“We’re in the business of making friends.”
That statement - - made by Keith Fowler of Anheuser-Busch - - resonated with me very
early in my hospitality Sales career.
Making friendships and maintaining those relationships is very important for most
everyone, but for those of us in Sales it is an absolute cornerstone for successful selling.
Those initial contacts made by today’s new generation of hospitality Sales professionals potential clients and referral sources for a career lifetime.
It’s all about relationships
Building relationships with clients, however, is not enough. You must begin with
building solid relationships from within, with your “internal customer”:
• Your own Sales department
• Other departments within your property
• Convention & visitors bureaus
• National Sales offices
• Third party Sales representatives
• Key suppliers and vendors that serve your clients’ groups
Quality time spent developing “internal customers” can pay huge dividends down the
road in new business, repeat business and strong referrals.
I have experienced first-hand many times the old customer adage, “all things being equal, I prefer to do business with someone I know and like.” Customers may have new layers in their communication tool boxes today (cell phones, e-mail, texting), but they still prefer to deal mainly with those Sales pros where solid relationships are established.
Establishing and maintaining relationship tips
Tips on establishing and maintaining solid relationships:
Online v. Telephone. I have found very few examples of hospitality Sales pros
establishing strong customer relationships 100% online. Online dating services might be a good way to find potential significant others, but establishing solid relationships in hospitality Sales begins with telephone contact and personal, face-to-face Sales calls and trade shows. E-mails and texting are great for information, but the telephone is essential for communication. Once initial contact is made, always ask the client for his/her preferred communication tool: telephone, e-mail or face-to-face meetings.
Understanding Needs. Professional meeting planners tell me what they crave the most
from hospitality Sales pros is being understood; that the Sales pro understands the
planners’ needs, what’s really important. This is about focus and being a good listener.
F.Y.I. Another good way of maintaining a good relationship is to look for information
that might be helpful or of interest to the client. Drop off or send articles on trends and
information on the client’s business, competition and industry in general. Clients can
never get enough information to help them in their jobs and even if they never
acknowledge what you sent, they will remember your thoughtfulness. All of this may
help to separate you from your competitors as the client will think of you more in terms as a good friend, advisor and someone who always has the client in mind.
Availability. Do everything possible to make yourself available for the client when the client calls with new demands on very short notice. Remind yourself that the client would not be calling on you in the first place if a relationship had not been established.
Reliability. If the prospective client is expecting a proposal within 48 hours, make
certain that the proposal is delivered within 48 hours. If you can’t produce, you must make contact prior to that deadline, advise the proposal will not be delivered on time and indicate at what time it will be delivered.
Trust. Never spread misinformation or tell a prospective client something you know not to be true. Far better to say you don’t know and that you will get back to them with a correct answer shortly. This has to do with your own personal credibility.
Loyalty. Loyalty’s a two-way street. Most clients respect your being loyal to them and most will do everything possible to be loyal to you. Loyalty is key to solid relationships.
Stay Connected. Don’t allow long periods of time to lapse between visits, especially
those done in person. Call or make an appointment when you’re in or near the client’s
city. Take the client to lunch. Stop by the client’s office for a visit.
Best advice I can give to the new generation of hospitality Sales professionals? It is all
about relationships. Build and maintain solid relationships that will support you for the life of your Sales career. Be for the client what you would be for a good friend.
about the author:
David M. Brudney, ISHC, is a veteran sales and marketing professional concluding his
fourth decade of service to the hospitality industry. Brudney advises lodging owners,
lenders, asset managers and operators on sales and marketing “best practices” and
conducts reviews of sales and marketing operations throughout the U.S. and overseas.
The principal of David Brudney & Associates of Carlsbad, CA, a sales and marketing
consulting firm specializing in the hospitality industry since 1979, Brudney is a frequent
lecturer, instructor and speaker. He is a charter member of International Society of
Hospitality Consultants. Previously, Brudney held sales and marketing positions with
Hyatt, Westin and Marriott.
Contact:
David M. Brudney, ISHC, Principal
David Brudney & Associates
Carlsbad, CA
760-476-0830 Fax 760-476-0860
David@DavidBrudney.com
www.DavidBrudney.com
www.ishc.com
понеделник, 31 май 2010 г.
Professionals Lesson : Site Inspections
New Generation of Hospitality Sales
Professionals Lesson #5: Site Inspections
By David M. Brudney, ISHC, March 2007
I used to love giving hotel tours. I walked my prospects everywhere, from the
Presidential Suite down to the laundry room, whether they had any interest at all.
