Comment pouvez-vous améliorer la satisfaction des clients en utilisant le paradoxe de la récupération du service ?

To solve customer service challenges, it comes down to remember this acronym: L.E.A.S.T – Listen, Empathize, Apologize, Solve and Thank.

No one is perfect! Humans make mistakes! Recovery must occur with the most honest courtesy and speed of light! No one wants to wait nowadays! Don’t ignore the problems! Go the extra mile all the time for all the guests, not only for the affected ones! Be Natural and available to everyone including coworkers! Be proactive all the time! Anticipate guests needs! Don’t forget to smile! Act secure and in a natural way like the hotel is your home. Look for anything out of order and fix it asap. All those are priority number 1! That’s the only way to recover and maintain 5 stars 5 Diamonds hotel!

I have often realized that the guests who complain are the ones who genuinely wish well for you to improve your operations or revisit the same to plug the gaps. Acknowledge the complaint & work towards how can they be resolved. Not all expectations can be met as many brands have limitations in their service design. I prefer to be candid and honest with my guests about what can be done and what cannot. I would rather under promise and over deliver than vice versa. This is appreciated by most genuine guests and we end up making a strong connection with them beyond the call of duty. Complaints help us think from their point of view as well as reassess where we went wrong. Its a blessing to have guests who complain as the learning is ours.

Choosing passionate individuals to represent the organization is crucial in this industry. It's especially vital to actively recruit members of Generation Z, not merely as a means to fund their education but to encourage them to build a sustainable career within the industry. This initiative aims to infuse the well-established sector with fresh perspectives and ideas.

Address issues promptly. Sincere Apology: Apologize genuinely and take responsibility. Empower Staff: Give front-line employees the authority to resolve issues. Personalize Recovery: Tailor solutions to the guest's needs. Fair Compensation: Provide fair compensation for the inconvenience. Learn and Improve: Analyze and prevent future issues. Seek Feedback: Encourage customer feedback. Follow-Up: Check in after the resolution.

The service recovery paradox is a main contributor to overall customer satisfaction and a game-changer to turn a negative into a positive. Talking from a customer perspective, in the hospitality sector it is essential to appreciate the customer, explain the service failure, and apart from fixing the issue, a small benefit provided to the customer works like magic. Also informing the customer afterward which exact measures were taken to improve his or her satisfaction during the next stay is essential, but unfortunately, not often used now. Providing high-quality service recovery and keeping the client up-to-date is the key to reaching customer retention.

The service recovery paradox is like a medical test which shows what kind of professional are you and what kind of company is your company. As Miles Davis used to say "It's not the note you play that's the wrong note – it's the note you play afterwards that makes it right or wrong". So, the service recovery is that "note you play afterwards". A wise person will use service failure to demonstrate that the client and partner are more important than a few dollars. Your recovery steps should be much more "valuable" than the failed service itself.

Service recovery with or without this paradox is an important aspect for any company. Effective companies focus on excellent service from the start and endeavors to minimize service failures. A genuine effort to provide superior service contributes to loyalty and positive word-of-mouth. The Paradox is a byproduct...

Words are important... Untrained service consultant will use the dreaded words "I'm sorry" to their detriment as this puts a target on them for the client's ire. By changing the wording to "I apologize," there is empathy without claiming personal liability. One can apologize on behalf of the company for whatever went wrong and show empathy without bringing your first person insincere statement of being "sorry" into the equation. "Sorry" should be reserved for real life personal situations where you're trying to convey an emotional context and apologies will do just fine in the professional realm.

Guess I said this in my first comment. You show people you care and cab resolve issues, proving your value. They will appreciate it and tell others, leading to more business.

I agree on all the above mentioned points. However, from my point of view and from my experience. We always should measure if the service recovery is suitable for the guest profile or no so if you have a history of the guest so I suggest to take a look into it to understand the guest better so you can give the accurate service recovery. Sometimes when it is really hard to recover the issue, I would suggest to ask the guest what we can do for you to make your stay better or to enhance your experience then give him time to think. 90% will come back with smth to ask for then you can negotiate if it is not possible, but if it is possible so you have fixed the issue 100% from the guest's prospective.

Above all of the service recovery steps is the follow-up call after the incident extending genuine concern for the guest's well-being and ensuring their current level of satisfaction. This action is what will build guests/customers for life.

Service recovery paradox (SRP) is a situation that guest thinks that company has corrected their mistake and service has been provided *without fault* to the customer even though mistake is made. According to hospitality experts, compensation is best way to achieve the SRP. Once you show that you understand, support and empathize your customer and make them heard, guest satisfaction is provided. "A dissatisfied guest who becomes satisfied is more loyal than the guest who never had a problem."

Here are some ways to ensure you can achieve the SRP, focusing on empowering and training staff. ✅Train your staff in active listening, understanding exactly what the guest is expressing goes a long way to ensure that you enable to offer a relevant solution. Do they just want to express their anger, or are they looking to resolve the situation? ✅ Expressing empathy is one way to show the guest that you genuinely understand their point of view. When a guest feels that the employee cares about the situation theytends to be more confident that they will try to resolve the situation. ✅ Ensure that your employees understand that they are empowered to use their judgement and skills to develop a recovery solution.

