If you’ve ever stayed at a Ritz-Carlton hotel, I’m betting that the experience was outstanding. Bill Wilson tells you how they manage to do it so much better than most hotel chains in this document.
First, let me say that I don’t make a habit of staying at Ritz-Carlton hotels. But I’ve had several occasions to do so while attending conferences. Not only have I never experienced a problem, but without exception each stay has been an exercise in indulgence. I’ve also experienced several examples of excellent customer service.
On one occasion, I was preparing for a workshop and realized that I’d forgotten my overhead markers. Stepping into the hallway outside the meeting room, I asked a housekeeper who was dusting ashtrays (really) if she knew how I could get in touch with the A/V people. In many other hotels, I’ve been lucky to get a shrug.
The lady insisted on tracking down the markers herself (my program was scheduled to begin in minutes). She returned with a new, unopened pack of markers within five minutes.
Let’s take a look at some Ritz-Carlton principles:
The Three Steps of Service:
- A warm and sincere greeting. Use the guest name, if and when possible.
- Anticipation and compliance with guest needs.
- Fond farewell. Give them a warm good-bye and use their names, if and when possible.
The Ritz-Carlton Credo:
The Ritz-Carlton Hotel is a place where the genuine care and comfort of our guests is our highest mission; We pledge to provide the finest personal service and facilities for our guests who will always enjoy a warm, relaxed yet refined ambience; The Ritz-Carlton experience enlivens the senses, instills well-being, and fulfills even the unexpressed wishes and needs of our guests.
On another occasion, I was convinced that there was a shortcut to a meeting room on the second floor (where my room was located) without having to go downstairs, through the lobby, then back upstairs to the second floor again. I stopped and asked a worker who was painting some trimwork if he knew. It would’ve been easy for him to say he didn’t, but this guy laid down his brushes and escorted me through a maze of corridors to the meeting room. What this gentleman did is the rule, not the exception, at a Ritz-Carlton hotel.
In an independent survey, 99% of Ritz-Carlton guests said they were satisfied with their experience, and more than 80% were 'extremely satisfied.' How can they do it so much better than most hotel chains? Yes, you do pay a premium for their services, so we can attribute some of this satisfaction to a larger budget. But for the most part, the Ritz does it by creating a corporate culture almost solely devoted to serving the customer.
The Ritz-Carlton is the only hotel chain to receive the coveted Malcolm Baldrige National Quality Award and the only two-time winner (1992 and 1999) in the service category. A study by Cornell and McGill Universities selected the Ritz 'Overall Best Practices Champion' from a field of 3,528 nominees.
Every Ritz-Carlton employee receives a minimum of 120 hours of customer service training — that’s three weeks or more of training devoted to one discipline. Most first-year employees receive 250-300 hours of total training. How many of your CSRs have received 120-300 hours of training of any kind? This type of commitment to service and training pays off by allowing the Ritz to charge significantly higher than average rates for rooms and facilities while developing a clientele that’s fiercely loyal.