Travel + Leisure listed their World’s Best Awards, which are voted on by their readers.  According to the website, Crystal Cruises is ranked first for Large-Ship Cruise Lines.  As stated on the Crystal Cruises website, it has been voted in first place for 15 years.  The July 5^th, 2010 edition of TravelPress discusses how Crystal Cruises uses its high service standards as they make the change to an opening dining concept in the article Crystal Cruises aims to be ‘perfect choice.’

Crystal Cruises is not the first to implement the open dining concept, but Symphony and Serenity ships will implement the open reservation system in 2011. In the article, Thomas Mazloum, VP of operations at Crystal, points out that Crystal would be able to learn from the struggles other cruise lines had in implementing open dining. Previous large cruise ships had some difficulty handling all of the dining requests in a way that would satisfy all guests. He suggests that as Symphony and Serenity are not large, the open reservation system would be a smoother process for those ships.

Mazloum mentions that Crystal Cruises is where they wanted to be as a medium-sized ship with a “focus on individual services, without having to compromise on the choice of amenities.”

The interesting thing about all of these sites is that, while some still focus on retail, they all have experience based ‘deals’ available.  Upscale and luxury hotels and spas are more prevalent on the sites like Gilt, Haute Look and Rue La La with vacations offered at well-renowned resorts and featured with amazing deals on various dates.  Groupon has a different concept altogether as, if enough participants do not purchase, the deal is off.  The deals are centered around the local market and most often are experiences including restaurants, spas and other activities. 

As a spa director, restaurant owner or hotelier there are some considerable pros and cons.  First, while the exposure of such a promotion will be broad, client retention is a gamble at best.  Also, while the deal may draw traffic in a short period of time (a plus if done over slow periods), the lower profit margin may simply not be worth it.  You have to ask yourself as well if these really are the customers you want.  If they don’t buy wine, or use your restaurant, your lowered margins may be smaller than you think.  They definitely are if you new guest leaves your guestroom littered with food packaging they brought from outside, or brings three friends along to use your facilities. 

Finally, is your discount-seeking guest your guest?  There is an unquantifiable, but real cost when your well-heeled, corporate-rated business traveler ends up waiting for an elevator only to have Donny Discounter and his inebriated and ever animated posse spill out.  If you have a lounge, this can take a more direct effect.

Also, many skeptics say that it may create a new consumer altogether; one that follows deals and does not become loyal to any one spa, restaurant or brand. 

From the consumer perspective, myself included, Groupon has encouraged me to try experiences at establishments I most likely would not have visited.  Some have gained me as a loyal customer while others have failed to impress.  Unfortunately, when the motivation to buy is strictly ‘art of the deal’ you get what Walter Kirn in this week’s NY Times Magazine aptly calls “procedural voyeurism” which can be described as a fixation on “a compulsive preoccupation with transactions instead of actions and with negotiating maneuvers instead of outcomes.”

So is it the experience your organization provides that the consumer wants, or is your business just the next scene in the consumer’s epic and heroic journey of fantastic deal-making? I know for certain that if it was the deal, the buyer thought they were getting what you offer non-discounted buyers.  So, when a group of college students roll to the front desk of your 4-Star Hotel in flannel shirts and back-packs, they expect and deserve the 4-Star experience. 

That’s the deal.

In this Wall Street Journal article, the research suggests that languages go beyond the function of conveying thoughts; they actually shape thoughts based on how a sentence is structured.  For example, Spanish and Japanese speakers were less likely to remember who caused accidental events when compared to English speakers; in those languages, the sentence is shaped as ‘the vase broke itself’, whereas in English, we say, ‘John broke the vase’.

Translating this into the restaurant world, diners are continually seeking the most authentic dining experiences.  Sure, they get their information from the food glitterati and gastroblogs, but few can actually try raw octopus for breakfast in a Korean market.  They rely on restaurants within driving distance to get them as close as possible to the real experience.

Oenophiles have long contested that the $200 bottle of Burgundy is worth it because of terroir.  Terroir means soil and climate to someone looking for a translation, while the meaning to people who enjoy wines could fill books.  (Actually it does: ‘Adventures on the Wine Trail’ by Kermit Lynch is a novel that vividly defines terroir).

Understanding the nuances of a language can by extension teach chefs how its speakers approach the ritual of cooking that dish and how it should be enjoyed.  Embracing a culture through language instead of just finding literal translations could thus unlock a new way for us to complete that proverbial Tower of Babel.  It wouldn’t seem that difficult for a restaurant to do a 1-2 minute video clip with the chef speaking the language, showing the food, sharing the culture, in effect providing hundreds if not thousands of guests a better, more authentic experience.

English is my third language and I have a passion for real Chinese food.  I firmly believe language plays a role in how we enjoy our food.  Take, for instance, the Buddhist Feast Soup, which is a common English translation for the king of soups in Chinese cuisine.  The name is okay, but the story is that this soup was traditionally concocted using the finest and rarest of ingredients like abalone, shark fin, sea cucumber, thousand-year-old ginseng, etc.  The resulting broth was so aromatic that a famously devout monk actually jumped the fence and renounced his religion just to have a sip of the broth.  Knowing that legend, chefs would make sure their creation goes the extra mile in the aroma department.  Wouldn’t that make you want to try it, and then share with your friends the story behind the dish?

