How star hotels implement personalized services

Personalized service focuses on standardized and standardized services to bring satisfaction to guests; providing guests with their needs in a timely manner can bring satisfaction to guests; and meeting guests’ subconscious service needs can bring surprises to guests. . Therefore, high-level or truly personalized service is to position personalized service as "satisfaction plus surprise" and focus on "surprise". The basis of personalized service Employee satisfaction is the basis of personalized service. Personalized services are not required by hotel service standards, but are unconventional services that exceed standard requirements and are implemented by employees driven by their high professionalism and ownership of the hotel. In order for employees to continue to provide personalized services to guests, it is inseparable from employees' high satisfaction with the hotel. Basic approach (1) Improving a set of incentive mechanisms to maintain the continuity of personalized services depends on the high professionalism and good professional habits of grassroots managers and employees. A high degree of professionalism and good professional habits require the hotel to have an effective incentive mechanism to ensure it. Shandong News Building adopts the form of "Working with Heart Report Meeting", allowing employees who work with heart to present their personalized service cases at the report meeting, and then conduct evaluations. The advantage of this form is that employees use their own experience to educate employees, and at the same time, through preaching, other employees can learn personalized service methods. As an employee who preaches, it is a kind of self-spiritual motivation in itself. Then through selection, the hotel will issue material rewards for recognition. This incentive mechanism ensures the continuity of personalized services. (2) Realize two transformations from contingency to inevitability. Through the analysis and recommendation of personalized service cases, the transformation from "accidental" personalized services by individual employees to conscious "inevitable" personalized services by all employees is realized. In the early days when News Building began to advocate "serving with affection and doing things with heart", an employee in the housekeeping department took the initiative to wash and dry the dirty socks that guests had replaced in the room. The guest wrote a letter of praise to praise this matter. After the top management of the building and the housekeeping department praised this practice, the service of washing dirty socks for guests became a common practice in the housekeeping department. Personalized service cases provide employees with personalized service methods and examples for learning. The transformation from personalization to standardization. Through a comprehensive analysis of personalized service cases, we can realize the transformation from "personalized" services to "standardized" services for services that reflect the common needs of guests. Often some guests' individual needs may be the guests' general needs. The hotel quality management department should carefully analyze personalized service cases, study whether personalized services are a common demand of guests, and measure the difficulty and feasibility of promotion. There was a housekeeping employee who took the initiative to mend the buttons of a guest's shirt that had fallen off while cleaning the room. The Quality Control Department and the Housekeeping Department analyzed that this was a fundamental need of guests and it was easy to operate, and subsequently promoted it as a standardized service in the department. In short, the transformation of personalized services into standardized services is a leap in service quality. (3) Advocate the "three completes". That is: full participation, full process control, and all-round attention to promote the "three completes" are inevitable requirements for providing personalized services. Personalized service is not only a requirement for grassroots managers and front-line employees, but also a requirement for all hotel employees. The personalized service provided by front-line employees cannot be achieved without the help of second-line employees and even managers. A customer in the restaurant caught a cold. When the service staff found out, he immediately reported it to the supervisor. The supervisor arranged for the kitchen to make a bowl of ginger soup and asked the doorman to go out to buy cold medicine. When the steaming ginger soup and cold medicine were placed on the guest's table, the guest thanked him profusely. Without cooperation between departments and the participation of other employees, personalized services may only stay in the hearts of employees and be difficult to implement. (4) Pay attention to the "four small" "four small" refers to "small life experience", "small news from the media", "small movements of guests" and "small information from speech". Small life experiences are the basis and source for providing personalized services. Mastering more small life experiences will lead to correct and effective personalized services. A guest in the restaurant of the building was stung by a bee. Manager Zhang Qiaoyi immediately brought milk and a mirror to help the guest heal his wounds. The guest was very grateful, which was also based on his mastery of common sense in life. Pay attention to small news from the media and provide guidance for personalized services. "Guest movements" and "speech information" are clues to provide personalized services. The guests' every move and conversation provide a lot of valuable information. For example, Jingya Hotel's personalized service clues of addressing guests by name and position rely on their actions and speech.

(5) Emphasis on five links in the article: Fang Yan