My thinking back then was that I would dazzle the prospects with my best-in-class
tour and, of course, everyone would book right there on the spot.
That didn’t work.
I realized soon that I was focusing too much on the tour and not enough on what it
would take to close the business. I should have been closing from the very moment
my prospect arrived and limit the tour to only those areas relevant to the decision.
That’s not a problem for this new generation of hospitality Sales professionals
because today’s multi-tasking meeting planners don’t have the time to spend on long,
detailed hotel tours - - particularly so when the planner is considering more than one property in the same market.
Make no mistake, prospect and client tours of hotels are helpful to the Selling
process, but they pale in comparison with the importance of the site inspection.
A tour can be with a planner that just happens to drop in, never having experienced
your hotel. It could be with a regional or local office manager whose company has an
event on the horizon. And sometimes it might involve a local host chapter president
asked to check out a hotel under consideration by the association or society.
Site Inspections Occur Mainly at the End of the Sales Cycle
Tours of that nature typically take place at the very beginning of the Sales cycle. Site inspections, however, occur mainly at the very end of the Sales cycle.
Here are tasks either initiated or already in place prior to the actual site inspection:
• Relationship established between hotel and planner
• Hotel has correct information on subject group’s past hotel usage history
• Proposal already issued
• Tentative booking on record, meeting and function space blocked
• Hotel aware planner may be holding tentative space at competitive hotels
• Proposal signed and returned, event considered definite subject to planner
satisfaction with final site inspection
Successful Site Inspection Tips
Site inspections, for hotels at least, are like making it to “The Final Four” in college basketball. Much can be at stake. Expectations are high. Pressure can be enormous.
Here are a few suggestions for today’s hospitality Sales pros that might help make the site inspection more successful and a “win-win” situation for hotel and planner alike: Do your homework. Be prepared. Leave no stone unturned. Master the group’s
history. What is it about your hotel that makes it attractive to the planner and the
attendees? What venues and activities outside the hotel would be most popular?
Would the attendees choose to return? What are the needs and expectations of the
group and planner? What are the real hot buttons? What can you (and your hotel) do
to help make the planner look good (and be praised by her/his direct reports and
attendees for selecting your hotel)? Where did the group experience its very best
meeting and why? Worst meeting? What worked well, what did not?
Planner may not come alone. Be prepared for surprises. Sometimes, without
notice, the planner will arrive with “VIP guests”. Guests might include the planner’s
spouse or significant other (never underestimate that power of influence!), direct
report (CEO, COO or Executive Director), a local chapter potential host, or a
manager of a corporate regional or local office. Site selection committee inspections
are normally scheduled long in advance and the hotel should be aware of the
committee member’s name and contact info in advance. Contact and personal Sales
calls with committee members should be the rule of the day prior to the site
inspection, with the approval, of course, of the planner and/or subject organization.
Think like a meeting planner. It’s always a good idea to put you in the shoes of the
planner (and her/his party). Time of day planner will arrive? How far will planner be
traveling that day? If by air, limo or private automobile airport pickup arrangements
confirmed? How many hotels and possible venues will the site inspection entail?
Will your hotel be first on the stop? If not, in what order will you be? What part or
event at your hotel will the planner be eager to see and experience most? Make
certain planner establishes a relationship with convention service personnel. Will the planner be able to manage the entire tour physically (without assistance)? Show the property, sit and talk or sit, talk and eat, which should come first? Translator needed?
Customize. With so much at stake, it becomes imperative to make the site visit
“relevant”. If meeting and function space remain an issue in the decision making, be
sure to preset the ballroom as close to how the planner envisions, or preset the
conference or breakout rooms to the planner’s exact specifications (schoolroom, ushape, conference or theater style), and then take the planner directly to the
appropriate venue. Perhaps the planner has concerns about the block of guestrooms
reserved for planner’s staff or rooms negotiated at lower rates for some attendees.
Take the planner directly to one or two of your lowest rack rated rooms with the least attractive location so you can put that issue behind (make sure those rooms “shine”!).