And as our articles on this website all seem to say, it comes down to something really simple: selling is always about teaching.  Teaching about your menu, concept, and the cuisines is simply a good sales tactic.  Language is a big part of it.

Throughout the process that followed, we were bluntly reminded about what separates good sales engagement from, well, the proposal that gets put in the trash can.  It became very clear that it is not too hard to stand out from your competitors.

One company, the one we hired, beat the others hands down in several key areas.

Tenacity

To no fault of their own, the company we chose missed the initial deadline to be considered.  They learned about our project via social networking a day after we closed the initial review process. They asked to be considered, and we said no, that we already had our short list. Case closed?  Not exactly.

Their response was that they were disappointed, but that if someone on the short list did not measure up, they would sincerely appreciate a shot. Ironically, the most promising entry on the short-listed companies missed the next deadline, so voila, they had a slot. The other company apologized and asked for an extension and were denied the opportunity.

Personalization

In the project scope we sent out, we detailed our needs as precisely as possible. In this scope, we offered the availability of our senior team to answer any questions before a proposal was submitted. Only two of the six short-listed companies took that opportunity.  The one difference being that the company we chose used the phone to talk to us, while another emailed their questions.

Presentation

We looked at six proposals and four demonstrations. The partner we chose was the only one to talk about a subject the others never even broached. Drum roll, please…Our competitors. Other references to the items touched on during the discovery call were reference aplenty. They really did their homework, and in the end, put on a performance that demonstrated preparation, capability, and execution.  We were able to visualize how they would perform for us.

It reminded us that standing out amongst your competition isn’t fancy branding or websites, it’s first about shoe leather, hustling for a shot.  It’s then about probing, asking questions, good ones, questions that help you get to the core of what the customer needs.  We were shocked that only two companies took the opportunity to get an audience with the decision maker. This is the perhaps the most tedious and costly task of all in sales.  Finally, it was about solidly conveying to the prospective client (us) that they really, truly wanted to help us. That created excitement and optimism, enough so that we were happy to proceed above the targeted budget.

None of these three items can be purchased in a fancy sales seminar. These are the basics that have been around forever, skills taught to most of us by our parents.  Raising your hand, asking questions and sitting up straight, served as great advice back when we were starting first grade as well as it serves us as sales professionals.

I just spent a week’s vacation on the Royal Caribbean’s Navigator of the Seas, and the most remarkable thing to me was that even in spite of a weak Euro, the flights from NYC to Rome for my group of four cost about the same as the basic cruise 7-day cruise package which included a balcony room. 

We visited Rome, Sicily, Turkey, Athens, and Crete and the experience was nothing less than excellent. The food and entertainment were fantastic, and I was most impressed at how seamlessly 3,000+ guests are fed, and moved on and offshore both for excursions and for arrival and departure. There was never a line, and we never felt herded.

The best part of this vacation though was what this Royal Caribbean cruise offered: A very safe environment to expose children (and adults I suppose) to very exotic places. Did the 7-hour tour of Mt. Aetna and Taormina quench my curiosity about Sicily? No, I plan to go back and for a longer time, but the nature of the excursion was such that I did very little planning, got a taste of Sicily, and felt completely and utterly safe. That is the definition of relaxing.  No small feat when traveling with two young kids.  No maps to figure out, hotel rooms to worry about, or itineraries in contact adjustment.

There is a great trade-off too. The younger kids in our group were able to gut out a tour through Ancient Esophys (which I found absolutely fascinating) in sweltering heat knowing that Rock Climbing, pool time, and mini-golf were only hours away. Kids have limited stamina for sightseeing, and parents have limited stamina for griping. 

A Mediterranean cruise is not cheap by any means, but I felt that I got to enjoy every minute of it, making it a very, very good value.

According to a Nation’s Restaurant News article that reported on the Technomic findings, 83% of technology innovators (which were 8% of those surveyed) and 72% of technology early adopters (which were 15% of those surveyed) order from a quick-service restaurant at least once per week.  That is significantly higher than the overall average of 65%. Furthermore, the study found that 53% of technology innovators and 35% of early adopters order from fast-casual restaurants at least once per week.  That is compared with just 20% for the average consumer.

What this means for restaurants is that it pays to focus on technology to engage a certain set of consumers, which just so happens to be a rather profitable set of consumers.  Interestingly enough, the leader in embracing technology to engage guests is the fast food pizza industry.  Many of the big brands have developed iPhone apps, web ordering, delivery tracking, and other fun features, according to the NRN article.

In addition to simply reaching the right consumer, restaurants can profit from technology in another way: when guests pay by credit card, studies have indicated that they spend more.  With online ordering, payment is almost always by credit card, and many automated upselling opportunities exist.

It will be interesting to watch the percentage of the population that is classified as technology innovators and early adopters grow, and in tandem, to watch how various segments of the restaurant industry respond.  Four- and five-star restaurants may claim that they have little use for iPhone apps when their tasting menus cost well over $100 per person, but the data indicates that probably is not true.  What will be intriguing is observing how fine dining and upscale restaurants employ technology, yet use it differently from their midscale, fast casual, and quick service restaurant counterparts.

