Latest news with #frontdesk
Fox News
4 days ago
- Business
- Fox News
Florida hotel implements remote check-in system with offsite employee
A hotel in Sunrise, Florida, has sparked attention after implementing an outsourced check-in system featuring a remote front desk employee appearing on a large screen.
The Independent
12-07-2025
- Business
- The Independent
I'm too ill to travel – why won't the hotel refund me?
Q Is it legal or reasonable for a hotel not to offer any sort of refund? I was booked to stay at a well-known hotel chain this coming Saturday night. Unfortunately, I am ill and can't go. The hotel has refused to refund me. It seems quite harsh that it's a flat 'no' like this! A The hotel responded to your polite request for a refund by saying: 'Unfortunately due to the cancellation policy, the amount due is not refundable even if the booking is cancelled or modified.' I checked the conditions for the 'advance saver' you booked; in return for a 15 per cent discount on the regular, flexible rate (refundable until midnight the night before), it makes quite clear you are not getting your money back. Sorry. Yet there is rather more to your case than that. I have tried to make a booking for Saturday night and found the place is full up. The website says: 'Unavailable for the selected dates'. There are two possibilities that I can see: one is that the hotel will have an unoccupied room on Saturday night because you won't be showing up; that would be a shame. The other is that the hotel has deliberately overbooked. Hotels often predict a certain number of no-shows of people who have booked and paid in advance, perhaps selling 102 rooms in a 100-room hotel. (I recently asked at the front desk of a four-star hotel in Brussels if they had any rooms available that night, and was told 'minus two' – ie it was overbooked.) Whichever explanation is correct, I think it would be fairer and commercially smart on a busy night to allow you to change dates for a fee or to allow you to cancel completely for, say, a 50 per cent refund. Then the hotel could resell your room with confidence, and probably price it at significantly more than the £95 you paid due to strong demand. For now, though, I fear all you can do is spend your hard-earned money elsewhere in future. Q What countries have you not been to? Steve Holland A Far too many to mention. While I relish visiting new nations, I am in no sense a 'completist' wanting to visit every country in the world. I am sure the scattering of island nations across the Pacific have their charms, but I won't be putting together a complicated, expensive and time-consuming itinerary to visit them. (I have, though, been to Easter Island, part of Chile, which I wholeheartedly recommend.) My most pressing wish is to explore more of Africa. In the west, I have heard great things about Sierra Leone and Ghana. Congo looks fascinating. And, in the southeast, Malawi and Mozambique are tempting. In the Indian Ocean, Reunion (technically part of France) and Madagascar appeal. In the Middle East, I will be visiting Lebanon for the first time this October, but Syria, Iraq and Iran I will save for later. The main Asian nations I long to visit are Pakistan, Tajikistan and Turkmenistan. I have tried to visit the last of those. The authorities refused to issue a visa. I hope officials in Ashgabat may be more lenient next time. North Korea? I would much prefer to visit when this strange land is freed from tyranny. In South America, my 'missing' nations are the sole Dutch and French representatives on the continent, Suriname and French Guiana. I will reach them one day. Mostly, though, I am desperate to explore more of the countries I have already visited. I am looking forward to returning to Ukraine – as well as Belarus and Russia – when the war ends; tourism is a force for healing after conflict. Large swathes of Turkey look enticing, as do Georgia and Armenia. At the other end of Asia, I have barely done Indonesia justice, and will do so soon. Finally, the more I see of the great European nations – France, Spain, Italy, Germany... – the more I want to return. Q I am going to Belgium in early September. I don't think we have time for Bruges, Ghent and Antwerp. Which two of those would you choose? John Gregory A Without question, Antwerp and Ghent. Bruges is a superbly preserved medieval city with a magnificent, Unesco -listed historic centre. But in summer it is Belgium's strongest contender for overtourism, especially when a big cruise ship docks at nearby Zeebrugge. According to maritime sources, vessels will call at the port on most days in the first half of September. Bruges and Ghent are sometimes portrayed as similar – but in my view, the latter has more to offer. Rivers and canals slice Ghent into a collection of enticing quarters. You can survey them from the top of the 14th-century belfry – accessible by 366 steps. The first cultural highlight is a superb Modern art museum, Smak. Next, a spectacular work of art, The Adoration of the Mystic Lamb by Jan and Hubert Van Eyck, on display in the cathedral; it is also known as the Ghent altarpiece. And Citadelpark has much to offer, including the beautiful University Botanic Gardens, with 10,000 