Roccoco hotel - new york

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TO Mr. Tony Richards, GM

FROM

DATE June 16, 00

SUBJECT RecommendationsCustom writing service can write essays on roccoco hotel - new york

It has come to your committee's attention a letter by a former patron. Ms. Laura Bressner has expressed her dislike in the following areas

ɨ Poor front desk service (lackadaisical, wrong room type, rudeness)

ɨ Slow room service

ɨ Poor attention to detail

She has stated that she will not be attending your hotel again.

You have also received an evaluation from the High Stars Consulting Company, a leading international firm specializing in quality management programs in the hospitality industry. They have sent an executive summary based on the experience of four shoppers who stayed at your hotel for three nights in September of this year. The following areas have been pointed out as either being sub-par or negative

Reservations

ɨ One reservationist was addressed by their first name

ɨ Inconsistent offers of smoking versus no-smoking rooms

ɨ Extension of courtesy or "'thank you"

Arrival

ɨ Unreadiness of room in a timely manner

ɨ Complimentary drink never arrived while patron was waiting for room to be ready

ɨ Long, inconsistent baggage delivery times

ɨ Bellman made no introduction to rooms amenities or other information

Departure

ɨ During check-out, the patrons were never asked if they enjoyed their stay, nor asked about late charges, nor specifically thanked

ɨ A question on a charge on the patrons folio resulted in a 10 minute wait for any action to be taken

Concierge

ɨ A Federal Express package was received by your front desk at 5 am, but patron was not notified until 115 pm. A note was delivered under the door for the package and was never offered to have the package delivered to the room

Telephone

ɨ A long delay in answering an internal call at the front desk

ɨ A wake-up call was requested but never received

ɨ A voice mail was addressed to another quest was erroneously routed

Housekeeping

ɨ Poor restocking of guest supplies

ɨ Long waiting times for special request supplies

Room service

ɨ Long waiting times for breakfast…far exceeding estimated times

ɨ The ordering process was affected by numerous call-holds and by considerable background noises

Lounge Bar

ɨ Four out of five visits resulted in poor performance from staff

ɨ Bar service was hectic and available only to those who were assertive

ɨ The server pick-up area was incredibly untidy, yet guests often walked through this area

ɨ Dinner table was unclean

Although some service strengths were noted (listed below), the negatives far exceed the positives pointed out in her Ms. Bressner's letter.

ɨ Immediate, friendly curbside assistance

ɨ Delivery of on-arrival messages were effectively handled

ɨ For the most part, check-out folios were correct

ɨ The concierge staff, according to the firm, is your genuine strength…well trained, considerate and thorough

ɨ Generally, rooms were left very clean by your very courteous housekeeping staff

These concerns must be addressed and corrected immediately in order to ensure your comparisons them. Your goals should be to meet or exceed the standards of the Marriott and Sheraton Hotels. The Company should address each of these concerns as soon as possible. Effective immediately, I propose the following changes in your policy

Reservations and Arrivals

Hiring practices will change. Only the hiring of 'mature' front desk reservationists and other staff members. Attention to detail will be highly stressed to these new and existing employees.

Employee empowerment. For existing front desk employees, a -week course will be designed to enable these employees to effectively make on-site decisions, usually requiring supervisor approvals in the past.

Bellmen. All bellmen are required, and will also be highly stressed, to make clear the rooms amenities and the hotels services for each patron they bring to a room. The patrons bags will be the number one priority for the bellman, no time should be wasted in bringing the luggage. If any questions are further required, to contact front desk.

To help pay for this employee empowerment program, and the hiring of more experienced front desk staff, (which may translate to slightly higher pay), a slight modest pay-cut for middle management and up will be necessary (criteria to be determined).

Housekeeping and Room Service

4-Hour all-around service. Hallways will now be patrolled 4 hours a day by middle managers and supervisors on duty, to ensure cleanliness.

4-Hour room service. Room service will now be available 4 hours, daily. However, a limited menu will be offered. Orders not received within with a reasonable time will be served free of charge, therefore deducted from kitchen staff's pay.

Your revenues and profits may be down for the next 18-months, which I suspect how long the "makeover" will take. But in the long run it shall be worth it. Some cutting of the corners will also be necessary. Layoffs should be taken into effect, therefore putting more responsibility and labor into the hands of managers. The layoffs shall consist of night crews and the number of front desk employees. Since the overnight shift is usually the "dead hours", all front desk staff on duty shall assume the responsibilities of the cleaning crew in maintaining the lobby. Front desk calls can still be serviced by accessing the front desk line via the service phones in the lobby.

More capital shall be allocated to your marketing department to lure new customers into your hotel, and to ensure that your core weekend customers keep returning. Offering package deals, more creative radio spots and on-line reservation deals (i.e. 10% off room rates for all reservations made on-line, etc.).

Further implementations of policy's and policy changes will be addressed under separate cover.

Obviously, these changes can not happen overnight. These changes are not overly drastic. It can happen, we can make it happen. I ask that all middle managers, supervisors, directors and vice presidents make a sincere effort in putting forth these actions. Setting a precedent to your younger staff and "underlings" will be most prudent.

I am sure your mutual goal will be achieved in turning this hotel into what it once was and always shall be…a 6-Star Service Experience.

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