Running a multi-national hotel chain is a challenge in itself. Regional economies throughout American cities affect business, but so too does a band of rebels seizing a Peninsula in the Philippines. For Mr. Kwok, an economic downturn is still not as tough as finding, training and retaining good staff. In a seemingly cool-headed manner, he says he sees running the business in the long term. It’s hard to account for economics when one only looks at the short term, he explains. He still doubts the world markets are competitive again, but he’s not worried. It’s all part of a cycle. Well how do you manage a company during a downturn? Mr. Kwok states to match costs to the revenues. The wise executive will judge which expenditures are unnecessary. However, with regards to the product, don’t cut back on services or amenities. Your company undoubtedly invested considerable time and money to train its staff, so it makes no sense to get rid of these people.

Beyond marble columns and opulent bedspreads, it is the staff that creates the guest experience. It is their assistance, their response to guests’ problems, and even their camaraderie that keeps the guest coming back to the services. It is the staff that lets the guest enjoy the product. Despite compounded calamities, Mr. Kwok is an undismayed CEO who understands the value in the relationship between the staff and the guest experience. Coyle Hospitality Group’s assessments of staff behavior on the guest experience prove Mr. Kwok’s insight priceless. As Mr. Kwok states, “You have to have a team and an organization that has the ability to handle crises. Once you’ve got that, it doesn’t matter whether it’s rebels in Bangkok, or troops in Manila, or a construction issue in Shanghai.”

In this Cruise Critic interview with the author of “Cruise Confidential”, we get to see how grueling it really is to live onboard a mega floating resort and have to put on a smile for eight months straight.  Crew members typically work 14-15 hours a day, without days off, for six to eight months at a time.  Waiters serve every meal and (sometimes, if they’re lucky) get one lunch off every week to see the sights at a port.

So why do people do it? Most ship crews come from international backgrounds where the pay is slightly more than what they can make at home.  Some do it for the glamorous open seas and expanding of horizons.  A few do it to prove a point (like the author).  Regardless of the reasons why someone would choose to work on a ship, cruise operators have mastered the art of creating excellent crew morale in very tough conditions, and the lists of applicants for cruise positions are longer than ever.

Yes, hoteliers and other operators could learn a thing or two from the cruise playbook about employee motivation and morale.  But even more importantly, living vicariously through a cruise crew member can unearth some of the most complex things about human nature.  Why do people do the things they do?  The closer we get to finding that answer, the more effective we can be as managers and contributing members of society.  And the cruise underbelly is as good a place to start exploring as any.

I appreciated his emphasis on the importance of really creating a salon space in the spa, not just adding a few chairs.  The reality of salon smells and noise need to be considered before these services are provided in a spa setting. 

In providing salon services, spas have a unique opportunity to provide relaxation to more clients.  Salon services are often seen as more of a necessity than spa services, and spas can use that opportunity to provide the additional amenities that turn a basic service into a spa experience. 

While living in Indonesia, I took every opportunity to receive a cream bath treatment at a salon.  This was a deep conditioning hair treatment that included a thorough head, arm/hand massage, a brief pressure back massage and steam.  This was a relaxing treatment that was enjoyed by men and women.  As it was provided in the salon setting, it seemed to be more of a beauty enhancing treatment with long term benefits for my hair than a relaxation only treatment, although it provided both. 

If more salons were able to add such services, providing stress-relieving treatments with beauty benefits, they may be able to expand their clientele to salon loyals.

The article mentions that the program might put many restaurants out of business or affect the city’s economy, but it’s also possible that ‘A’ restaurants would be rewarded with increased business.  However, it is expected to take 14 months to carry out all inspections, and restaurants can request a re-inspection if they received a ‘B’ or ‘C’ can request a re-inspection.

One of the main changes to the health inspection deals with time-temperature controls on food, which looks at not only the temperature of the food, but also the time that it has been sitting out.  This WSJ article ‘Restaurants Chase Grade’ describes how the public posting is affecting guest satisfaction, as restaurants work to get its operations on par with the ‘A’ grade.  The article mentions that prepackaged food items should be kept at 38 degrees, but the article points out that the temperature is colder than most guests prefer.  One restaurateur mentions that salad served at 38 degrees would hurt guests’ teeth, and another restaurant mentioned receiving complaints about frozen food.

I particularly enjoyed reading about Cherif Mbodji’s outlook on how operations are affected by the inspections.  He mentions that they are holding weekly walk-throughs for their entire staff on the regulations.  He is making compliance a team effort rather than just a chef responsibility.

I, for one, am curious to see how this effects the guest experience; from the curb appeal to food presentation.  As a consumer, will anyone even enter a restaurant that earns less than an A?  Or what happens you have a reservation to celebrate your birthday and you get to the door and find a ‘B’ in the window?  Time will only tell.  

For more information about the health inspection requirements, the inspection worksheet can be found on page 15 on the following nyc.gov link.  The link also provides explanations and examples of each possible score for items on pages 20-40.