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Questionnaire
If observation is used for exploratory research, then survey is more suitable for conducting descriptive research to identify customer preferences. Questionnaires or survey-interviews are rather laborious methods of collecting information.
To begin with, you need to accurately determine the purpose for which the survey is being conducted. What exactly do you want to know? Based on this goal, questions are thought out. There should not be too many of them - after all, the client, unlike the focus group, does not receive remuneration for his participation in the survey, and therefore agrees to help of his own free will, which should not be abused.
The questions included in the questionnaire can be closed, with a predetermined list of answers, or open, when the consumer describes the sensations in his own words. The first type of questions is easier to process, but the second provides more food for thought. It is recommended to place easy questions at the beginning, more complex ones - at the end of the questionnaire. And in any case, you should not ask about what the guest does not know or what he does not want to answer. This can reduce the value of such a survey. This research method can also be used for "self-criticism". In this case, the questionnaires are filled in by the service personnel.
And if some experts consider self-criticism not the best way assess the quality of services, others are of the opinion that if the corporate culture encourages the expression of honest opinions about the shortcomings and ways to eliminate them, it will work, since people are often afraid that the expressed negative assessment may worsen their situation and therefore remain silent. If the fear of criticizing the system goes away, then the company can get a powerful resource for its development. The main thing is that the corporate culture prevailing at this or that enterprise encourages constructive proposals.
Complaints with guests.
In life, unforeseen situations often arise, which can subsequently develop into a conflict. Working in the hotel business involves the ability to solve any situation without bringing them to conflict. Despite the fact that it is not always possible to prepare a hotel employee for emergency situations, he must clearly understand how to behave in order to satisfy the client's complaint and not spoil the hotel's image or the guest's impression of the city. Whether it is a large hotel or a mini-hotel, complaints should be dealt with in the same way.
Guest complaints can be divided into 4 types: complaints about equipment or furniture (air conditioning, lighting, water supply, elevator, etc.), about the attitude of the hotel staff, about the service, about unforeseen circumstances. Any of them can be solved in 4 steps.
Step 1. First of all, you need to listen carefully to the guest, find out about all his claims and the reason for dissatisfaction. Each problem should be approached with all seriousness and by no means said that the problem is insignificant (even if it is). In no case do not take complaints at your own expense, because the guest does not reproach you, but informs that something does not suit him at the hotel. Never argue with a guest and try to keep your face as friendly as possible. It happens that guests who have complaints talk too emotionally. As a hotel worker, you need to remain calm and clearly identify the problem. If you are not able to solve the problem on your own, you must inform the manager about the incident, and then report to the guest about the progress of the solution. Remember, in this case you are personally responsible, and the outcome of the event depends on your behavior.
Step 2. The guest should be informed about the actions taken at each stage of the journey. If you cannot contact the manager, it is also necessary to inform about this: "Dear ***, I will inform the manager / manager about the current situation and we will solve the problem within 10 minutes." It is advisable to inform the manager in the presence of the guest.
Step 3. The manager or manager should contact the guest and inform that they have been informed about the situation. The supervisor / manager must apologize and suggest an alternative solution or bonus from the hotel. Usually, as a bonus, guests are given relocation to a superior room with the same cost, a discount on accommodation, a free transfer, and a free stay (if the problem is really global). If the problem has not been resolved, it is necessary to report it to CEO.
Step 4. After reporting to the General Director, the hotel administrator should ask the guest if the problem has been resolved, and then make an entry in the journal. The solution to any situation should take no more than 24 hours.
Unfortunately, these seemingly simple rules are not always observed. But it is they who would significantly improve the rating of hotels and the hotel business in Russia as a whole.
Result: - our guests will be calm and confident that their problems, complaints or requests will be resolved and satisfied quickly, competently, reliably and sincerely
- - you will be satisfied and satisfied with your work and confirmation of your professionalism
- - guests whose problems or complaints were quickly and competently resolved and satisfied can become regular guests of the hotel.