Showtime. This is showtime for you and your hotel. Site inspections afford hotels
opportunities to dazzle in the presentation. Show your stuff. As Dave Evans would
say, “dare to be different.” Send the planner a roundtrip airline ticket. Make a big
splash at the airport pickup (general manager opens the vehicle door). Put out a
welcome sign at the entrance or in the lobby (hotel policy allowing). Place a special
gold star on the planner’s lapel or have a photo and short bio of the planner and the
group distributed to all departments prior to planner’s arrival. Literally, roll out the red carpet. Have the bell staff, door persons and valet parking team lined up at
attention. Should the site schedule include a meal at your hotel, serve it at a lone
table smack in the middle of your ballroom or at the Chef’s Table. Select a special
entrée that is a favorite of the planner or the group’s. Have fun and make it fun!
Prepare the team. The Sales pro should take task ownership of seeing to it that the
entire hotel team is prepared for the important site visit. Executive Committee and
department head meetings are the best place to start. Put photos in place for all
employees to see. Do whatever necessary to stress the importance of the visiting
planner and the site inspection itself. And remember, too, everyone needs to put their best foot forward here. Nothing turns off a planner faster than observing a real disconnect - - or dislike - - between departments and individual employees.
“One last thing”. No matter how well prepared you are, there’s always going to be
that “one last thing” to check. Something overlooked. Be sure and check the preset
meeting and banquet rooms personally. Check the planner’s guestroom or suite
personally. Walk the property one more time. Pick up any last minute litter under the
porte cochere. Check the mirror: is your “game face” on?
Takeaways. Don’t forget to record digital camera highlights of the visit delivered to
the planners lap top for downloading on the plane ride home. I’m betting the planner
will distribute it to the planner’s board or CEO - - especially, if you got the business.
Meeting Planner Closing Story
Let’s close with a story that has been shared among planners worldwide ever since
groups began booking meetings and conventions at hotels, but still worth repeating.
A meeting planner has a dream about arriving in Heaven and being greeted warmly
by St. Peter. The planner tours Heaven in a chauffeur-driven limo, is treated to a
magnificent 5-star restaurant lunch and then visits the planner’s new home, an 8,000
s.f., 5-bedroom estate, complete with maids, a chef, putting green and Mercedes.
A few weeks later, the planner is involved in a car accident, is pronounced dead at the scene and winds up at the Pearly Gates for real this time. Behind the gate waits a bad attitude driver in an ugly duckling golf cart for the planner’s tour of Heaven. After stopping for lunch at a seedy hot dog stand the tour passes the planner’s new home, a run-down trailer with broken windows with a goat and stove in the front yard.
The planner arrives back at the main gate and says to St. Peter, “I don’t understand, in my dream, Heaven was nothing like this. I had this beautiful estate and now I have a run-down trailer with broken windows.”
“That was a site inspection,” said St. Peter.
____________________________________________________________
Professionals Lesson #5: Site Inspections
By David M. Brudney, ISHC, March 2007
I used to love giving hotel tours. I walked my prospects everywhere, from the
Presidential Suite down to the laundry room, whether they had any interest at all.
My thinking back then was that I would dazzle the prospects with my best-in-class
tour and, of course, everyone would book right there on the spot.
That didn’t work.
I realized soon that I was focusing too much on the tour and not enough on what it
would take to close the business. I should have been closing from the very moment
my prospect arrived and limit the tour to only those areas relevant to the decision.
That’s not a problem for this new generation of hospitality Sales professionals
because today’s multi-tasking meeting planners don’t have the time to spend on long,
detailed hotel tours - - particularly so when the planner is considering more than one property in the same market.
Make no mistake, prospect and client tours of hotels are helpful to the Selling
process, but they pale in comparison with the importance of the site inspection.
A tour can be with a planner that just happens to drop in, never having experienced
your hotel. It could be with a regional or local office manager whose company has an
event on the horizon. And sometimes it might involve a local host chapter president
asked to check out a hotel under consideration by the association or society.
Site Inspections Occur Mainly at the End of the Sales Cycle
Tours of that nature typically take place at the very beginning of the Sales cycle. Site inspections, however, occur mainly at the very end of the Sales cycle.
Here are tasks either initiated or already in place prior to the actual site inspection:
• Relationship established between hotel and planner
• Hotel has correct information on subject group’s past hotel usage history
• Proposal already issued
• Tentative booking on record, meeting and function space blocked
• Hotel aware planner may be holding tentative space at competitive hotels
• Proposal signed and returned, event considered definite subject to planner
satisfaction with final site inspection
Successful Site Inspection Tips
Site inspections, for hotels at least, are like making it to “The Final Four” in college basketball. Much can be at stake. Expectations are high. Pressure can be enormous.