species of plant, and MSK – the Museum of Fine Arts. Antwerp is twice the size of Ghent and more industrialised, but the city centre is eminently walkable. The central station is more than a busy transport hub: it is a palace of mobility and the grandest possible entry point to a city. The impressively refreshed Royal Museum of Fine Arts (also known as KMSKA) is lots of fun. Antwerp's Flemish renaissance Grote Markt feels like a more enjoyable central square than even the Grand-Place in Brussels. Both Antwerp and Ghent offer superb food and drink at reasonable prices – as does everywhere else in Belgium. Just in case you have time en route from Antwerp to Brussels airport or main railway station for your journey home, Mechelen is well worth a lunch stop, too. Q I was booked to fly from the Maldives to Doha and onwards to London on Qatar Airways on the day the Iranians fired their missiles at the Al Udeid Air Base. The flight to Doha was cancelled. Ground staff at the airport could only give me a slip of paper telling me to contact the local Qatar Airways office. That was impossible; two emails only got automated replies. So I bought full-price British Airways tickets home for the following day. Qatar now refuses to pay any compensation or expenses and has only offered a refund of the unused return portion. Of course, I accept the cause was beyond the airline's control. Even though it was a 'non-UK sector' that was cancelled, because the whole journey started and finished in London, that gives me UK rights, I think? Leon D A Your experience mirrors mine last November when Qatar Airways cancelled a flight from Kathmandu to Doha, not in such dramatic circumstances as yours. The carrier washed its hands of the matter, offering a replacement flight a week later. I ended up spending £1,300 to get home via Bangkok. Qatar Airways issued a refund for the return leg promptly, but it didn't cover even half of that cost. You have, I'm afraid, become the latest traveller to learn of the loophole in British and European air passengers' rights rules. They do not apply to a non-European airline flying from outside the UK or the EU. So there is no obligation to find another flight or provide hotels and meals. This is infuriating and should be addressed. Rules notwithstanding, the passenger-friendly course of action for Qatar Airways would have been to rebook you immediately on the British Airways flight for which you ended up paying top whack. But tens of thousands of passengers were stranded in various locations. Many of them, such as those flying out for the UK, were covered by air passengers' rights rules. So it is unsurprising that they were prioritised. If you happen to have been on a package holiday to the Maldives, then the holiday company is required to look after you and should recompense you. Otherwise, I suggest you try your travel insurer.
Hospitality Net
20-05-2025
- Business
- Hospitality Net
Maximizing Guest Experience Through Operational Excellence: A Sales Manager's Perspective
Operational excellence is at the heart of guest satisfaction. A great stay isn't just about one standout moment—it's a series of seamless interactions that shape a guest's perception of value. This experience is what drives brand loyalty, online reputation, and ultimately, revenue growth. While strong sales strategies bring guests in, it's flawless operations that turn those bookings into repeat visitors and glowing reviews. Every guest experience element matters—from front desk efficiency to housekeeping standards. When everything runs smoothly, guests enjoy a stress-free stay, leading to higher satisfaction, stronger loyalty, and a greater likelihood of returning. On the flip side, even the best sales efforts can't make up for operational mistakes—whether it's a delayed check-in, inconsistent room quality, or slow response times. Take something as simple as a pre-arrival check-in process for a sports team booking. By pre-keying rooms and organizing arrivals in advance, front desk wait times drop dramatically. This kind of operational efficiency not only eliminates frustration but also allows front desk agents to focus on delivering a warm, personalized welcome. The result? Smoother check-ins, higher guest satisfaction, and a better chance of securing future team bookings. When sales and service execution are aligned, hotels can create experiences that go beyond expectations. Operational excellence isn't just about being efficient—it's about elevating every guest interaction to build loyalty, drive revenue, and ensure long-term success. The Connection Between Operations and Sales In hospitality, sales teams work to fill rooms, but it's the operational team that turns those bookings into happy, loyal guests. A well-run hotel doesn't just meet expectations—it exceeds them, leading to positive reviews, repeat stays, and strong word-of-mouth referrals. Operational efficiency plays a key role at every stage of the guest journey. When service runs smoothly, guests have a frictionless experience that enhances their perception of the hotel, strengthening its reputation and driving future bookings. But when things go wrong—like long check-in lines, delayed housekeeping, or inconsistent