Service Beyond Question

The Age

Thursday August 16, 2007

Paul Edwards

Do you think anyone ever reads those questionnaires you get in some hotels, asking for your full and frank opinion of the establishment?

General manager Steve Finlayson of the Radisson on Flagstaff says they're a major part of his daily reading.

"They are the validation of our marketing. We are finding many more guests want to tell us about the hotel because our feedback response rate has almost doubled in a year. You would probably expect that an elevated response rate equates to elevated complaints, but fortunately, that's not the case.

"I read them all, and almost all are positive, but when we get a negative comment, we act on it quickly and I will telephone guests to discuss their concerns.

"Perhaps our continuing upgrade-improvement program is fuelling the feedback."

Mr Finlayson ticks off his selling point boxes when updating his sales and marketing plan.

"We're in the throes of a big refurbishment and it's my role to make sure it doesn't affect customer amenities and that all-important bottom line," he says.

"I call it refurbishment by evolution - an important element of our marketing plan.

"We're not blocking off total floors for weeks at a time to strip and refurnish our rooms or public areas; rather, we tackle smaller projects in various parts of the hotel during check-out Sunday morning through to check-in Monday morning. This way we can optimise our occupancy rates while minimising disruption to guests and staff."

The Radisson is an 11-storey property with 184 rooms and was once headquarters for Melbourne's police force. Mr Finlayson took over its management in 2005.

Sales and marketing strategies include research, web and print advertising, specialist travel-focused public relations and in-depth customer feedback.

Boxes he is currently ticking include new hotel artwork, sturdier bar tables, portable halogen reading lights for guests wishing to read in the mood-lit cocktail lounge at night, improved environmental practices, a new level of training for bar staff, and sourcing a superior brand and blend of coffee.

Major items include new beds and pillows hotel-wide and the room and hallway refurbishment program.

Customer service underpins Mr Finlayson's strategy, given that the corporate entity operating the hotel, Carlson, manages the hotel's presence on hotel website search engines and the Radisson brand in advertising. He meets daily with his key executives to review all guest comments and find solutions to their growing needs. His philosophy is to "underpromise and overdeliver".

Websites selling available hotel rooms have replaced advertisements lodged in newspapers, although print is still important for leisure-market seasonal packages such as St Valentine's Day, when Mr Finlayson will also call in PR specialists.

A recent research initiative identified business travellers staying several nights want different meals each night; they want just two courses; and they want them served quickly so they can return to their room as soon as possible.

While the hotel's performance, comfort and services are sales and marketing indicators, Mr Finlayson says the strength of the business is the "guest force" and the feedback. Which leads us back to that questionnaire on your bedside table.