Le Royal Meridien reorganisation pays off

Investment in staff and systems can have immediate bottom-line benefit in the tourism industry, says Francesco Borrello, general manager of Le Royal Meridien Bahrain.

While some five-star properties in the region have sought to cut back or consolidate following the global tourism downturn after September 11, the five-star resort property underwent a measured investment plan to develop the staff and to re-engineer the organisational structure of the hotel.

Significant impact in every area has been achieved as a direct result, creating strong legacy systems that have helped the resort to grow stronger in less than nine months.

This turnaround has been a comparative lightning strike in an industry that is often slow to react to change and Borrello explained: "Adapting to changing customer needs swift responses, but without uprooting existing business applications."

He said the systems that have been implemented in the past nine months have created added value for the resort's customers as well as leading the business towards a more sustainable corporate future.

The luxury resort operated as the pilot in a global staff measurement methodology to stimulate best practice. Metrics and Measures, which was designed for Le Meridien worldwide, is currently being rolled out at the group's luxury hotels around the world, following a successful dry run in Bahrain.

Using data-gathering resources from the hotel staff, the scheme is used by managers and employees to focus on - and close - gaps in customer service.

Borrello explained: "Service levels are key at Le Royal Meridien. We identified the check-in and check-out process as a priority in customer service, and the staff stripped the processes down to each cluster of operating applications.

"As a result, we identified where we can save time and improve delivery and our systems are now slicker and more customer-focused than ever before. For our guests and the hotel itself, this saves time - which equals money."

The resort added further investment to its service delivery with the introduction of an elite band of twelve English-style butlers.

The scheme, which has seen the men undergo intensive training throughout the last two months, is the first of its kind in the kingdom. Once again, the resort hotel is operating as a pilot for the rest of the luxury brand.

Borrello admitted that the ROI was not as obvious as Metrics & Measures, but stressed that the butlers would provide an edge to the hotel's service offering, and increase windows of opportunity to maximise customer loyalty.

Meanwhile, service is being enhanced in all areas of the hotel and resort, with a full-scale training and marketing strategy being implemented.

Concierge training has been carried out and Borrello added: "We are looking at every aspect of our operations and repeat customers have already commented on the modernised and revitalised staff attitude."