service—guest frustration rises, and those negative experiences can directly impact a hotel's online reputation and future revenue. Think about a corporate traveler who books multiple stays through the sales team. If their check-in is effortless, their room is spotless, and their special requests—like a quiet floor or first-floor placement—are honored, they're likely to keep coming back. But if they experience repeated issues—lost reservations, unclean rooms, or slow service—they may take their business elsewhere. This is especially evident in online reviews. Positive experiences lead to high ratings on platforms like Google, TripAdvisor, and OTA review sites, making it easier for sales teams to attract new guests. Hotels with strong operational execution consistently receive great reviews, which serve as social proof, making them more appealing to future travelers. On the other hand, operational failures result in negative feedback, making it harder for the sales team to secure new business. Beyond repeat bookings, guest satisfaction impacts revenue in other ways. Happy guests are more likely to opt for upsells, extend their stays, and engage with premium services like dining, spa treatments, or special amenities. When operational excellence aligns with sales goals, hotels create an environment where every aspect of the guest experience reinforces the hotel's value, driving revenue and long-term loyalty. At the end of the day, sales and operations go hand in hand. A great sales pitch can bring guests through the door, but it's operational execution that keeps them coming back. Sales sells the dream—operations makes it a reality. By recognizing this connection and committing to service excellence, hotels can maximize guest experience, boost reputation, and drive sustainable growth. Operational Best Practices That Improve Guest Experience A great guest experience isn't just about having nice rooms and friendly staff—it's about ensuring that everything runs smoothly from start to finish. While the sales team brings guests in, it's the daily operations that determine whether they leave happy or frustrated. The right operational best practices make sure every stay meets (or better yet, exceeds) expectations. 1. Smooth and Efficient Check-Ins First impressions matter. No one wants to start their stay with long lines, lost reservations, or confusing instructions. A well-run check-in process makes all the difference: Offer mobile check-in and digital key access to cut down on wait times. Pre-key rooms for groups like sports teams and conferences to speed up arrivals. Train front desk staff to anticipate guest needs and offer solutions upfront (think late check-outs or room upgrades). 2. Clean, Well-Maintained Rooms Even the best location can't make up for a room that isn't spotless. Cleanliness and upkeep are non-negotiable when it comes to guest satisfaction. Keep standards high by: Implementing a double-check system, where housekeeping and a supervisor inspect rooms before marking them as 'ready.' Using real-time room status tracking so front desk staff knows exactly what's available. Scheduling deep cleaning and preventive maintenance to keep everything in top shape. 3. Responsive and Proactive Staff Quick service is great, but proactive service is even better. Guests appreciate when their needs are met before they even have to ask. To make this happen: Train staff to recognize and respond to non-verbal cues (for example, if a guest looks lost, offer to help). Empower employees to solve minor service issues on the spot instead of waiting for manager approval. Use guest messaging platforms or in-app chat for instant communication. 4. Seamless Dining and Room Service Experience A well-run food and beverage (F&B) operation not only enhances the guest experience but also drives additional revenue. Best practices include: Offering mobile ordering and digital menus for faster and more convenient service. Ensuring kitchen and service staff are aligned on prep times and guest expectations. Using guest preferences from past stays to personalize dining recommendations. 5. Proactive Maintenance and Issue Resolution Every hotel will run into occasional issues, but how they're handled makes all the difference. Stay ahead of problems by: Conducting routine inspections of HVAC systems, plumbing, and tech to prevent disruptions. Training staff to report maintenance concerns immediately rather than waiting for a guest complaint. Establishing a rapid response team to quickly resolve in-room issues like Wi-Fi disruptions or faulty AC units. By focusing on operational excellence at every level, hotels create an environment where sales and service work together seamlessly. When operations are running smoothly, guests notice—and that's what turns first-time visitors into lifelong loyal guests. Seamless Event Management: Elevating Success Through Sales and Operations Coordination Successful events, conferences, and meetings don't just happen, they are the result of meticulous coordination between sales and operations teams. While the sales team secures bookings and builds client relationships, it's the execution by the operations team that determines whether an event runs smoothly and leaves a lasting impression. When these departments work in sync, they enhance the guest experience, boost repeat business, and strengthen the hotel's reputation as a trusted event space. 