A Brand New Way of Thinking about Service Excellence

By: Brendon Bairstow-Klopper

With 77 hotels worldwide, staffed by 38 000 employees, The Ritz-Carlton hotel group is massive. It’s also widely recognized as the gold standard for consistently superb guest service and experiences – which is no small order when you’re a global franchise comprising of highly individual hotels set within extremely diverse cultures.

So how does The Ritz-Carlton manage to maintain its reputation for service excellence? No, the answer isn’t ‘money’. While a stay at a Ritz-Carlton hotel will certainly put a dent in your wallet, the group doesn’t charge more to be able to offer great experiences and brilliant service; it charges more because it offers great experiences and brilliant service – for which its guests are more than willing to pay a premium.

Ultimately, The Ritz-Carlton is able to deliver brilliant experiences because it has built its guest proposition on an understanding of the fact that superb service across a global franchise is only possible with a very strong brand that enjoys the unwavering support of every person working in the organisation.

Whether you’re a hospitality provider of Ritz-Carlton proportions, or just setting out in the industry with aspirations of global hospitality domination, this is a lesson that is well worth learning. Particularly given the environment of price sensitivity and heightened competition for share of wallet in which all hospitality organisations are now forced to operate.

Against this backdrop, failure to build and nurture a solid brand – particularly amongst your employees – will not only lose you money, it could even cost you your business.

On the other hand, a strong brand that is understood and supported by employees and presents a compelling value proposition to guests can be the glue that holds your franchise or group together and helps it grow from strength to strength. But there are a few key factors to consider when building such a hospitality brand – as identified by some of the brand builders who have done it best. Most importantly:

“It’s really about relationships”

Says who? Stelios Haji-Ioannou, Chairman, EasyGroup: "Your brand is created out of customer contact and the experience your customers have of you."

The most important relationship in your business is one between your employees and your guests. This is what lies at the heart of a brilliant brand experience offered by your organisation and what, ultimately, makes or breaks its competitive advantage.

“Your brand has to be authentic”

Says who? Howard Schultz, CEO, Starbucks: “Mass advertising can help build brands, but authenticity is what makes them last.”

A great brand consistently demonstrates that it understands its customers and knows how to meet their needs – both practically and emotionally – no matter where in the world they interact with that brand. This authenticity is what differentiates it from its competitors.

“Your employees need to know the ‘what’ and the ‘why’”

Says who? Michael Eisner, CEO Disney: “A brand is a living entity – and it is enriched or undermined cumulatively over time, the product of a thousand small gestures."

Even if you have made sure that every employee knows what is expected of him or her in terms of delivering great customer service, it may not be enough. They also need to understand why great service is necessary. And that comes down to educating your staff on the role they play in building your brand. Remember, the ‘what’ can be taught, but the ‘why’ needs careful nurturing, reinforcement, and total buy-in from all stakeholders. That’s the only way to move the brand building imperative from the conscious to the intuitive in your organisation.

“Judgement overrules”

Says who? Nordstrom Employee Manual: “Rule #1: Use your good judgment in all situations. There will be no additional rules.”

Any business needs policies and procedures to run smoothly. But when building your brand is at the core of your service offering, it’s important to make sure your staff understand that the rules are there to enhance the guest experience, not limit it. If a rule gets in the way of delighting a customer, use your judgement – even if it means bending or, even, breaking the rule.

The Ritz-Carlton, for one, has managed to get this formula right – putting its brand at the centre of its organization and building a service culture around it. That’s how they consistently deliver unforgettable guest experiences. And simply by following the same approach, so can you.