Here are a few suggestions for today’s hospitality Sales pros that might help make the site inspection more successful and a “win-win” situation for hotel and planner alike: Do your homework. Be prepared. Leave no stone unturned. Master the group’s
history. What is it about your hotel that makes it attractive to the planner and the
attendees? What venues and activities outside the hotel would be most popular?
Would the attendees choose to return? What are the needs and expectations of the
group and planner? What are the real hot buttons? What can you (and your hotel) do
to help make the planner look good (and be praised by her/his direct reports and
attendees for selecting your hotel)? Where did the group experience its very best
meeting and why? Worst meeting? What worked well, what did not?
Planner may not come alone. Be prepared for surprises. Sometimes, without
notice, the planner will arrive with “VIP guests”. Guests might include the planner’s
spouse or significant other (never underestimate that power of influence!), direct
report (CEO, COO or Executive Director), a local chapter potential host, or a
manager of a corporate regional or local office. Site selection committee inspections
are normally scheduled long in advance and the hotel should be aware of the
committee member’s name and contact info in advance. Contact and personal Sales
calls with committee members should be the rule of the day prior to the site
inspection, with the approval, of course, of the planner and/or subject organization.
Think like a meeting planner. It’s always a good idea to put you in the shoes of the
planner (and her/his party). Time of day planner will arrive? How far will planner be
traveling that day? If by air, limo or private automobile airport pickup arrangements
confirmed? How many hotels and possible venues will the site inspection entail?
Will your hotel be first on the stop? If not, in what order will you be? What part or
event at your hotel will the planner be eager to see and experience most? Make
certain planner establishes a relationship with convention service personnel. Will the planner be able to manage the entire tour physically (without assistance)? Show the property, sit and talk or sit, talk and eat, which should come first? Translator needed?
Customize. With so much at stake, it becomes imperative to make the site visit
“relevant”. If meeting and function space remain an issue in the decision making, be
sure to preset the ballroom as close to how the planner envisions, or preset the
conference or breakout rooms to the planner’s exact specifications (schoolroom, ushape, conference or theater style), and then take the planner directly to the
appropriate venue. Perhaps the planner has concerns about the block of guestrooms
reserved for planner’s staff or rooms negotiated at lower rates for some attendees.
Take the planner directly to one or two of your lowest rack rated rooms with the least attractive location so you can put that issue behind (make sure those rooms “shine”!).
Showtime. This is showtime for you and your hotel. Site inspections afford hotels
opportunities to dazzle in the presentation. Show your stuff. As Dave Evans would
say, “dare to be different.” Send the planner a roundtrip airline ticket. Make a big
splash at the airport pickup (general manager opens the vehicle door). Put out a
welcome sign at the entrance or in the lobby (hotel policy allowing). Place a special
gold star on the planner’s lapel or have a photo and short bio of the planner and the
group distributed to all departments prior to planner’s arrival. Literally, roll out the red carpet. Have the bell staff, door persons and valet parking team lined up at
attention. Should the site schedule include a meal at your hotel, serve it at a lone
table smack in the middle of your ballroom or at the Chef’s Table. Select a special
entrée that is a favorite of the planner or the group’s. Have fun and make it fun!
Prepare the team. The Sales pro should take task ownership of seeing to it that the
entire hotel team is prepared for the important site visit. Executive Committee and
department head meetings are the best place to start. Put photos in place for all
employees to see. Do whatever necessary to stress the importance of the visiting
planner and the site inspection itself. And remember, too, everyone needs to put their best foot forward here. Nothing turns off a planner faster than observing a real disconnect - - or dislike - - between departments and individual employees.
“One last thing”. No matter how well prepared you are, there’s always going to be
that “one last thing” to check. Something overlooked. Be sure and check the preset
meeting and banquet rooms personally. Check the planner’s guestroom or suite
personally. Walk the property one more time. Pick up any last minute litter under the
porte cochere. Check the mirror: is your “game face” on?
Takeaways. Don’t forget to record digital camera highlights of the visit delivered to
the planners lap top for downloading on the plane ride home. I’m betting the planner
will distribute it to the planner’s board or CEO - - especially, if you got the business.
Meeting Planner Closing Story
Let’s close with a story that has been shared among planners worldwide ever since
groups began booking meetings and conventions at hotels, but still worth repeating.
