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SCMP Reporter

Marco Polo Hotels has demonstrated a genuine commitment to quality in more ways than one. A strong service culture and customer service initiatives were key to winning a certificate of merit in this year's HKMA Quality Award.

The company's process management systems faced a gruelling test when the industry was hit by the Sars crisis.

'It was scary,'' says John Girard, general manager and area director, Marco Polo Hong Kong Hotel. 'We were running the busiest quarter in four years. Then along came this bug. It showed how vulnerable we are.''

The company, which owns three hotels along Canton Road, moved all guests to the Marco Polo Hong Kong Hotel.

'We deactivated the room portions of the other two hotels, the Marco Polo Prince and the Marco Polo Gateway, but kept the food and beverage facility going,'' Mr Girard says.

A crisis management programme, created when the war in Iraq broke out, was adapted to the Sars crisis.

'At the end of the day, I think we are stronger as a result of this experience,'' he says.

Marco Polo Hotels is proud of its strong service culture.

'Our staff are very committed and motivated, and they are very clear on the corporate beliefs and mission statements,'' says Mr Girard, adding that  the company sees it as a responsibility to bring out the best in its people.

The executive team of each unit in the company devises its own business plans.

Each executive sets management objectives tailored to the unit's operations and the company goals.

'Our business plans are team-built, and this is important,'' he says, 'especially in hotels where you can have different teams.''

A number of service-oriented initiatives have been rolled out, in line with the company's objectives. These include the Service Excellence Programme, the We Do Care Programme, and the Heart of the House programme.

The Service Excellence Programme was lauched in 2002. The customer-oriented initiative was designed to ensure quality service and to strengthen the corporate culture.

A group-wide effort was made to communicate the five key 'service messages'' to staff.

'You have to get everybody working cohesively as a team to make three hotels function like clockwork,'' he says. 'If everybody got together and did these five things, the collective push would ensure we met our goals.''

Creating a working environment in which employees can communicate ideas openly and freely is a priority. The company believes strongly in transparency in all communications regarding the business.

Meetings are held twice a month to update staff on company matters. Staff are told how    the company is performing and are advised on occupancy rates and salaries.

'Being up front about the business and maintaining transparency is important,'' Mr Girard says. 'If you have a tough time, but you build up to the situation by delivering the message, things will not be that dramatic.''

Morning briefings are part of the day's work.

'We address business and operational issues relating to the previous day, the day itself, and the next  day. And we ensure the information and decisions trickle down to the individual departments,'' he says.

Succession planning and a job certification programme (JCP) are key initiatives in training and development. The JCP is a must for all staff on joining the company. The programme, which outlines job procedures and standards, is a quality assurance system for employees.

'We created the system to narrow down the number of tasks an employee is required to do.''

Employees receive a certificate and lapel pin on completing the programme, which takes about eight months.

With regard to customer satisfaction, the main yardsticks are 'thank-you'' notes from guests, their comments in surveys, and the number of repeat customers. Guest satisfaction surveys are conducted twice a year at all three hotels. The hotels have received high ratings at each survey. The company also keeps up with competition and market trends mainly through surveys.

Involvement in events organised by the Hong Kong Tourist Board, the Hong Kong Hotels Association and the Canton Road Association also provides insight on market trends.



Marco Polo Hotels ready and waiting to pass stress test