Questionnaire
Before the questionnaire was developed and written, the research and the method to be used were determined. The questionnaire included only those questions that would help in achieving the set goal. In compiling the questionnaire, the principle was used that the questionnaires, with the help of which the respondents are "examined", wastes their time. Accordingly, the shorter the survey time and the clearer the questions are, the more likely it is to count on the cooperation of the respondents. The only way to ask concise questions is to know ahead of time what exactly needs to be figured out with each of them.
The questionnaire used structured, closed-ended questions. Closed-ended questions are more convenient to ask and answer faster, since they do not require lengthy hesitation from the respondent. Such questions, as a rule, involve similar answers of the type “very satisfied”, “satisfied”, “not satisfied”, “completely dissatisfied”. You should be very careful with the answer options like "hard to say" or "don't know", as respondents are more likely to resort to them instead of thinking and analyzing their opinion.
The questions were designed to be accessible and specific. The questionnaire did not use technical and jargon terms that are not always clear to the respondents.
When compiling the questionnaire, no preconceived questions were formulated. After all, the main task is to find out the real opinion of people and how they relate to the existing service, how did they find out about the hotel, which is what the guests lack.
The questionnaire has been tested. The developed questionnaire was shown to colleagues to identify possible errors.
As a "trial" questionnaire, a "Guest Questionnaire" was drawn up and offered to identify internal errors in the hotel's operation and obtain information about the client's opinion. The questionnaire was given to guests at the Reception. The questionnaire included a block of questions about the frequency of visits to hotels in the city of Yekaterinburg, to identify the needs of city guests in a hotel and the frequency of visits to the hotel "de Paris", to identify the degree of commitment of guests to this particular hotel. Also included were blocks on the degree of satisfaction with the services and sources of information about our hotel. These blocks were introduced to establish two-way communication and identify the needs of guests. The results of the study were indicators of a favorable impression of visitors about the hotel, both regular customers and those who visited it for the first time.
To study clients and potential clients and identify the need for any changes in the provision of services at the Hotel de Paris, a survey was conducted of 40 people - the hotel's clients. The age of the respondents varies from 25 to 55 years old, the majority (32 people) are from 35 to 45 years old. The survey was conducted anonymously, with the purpose of the research being communicated to the respondents. The questionnaire is a questionnaire of 9 questions (Appendix 2).
The results are as follows:
Frequency of visiting hotels in Yekaterinburg:
1-2 times a year - 24 people
Once a quarter - 8 people
1-2 times a month -6 people
Own version - 2 people
Frequency of visits to hotels in the city of Yekaterinburg
Based on the results of the diagram, it can be concluded that there is an urgent need for the provision of hotel services in the city of Yekaterinburg. 60% of city guests visit hotels in Yekaterinburg 1-2 times a year, 20% of respondents - once a quarter, 15% - 1-2 times a year, and 5% more often.
Frequency of visits to the Hotel de Paris:
For the first time - 10 people
Sometimes - 4 people
Often - 11 people
Always - 15 people
Frequency of visits to the Hotel de Paris
The diagram shows that 25% of city guests visited the hotel de Paris for the first time, 10% of visitors stay at the hotel de Paris sometimes, 27.5% of guests often visit the hotel de Paris and 37.5% always prefer this hotel. From the presented data, we can conclude that the degree of loyalty of city guests to the hotel "de Paris" is at a high level, but nevertheless there is a need to develop recommendations to maintain the existing reputation of the institution and attract new customers.
