apted to fit the unique characteristics of the hospitality industry.
The thrust of the text is that there are thirteen characteristics and abilities that separate successful hotel executives from unsuccessful executives. Understanding these characteristics offers insight not only into the individuals they describe, but also into the industry as a whole.
To begin with, the authors suggest that consumers travel and use hotels for business, leisure or health and fitness, or some combination of these. Guests do not do this in order to improve their material position, but to enhance their minds, their bodies or their professional position. To this end, employees of hotels are problem solvers, seeking to provide satisfaction. Successful employees, therefore, are involved in the guest's satisfaction, and combine the characteristics of psychologists with those of professional managers. Involvement in each guest's situation and working to solve the problems that they come across is one hallmark of a successful hotel executive.
Successful employees must also be able to communicate effectively with a diverse population. To communicate effectively, the employee must understand the product, what it does and does not offer in terms of benefits (not features), and what the needs and wants of the guests are today. This last part is especially important because the needs and wants of customers change over time and as the hotel changes. Once the employee understands what the hotel offers, and the characteristics of the people who are purchasing the product, the employee can create effective sales messages in order to bring together the product with the consumer.
Understanding the product is the most important aspect of the executive's job. Hotels do not sell beds and food; they offer comfort and relaxation. Some properties cater to the resort market, offering all amenities and championship golf courses or ski runs. Other properties...