Ensuring Quality in Hotels: Stakeholders and Measurement

Quality is a multifaceted concept in the hotel industry, encompassing various aspects of the guest experience. Understanding the meaning of quality and its significance for stakeholders is crucial for hotels aiming to deliver exceptional service and maintain a competitive edge. It is a critical factor in the success of hotels, as it directly impacts guest satisfaction, reputation, and overall business performance. This article explores the meaning of quality in the context of hotels and highlights its significance for various stakeholders involved in the industry.

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1. UNDERSTANDING QUALITY IN HOTELS AND ITS STAKEHOLDERS

Defining Quality in Hotels:

Quality in the hotel industry encompasses various elements that contribute to an exceptional guest experience. These include exceptional service, well-maintained facilities, cleanliness, comfort, and overall satisfaction.

"Quality is the discrepancy between guests' expectations and their perceptions of the service received", Parasuraman, Zeithaml, and Berry (1988).

Therefore, delivering on guests' expectations and consistently exceeding them is vital to ensuring quality in hotels.

Stakeholders and Their Perspectives on Quality:

1. Guests: Guests are the primary stakeholders in the hotel industry, and their perceptions of quality shape their satisfaction levels and future decisions. Guests seek comfortable accommodations, personalized service, efficient operations, and memorable experiences (Bigne et al., 2014).
2. Employees: Frontline employees play a crucial role in delivering quality service. They are responsible for guest interactions, ensuring promptness, attentiveness, and personalized care. Engaged and empowered employees are more likely to deliver exceptional service, contributing to overall guest satisfaction (Hartline & Ferrell, 1996).
3. Management: Hotel management sets the quality standards, develops policies and procedures, and establishes a culture of excellence. They monitor and evaluate service delivery, implement training programs, and provide resources to ensure quality is upheld consistently (Enz, 2010).
4. Owners and Investors: Owners and investors have a vested interest in maintaining high-quality standards as it directly affects the financial performance and long-term viability of the hotel. Quality influences occupancy rates, revenue, and the hotel's reputation within the market (O'Neill & Mattila, 2006).
5. Community: Hotels have an impact on the local community, and maintaining quality reflects social responsibility. By providing employment opportunities, supporting local businesses, and engaging in sustainable practices, hotels can contribute positively to the community (Camilleri, 2019).

The Significance of Quality:

Quality is of paramount importance in the hotel industry due to several reasons:

1. Guest Satisfaction and Loyalty: Satisfied guests are more likely to become loyal customers, leading to repeat bookings, positive reviews, and referrals. A high-quality experience builds trust, which is essential for guest retention (Cronin Jr. & Taylor, 1992).
2. Competitive Advantage: In a highly competitive market, quality differentiates hotels from their competitors. By delivering exceptional service and maintaining high standards, hotels can stand out and attract discerning guests (Gr?nroos, 1984).
3. Reputation and Brand Image: Quality is closely tied to a hotel's reputation and brand image. Positive guest experiences and consistent quality lead to a strong brand identity and enhance the hotel's positioning in the market (Kotler et al., 2017).
4. Financial Performance: Quality impacts a hotel's financial performance through increased occupancy rates, average daily rates, and revenue per available room. Satisfied guests are willing to pay a premium for quality experiences, positively impacting profitability (Enz, 2010).

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2: MEASURING AND CONTROLLING QUALITY IN HOTELS

Maintaining consistent quality in hotels requires effective measurement and control mechanisms. In this section, we will explore the different approaches hotels use to measure and control quality, ensuring that guest expectations are met and exceeded.

A. Guest Feedback:

One of the primary methods hotels employ to measure quality is through guest feedback. By actively seeking and analyzing feedback, hotels can identify areas for improvement and address any issues promptly. Guest feedback can be collected through surveys, online reviews, social media platforms, and direct communication.

1. Surveys: Hotels often distribute post-stay surveys to guests, inquiring about their experience in various aspects such as check-in process, room cleanliness, staff friendliness, and overall satisfaction. Analyzing survey responses helps identify strengths and weaknesses, enabling hotels to make targeted improvements.
2. Online Reviews and Social Media: Hoteliers monitor online review platforms and social media channels to gauge guest sentiment and identify areas of concern. Positive reviews provide insights into successful aspects of the hotel experience, while negative reviews highlight areas that require attention.

• Example: Some hotels actively monitor review sites like TripAdvisor and social media platforms to track guest feedback. They engage with guests, address concerns publicly, and use the feedback to improve their service offerings.

1. Real-time Feedback: Some hotels have implemented real-time feedback systems, allowing guests to provide immediate feedback during their stay. This approach enables hotels to address issues promptly, rectify any problems, and demonstrate their commitment to guest satisfaction.