Rating on a 5-point scale of the work of hotel administrators:
10 people
20 people
3 - 0 people
4 - 7 people
5 - 33 people
Assessment of the quality of the service provided on a 5-point scale:
Room cleaning:
4 - 12 people
5 - 28 people
Serving breakfast:
4 - 3 people
5 - 37 people
Estimated level of hotel compliance with standards:
1 star - 0 people
2 stars - 4 people
3 stars - 32 people
4 stars - 3 people
5 stars - 1 person
From what sources did you find out about our hotel:
Internet - 23 people
Sources of information about the hotel "de Paris"
Based on the presented diagram, it can be concluded that it is necessary to create your own website page, due to the fact that 57.5% of respondents learn about the hotel via the Internet, while only 22.5% and 20% are recommended through advertising in print media.
Gender of respondents:
male - 26
female - 14
Average age of respondents:
men - 38 - 40 years old
women - 27 - 35 years old
Studying the answers received, it can be argued that the level of service in the hotel is at a high level. According to the survey results, it can be concluded that a large number of guests learn about the hotel through the Internet, as a result of which there is an urgent need to create their own hotel website as a new PR-promotion technology.
First of all, you need to understand that a questionnaire is far from an ideal way to collect information. More precisely, for one type of information this is a very good tool, but for another it is better not to use a questionnaire. only harm the quality of information. Why is that? First of all, the questionnaire does not provide any meaningful sample; it is filled in at best by 1% of guests. Moreover, it has long been known that the guests who filled out the questionnaires were either very upset with the quality of service, or delighted with it. That. we can say that in most cases, the questionnaires are filled out by emotionally hurt guests, and all the rest leave the questionnaires unattended.
It follows from this that it is possible to build statistics on questionnaires only with the proviso that only a few percent of emotionally hurt guests will be included in the sample, and they do not reflect the opinions of even half of the clients. Conversely, if we understand that the guest is motivated enough to pick up a pen and start writing, then let's ask him to write more than just tick the boxes next to closed questions. And let him share emotions, to which we will treat that way, and not begin to enter them into tables and display percentages. And in order to get a unique, not standardized, guest opinion, questionnaires are an excellent medium.
Before compiling a questionnaire, you should formulate the tasks that you want to solve with its help, as well as write all the questions that you want to get answers to. This is very important because tasks and questions you will certainly have unique, not like other hotels. There is nothing more sad than watching the same questionnaires with typical questions in completely different hotels. Marketers simply copy profiles from competitors and mindlessly lay out them, not understanding why their hotel needs answers to these questions. Examples of unique questions and challenges:
- Questions:
- - is the hotel sign visible,
- - is it clear to the guests that there is night club,
- - are the benefits of the loyalty program card valuable to its holders,
- - is the hotel website convenient for booking,
- - to find out the attitude to the recently introduced practice of floating tariffs ...
- Tasks:
- - to give the guest the opportunity to express their claims through a questionnaire still within the walls of the hotel and not to take them with them and not to upload them to the network,
- - give the guest the opportunity to leave a review at all and hope that the management will read it,
- - get the contact details of negative guests in order to contact them,
- - give the personal phone number of the person responsible for relations with guests,
- - to get an assessment of the service in digital terms, which is difficult to do in other ways ...
After compiling a list of questions and tasks, you should review them for the possibility of obtaining information from other sources. The questionnaire should not be overloaded, therefore, when compiling it, there is always a struggle to reduce the number of questions. Therefore, if among the questions you have listed there are those that can be answered from other sources, then these questions should be excluded. For example, it doesn't make sense to ask how a guest found you if your room management software has long been a method of tracking the source of a booking. It also makes no sense to ask from which country or city the guest came to us, if this information is also available from the program.