Sincerity is the key . Post which follow up and genuinely ensuring retrieved guest loyalty . Obviously this is a huge opportunity to learn for the future and not repeat errors .

I remember a time when I was the MoD (Manager on Duty) that night and in-room dining served a Veg Pulao to a guest who found a chicken piece in it. To top it, he was a top executive of a very reputed client we had been wooing for the past 6 months. When the issue was flagged to my attention I went up to him and saw the F&B Manager had already tried his level best but guest was extremely furious still and was threatening to check-out and shift hotels there & then. Somehow I had seen his C/In Reg. Card and that it was his birthday and carried along an eggless cake for him. Offered him a 2N stay couple Suite coupon for his next visit with his wife. Later, he not only became a repeat customer but shifted his company business too!

For example, if you fail to provide transportation or any other service, instead of offering them a new service, you should confirm the new service and give them other more expensive services for free as a sign of apology. For example: room upgrade to a higher category, a romantic dinner, a private tour, etc.

Those examples of SRP such as complimentary wine, dessert or discounts still work and are relevant. Hotels are using these techniques for a long time and provide the same for all guests. But now the hotel should work out on Personalized Service Recovery where guests feel like the hotel really means it and it is specially for them. These personalized service recovery will not only improve the guest satisfaction but also increase the loyalty and help in guest retention.

Working at a hotel, Sunday brunch was always busy before guests hit the road. As the Executive Chef, I was the senior leader on Sunday morning, so when guests checking out asked to speak to the highest ranking team member I would go over to the front desk and listen to whatever their complaint was. I'd offer to pay for their free champagne brunch and that always made them happy.

In order for ultimate guests satisfaction all team members must be informed of the issue that occurred on a daily department lineup. Keeping the guest informed has to be prioritized in respectful ways to ensure they are valued and respected.

The measurement of the extent of recovery can be ambiguous. People’s yardstick of being compensated for an error varies from person to person- this can lead to setting incorrect benchmarks or perceptions . People’s expectations for a particular situation is normally difficult to gauge correctly always .

Challenges sometimes revolve around costs of delighting guests or making exceptions repeatedly. Also, making sure actions match words - nothing erodes trust faster than an insincere apology without follow-through. Additionally, making sure staff actions align with brand standards requires vigilance.

Being the Head of Sales & Marketing I used to invariably take my morning & evening rounds across the Restaurants to meet & greet guests. Coming across some service issue there used to be times when I would offer a couple of drinks/snacks complimentary to the guests if the situation demanded. But a couple of times I later saw those same guests trying to haggle and use it as a tool to extract the same every time they visit. Such situations became very tricky and such guests were tagged and the F&B Service staff had to be briefed on how to tackle such situations to avoid guests trying to game / abuse the system. Capturing the guest information in the system comprehensively helped a lot. And seamless inter-departmental coordination was crucial!

Some guests are gone forever never to return no matter your efforts to bring them back. That's why we need to be consistent when serving our guests 365 days a year to ensure all are happy and never to lose any.

- In my experience the Manager has to lead by example . He needs to live customer centricity daily and create a culture where customer is at the heart of everything you do. - Monthly trainings should be conducted where in the manager shares scenarios He/she may have come across in the past. Ask the team to solve it, share feedback and recognise them. - Regular on job feedback and recognition will help team to perform better - Discussing the past issues and collectively coming up with best resolution will also help the team to overcome the challenges in the future

One thing that would be helpful is to empower employees to make the right judgment of the situation and offer a meaningful solution rather than channeling the solution through beaurocracy due to uncertainty of judgement on their part. Throwing different scenarios at them during trainings and guiding them on how to handle these situations would also boost their confidence. Ofcourse the goal is to make sure unsatisfactory situations don't happen to begin in with!

We overcome those hurdles by tracking incidents, spotting systemic weaknesses, and budgeting some empowerment leeway. Also centralize monitoring of complaints and survey guests on recovery satisfaction specifically. Train, share wins, discuss case studies. And assure staff that service recovery authority comes with responsibility.

Para mi, hay que empezar por analizar el feedback que nos dan los huéspedes. La paradoja de recuperación de servicio funciona si un huésped comenta qué está mal en el servicio. Hay muchos huéspedes que jamás se quejan, pero no regresan más. Entonces hay que estar atentos a lo que dice y hace el huésped para entender que algo no está mal. Miles de huéspedes no se quejan porque no quieren perder tiempo, porque no pagan ellos, porque saben que no van a volver al lugar. Por eso hay que agradecer al que se toma el tiempo de explicar en qué fallamos. Nuestra capacidad de escucha, empatía y acción puede hacer que el huésped se haga habitué de nuestro lugar. Pero todo empieza en el feedback que recibimos del huésped. Hay que estar atentos.