1. Sales: Understanding Client Needs and Setting Expectations Sales teams serve as the first point of contact for event planners, noting key details such as event objectives, attendee count, room setups, catering needs, and A/V requirements. They set realistic expectations for what the hotel can deliver and ensure that all requests are documented clearly in the contract. Once an event is definite, sales must communicate all critical details to the operations team for flawless execution. 2. Operations: Bringing the Vision to Life The banquet, catering, and A/V teams must translate sales agreements into actionable event setups, ensuring that room layouts, food service, and technical support align with client expectations. Front desk and housekeeping play a role in ensuring smooth check-ins for event attendees, particularly for multi-day conferences. Proactive day-of coordination ensures that last-minute changes are handled efficiently without disrupting the event. It isn't always about grand gestures—often, it's the small, thoughtful touches that leave a lasting impression. A simple welcome note or amenity can plant the seed for a positive guest experience, setting the tone for their stay and increasing the likelihood of repeat business. For example, imagine a business traveler checking in after a long flight. When they arrive in their room, they find a handwritten note from the front desk thanking them for their stay, along with a complimentary bottle of water and a small snack. This effortless yet intentional touch makes them feel valued and acknowledged, instantly elevating their perception of the hotel. The same principle applies to group bookings—a personalized welcome card in each room for a sports team or wedding party creates a sense of hospitality that extends beyond the transactional check-in process. These small gestures reinforce the idea that the hotel isn't just providing a place to sleep—it's curating an experience. Ultimately, operational excellence is the backbone of guest satisfaction and long-term hotel success. While sales efforts generate bookings, it's the seamless execution of high-quality operations that turns those bookings into loyal guests, glowing reviews, and increased revenue. From the moment a guest arrives to the time they check out, every interaction—whether it's a smooth check-in, a spotless room, or responsive service—shapes their perception of value. When sales and operations align, hotels don't just fill rooms; they create exceptional experiences that exceed expectations and build lasting relationships. In an industry driven by guest satisfaction and reputation, operational efficiency isn't just about running a tight ship—it's about delivering memorable stays that keep guests returning time and time again. Reprinted from the Hotel Business Review with permission from View source
Hospitality Net
20-05-2025
- Business
- Hospitality Net
Why Operational Excellence Is Now a Cross-Department Mandate
Today's guests arrive with higher expectations than ever, and they're not thinking about departments. They're thinking about how smoothly their check-in goes, whether their room is spotless, and how quickly someone resolves an issue if something goes wrong. Their perception of service is shaped by the total experience, not who's responsible for each part. That's why operational excellence can no longer be confined to individual teams. It must become an organization-wide priority that connects the front desk, housekeeping, maintenance, food and beverage, and security under a single standard of care. Guests want to feel like every part of the property is working together for them, and they can quickly spot when that alignment is missing. To meet these expectations, hotel leaders are shifting toward maximizing guest experience through integrated service, shared goals, and streamlined operations. Let's look at how cross-department collaboration helps that shift by preventing breakdowns, reinforcing brand consistency, and ultimately driving long-term success. Siloed Teams Lead to Service Breakdowns Even high-performing teams can create friction if they're not in sync. When departments operate in isolation, the guest feels the gaps. Maybe the front desk checks in a guest early, but housekeeping hasn't finished prepping the room. Or perhaps a maintenance request is logged, but without clear communication between engineering and guest services, it goes unresolved. These are daily realities when teams don't have shared visibility or a unified process. The ripple effects are immediate. The guest feels delayed, disappointed, or ignored. Common quality issues in hospitality include coordination failures, inefficient check-ins, and unclean rooms. No matter how hard a team works, these breakdowns can occur due to poor collaboration. Without a connected approach, service excellence is inconsistent and fragile. Guests See One Brand, Not Departments Guests aren't evaluating your engineering team's responsiveness or your housekeeping staff's attention to detail in