Not just another night in a hotel.

Not just another night in a hotel.

Written By Jeffrey Gitomer

KING OF SALES, The author of thirteen best-selling books including The Sales Bible, The Little Red Book of Selling, and The Little Gold Book of Yes! Attitude. His real-world ideas and content are also available as online courses at



Not just another night in a hotel.

Checking in?

The universal first words of hotels across America. When I get that greeting I reply, “No, I’m here to pick up my bank loan for a quarter of a million dollars, they said it would be here and was being held by (and I say the clerk’s name if they’re wearing a badge) Is it here?” Fifty percent of them get nervous, the others smile something I wish they’d done for me.

Last week I stayed at the Broadview Hotel in Wichita, KS. I had high expectations. Since they were the first hotel in 500 stays that called me a week before I arrived to see if I needed anything, I figured the stay would be equally as wonderful. I was right!

The parent company, Grand Heritage Hotels, buys historical buildings and restores them to their original elegance and grandeur. When you walk in, the hotel makes its own statement before anyone says a word.

OK, I’m ready hit me in the serviceplexus. The front desk greeting was standard. Rats. “Last name?” she queried. I wanted to say ‘Welcome,” but I didn’t dare. She handed me a pile of messages and stuff. Mail, I love mail.

I got to my room. Big. Clean. Fluffy towels. Big ones.

Then a series of waycool things began to happen:

Kim Waggy (concierge) had accepted my challenge (see last week) to find used books of selling and personal development. Not only did she have a list of bookstores, she also had a list of books.

The newspaper under my door the next morning was a Wichita Business Journal opened to my article, and a note from the general manager, Larry Weber, saying how much he liked it (nothing beats a general manager with good judgment).

I had a wakeup call from a real live human being telling me “good morning” and that it was 65 degrees outside.

I had a torn vest they fixed it within two hours, and didn’t charge me.

They did things that made me feel good no, they made me feel special.

I talked to the employees here. Listen to these attitudes:

“I’m constantly trying to create happiness, constantly thinking of ways to be memorable. It’s challenging, it’s fun.” said Kim Waggy, concierge. “I’ll look up a reservation and see where someone is from and see if I can find the guest his hometown paper.”

Leo Villafana, the front desk manager, defines his customer service role as “Taking an additional step. The extra step. A lot of times they’re surprised. But for us, it’s standard procedure.”

Leo’s customer service objectives are to:

make them feel important

make them feel special

make them feel cared for

make them feel at home

Here are Leo’s ten hotel service hallmarks:

1. Saying welcome with a smile.

2. Making nice being overtly friendly (making small talk about them).

3. Learning about guests at the front desk.

4. Saying “hello” when a staffer passes them in the hall.

5. Using humor.

6. Calling the room after checkin to see how the room is (leave a voice mail if they’re out)

7. Taking guests where they want to go. We have a van and we use it. We shuttle guests anywhere and pick them up. (Half the hotels in America tell you they’re only insured to take you to the airport and they’re lying.)

8. Sending cards after the stay hand written.

9. Making a meal reservation and calling the restaurant again when the guest is absent and asking the restaurant for special treatment.

10. Handling everyday help and requests as though my job and the future of the hotel depended on it.

Then there’s general manager Larry Weber, who says, “I want the people who work here to be relaxed and have fun.” (What a concept.) As we walked down the hall, I saw the real measure of Weber. As we were talking, Weber saw a roomservice plate left outside a room. Without hesitation, he picked the plate off the floor. Real leaders are willing to do any job they supervise. On that hallway walk, Weber was general manager and general cleanup. It was nice to see.

I asked him for a philosophy on management as it relates to customer service. “Easy,” Weber said. “I empower people to make decisions like I would. When they face any situation with a guest, I tell them to imagine what I would do in the same situation, and do that.”

“The power of that transference gives the employee a chance to think of a positive solution without worrying ‘what will the boss think.’ It helps clarify and reassure their decision,” said Weber. “And it’s working. Our next step is to reward their decision. Were going to name the program Creative Solution Service.”

“Here’s an example. Last week a guest was flying in for a wedding. He arrived late, only to discover that the affair was more formal than he had planned for and he had no tie. The bellman without hesitation, took off his tie and gave it to the guest. That’s creativeonthespot thinking.”

“Most people don’t want to be in a hotel,” said Weber, “but we can make them want to come back here when they visit our city again. And if we are exceptional we can get guests to tell others who might visit us.”

What are you doing to get your customers to tell others about you?

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Jeffrey Gitomer is the author of The Sales Bible, and Customer Satisfaction is Worthless, Customer Loyalty is Priceless. President of Charlottebased Buy Gitomer, he gives seminars, runs annual sales meetings, and conducts training programs on selling and customer service. He can be reached at 704/3331112 or email to

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permission from Jeffrey H. Gitomer and Buy Gitomer 704/3331112