After the questions have been selected, you can try to compose a questionnaire from them. At this point, you should list several rules for compiling a questionnaire for hotels:
- 1. There should not be many questions, otherwise the guest will not fill out the questionnaire. It is recommended to ask no more than 10 questions, but this is a relative number,
- 2. Personal questions, for example, the name or contact details of the guest should be at the end of the questionnaire, so that the guest does not have time to psychologically “close” and refuse to fill out at the very beginning,
- 3. Questions should not overlap or contradict each other,
- 4. Hotel questionnaires, in addition to the guest's full name, must necessarily contain information about the room number and date of filling. This will allow you to track the evolution of responses, make it easier to find a guest or a "guilty" shift in the hotel,
- 5. Hotel questionnaires must be bilingual: Russian (or Ukrainian) and English. Moreover, I do not recommend making two different profiles - it is better to make one universal one with translation,
- 6. If the questionnaire is printed on both sides, be sure to draw the guest's attention to this, because often people forget to turn the sheet over,
- 7. I recommend solving two fundamental tasks on one questionnaire - service assessment and collection of missing marketing information. Therefore, you can do this - one side of the questionnaire is devoted to the service, the other to marketing,
- 8. Because the questionnaire is an opportunity to get unique feedback from the guest, I believe that each closed question (the one in which the answer options are given and you just need to choose the appropriate one) should be continued open: "why? _________". This will allow the guest to give their unique opinion on a given topic.
- 9. To all closed questions, you should also add the answer option: "Other ______________" you may have forgotten or not known about something.
- 10. If you are using score options, explain somewhere on the questionnaire what you think is a good score and what is bad.
By following these rules, coupled with the spelling rules, you should receive two documents: a service assessment questionnaire and a marketing questionnaire. The service questionnaire should include closed-ended questions with multiple answers in the form of points. Such responses are then easily tabulated, analyzed and compared. I propose a five-point system, because it is understandable to all the solvent ages of the post-Soviet space. At the end of such a question, be sure to ask the question: "why? ____" to give the guest an opportunity to explain the low or high score.
1. How do you rate the quality of the booking department? / How do you grade efficiency of our reservation department?
x1 x 2 x 3 x 4 x 5
Why / Why ______________________________________________________________________
As far as the marketing questionnaire is concerned, there is no uniform standard of options for answering closed-ended questions. options may be different. But here it should also be possible to expand the list of answers.
After that, the questionnaire should be completed and test fillings done independently and with the help of colleagues. At the stage of registration, you will encounter difficulties and, perhaps, decide to reformulate some of the questions in order to simplify the registration. During trial filling, you may find typos or ambiguities in understanding.
After you have tested and rechecked your profile, you should print it in enough quantity for one layout, no more! That is, if you plan to display it only in numbers and you have 100 numbers, print exactly 100 questionnaires and post them. At this stage, you should not order a large print run in the printing house, because after the first completed questionnaires come back to you, and you try to analyze and organize their results, you will surely find errors in the form or come up with additional questions. It is one thing - you and your colleagues have verified the questionnaire, and another thing - the guests who understood a question in two ways and answered not what you expected from them. For example, when asking how guests would feel about including breakfast in their room rates, you forgot to specify that this would lead to an increase in rates, and guests naturally approved of the initiative with suspicion. Or the guests decided that the questions were duplicated, although you meant, as it seems to you, different things: in one question they wanted to know the opinion regarding the work of the medical center as a whole, and in the other - to find out the attitude to the work of the medical personnel, since you have a boilerplate assignment to evaluate all services. So do not rush to carry the order to print the questionnaires to the printing house, but rather check it on the guests.
After that, don't forget to collect and analyze them. Never scold the maids who deliver the questionnaires to you from the rooms because they have poor performance on the questionnaires, otherwise their performance will dramatically improve :). If technical means permit, create an electronic questionnaire that will be sent to the guest's email address a few days after his check-out. This is generally a very effective method, which has many advantages: the guest has time to cool down and gives more objective answers, analytics can be automated, the risk of losing the questionnaire or hiding it by the hotel staff is eliminated. Do not forget to contact the authors of negative profiles and pay special attention to those in which guests answered "no" when asked whether they will return to us again or whether they will recommend us to their friends.
And most importantly, a questionnaire is a unique way to get a written answer to any non-standard question. So don't be afraid to experiment.
