guests. As a customer, the psychological needs of the hotel are:

Cleanliness and reassurance;

The environment is quiet, which makes people feel at ease;

The supporting facilities are complete, which makes people worry-free;

The service is considerate and delicate, which makes people feel comfortable;

The light in the room is moderate, which makes people feel at ease. People meditate.

Question 5: Interview question: The customer wants to stay in a hotel, but there is no room, but the customer's needs must be met. What should I do? Tips for answering 100% urgently:

First, take a look Does your hotel have a room that allows you to check out on the same day, but charges an additional full-day room rate (everyone who works in a hotel knows this). Generally, such rooms are reserved for overnight stays, so clean such rooms for guests to stay in. And explain and apologize to the guest

Secondly, if there is no room available, then book the nearest hotel for the guest and reimburse the taxi fare, because it is the hotel's mistake and apologize.

Question 6: How should hotels deal with hotel interests and customer interests? Hotel profits come from customers' payments. Customers are willing to pay to the hotel because the hotel provides them with products that satisfy them. If the hotel's products can fully meet the customer's needs, the customer is likely to become a loyal customer. Loyal customers are an important resource for hotel profitability. As the basic unit that organizes the production and exchange of service commodities, modern hotels are an important part of tourism resources. Shaping and improving customer loyalty has become the core content of hotel management. Only highly satisfied customers are likely to become loyal customers. Discovering customer needs and improving customer satisfaction have become the main content of business operations. Customer satisfaction is determined by the comparison between the quality of the products or services provided by the hotel and the customer's benefit needs (including actual expectations and potential expectations). The customer satisfaction model can systematically describe the relationship between the specific attributes of hotel products, customer satisfaction, customer loyalty and profits. From the customer satisfaction model, it can be seen that the customer's overall satisfaction with a hotel is derived from the aggregation of satisfaction with certain important benefit needs or values. It can be seen that if a hotel wants to improve the overall customer satisfaction, it must accurately grasp the interests and needs that guests are most concerned about when they stay in the hotel. In its many years of operation, Harbor Impression Hotel Chain has always insisted on putting the interests of customers first. It believes that only by meeting customer needs to the maximum extent, maximizing customer satisfaction, and making customers feel value for money and value for money can the hotel continue to be sustainable. Develop and continuously improve. Through years of business experience and return visits to customers, Harbor Impression Hotel Chain has come up with the following customer benefit needs: 1. Safety needs All guests staying in the hotel have safety needs for their personal and belongings. 2. Convenience needs: All guests staying at the hotel hope that the hotel will provide them with convenient services. Especially economical express hotels with accommodation as the core are distinguished by warm and comfortable accommodation environment and convenient hotel facilities. 3. Privacy needs All guests staying at the hotel need privacy protection of relevant information. In addition to providing a quiet resting environment, Harbor Impression Hotel chain also ensures maximum sound insulation in each room in terms of room design to protect customer privacy and security. 4. Respect needs. Harbor Impression Hotel chain also shows great respect for respect needs. Warm and considerate service with a smile is like a ray of sunshine, which can make customers immediately feel the intimacy of the hotel customer service, the security of the living environment and the sense of belonging at home. The hotel pays special attention to details and personalized services, and continuously improves service quality. Harbor Impression Hotel Chain dares to sacrifice some of the hotel's immediate interests and pay more attention to customers, making customers feel that they are worth their money or even more value for money. Only in this way will a certain brand effect be formed, and the hotel can continue to develop and gain long-term benefits.

