As an attendee at this year’s HITEC conference, I heard a lot talk about the importance of maximizing direct bookings.
Whereas most of the ideas focused on increasing your hotel’s “tech stack,” your “people stack” is arguably your resource for getting guests to return next time and to post positive reviews that encourage direct, online bookings.
If you want to make your guests stay, as in staying again next time, the most important thing you can do is ensure that your staff makes each guest’s stay special.
My job as a hotel industry trainer and conference speaker involves checking in to an average of 72 hotels a year for work, plus another 10 or so for vacations and family events. My travels bring me to virtually all imaginable types of lodging companies.
Like all hoteliers, I have become a keen, analytical observer and I know I’m not the only one taking mental notes along the way.
It has not gone unnoticed that hotel managers, especially those at branded hotels, are trying to get their staff focused on repeat business. For example, every time I have stayed at a Marriott or Hilton property recently, I’ve been thanked for being a Bonvoy or Honors member and handed a small bottle of water. However, each time the experience felt generic and scripted, most often delivered without eye contact or any heartfelt connection.
One example occurred when I returned for my fourth four-night stay in a branded, extended-stay hotel near Bedminster, New Jersey. At first, I was impressed when the associate said something like, “Oh, this is your fourth stay with us. What brings you to the town?” But when I eagerly shared a detailed, personal story about how I had secured a major new client in the area, he answered coldly: “Oh, good. Would you like your free bottle of water?”
Another such experience happened at a branded, full-service hotel near a major urban convention center. When I arrived after a harrowing driving experience that involved getting lost in the blinding rain of a major thunderstorm, I was welcomed with this conversation. “Checking in? Last name? Oh, I see you are a (name of brand loyalty program). Thanks for your loyalty. How was your trip in?” Yet when I began sharing my story, I could tell right away the ask was just a scripted, heartless technique. Once again I was handed a bottle of water, which at that moment felt especially puny.
On the other hand, I have also experienced numerous memorable welcomes so far this year that sustain my optimism. When I arrived at the Majestic Mirage Resort in Punta Cana, I first noticed the eye contact and smile when I approached the desk, where I was greeted with a warm welcome, which became even more enthusiastic when he realized it was my first visit to the Dominican Republic. Although my room was not yet ready, I didn’t mind the wait because of the friendly banter I exchanged with all the front-desk colleagues, despite how busy they were at that time.
Over the years, I’ve realized that the warmth of a welcome has little to do with the number of stars or diamonds on the plaque hanging behind the front desk. I’ve had some of the most generic, heartless welcomes at four- and five-star hotels, and some of the best at those not even rated. This year was no different.
While in Inglewood, California, with my 23-year-old son to attend a major sporting event, we found ourselves checking-in at a Candlewood Suites, a moderately priced extended-stay hotel. It was late at night and the hotel was clearly booked full for this event. As we waited in line quite a while, and I felt empathy for the solo front-desk colleague who was running the entire hotel on her own. Yet when it became our turn, we were welcomed warmly with an authentic smile and eye contact. I was thanked for my loyalty and asked what brought us to town. When I replied that it was our 10th annual father-son trip for this event, she expressed a heartfelt “Ah, how wonderful!” which surely set the tone for a terrific overall stay.
Yet my best hotel stay of all occurred just this month when my wife took me to Key West for my birthday. We booked an independent property called The Garden House, two blocks from Duval Street and the historic district. The room we stayed in was described as a “tiny queen,” and I’m sure it was under 100 square feet in total, with no closet and a tiny bathroom. It was so small that we had to take our suitcases back out to the car after we unpacked in order to walk around. Now, first let me say — with all due respect to the hoteliers in Key West — the rates there are incredibly aggressive. On one hand, I celebrate their success in pushing rate, but as tourist I want to bemoan the off-season weekend base rate of $399, which with taxes was probably $5 per square foot!
Yet Sammy at the hotel truly made our stay. He did not offer us a water bottle nor send any amenity. It was his genuine, authentic hospitality he displayed for our travel story. It was the local insider’s tips he voluntarily offered. It was the interest he showed in our 14-year-old dog Maxie. At first, we thought it was just us, but as the weekend wore on, we saw him welcoming each and every guest with the same heartfelt hospitality. As we interacted with the other guests, we found that nearly all of them had stayed before, too. Garden House currently has a 4.5 star rating on Google and a perfect 5.0 rating on TripAdvisor, which I am sure is no accident.
So to all of those who are looking at automation as the key to secure more repeat business and positive guest stays, remember that they best way to make guests stay with you next time is to make a guest’s stay this time!
Doug Kennedy is president of the Kennedy Training Network, Inc. Contact him at doug@kennedytrainingnetwork.com.
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