Most people expect to receive great service at four- diamond hotels. But that’s

Question

Most people expect to receive great service at four- diamond hotels. But that’s not good enough for Loews. The New-York based hotel chain, which has properties in 16 cities across the United States and Canada, tries to “wow” every one of its guests with high-quality accommodations, impressive surround- ings, personalized service, and thoughtful amenities for a luxurious experience. A key element of Loews’ success is the exten- sive training it provides its employees. Annually, it spent more than 50,000 hours training its employees. Whether they work at the front desk, as housekeep- ers, accountants, or marketing managers, they learn about the big-picture goals of the company and how the quality of service differentiates one company from another in the hotel business. “The key is to train all departments of your organization to be customer- centric,” says Jon Tisch, the company’s chairman. “Thinking about customers can’t be left to marketing and sales alone. Manufacturing, R&D, strategy, man- agement, all have to be focused on the needs and de- sires of the customer.” Customer-facing employees at Loews undergo classroom training, including role-playing and simu- lations to learn how to deal with customers. “Living Loews,” a two-day training program, teaches employ- ees not only the finer points of etiquette but how to really sell the Loews experience—even when things go wrong. “Part of this training deals with how to handle pressure, which is something employees in any industry are bound to face. We’re all human, so mistakes can happen,” Tisch explains. “But when they do, we train our coworkers to impress our guests with an extraordinary recovery that we hope they’ll re- member even more.” Training sessions such as “Green” training, “Loews Meeting Experience,” “Loews Pool Con- cierge” program, “Spa 101,” and the “YouFirst” guest loyalty program ensure that customers of all types who use the hotel’s various services get top-notch service. The training does not end with the sessions, though. Once it is over, training managers go out on the front lines to do spot checks and offer feedback to employees to make sure the training really “sticks.” A train-the-trainer program and other managerial workshops such as “Communicating Loews” help managers promote the hotel brand and inspire their employees to do so as well. A comprehensive ex- ecutive training program covers topics ranging from communication and salesmanship to public speaking and presentation skills. Loews also tries to “grow” its own talent. Its high- potential program offers additional training, develop- ment planning, and extra opportunities to employees who show promise. Most training managers, for ex- ample, are promoted from line-level jobs or from op- erations, so they know the company’s processes and culture firsthand. The company also has a tuition as- sistance program. To recruit undergraduates, Loews offers paid summer internships that allow students to work in a variety of areas such as the rooms division, food and beverage department, sales and marketing, and human resources. Each intern is assigned a men- tor and given opportunities to network by attending operational meetings. At the conclusion of their in- ternships they complete a report on their experience. Successive year internships give them exposure to ad- ditional functional areas, project work, supervisory experience, and ultimately the opportunity to join the company’s management training program. So successful is the training at Loews that even trainers are impressed. Douglas Kennedy, the founder and president of the Kennedy Training Network, which specializes in hospitality training, says he was knocked out by his experience while conducting training at Loews’s various properties. “I have never received more genuine, authentic welcome notes with my amenities, which were al- ways a welcome treat after a long day of training and an evening of travel. Each note was personally written, and not just the standard ‘welcome to our hotel, hope you enjoy your stay’ messages. I also got to indulge in the supremely comfortable guest rooms and enjoy uniquely local dining options, de?cor, and overall hotel ambiance,” Kennedy says. “I have to say I’ve become a bit spoiled now by all this, and I’m sure it will be a rude awakening next month when I return to staying in more typical up- scale hotel

How do Loews’s training programs relate to the company’s business strategy? 2. Why does the company encourage its employees to focus on the customers’ needs versus other metrics?

Explanation / Answer

The organization's business methodology is to accomplish Four Diamond AND MORE administration. They need their best administration to be vital. They need to prevail upon their clients with the goal that in the long run they'll end up faithful clients. Loews' preparation relate back to the business procedure since they prepare everybody from all levels about the objectives and quality administration of the inn. They prepare their representatives in all perspectives as how to manage clients regardless of whether things don't work out as expected. In Living Loews preparing, workers are instructed about decorum and how to offer the Loews encounter. In Communication Loews preparing, representatives are educated everything from relational abilities to introduction aptitudes. The organization will burn through 264, 000 hours to prepare their representatives realizing that at last, it will pay off and help the picture of the inn.

2) The reason the organization urges its representatives to center around client's needs is that it is a key point with the goal for clients to be fulfilled. Better client benefit, which can be an astounding aggressive weapon, begins frame making sense of the client's needs. At the point when an organization knows their client's needs, they as of now take better position in that field. In addition, when the organization addresses the client's issues, the clients will be back more probable. Additionally, the great impression to the clients made by the state of mind "We center around your requirements" can be a recognizable technique that is difficult to impersonate. For these reasons, the organization energizes its workers. On the off chance that the organization neglected to address their client's issues, they would scarcely return. Consequently, the organization urges its representatives to center around client's needs.

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