Whenever I walk into a hotel, I ask myself the same question: do we really know what the guest understands by quality? I am not referring to what we believe. Nor to what our manuals say. Nor to what appears in an internal audit. I mean what the guest silently assesses from the moment they arrive until the moment they leave.
The answer, if we are guided by too many real-life experiences, is hardly cause for optimism. I have the feeling that, far too often, the hotel industry still focuses its proposition more on short-term profit than on genuinely understanding what the guest values. And that mistake, which may seem small or even acceptable, ends up having enormous strategic consequences.
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