A meeting planner has a dream about arriving in Heaven and being greeted warmly
by St. Peter. The planner tours Heaven in a chauffeur-driven limo, is treated to a
magnificent 5-star restaurant lunch and then visits the planner’s new home, an 8,000
s.f., 5-bedroom estate, complete with maids, a chef, putting green and Mercedes.
A few weeks later, the planner is involved in a car accident, is pronounced dead at the scene and winds up at the Pearly Gates for real this time. Behind the gate waits a bad attitude driver in an ugly duckling golf cart for the planner’s tour of Heaven. After stopping for lunch at a seedy hot dog stand the tour passes the planner’s new home, a run-down trailer with broken windows with a goat and stove in the front yard.
The planner arrives back at the main gate and says to St. Peter, “I don’t understand, in my dream, Heaven was nothing like this. I had this beautiful estate and now I have a run-down trailer with broken windows.”
“That was a site inspection,” said St. Peter.
____________________________________________________________
The Customer is Always Right (Unless they are Wrong)
By Carl Schneider, Founder of GuestRights
If you are working in the service industry, I know that you've heard the age-old rule that "the customer is always right". I'm here today to reject that notion!
Strange comment, especially from someone whose company is designed to improve consumers' hotel experiences (while making the hotel additional bookings and revenues, of course). It seems to go against everything that I believe in and support so strongly. The truth is that upholding guest rights doesn't have to be synonymous with always giving in.
First, let's look at the definition of customer service according to a variety of sources:
"Customer service is the provision of service to customers before, during and after a purchase."
"Customer service is about treating others as you would like to be treated yourself."
"Taking care of your customers, their needs and desires in a professional and courteous manner."
Nowhere in any of those definitions (or any of the hundreds of other ones I found online), did anyone define good customer service as "the act of always giving a customer what they want". While, of course, we want to try to please our customers and give them what they want and need whenever possible, it just isn't always possible.
Today's consumers are smart. They know what to do to get what they want and what they feel like they deserve. And in some cases, what they want is a free room and free food and anything else they can get. But if a hotel gave a comped room to every single guest that complains about something - be it a serious problem or an imagined one - hotels will be at 100% occupancy but $0 ADR - not a good thing for hotelier's pocketbooks.
Obviously good customer service doesn't mean giving away the house; instead, my definition of customer service focuses on the following principles:
Politeness Pays
One of the basics of good customer service is politeness and attentiveness to your guests' needs. Seems pretty obvious but often, because of a bad day or an overabundance of work, politeness is the first thing to go out the window. Good customer service means always being polite. That doesn't mean chatting and sharing your life story with each customer but it does mean saying please and thank you, being friendly and listening to what they have to say. Patience is also an important part of politeness; impatience is never polite and shouldn't be a part of a hotel employee's customer service attitude at any time.
Think Beyond the Band-Aid Solution
If a customer comes to you with a problem, rather than just sweeping it under the rug and giving the guest something for free to make them happy, why not look at the complaint as an opportunity to improve your hotel's offerings. By consistently addressing customer concerns and improving the property as needed, you are guaranteed to increase your guest satisfaction rates (thereby increasing revenues as those repeat customers are the most profitable for hotels).
How to Say No the Nice Way
Like I said, you can't always give a customer what they want. But it is up to hotel management to do the best they can to accommodate and please each guest, no matter how big or seemingly small the problem is.
And if you have to say no, there are good and bad ways to do it:
Bad: "No."
Good: "I understand your concern. Unfortunately though, I am not able to [INSERT GUEST REQUEST HERE] but I can offer you this instead. I hope that will make your stay with us more enjoyable."
Saying no isn't always a bad thing but if it's said the wrong way, consumers will leave your property with a bad taste in their mouths. Learning how to listen to a customer's problem, showing real concern and addressing the issue as quickly as possible and to the best of your ability (whether you can give them the comped room that they are demanding or not), will go a long way to creating satisfied customers in the long run.
As you can see, my definition of customer service focuses on being polite, attentive, solving problems whenever possible and, even when you have to say no, respecting and caring about your customers' happiness and well-being. That doesn't mean giving away rooms, meals or souvenirs; good customer service can stand on its own.
So let's all adopt a new adage:
"Customer service is always right."