Question 7: How to establish a long-term relationship between hotels and customers. The long-term relationship between hotels and customers is the core concept of relationship marketing. Short-term sales (transaction marketing) can sometimes make companies profitable, but generally speaking, companies pursue long-term profits. The main purpose of marketing efforts is to maintain and develop long-term relationships between companies and customers. In the current fiercely competitive market environment, if companies want to maintain long-term profitability, the relationship between buyers and sellers should not be a relationship between warring parties, but a long-term cooperative relationship. Relationship marketing refers to the activities of identifying, establishing, maintaining and consolidating enterprises and customers and other stakeholders. It enables the goals of all parties involved in the activity to be achieved in marketing activities through the efforts of the enterprise, through mutually beneficial exchanges and the fulfillment of commitments. Customers are the most valuable assets of an enterprise. Any enterprise should establish a mutually beneficial partnership with customers on an equal basis, maintain close contact with customers, listen carefully to their various suggestions, care about their destiny, and understand their existence. problems and opportunities faced by customers, by increasing the product value, service value, personnel value and image value obtained by customers during purchase and consumption, and reducing customers' monetary cost, time cost, energy cost and physical cost, thereby achieving greater success. Satisfy customers' value needs, allow customers to get more enjoyment and satisfaction from purchasing and consumption, and make customers loyal to the company. Only in this way can the company gain a lasting competitive advantage. So, how does a hotel carry out relationship marketing and establish a long-term relationship between the hotel and its customers? We specifically give the following five suggestions: 1. Strengthen personal contact. Personal contact refers to enhancing friendship and strengthening the relationship between enterprises and customers through close communication between marketers and customers. For example, invite the client's manager to participate in various entertainment activities; remember the birthdays of major customers, their wives, and children, and send flowers or gifts to congratulate them on their birthdays; use their social relationships to help customers solve problems, etc. The disadvantage of developing relationship marketing through personal contacts is that it easily causes hotels to rely too much on marketers who have long-term contact with customers, making management more difficult. Therefore, when using this strategy, attention should be paid to establishing hotel connections on top of personal connections in a timely manner, enhancing the intimacy between customers and hotels through long-term personal connections, and ultimately establishing a strategic partnership between customers and hotels. 2. Loyal customer reward plan Loyal customer reward plan refers to a plan designed to provide rewards to customers who purchase frequently or in large quantities. Rewards come in the form of discounts, free goods, price concessions, free consumption, etc. Hotels were one of the earlier industries to implement loyalty reward programs. For example, InterContinental Hotel has been running a points program for more than 10 years and has teamed up with more than 30 national airlines. Once guests become members of its "Preferred Club", they can obtain hotel points or airline mileage points and receive corresponding rewards. . The shortcomings of the loyal customer reward program are: first, it is easy for competitors to imitate. Loyal customer reward programs only have a first-mover advantage, and if most competitors follow suit, it will become a burden for all implementers. Second, customers are easy to transfer. Because they are simply attracted by price discounts, customers are easily influenced by similar promotions from competitors and divert their purchases. Third, service levels may be reduced. Therefore, rewards programs can win back some customer loyalty, but they cannot actually create loyal customers. 3. Establish a customer club and attract customers who purchase a certain number of products or pay membership fees to become members. Since customer clubs are relatively rare in China, invited customers often feel satisfied with their reputation and status, so they are very attractive. Moreover, the customer club creates a sense of belonging by gathering customers with similar life background, status, and cultural accomplishment into a specific circle, which makes it different from reward programs that only attract customers with price discounts, thus It can also cultivate customers' sense of loyalty. At the same time, customer clubs often have detailed information about their members, which makes it possible for hotels to provide customized products and services to club members.

For example, the Six Continents Club at the InterContinental Hotel knows exactly which guests spend more, dine in cozy restaurants instead of coffee shops, stay in suites, use doormen, laundry and valet services, and more. Target guests are invited to arrive at the hotel a night early, or are encouraged to stay and take advantage of the weekend family package. We also provide other customized services such as giving birthday cards or waiving check-in procedures. 4. Establish a customer database to meet the personalized needs of customers. The customer database refers to various data related to customers. With the help of the customer database, the hotel is expected to...gt;gt;

Question 8: What do hotel business guests need? There are several important points:

The first is quick check-in/check-out. Usually, hotel check-in requires filling out a check-in form, paying a deposit, scanning documents, etc. Check-out also requires room inspection, deposit refund, etc., which takes a lot of time. Business guests usually check into a hotel after a long day of traveling or working hard at work. They often have to catch transportation when checking out, so they would like to have simplified procedures.

The second is the office facilities and complete functions. At least the room has Internet access (preferably free) and office equipment. Less importantly, it must have a good business center that can provide good transportation and ticketing services in addition to office functions.

The third is to have good supporting restaurants. Generally, business guests do not spend too much time dining out. In this case, the hotel itself needs to have a restaurant that meets the guests' requirements. Even sometimes when guests entertain their own guests, they also need a hotel restaurant with good service and quality products. In addition, sometimes guests who are short of time will request room service, so 24-hour room service in business hotels is essential. There is also a professional bar (lobby bar). Many business guests need to relax after a hard day's work. At this time, the bar is their best place to rest.

The fourth is a fully functional conference room. It does not require a large area, but at least it can provide good conference services (Internet access, conference calls, simultaneous interpretation, conference refreshments, quick response from service staff, etc.)

The fifth is fitness equipment, preferably spacious Gym and swimming pool. Many business guests have the habit of fitness. They stay in the hotel for several days or even dozens of days, so business hotels must pay attention to fitness.

Question 9: The guest asked to change the wine to water. What should the hotel do? Let’s try our best to meet the customer’s needs. . .