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  • Writer's pictureMark Dickinson

Customer Happiness Assurance Process

In the build up to implementing our improved philosophy of service we have created a process that ensures constant and never ending improvement.

Here is the flow chart that visually defines the process:

Principally this process is designed in such a way that all issues within the hotel are corrected in a powerful and positive manner, and that no matter what the outcome, it is always a step forward. All improvements in the hotel are driven by the passion to make 100% of guests happy all the time.

The goals of the Guest Happiness Assurance Flow System are to:

  • Remain focused on our Mission of Making Customers


  • Ensure that Department Heads are engaged to their full capacity in developing

solutions that improve guest happiness

  • Ensure that Department Heads are utilizing their skills and talents

  • Ensure a team oriented solution at every opportunity

  • Maintain the integrity of our standards and facilitate ease of structured change

Guest Advocate: The process for constant and never-ending improvement originates from the point of Guest Advocate. Therefore, whoever wishes to change a process, improve a service, purchase materials and so on, will adopt the perspective of Guest Advocate. This person will be the senior person responsible to ensure that the process is monitored until completion. In order to do this we have two Flow Paths: ‘Service or Process’, and ‘Things & Stuff’.

Flow Path 1 - Service - when Service or a Process is to be modified or improved the Flow Path begins through a logical series of tests designed to identify which part of our business process needs to be improved. Each new activity has a reference number, which is recorded by HR. There are four key tools that govern all Services and Processes. They are:

1. Induction program (Bootcamp)

2. Sequence of Service (SOS)

3. Standards of Performance/Standard Operating Procedure (SOP)

4. Job Description (JD)

All four tools are constantly available and up to date on

The objective of the Guest Advocate is to set a timeline for the project to ensure that the Service or Process is studied by the Department Heads responsible for the issue at hand, and for those Department Heads to study and develop best solutions to the problem. Once they have developed their solutions, a meeting of the Review and Update Committee shall take place. It may be a physical meeting or an online one (Via email and Skype). The Review and Update Committee is comprised of a minimum of 5 members, being

1. Group Operations Director (Corporate)

2. General Manager (Typically the Guest Advocate)

3. Human Resources Manager (Secretary of the Committee)

4. Sales and Marketing Director

5. Department Heads (as appropriate)

The Committee determines the best solution and gives a decision, and the relevant documents (Bootcamp, SOS, SOP, JD) are updated, and uploaded into our database online.

The Guest Advocate then ensures that training sessions are scheduled for the team members concerned, and the new Service or Process is monitored to ensure Guest Happiness is attained.

Services and Processes cannot be arbitrarily modified, changed or adjusted, other than through our Guest Happiness Assurance system.

Whenever training does not have the desired effect and the standards are not being maintained, then the steps of Coaching, Counselling and Correcting are followed systematically, with opportunity for improvement at each step.

Flow Path 2 - Things & Stuff - when material, equipment and purchasing is necessary for ensuring and improving guest happiness. A good example would be, more beds for the poolside. In this case, the Guest Advocate is responsible to present the case for the relevant Department Heads to identify and evaluate the problem and generate solutions and circulate them. In partnership with the Guest Advocate, the best solution will be selected from those presented, and the Department Head responsible shall be tasked to source materials/services and work with Purchasing to obtain quotes and samples. The responsibility for progress clearly lies with the Department Head. Once the materials have been selected a complete and proper Purchase Request is raised and presented to the Approval Committee. The committee has a minimum of 5 members:

1. Group Operations Director

2. General Manager

3. Human Resources (Secretary of the Committee)

4. Finance

5. Sales and Marketing

6. Relevant Department Heads

The Approval Committee either approves, and the purchase and implementation are scheduled, or calls for further alternative solutions to be developed. The new solutions are developed and the Approval Committee either approves, and purchase and implementation are scheduled, or it is decided that the problem is not one that we are going to solve; generally meaning that the solution is outside of the scope of Shinta Mani’s services/product/brand identity.

To prevent repetition and future deliberations on the same issue we ensure the completion of an “Impact Report” that clearly shows the (financial) impact that this decision has on our guests, and projected impact on our business. Additionally, a script is developed that states the correct way for employees to handle the re-occurrence of the same problem with our guests. Scripts are incorporated into our Service & Processes (either Bootcamp, SOS, SOP or JD’s)

The impact report is a requirement for any project that has ultimately been rejected, and is an objective tool for checking that due diligence has been done, and assures that accurate assessment of the potential income and cost of the project has been studied.

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