Everyone working in a hotel knows that each guest, to some extent, has to meet some needs during their stay. The need is synonymous with deprivation and from a physiological point of view, one deficiency state generates emotional imbalance in the one who experiences it.
Everyone working in a hotel knows that each guest, to some extent, has to meet some needs during their stay. The need is synonymous with deprivation and from a physiological point of view, one deficiency state generates emotional imbalance in the one who experiences it, which leads to instability of the person, emerging negative feelings such as worry, tension and uncertainty.
The request for a service is precisely the behavior resulting from this state of emotional imbalance, since the body, following the law of homeostasis, tends to return to its initial balance by relating the required service to the best way to achieve it. This makes us reflect on the fact that the shorter the time resolution and delivery of a service, the shorter the time during which the mind of the guest will be under the negative effects of the imbalance.
This shortening of emotional disturbance causes that the brain deems the service as a catalyst of pleasurable sensations such as joy, well-being and happiness that guide it to the state of desired balance. At this time, the service is becoming part of the circuits that constitute the pursuit of pleasure which also triggers the reward centers of the brain.
This makes me think that hotels should pay particular attention to certain factors that may influence the time of execution of the services requested, among which I quote:
1 - The channel functionality through which the guest is requesting a service: it must be simple, easily accessible and constant over time, e.g. The guest must have, from anywhere in the Hotel and at all times, the access to the proper means to express their requirements.
2 - The effectiveness of the response to the guest need. Here we should pay attention to different determining factors such as:
a) The operating circuit designed to deliver the requested service.
There are often long distances involving many sectors of the Hotel or bureaucratic organizational procedures such as pending authorizations, or emails to be sent, etc.
b) The ability of real understanding of the guest need or claim. In this case it is important to develop the hotelier skills like active listening, observation, empathy and motivation.
c) The suitable functioning of the technical means involved in the decision making processes of each particular service.
d) The proper number of effectors of services, i.e. hoteliers, enabling them to assist in minimum time, preventing that the guests be exposed to a prolonged discomfort.
Promote practice, behaviors and procedures to avoid wasting time in order to generate an emotional value added to the services. This will impact over the final guest satisfaction, creating behaviors of loyalty and commitment towards your Hotel.
Osvaldo Torres Cruz
Hotel Butler
Consultant trainer on Experiential Hospitality
www.hotelguestexperience.com
hotelps@gmail.com