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A privilege …
1990 – 2009 Area Director of Quality &
Productivity, West Coast USA
2009 – present Global Director
Quality Improvement, Hong Kong
A privilege …
CREDO
“The Ritz-Carlton experience
enlivens the senses, instills well
being and fulfills even the
unexpressed wishes and needs of
our guests”
MANIFESTO
“In our family, you will find
tranquility, sincerity and
something rare – our special kind
of hospitality, hospitality from the
heart.”
A privilege …
Provide genuine care and
exceptional products and
services resulting in profit
leadership.
To be the first and
right choice for guests,
colleagues, shareholders and
business partners.
The Ritz-Carlton inspires
life’s most meaningful
journeys.
Shangri-la Hospitality
from a caring family.
A warm welcome.
Anticipation of guest needs.
A fond farewell.
To delight our guests every
time by creating engaging
experiences straight from
our hearts…
A privilege …
“We are Ladies and
Gentlemen, Serving
Ladies and Gentlemen.”
“We treat each and
everyone with honour,
as kin, as family…”
LEGENDARY ASIAN HOSPITALITY
Learning Continuum…
Recruitment
Orientation Task Competency
Shang-Care 1
Shang-Care 2
Shang-Care 3 Shang-Care 4
A privilege … Partnership with Learning and Development…
A privilege …
Not a program…. with a beginning and an end….
A process… a journey… continuous… never-ending…
Dual Definition by Dr. Joseph Juran
“Quality consists of service and product
features that meet and exceed the needs
and requirements of customers.”
“Quality is freedom from defects or
deficiencies.”
Benefits:
• Improve Customer Satisfaction
• Standardize products and services
• Make products more saleable
• Increase Market Share
• Provide Sales Income
• Secure Premium Pricing
Benefits:
• Reduce Customer Dissatisfaction
• Reduce Errors
• Reduce Rework
• Reduce Rebates
• Make work simpler, faster, better
• Improve Cycle Time of Work
• INCREASE SALES AND REVENUES • REDUCE COSTS & IMPROVE PROFIT
GUEST DELIGHT & ENGAGEMENT
The future is Quality Improvement 2009 - Web Survey
2012 - Mobile Survey
2015 - ITM
Guest
Panel
Surveys and
Research
Very Good is not good enough!
/ 136,450 = XX % Top Box
Putting Service Profit Chain to Work Harvard Business Review
ORC Guest Equity Model A HOLISTIC VIEW OF THE GUEST JOURNEY FROM FIRST EXPOSURE TO A BRAND
TO LONG-TERM LOYALTY AND LIFETIME VALUE OF A CUSTOMER.
ORC Brand Expectations & Emotional Connections Survey Questions
Goodwill: How much do you agree or disagree with the below statements: • “If a problem arises, I can always count on Shangri-La to address the issue”?
