We arrived back in the UK a few days ago tanned and rested, having spent a couple of weeks in the gloriously constant sunshine of Tenerife. With two adults and two children – and knowing the hotel in which we were staying – we’d pre-booked a couple of interconnecting poolside rooms (convenient during the day, and safe at night when the kids were in bed as they’d be overlooked from the terrace bar) and approached the check-in desk with a sense of expectation.
What we didn’t know was that the hotel had undergone a refurbishment during the winter months, and that a few rooms were still unfinished. Unfortunately, those we’d booked proved to be unavailable but, after explaining why the alternative rooms that had been allocated were unacceptable, we were offered rooms on the opposite side of the pool to those we’d expected but in an otherwise identical position. After unpacking we soon found that there were also one or two other problems (one of the TV’s had to be changed and there was a small leak from a service pipe that had to be attended to) but no matter what the issue, the hotel staff were understanding and helpful, and made it clear that they would ensure we were happy whatever means that took.
Now, we all know that the hotel sector has a reputation for customer service; it survives on it, after all. However, the ethos when one travels overseas, especially – but not only – to destinations that survive primarily on revenue generated from tourism, seems somehow different to that which we see here in the UK. Partly, it’s because in this country not everyone sees the hospitality industry as anything more than a stepping stone to another career… our economy, after all, is based on a position as one of the world’s leading centres of commerce. But I think there are other issues, which are in some way ingrained in our psyche, and these issues have more to do with our perception of those at the sharp end of customer service. And it’s about respect for those people, and those roles.
As a consultant I always find it interesting when evaluating the approach to customer service issues that I see defined in proposals and bid submissions, because over the years it’s seemingly become more and more about systems and technology… how metrics are collected, analysed and presented to the client; it’s as if the ability to produce a dashboard report is itself evidence of a commitment to customer satisfaction. Or as if there should be an automatic assumption that possessing a help desk capability means that an organisation is customer focussed. Personally, I look for something far more than that and will often spend a great deal of time with a supplier’s existing clients in order to determine just how committed to these issues that supplier really is.
What I really think, though, is that – here in the UK – we don’t necessarily appreciate what customer service (and customer focus) means because we don’t attach the appropriate importance to roles that are 100% customer-facing. Whether it be a waiter, a bartender or a help-desk representative, we need to properly value the work those people do to enable them to feel, and become, fully motivated and fully committed. In fact, I believe we have a lot to learn – not only from our continental neighbours but also from our friends in the States – in terms of the manner in which we perceive, value and support such roles.
Maybe it’s just a matter of respect.