1、 LITTLE THINGS THAT MAKE THE DIFFERENCE 4.1 The Insider Concierge IMPLEMENTATION GUIDE July 2002 (updated 2004) 4. LITTLE THINGS THAT MAKE THE DIFFERENCE 4.1 The Insider Concierge 2002 InterContinental Hotels & Resorts (updated 2004) 1 Contents Page 2 2 2 2 3 3 4 6 7 7 8 9 10 12 18 19 26 26 27 28 28
2、 28 29 29 29 30 Introduction Concept Definition Benefits What Is It? Product Standards Service Standards Operational Procedures The Implementation Process Key Activities Impacts On Departments Key Players and Roles Job Descriptions Training Implications IT Changes Additional Equipment and Collateral
3、 Required Purchasing and Sourcing Internal Communication Time Frame Financial Implications Revenue Costs Measuring Success People Service Profit 2002 InterContinental Hotels & Resorts (updated 2004) This manual contains confidential and proprietary business information and trade secrets and remains
4、the property of InterContinental Hotels & Resorts. This manual may not be reproduced or distributed, in whole or in part, without prior written permission of InterContinental Hotels & Resorts. The recipient of this manual shall maintain the confidentiality of such information and secrets and shall r
5、eturn this manual and any copies to InterContinental Hotels & Resorts upon demand. 4. LITTLE THINGS THAT MAKE THE DIFFERENCE 4.1 The Insider Concierge 2002 InterContinental Hotels & Resorts (updated 2004) 2 Introduction Concept Small Initiative - BIG OPPORTUNITY Our attention to detail shows that In
6、terContinental Hotels & Resorts not only understand guest needs, but are prepared to do something about it. They are the little things which create a distinctive point of difference for InterContinental, and which demonstrate that WE KNOW WHAT IT TAKES. Definition Develop a branded concierge service
7、 provided by a team of designated staff who have been specially trained to provide our guests with a consistent range of concierge services across the world. The elements of the Little Things that make the Difference will be utilised to make the guests stay truly special. Benefits Time is precious f
8、or our guests, and by providing personalised Concierge services, we can remove many of the frustrations and hassles overseas travellers often encounter. In this way we can assist them to make the most of their busy schedule and make them feel truly special. Being able to enjoy the same consistent se
9、rvice in every InterContinental hotel around the globe will encourage our guests to stay at our hotels wherever their travels take them. 4. LITTLE THINGS THAT MAKE THE DIFFERENCE 4.1 The Insider Concierge 2002 InterContinental Hotels & Resorts (updated 2004) 3 What Is It? Product Standards ? There w
10、ill be a designated area in the hotel lobby at which Insider Concierge services will be available ? The Insider Concierge area will be equipped with the following: PC and colour printer Internet Explorer Microsoft Version 4 or above Internet access (high speed / Broadband) A dedicated Concierge Emai
11、l box (e.g. concierge. (hotel name) Direct dial telephone with dedicated number Facsimile machine Access to hotel Property Management System ? Insider Concierge staff will have access to a product knowledge file with full details of all services available, including local attractions, restaurants et
12、c. ? Insider Concierge service will be listed in the Guest Service Directory ? Insider Concierge staff will wear a “Insider Concierge” pin in the button hole on the lapel of his/her suit 4. LITTLE THINGS THAT MAKE THE DIFFERENCE 4.1 The Insider Concierge 2002 InterContinental Hotels & Resorts (updat
13、ed 2004) 4 Service Standards ? The Insider Concierge will have an in-depth knowledge and understanding of the values and preferences of Contemporary Classicists, which will assist them in their recommendations. ? The Insider Concierge service will be available 24 hours a day, 7 days a week. Normal w
14、orking hours are from 06.00 to 23.00 and the remaining hours will be covered by members of staff working on the night shift (Front Desk agents, Guest Service Centre Staff, Bell Captain). ? Outside operating hours of the Insider Concierge area in the lobby, this service may be provided by the Guest S
15、ervice Centre and the front desk agents working on the night shift. ? Hotels will ensure that sufficient staff are trained in a full range of Concierge services. ? Key services provided include the following: Promote hotel facilities and services wherever possible. Recommend and make bookings for re
16、staurants, theatres, concerts and other cultural or sporting events. Recommend and make bookings for sightseeing tours. Book, reconfirm, amend or reroute airline tickets. Give directions to places of interest using the Insider Guide to the City web site (if available). Recommend places of interest i
17、n the city, both in terms of culture and entertainment. Make transportation arrangements (limousine, car rental or taxi). Offer general shopping advice, make purchases on behalf of guests or arrange a personal shopper. Attend to all outgoing guest mail including courier services, packaging and shipp