About GuestRights
GuestRights is a membership program for hotels and resorts whose purpose is to maximize the hotel guest experience and increase hotel bookings and revenues. To achieve this, GuestRights developed the Guest Bill of Rights®, a list of ten customer service principles that all GuestRights member hotels must agree to uphold. GuestRights also offers its member hotels a CommentCard Service and a Dispute Resolution Service, which were designed to help hotels implement the new customer service mandates that the Guest Bill of Rights requires. For more information on GuestRights and the Guest Bill of Rights®, please visit www.guestrights.org. A limited number of complimentary hotel memberships are available for properties willing to honor and uphold the Guest Bill of Rights. To sign up for a charter membership, please email Carl Schneider at carl.sch@guestrights.org.
If you are working in the service industry, I know that you've heard the age-old rule that "the customer is always right". I'm here today to reject that notion!
Strange comment, especially from someone whose company is designed to improve consumers' hotel experiences (while making the hotel additional bookings and revenues, of course). It seems to go against everything that I believe in and support so strongly. The truth is that upholding guest rights doesn't have to be synonymous with always giving in.
First, let's look at the definition of customer service according to a variety of sources:
"Customer service is the provision of service to customers before, during and after a purchase."
"Customer service is about treating others as you would like to be treated yourself."
"Taking care of your customers, their needs and desires in a professional and courteous manner."
Nowhere in any of those definitions (or any of the hundreds of other ones I found online), did anyone define good customer service as "the act of always giving a customer what they want". While, of course, we want to try to please our customers and give them what they want and need whenever possible, it just isn't always possible.
Today's consumers are smart. They know what to do to get what they want and what they feel like they deserve. And in some cases, what they want is a free room and free food and anything else they can get. But if a hotel gave a comped room to every single guest that complains about something - be it a serious problem or an imagined one - hotels will be at 100% occupancy but $0 ADR - not a good thing for hotelier's pocketbooks.
Obviously good customer service doesn't mean giving away the house; instead, my definition of customer service focuses on the following principles:
Politeness Pays
One of the basics of good customer service is politeness and attentiveness to your guests' needs. Seems pretty obvious but often, because of a bad day or an overabundance of work, politeness is the first thing to go out the window. Good customer service means always being polite. That doesn't mean chatting and sharing your life story with each customer but it does mean saying please and thank you, being friendly and listening to what they have to say. Patience is also an important part of politeness; impatience is never polite and shouldn't be a part of a hotel employee's customer service attitude at any time.
Think Beyond the Band-Aid Solution
If a customer comes to you with a problem, rather than just sweeping it under the rug and giving the guest something for free to make them happy, why not look at the complaint as an opportunity to improve your hotel's offerings. By consistently addressing customer concerns and improving the property as needed, you are guaranteed to increase your guest satisfaction rates (thereby increasing revenues as those repeat customers are the most profitable for hotels).
How to Say No the Nice Way
Like I said, you can't always give a customer what they want. But it is up to hotel management to do the best they can to accommodate and please each guest, no matter how big or seemingly small the problem is.
And if you have to say no, there are good and bad ways to do it:
Bad: "No."
Good: "I understand your concern. Unfortunately though, I am not able to [INSERT GUEST REQUEST HERE] but I can offer you this instead. I hope that will make your stay with us more enjoyable."
Saying no isn't always a bad thing but if it's said the wrong way, consumers will leave your property with a bad taste in their mouths. Learning how to listen to a customer's problem, showing real concern and addressing the issue as quickly as possible and to the best of your ability (whether you can give them the comped room that they are demanding or not), will go a long way to creating satisfied customers in the long run.
As you can see, my definition of customer service focuses on being polite, attentive, solving problems whenever possible and, even when you have to say no, respecting and caring about your customers' happiness and well-being. That doesn't mean giving away rooms, meals or souvenirs; good customer service can stand on its own.
So let's all adopt a new adage:
"Customer service is always right."
About GuestRights
GuestRights is a membership program for hotels and resorts whose purpose is to maximize the hotel guest experience and increase hotel bookings and revenues. To achieve this, GuestRights developed the Guest Bill of Rights®, a list of ten customer service principles that all GuestRights member hotels must agree to uphold. GuestRights also offers its member hotels a CommentCard Service and a Dispute Resolution Service, which were designed to help hotels implement the new customer service mandates that the Guest Bill of Rights requires. For more information on GuestRights and the Guest Bill of Rights®, please visit www.guestrights.org. A limited number of complimentary hotel memberships are available for properties willing to honor and uphold the Guest Bill of Rights. To sign up for a charter membership, please email Carl Schneider at carl.sch@guestrights.org.
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