Customer Mindset : How much do you agree or disagree that Shangri-La/ Traders/ Hotel JEN: • “Is a brand I like”
• “Gives me something other hotel brands cannot give me”
Emotional Connections: • “I feel proud to be a Shangri-La customer”
• “I trust Shangri-La”
• “There is a connection between me and SL that persists through good times and bad times”
Brand Perceptions: • “SL cares about its customers”
• “Is innovative”
• “Is responsive to customers’ needs”
• “Is flexible in its relationship with customers”
• “Does things that are good for community or the environment”
for 2015 and beyond…
23
80% Global SL
GUEST LOYALTY
EMPOWERMENT 25% Reduction – Problems Experienced 25% Improvement - Problem Handling
PERFORMANCE RESEARCH Shangri-La Experiences
QI Test Calls
DEMOGRAPHIC GUESTS
Golden Circle, Local, Outbound China
STRENGTHEN GUEST & COLLEAGUE ENGAGEMENT Overall Impression of Our People
Our Core Values // Our Guiding Principles // Universal Core Practices
INNOVATION
KEY DRIVERS OF GUEST and EVENT PLANNERS FL15 // WAGS // BITe // MEET // ReFReSH
“Simpler, Faster, Better…”
Shangri-La Culture
It becomes you… “Cast Your Shadow” “Change the life of our people…”
Strengthening
QUALITY INITIATIVES
Sharing our successes… • Daily Briefings • Shang Moment Stories
Addressing our challenges… • Defect Reporting, Recording, Resolution Process • Shang Care 4
Sharing our ideas… • Internal and External Benchmarking • MVBP (Most Valuable Best Practice) Award
Measuring our activities… • Performance Researches • Guest and Event Planner Surveys
Engaging colleagues to make a difference… • Shang Care 2 • Core Project Teams…
Strengthen our Company Philosophies, Core Values and Guiding Principles. Commitment to Shangri-La Caring” for review during departmental daily briefings:
• Lesson Plan from SLIM Quality Office • Shangri-La Moment Stories from the field 3Xper week • “Did You Know” days • “Best Practice of the Week” days • “Corporate Social Responsibility” days • Encourage employees to enliven our philosophies by doing ABCD (Above & Beyond
Call of Duty) with guests and fellow employees… • Review Core Value of the Day, Guiding Principle of the Day and Universal Core Practice
of the Day Recognize employee/s whose story/ies were featured.
Sharing our successes…
• Top Local/Regional/Global Defect Trends • Causal Analytics • Day of Week, Time of Day • Where it Happens Most • Other Demographic Trends (ie nationality,
age, gender, etc.) • Reduce Top Trends • Address Common Root Causes • Etc….
Social Media
Guest letters
Guest survey
Verbal
ITM
Trip Advisor
FCS Etc
• Address the Key Drivers of Guest Experiences • Cross Functional Project Teams • Meet 2x per month • Brainstorm improvement action steps • Make decisions to improve work processes
Strategy..
Focus on the “efforts…”
If you exert meaningful “efforts” to any form of activity,
You will always be rewarded with meaningful “results.
Arrival
Guestroom
Hotel Services
and Facilities
F&B Experiences
Problems
Departure
Nationalities
Length of stay
Day of Arrival
Day of Departure
Age Demographics
Market Codes
Gender
Room Nbr
GC vs Non GC
Floor or Area
Satisfaction
OPERATIONAL REPORTS
Time of Day
2012-2014 Brown Paper Flowcharting
• Identify and Eliminate Bottle Necks in the system • Eliminate non-value added steps - Make work simpler,
faster and better… without sacrificing quality!
Integration has a different meaning for the intelligence community than it has for the operational community. The Intelligence Community sees integration with two components - collection and analysis, while the Operational Community seeks an outcome, an action, a result from the enormous amount of collection and analysis it performs. The intelligence community must align its thinking with those who have to decide or execute the findings from collection and analysis. Think of it as a three-legged stool.--- the intelligence community has responsibility for two of these legs, while the third is the most important and least understood.. The intelligence community needs to see itself as the critical enabling capability of decision making, whether tactical or strategic. The challenge in today’s complex world is knowing the difference between the two.
Guest, Employee and Event
Experiences Analytics
DR3/FCS and other
Internal/External Customer
Experience Behavioural
Analytics and Economics
Performance Research –
Guest Services, Room &
Restaurant Reservations,
Sales/RFP, Shangri-La
Experiences, etc.
Adhoc and Guest Panel
Survyes, Web Community
Analytics (ie Trip Advisor),
Internal & External Best
Practices , Research and
Statistical Studies
i3 Creative
Perceptual
Emotional
Path-Finding
Sustainable
Predictive Energetic
Decisive
HOTEL INTELLIGENCE
If you keep on doing the same thing again and again, You will get the same results…
- Paul Roa
“Quality is never an accident; it is always the result of high intention, sincere effort, intelligent direction and
skillful execution; it represents the wise choice of many alternatives.”
William A. Foster
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