18、ing. Attend to any other guest queries or requests for assistance. 4. LITTLE THINGS THAT MAKE THE DIFFERENCE 4.1 The Insider Concierge 2002 InterContinental Hotels & Resorts (updated 2004) 5 Flow Chart Staffing Partnerships Equipment Guest / Hotel Training Identify training needs Training should ref
19、er to the “alignment of styles” questionnaire used in the Icontact training programme Explore partnership opportunities with Clefs dOr Management ensures that Concierge area has the following facilities and that all staff designated as Insider Concierge are skilled to use all the equipment: Internet
20、 access Direct dial telephone Facsimile machine PC and colour printer Browser Internet Explorer, Microsoft Version 4, or higher A dedicated Concierge email box Access to PMS Guest requires assistance with Concierge services Trained staff are available to assist, 24 hours a day, 7 days a week Managem
21、ent reviews existing Concierge staffing levels and experience Action taken to meet minimum standards Insider Concierge staff are designated Create a training programme Draw up a training schedule Roll out a training programme The terminology Insider Concierge is used in all recommendations 4. LITTLE
22、 THINGS THAT MAKE THE DIFFERENCE 4.1 The Insider Concierge 2002 InterContinental Hotels & Resorts (updated 2004) 6 Operational Procedures ? Management reviews existing Concierge staffing levels and experience. ? Action is taken to meet minimum standards Insider Concierge staff are designated. This m
23、ay be possible using existing Concierge staff, and/or designating Front Desk or Guest Relations staff to provide Concierge services in order to cover the 24 hours period. ? Identify training needs. According to the experience of the staff designated to provide the service, the nature and extent of t
24、he training will vary. ? Create a training programme; explore partnership opportunities with Clefs dOr. Training may be carried out using in-house resources, or the international organisation Clefs dOr may be approached to offer assistance. ? Draw up a training schedule. ? Roll out training programm
25、e. Ensure that a detailed product knowledge file is available so that staff can give accurate, up to date information at all times. Ensure a system is in place to update the information regularly. ? Management ensures that the Concierge area has the following: Internet access (high speed / Broadband
26、). Direct dial telephone with dedicated number. Facsimile. PC and colour printer. Internet Explorer Microsoft Version 4 or above. A dedicated email box. ? Guest requires assistance with Concierge services. ? Trained staff are available to assist, 24 hours a day, 7 days a week. 4. LITTLE THINGS THAT
27、MAKE THE DIFFERENCE 4.1 The Insider Concierge 2002 InterContinental Hotels & Resorts (updated 2004) 7 The Implementation Process Key Activities ? General Manager receives Implementation Guide CD Rom from Global Brand Marketing. ? General Manager and ICON Champion familiarise themselves with contents
28、 of CD Rom. ? General Manager and ICON Champion review current status against required standard and assess areas where action is required. ? General Manager briefs key players. ? Using the Implementation Guide, key players formulate a step-by-step Action Plan detailing what action is needed for thei
29、r hotel to meet minimum standards. ? Action Plan agreed and finalised. ? Rollout begins. ? New equipment is installed and tested (if required - to meet minimum standards). ? Staff are fully trained. ? Insider Concierge service is up and running! 4. LITTLE THINGS THAT MAKE THE DIFFERENCE 4.1 The Insi
30、der Concierge 2002 InterContinental Hotels & Resorts (updated 2004) 8 Impacts On Departments Staffing During normal operating hours (06.00 23.00) the minimum staffing required to provide the Insider Concierge service is one person. Outside these hours, this service may be provided by the Guest Servi
31、ce Centre and / or the Front Desk agents working on the night shift. Hotels are not required to create dedicated Concierge positions where none already exists, but are required to provide Concierge service through designated staff. The job title is less important than the ability to provide the serv
32、ice. Depending on the hotels existing Concierge service delivery set-up, each hotel will need to carefully review its ability to meet minimum standards in terms of service delivery using existing staffing levels and make up any eventual shortfall. Organisation and Reporting Where a Concierge functio
33、n already exists, no changes to existing structures will be necessary. Where no separate Concierge department exists, staff carrying out the Concierge function would normally be Front Desk, Guest Relations staff or possibly the Bell Captain, and would report to the Front Office Manager. Careful rost