• Example: Some hotels have installed interactive tablets in guest rooms, enabling guests to provide instant feedback on their experience. This allows them to promptly respond to any concerns and enhance the guest experience in real-time.

B. Quality Assurance Programs:

Hotels often establish internal quality assurance programs to ensure consistent standards are met and maintained. These programs involve regular inspections, checklists, and audits to assess various aspects of the hotel's operations.

1. Regular Inspections: Quality inspectors conduct periodic inspections of guest rooms, public areas, and facilities to ensure cleanliness, maintenance, and adherence to brand standards. These inspections help identify any deficiencies and ensure corrective actions are taken.
2. Checklists and Standard Operating Procedures (SOPs): Hotels develop comprehensive checklists and SOPs for various departments and service areas. These guidelines outline specific tasks, service standards, and quality expectations. Staff members are trained to follow these procedures consistently, promoting uniformity in service delivery.
3. Training and Development: Training programs are essential for equipping employees with the necessary skills and knowledge to deliver quality service. Ongoing training sessions and workshops are conducted to enhance employee performance and reinforce the importance of quality in service delivery.

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C. Mystery Shopping:

Mystery shopping is another approach hotels use to assess and measure quality. Mystery shoppers act as regular guests and evaluate various aspects of the hotel experience, including check-in process, room cleanliness, staff responsiveness, and overall service.

1. Objective Evaluation: Mystery shoppers provide an objective perspective on the guest experience, as they assess the hotel based on predetermined criteria. Their evaluations help identify areas that may require improvement and provide actionable insights.
2. Performance Benchmarking: Mystery shopping enables hotels to benchmark their performance against industry standards and competitors. It highlights areas where the hotel excels and areas that need attention, allowing for targeted improvements.

D. Employee Training and Empowerment:

The role of well-trained and empowered employees is crucial in delivering quality service consistently. Hotels invest in training programs to equip their staff with the necessary skills, knowledge, and resources to meet guest expectations.

1. Service Excellence Training: Hotels provide comprehensive training on service excellence, emphasizing the importance of guest satisfaction, effective communication, problem-solving, and anticipating guest needs. This training helps employees deliver personalized and memorable experiences.
2. Empowerment and Autonomy: Hotels empower their employees to make decisions and resolve guest issues on the spot, without having to seek constant approval. Empowered employees feel a sense of ownership and are more motivated to provide exceptional service.

Example: Some hotels encourage their employees to take ownership of guest experiences by empowering them to make decisions within defined guidelines. This autonomy enables employees to handle guest issues promptly and deliver personalized service.

1. Ongoing Feedback and Recognition: Hotels establish mechanisms for ongoing feedback and recognition to motivate and engage employees. Regular performance evaluations, coaching sessions, and recognition programs acknowledge exceptional service and provide opportunities for growth.

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References:

• Bigne, E., Sanchez, I., & Sanchez, J. (2014). Effect of service quality on customer satisfaction and loyalty in a Spanish hotel chain: Evidence from comparison across different categories of hotels. Journal of Hospitality and Tourism Management, 21, 152-160.
• Camilleri, M. A. (2019). The Sustainable Development Goals and the International Hospitality Industry. Springer International Publishing.
• Cronin Jr., J. J., & Taylor, S. A. (1992). Measuring service quality: A reexamination and extension. Journal of Marketing, 56(3), 55-68.
• Enz, C. A. (2010). Hospitality strategic management: Concepts and cases. John Wiley & Sons.
• Gr?nroos, C. (1984). A service quality model and its marketing implications. European Journal of Marketing, 18(4), 36-44.
• Hartline, M. D., & Ferrell, O. C. (1996). The management of customer-contact service employees: An empirical investigation. Journal of Marketing, 60(4), 52-70.
• Kotler, P., Bowen, J. T., Makens, J. C., & Baloglu, S. (2017). Marketing for hospitality and tourism. Pearson Education.
• O'Neill, J. W., & Mattila, A. S. (2006). Empowering service employees. Journal of Service Research, 8(2), 146-161.
• Parasuraman, A., Zeithaml, V. A., & Berry, L. L. (1988). SERVQUAL: A multiple-item scale for measuring consumer perceptions of service quality. Journal of Retailing, 64(1), 12-40.

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Meet & follow the author here

Hector De Castro is the President of LUSH, the Luxury Sustainable Hotels & Wellness Assoc. Under the form of NGO, it strives to boost a greener hotel industry by helping entrepreneurs, young talent and hospitality SMEs. Mr De Castro has +20 years experience developing hotels and audits in 5 continents for Fortune 500 and SMEs. Professor at Anahuac Tourism University. PhD cand.