in 2021 . Guests require significantly more counsel and support to book ,” says Kimberly Wilson Wetty , co-president and owner , Valerie Wilson Travel , New York City . “ Their service expectations are high and their needs are different .”
Alan Fuerstman , founder , chairman and CEO of Montage International , Irvine , California , described it this way : “ In several of our resort communities – for example , at our Montage Palmetto Bluff resort in South Carolina – we have seen numerous part-time residents quick to return to the property for extended periods during the pandemic , placing unique and unprecedented demands on resources , staff and amenities . In certain instances , we made a strategic decision to impose non-required occupancy restrictions on the hotel to relieve compression in our food & beverage outlets and other key facilities , and deliver on the promise of a safe and comfortable experience to our guests , homeowners , and , most importantly , our associates .”
Wilson Wetty explains some of the concerns she is experiencing : “ Hotels are not fully staffed for a variety of reasons , including staff either not wanting to come back because of unemployment income or issues concerning childcare and home schooling .”
She wonders if there should be a new “ operations playbook ” and suggests hoteliers should not expect to run a hotel the same way as pre-pandemic . Staff must be retrained to meet the expectations of a whole new world of hospitality , and many are out of practice , due to the extended furloughs .
This is a time for much stronger internal communication and leadership inspiration . So , I would suggest hoteliers take a long hard look at their hotels or resorts culture and pride . This has been an exceptionally trying time and it is not over yet . Staff need inspiration to deliver the exceptional .
Jack Ezon , founder and managing partner , Embark Beyond Travel , New York , is more forthright about how prepared the hotel industry has been in meeting the demands of the recovery . He told me , “ Service levels in many destinations have been compromised , especially in domestic resorts where market compression has catapulted occupancy to create a perfect storm for luxury service .”
Like Wilson Wetty , Ezon is concerned about staff levels . “ Domestic resorts didn ’ t see the wave coming and all suffer from reduced staffing ... with some hotels operating with 50 % less staff because of generous stimulus and other difficulties in recruiting staff . This , coupled with elevated client expectations resulting from inflated rates , has caused great disappointment .”
Ezon added , “ Many hotels , like Acqualina in Miami ’ s Sunny Isles Beach and the Ocean House in historic Rhode Island , have committed to overcompensating in service and setting clear expectations . Others have cut services such as turndown and daily housekeeping .” Finally , he commented , “ The biggest problem is that most hotels and resorts don ’ t set expectations in advance , nor warn clients what to expect and what not to expect . They need to be told during the booking process , not after they check-in .”
Looking at retailers In Manhattan over the past few weeks , I have noticed a new sense of pride and willingness to serve . It has been striking how attitudes have changed and going that extra mile to close a sale has become the norm .
Managing expectations is vital . Alan Fuerstman said proactive communication has been essential during these past several months . “ Our guests are pre-called by a resort experience planner that clearly
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