Radisson hotel chain operated on the instance of Growth at any cost, as they were ontogeny the company, the hotel lacked a clear direction and faced the challenges of customer utility inconsistencies. The hotel president and executive vice president took several initiatives to concenter the hotel on more customer-focused brand. Some of these initiatives included a armed service guarantee, a node satisfaction amount program, employee satisfaction measurement program, and an information technology initiative.
Meeting and managing customers expectation is important because as long ascustomers be made aware of the services provided, they are less likely to be dissatisfied. One program that the hotel mensural customer satisfaction and loyalty is through hotel guest illness cards, which measured willingness to return, percent advocates, percent defectors, and percent complaints. This program was washed-up because the number of respondents was very small. For example, the Radisson Slavjanskaya hotel in Moscow received scarce 100 comment cards per month for 9,000 room nights. It evict be difficult to obtain accurate feedback about how hotel is doing in accomplishing customer satisfaction.
One reason it is hard to do is because galore(postnominal) guests do not give their feedback unless their stay at the hotels was absolutely horrible.
Solution could be to increase the amount of feedback giving to the hotel by customer by having incentives to encourage customer to provide their feedback. Radisson could furnish something to customer in exchange for rating the hotels performance, and because more people would probably respond.
Offer coupon for another(prenominal) stay or for a service form iodin of Radissons partners, merchandise such as coffee cup, hat, and so on or an entry into a prize raffle.
Provide guest who fill out the comment card or steer survey over the Internet might receive a discount for their next visit.
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