isolation. They're assessing their stay as one experience. Cleanliness, safety, warmth, and responsiveness blend together to shape their impression of your brand. If one part of that experience falters, say, a missed wake-up call or a slow room change request, the overall memory suffers. Delivering an exceptional customer experience through well-trained staff and creating unique memories shows that successful hotels maintain a consistent standard of service across every touchpoint. Treating each department as a separate entity puts that consistency at risk. Guests don't care about which team dropped the ball; they just remember how it made them feel. And in an industry where reviews and repeat business hinge on emotional takeaways, consistency is foundational. Aligning Teams Around Shared Goals and Response Standards To build consistency, you need shared accountability. That means aligning teams around unified goals and measurable standards that everyone contributes to, not just department-specific KPIs. Cross-functional metrics like resolution time, guest satisfaction scores, and recovery success rates encourage collaboration. When success is measured collectively, there's less finger-pointing and more shared responsibility. Teams are quicker to flag issues, support each other, and maintain high standards under pressure. This approach is especially vital during high-stakes moments, such as managing emergencies or handling VIPs. In those situations, speed and clarity matter. A clear plan that crosses departmental lines can prevent confusion and improve outcomes. Essential strategies for managing critical incidents, including natural disasters, public health emergencies, and cyberattacks, reinforce how alignment helps your team respond confidently when it matters most. From early check-ins to service recovery, unified goals set the tone for seamless execution. Building Communication Systems That Actually Work Clear goals only get you so far without effective communication. Real-time visibility into what's happening across departments is essential for timely action and coordination. Instead of relying on fragmented emails or verbal updates, use shared platforms that track requests, priorities, and status updates. A well-organized Kanban board can help visualize progress and responsibilities at a glance, allowing everyone to stay aligned without needing constant check-ins. Of course, tools are only useful when backed by a collaborative culture. Leadership must go beyond rolling out systems, they need to model openness, promote shared wins, and actively break down silos. This mindset shift is central to redefining how hospitality teams lead by enhancing problem-solving abilities and personalized guest experiences, especially in environments where time, trust, and service intersect. In addition to digital tools, quick daily huddles or shift handovers can strengthen cohesion and minimize misunderstandings. These short touchpoints help teams clarify responsibilities, align on priorities, and set the tone for each day's operations. Communication tools should feel intuitive, not bureaucratic. When teams can collaborate naturally, they move faster, make better decisions, and deliver a more cohesive guest experience. Cross-Department Excellence Is Now a Competitive Advantage Today's best-performing hospitality brands distinguish themselves through seamless internal coordination. Guests feel the difference when their requests are met quickly, information isn't lost, and service feels thoughtful across the board. That level of consistency requires aligned operations and strong individual teams. It's what enables faster recovery when something goes wrong, smoother experiences during peak check-in hours, and tailored service that anticipates guest needs. Hotels that embrace this model operate better and stand out from their competition. Furthermore, breaking down silos and building unified teams by creating a shared vision, and implementing a job rotation program, allow companies to unify their operations and outperform competitors in both guest satisfaction and internal efficiency. Consider a hotel that handles a late-night room change within minutes because the front desk, housekeeping, and maintenance all have access to the same task platform. That moment of agility becomes a lasting impression for the guest and a reason to return or recommend. This level of coordination also boosts employee morale. When team members across departments feel supported, they are more likely to take ownership, communicate clearly, and stay engaged during high-stress situations. A culture of shared responsibility strengthens internal trust, and that translates directly to a smoother, more positive guest experience. Conclusion Operational excellence today is about strengthening the threads between them. From initial check-in to final checkout, the guest journey depends on teams that work as one. If you're leading a hospitality organization, it's time to evaluate where your silos exist and how they're impacting service. Breakthroughs happen when collaboration becomes the standard. When your staff is united, your guests feel it, and that's what turns good service into something memorable. Indiana Lee
