Strategies Hotels Use in Order to Achieve and Guarantee Customer Satisfaction.

"Customers are the most important visitors in our workplace, he does not depend on us, we depend on him, he does not interfere with our work, he is our purpose It is not our purpose, we do not help him by serving him; he gives us a helper and gives us the opportunity to do this. "Therefore, The statement has many truths. It is an important foundation of the hotel.

I chose case # 2 at DEEP BAY INTERNATIONAL HOTEL, but in order to get more customer satisfaction, ie more customers, therefore more benefits and better stuff, training and nurturing of hotel staff It is necessary to make a strategy for. Hotel location on the market. Part 1: First, implement the organization's training needs assessment TNS and decide key concepts that need to focus on creating excellent training programs for hotel employees. In fact, Mentor himself plays an important role in identifying the needs of students in this field because mentors are their first / main contact. Inexperienced counselors often require special training to help identify the signs that may need help. In large-scale organizations such as universities, there are usually specialized councilors and mentors who can hold one-on-one conferences.

The most important thing for customers is the hotel industry. The hotel wants to define customer's needs and achieve satisfaction satisfying their expectations. Customers are the only source of current profit and future growth for the company. The expectation of customer service is not satisfied and the possibility of returning is low, and we will tell others about their bad experiences (Bitner, Booms, & Mohr, 1994). Customer relationship management (CRM) involves attracting, developing and maintaining long-term relationships with company clients (Day, 2000). The goal of CRM is to develop the most effective possible customer relationships and develop the ability to build good relationships. This will help companies to provide better, more value-added services to their customers. The goal of CRM is to continue to raise customer satisfaction, which shifts to long-term loyalty and ultimately profitable competitive advantage (Parasuraman & Grewal, 2000).

As competitiveness gains, the hotel focuses on customer satisfaction and profitability, both short and long term. By effectively managing new concerns about customer retention caused by customer relationships, we can achieve long-term profitability with CRM. Therefore, due to competitive pressures, hotels need to adopt not only customer-centric CRM strategies but also customer-related performance indicators. Therefore, the hotel is expected to use a customer-focused strategy to maintain competitive advantage. In these hotels, the use of financial indicators is not enough to capture the perception of customers' performance not only in the short term. Therefore, customer-related performance metrics are required to quantify customer relationships and to differentiate customers worthy of CRM work.