34、ering will ensure that there is a designated Insider Concierge on every shift, though this may be achieved through a job combination. 4. LITTLE THINGS THAT MAKE THE DIFFERENCE 4.1 The Insider Concierge 2002 InterContinental Hotels & Resorts (updated 2004) 9 Key Players and Roles General Manager Dire
35、cts the activities of the key players. Front Office Manager or Head Concierge (in hotels where this position exists) Acts as ICON Champion. Responsible for reviewing the existing delivery of Concierge services, and evaluating the hotels ability to meet minimum standards in terms of staffing, trainin
36、g and connectivity; also responsible for the day-to-day operation of the Insider Concierge. Ensures that all staff who will be responsible for providing the Insider Concierge service are fully trained to provide guests with Concierge services. Concierge Staff (or designated staff) Responsible for ca
37、rrying out all the Concierge services required for the Insider Concierge service. Guest Service Centre Manager Ensures that all Guest Service Centre staff can assist with basic Concierge queries if required. Financial Controller Responsible for any possible capital expenditures. Training Manager Sup
38、ports key players in developing the Action Plan, co-ordinating rollout, identifying training needs and assisting with Training Plan. 4. LITTLE THINGS THAT MAKE THE DIFFERENCE 4.1 The Insider Concierge 2002 InterContinental Hotels & Resorts (updated 2004) 10 Job Descriptions It is suggested that the
39、following changes be made in order to reflect the employees new tasks and responsibilities more accurately: NEW RESPONSIBILITY NEW TASKS Front Office Manager or Head Concierge (in hotels where this position exists) Responsible for the successful implementation and day-to-day operation of the Insider
40、 Concierge. Ensure that Concierge staff or designated Front Desk / Guest Relations staff are fully trained to be able to offer guests a full range of Concierge services. Ensure that all necessary equipment is provided. Ensure that collateral is up to date with services provided. Head Concierge (or p
41、erson in charge of Concierge Services) Responsible for the successful day-to-day operation of the Concierge Desk or function. Ensure that training is provided to Concierge or Front Desk staff in order for them to assist guests with queries about the wide range of Concierge services. Concierge Staff
42、(or designated Front Desk / Guest Relations staff) Responsible for providing Insider Concierge service to guests. Assist guests with queries about Concierge services, and promote hotel facilities and services wherever possible. Guest Service Centre Manager Responsible for ensuring that Guest Service
43、 Centre staff can assist with basic Concierge queries if required. Ensure that Guest Service Centre staff are fully trained on basic Concierge services. Guest Service Centre Agents Responsible for providing basic Insider Concierge services when requests are made through the Guest Service Centre. Ass
44、ist guests with queries about Concierge services and promote hotel facilities and services whenever possible. 4. LITTLE THINGS THAT MAKE THE DIFFERENCE 4.1 The Insider Concierge 2002 InterContinental Hotels & Resorts (updated 2004) 11 LITTLE THINGS THAT MAKE THE DIFFERENCE 4.1 The Insider Concierge
45、ICON Training Material 4. LITTLE THINGS THAT MAKE THE DIFFERENCE 4.1 The Insider Concierge 2002 InterContinental Hotels & Resorts (updated 2004) 12 Training Implications TOPIC GUIDELINE Concierge, Front Desk, Guest Relations and Guest Service teams to be trained on the Little Things That Make the Di
46、fference ICON, including the concept, definition and benefits of the Insider Concierge service. Use Implementation Guide CD Rom Designated Insider Concierge staff (Concierge, Front Desk, Guest Relations and Guest Service Centre teams) to be trained on how to deliver Insider Concierge services. On th
47、e job training from Head Concierge or department trainer; refer to suggested scripting. Ensure that product knowledge file is up to date. Opportunities with Clefs dOr can be explored. 4. LITTLE THINGS THAT MAKE THE DIFFERENCE 4.1 The Insider Concierge 2002 InterContinental Hotels & Resorts (updated
48、2004) 13 LITTLE THINGS THAT MAKE THE DIFFERENCE 4.1 The Insider Concierge Summary Reshaping The World of InterContinental is a worldwide initiative that is reshaping all InterContinental Hotels and will enable us to re-position our brand and service to delight the Contemporary Classicist, our new ta
49、rget market. Central to this development are four ICONs that will enable the transformation down to the very core of our service so that our guests are delighted on a day-to-day basis. This ICON is called Little Things that Make the Difference and is designed to delight our guests by providing unexpected opportunities that make the difference. The Contemporary Classicist is an international traveller who will be faced with unfamiliar surroundings during each international business trip. Our vision is to enable our guests to make this transition from the familiar to the unfamiliar as smooth as
