Sometimes we make regrettable decisions. We are only able to see the possible tell-tell signs in hindsight. Last December 2010, I made the mistake of not conducting a sufficient background check on the venue of an important meeting that I intended to host in January 2011. The result – I was held against my will for three and a half days at a hotel where only days before I was a paying client.
In the past, reservations for training workshops have been conducted by telephone with the appropriate contact person at the hotel. A quick internet search confirms it exists, gives snapshots of the facility (which I have learnt to downgrade about 280 degrees to get the accurate picture). I even seek references from colleagues, friends of partner organizations located in that town.
Most times, we meet the facility manager for the first time on the eve of the training workshop, upon our arrival and long after a 50% deposit has been paid by our organization. In the last four years, this approach has worked relatively well. Any hitches with regard to bed space, hall arrangement, food menu or other issues have been handled swiftly on site.
I believe I understand the basic standards and business policy of hotels in Kenya as key facilities in our hospitality and service industry.
However, this January 2011, I have learnt a new set of lessons from a certain hotel in Coast (name withheld). The facility suffered a tragic attack, several years ago. The hotel re-opened and at the time of our booking, was under new management – Kenyan owner, a former member of parliament.
So, here is the first lesson: it is important to casually ask who owns the hotel; the track record in the particular industry you are contracting the service and possibly the ethnic background. I am yet to assure myself that the latter is a critical criterion, but I will let it stay for now.
My second lesson is with regard to business policy. See here, all I have learnt from the said hotel.
Business Policy #1: Never refuse new business
Irrespective of whether or not you have the capacity or the ability to manage. Lie if you must. Source business by any means necessary. Afterall, sales targets are about money in the bank not service delivery. That is someone else’s problem (see business policy #2). Full disclosure to a potential client only allows them to make an informed decision which may not necessary work in your favour.
Business Policy #2: No one takes responsibility
Whether the title is General Manager, Sales & Marketing Manager, Accountant or Director, any information required by the client or decision that needs to be made must be referred to someone else. Never mind that it should fall within your job description. It is always someone else’s lack of communication that has caused the error and its resolution requires consultation --- someone else. If the client is pushy, simply say “me, I don’t know about that” or for full effect, give the client a blank look “I’ll get back to you” or seek the ultimate authority “let me talk to the Director”.
Business Policy #3: Management by the remote decision maker
Every business should be able to run without the presences of the ultimate authority on site. This is why there are job descriptions, duties and responsibilities assigned. There is no need for the director to get to know every client directly, understand their business or verify the information they were provided with regard to contractual issues or service delivery.
From the remote location as Director and decision maker, to demonstrate being fully in charge still limit the ability of the managers on site to make discretionary decisions. They must abide by the business policy or else feel your wrath. Management by intimidation (or is it upward consultation only); you make the decision especially when you do not know the client, did not finalize the deal and have not done a background check on them. Let the managers call you as often as they need to, be the go-between with the client – no matter how annoying or frustrating it is on both sides.
And when the client is calling you, ignore their calls or turn off your phone, you are a busy wo/man afterall.
Business Policy #4: Have no standards
Ok, maybe that is too harsh. It might be a case of having minimum to low (acceptable?) standards and build from there. The facility is under new management and thus no matter what it is the client expects may have expected, they must live with what we have; and pay for it – even if not receive it. Afterall, with business policy #1, the client is convinced, so why the big fuss?
As a hotel, of course there is a menu for the duration of your stay – we just will not show it to you.
We do have a rooming list, we will attach a copy of the invoice – but you must note you’re people keep changing rooms. We make them share 5 in one room, but they move to a room with two or three people.
We did order more seats added to our magnificently wood carved ones to cater for your large numbers as a client – what exactly is wrong with plastic undressed chairs in the dining area?
We have secured a top notch chef form a top notch hotel in Nairobi – he just cannot boil rice or potatoes for 100 people (all the white mushy stuff on day 1 was later distinguished as rice, mashed potatoes and ugali); on day 3, our cultural and gala night the rice was undercooked; on day 3 of my detention, the boiled potatoes were undercooked.
We have adequate cutlery – how many clients actually distinguish a salad fork or the dessert fork, aren’t they all for eating?
And there is water in all the rooms – even if you complain – there is water in all the rooms.
Make apologies for any inconveniences and offer the client a free holiday.
Things will get better because surely, there is no way they can go down.
Business Policy #5: Do not brief the waiters or housekeeping
In most hotels, clients will often see a briefing session usually in the restaurant where all the waiters are gathered. The Housekeeper also knows how many guests are in the hotel, the number per room and manages each room accordingly. This practice is a waste of time let the waiters and housekeeping staff deal directly with the clients. Refer to business policy #2.
Business Policy #6: Kulala na kulipa “pap”
Irrespective of whether we have provided a final satisfactory invoice, pay up and on site. The client must make arrangements to have signed, blank cheques at hand so that in the end the amount charged by the hotel upon service delivery is fully paid. And if it is above Kshs 1m, be sure to have several cheque leafs so that you can write out denomination of KShs 0.5 + KShs 0.4 + KShs 0.3m.
With a booking for over 100 people for four nights, we will simply charge you for every day based on the number booked. Irrespective of available bed space (please refer to business policy #1), or the actual number of guests we provided for.
Business Policy #7: Do not extend credit
We do not provide credit especially to clients we do not know. We do not make reference to a relationship with any of the managers (refer to business policy #1, 2 and 3). We do not wish to build new relationships with clients who possibly enjoyed our facility, nor do we encourage repeat business. If you pay now, perhaps we can extend credit to you next time.
The LPO or any down-payment made is not sufficient to demonstrate willingness and/or ability of the client to pay.
This is irrespective of the provision of Company Law and contract law which provides for how to deal with credit and/or defaulters.
Business Policy #8: Detain the new/unknown client
If the client does not immediately sign cheques on site, any person suspected of having links with the corporate client him/her agent until the bill is fully paid.
Make no reference to a dealing making conversation with the sales manager, downpayment made by the client. Business policy #3 is in effect.
Business Policy #9: Cheque in Hand is better than cash in Bank
To confirm payment, the Director or agent must have in hand the full payment by the client. Forget the Bank Regulations with regard to electronic fund transfers, the client must abide by your business policy or else. A copy of a signed cheque, scanned and sent by email does not suffice. Walk into the client’s bank if necessary and see the stamped cheque.
