Pollution, overtourism, and local residents displaced by tourists. These are just some of the concerns that have plagued destinations such as Venice, Barcelona, and Hat Maya, the bay made famous by the film, The Beach, in Thailand. But it doesn't have to be this way.
In a world where corporate greed and profiteering have been cited as two of the primary drivers behind the ongoing cost-of-living crisis that’s increasing financial hardship across Europe, the idea that businesses could exist for any reason other than profit seems hard to fathom. However, there’s a school of thought, called the triple bottom line (TBL), which suggests that businesses should be just as committed to improving the lives of people and the planet as they are to boosting their profits.
Breaking down big work goals into smaller components can enhance long-term success significantly, Wharton research shows.
The hospitality industry is all about relationships. Relationships between co-workers, guests, those in positions of prominence, and those cementing their place are of paramount concern. Without the relationships that are the bedrock of our industry, we would be nothing more than those who work in a building where people sleep in rooms.
Imagine a luxury hotel where front desk staff greet you warmly, housekeepers meticulously prepare your room, and servers delight you with their attentive service. Now imagine the opposite: a hotel where staff seem unhappy in their roles and indifferent to your needs. The contrast is stark, and it underscores a fundamental truth about hospitality - employee engagement and customer experience are powerfully intertwined.
An interview with Gianluca Guarino, Revenue Manager at CampusX (CX). Founded in 2011, the company aims to revolutionize the student campus offer in Italy, following the most evolved Scandinavian and Anglo-Saxon models and re-thinking them for the eco-sustainable, connected, smart world of today.
In the last several weeks, I've been chatting with many people about the hotel industry's continued decline in guest service. The consensus seems to be that the downturn is due to factors such as the need for passionate hospitality workers, insufficient training initiatives for frontline employees, and the fact that, in some instances, management is more focused on data than on developing a culture of excellent service.
I ask you, the corporate executives, General Managers, and department heads, when was the last time you discussed the concept of hospitality and guest service excellence with your frontline associates? How often have these recently been topics for staff meetings? How much formal training have you put your staff through on these subjects?
To thrive in the hospitality industry, businesses must continuously improve their offer to adapt to industry trends and guests' evolving preferences. Achieving this requires a highly adaptive organization with a culture of continuous improvement that fosters adaptability, innovation and an openness to transformation.
By strategically integrating joy and surprise into your customer interactions, you tap into the realm of consumer psychology. Understanding the triggers that evoke positive emotions allows you to craft memorable experiences, strengthening the bond between customers and your brand. Here are a few expert tips to elevate your approach and create lasting impressions.