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Sandals Resorts International: the Quality Advantage Ben Henry Sandals Resorts International, [email protected]

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Sandals Resorts International: the Quality Advantage Ben Henry Sandals Resorts International, Null@Sandals.Com Hospitality Review Volume 19 Article 10 Issue 2 Hospitality Review Volume 19/Issue 2 January 2001 Sandals Resorts International: The Quality Advantage Ben Henry Sandals Resorts International, [email protected] Follow this and additional works at: https://digitalcommons.fiu.edu/hospitalityreview Part of the Hospitality Administration and Management Commons Recommended Citation Henry, Ben (2001) "Sandals Resorts International: The Quality Advantage," Hospitality Review: Vol. 19 : Iss. 2 , Article 10. Available at: https://digitalcommons.fiu.edu/hospitalityreview/vol19/iss2/10 This work is brought to you for free and open access by FIU Digital Commons. It has been accepted for inclusion in Hospitality Review by an authorized administrator of FIU Digital Commons. For more information, please contact [email protected]. Sandals Resorts International: The Quality Advantage Abstract Founded in 1981, Sandals Resorts International is now 17 properties and 3,880 rooms, and also has become a world-class success story with one of the 10 most recognizable brand names in the international hospitality industry, according to the author, group director for human resources development and training for Sandals. Keywords Sandals Resorts, Hotel, Lodging, International This article is available in Hospitality Review: https://digitalcommons.fiu.edu/hospitalityreview/vol19/iss2/10 In my opinion... Sandals Resorts International: The quality advantage by Ben Henry Founded In 1981. Sandals Resorts lnferna- Beaches, the family all-inclusive f~onal~snow 17propert1es and3.880 rooms, andalso has become a woffl-cIass sums brand, has been voted the best in story with one of the 10 most recognizaMB the sector three years in a row. brand names in the international hospitaliiy I think we are doing very well ~ndustm according to the author, group direaor for human resources development as a group. The Sandals name and training for Samlals. has become synonymous with quality service. Some 450,000 guests visit our 17 properties andals aims to succeed in annually. If Sandals were one of the most logistically regarded as a country, it would be Scomplex service businesses, in the top 10 of stopover visitor pursuing the distinction of being arrivals in the Caribbean. the very best in the all-inclusive We are a successful company sector. Eleven of its properties are because we are always listening to located in Jamaica, one in our customers. Over the years Antigua, two in St. Lucia, one in couples have come to Sandals, Turks and Caicos, one in the many have married and honey- Bahamas, and one in Cuba. For mooned there. They start families. the past seven years in a row, When they wanted an all-inclusive Sandals has been voted the to bring the kids to, we listened - World's Best All-Inclusive Hotel and opened Beaches Resorts in Group, the Caribbean's leading Negril and Turks and Caicos to hotel company. Sandals Royal accommodate the kids. Those kids Bahamian Resort and Spa has are now grown and we are been voted the world's leading spa welcoming families with children resort, whle Sandals Antigua the over the age of 16 at Beaches prop- world's leading honeymoon resort. erties in Cuba and Ocho Rios. Henry 103 Contents © 2001 by FIU Hospitalilty Review. The reproduction of any artwork, editorial or other material is expressly prohibited without written permission from the publisher, excepting that one-time educational reproduction is allowed without express permission. Early days set model The goals and objectives set by Sandals evolution as a quality the Sandals management team service company began in 1981 were designed to ensure that all when the company's founder, the Sandals customers leave feeling Honorable Gordon Butch Stewart, that their expectations were met communicated his desire for and exceeded. Sandals to be a quality organization Performance standards were to the brand new management written for all departments within team. The chairman established a the hotel. These standards relate to reward system to reinforce his technical skills, called hard skills, desire. What the general manager and to attitudinal and customer and his team did to ensure that service skills, called soft skius. Sandals became known as a quality organization would become part of Hiring involves attitude their annual evaluation. Criteria for recruitment and Stewart's mandate to manage- selection focused on hiring people ment was: 'Give the customer more with the right attitude and a service than he or she expects."Armed with orientation. Bill Marriott's advice to the chairman's verbal and financial "hire friendly and train technicaln commitment to quality, the Sandals was adopted by us. Later we management team focused on a changed this to '%ire the smile and number of objectives: train the skill" and "hire for atti- goal setting to achieve tude and train for competence." For product quality and service each job category, we identified quality service-oriented characteristics and hired by that standard. development of performance A customerdriven company standards to achieve the goals charter was developed consisting of development of criteria for the following elements, and recruitment and selection everyone was mandated to follow it: an error prevention philos- development of a customer- ophy driven company charter customer satisfaction development of training programs designed to train quality orientation the newly-hired employees the voice of the customer is into the newly-developed important standards professional treatment and development of monitoring attention to customers and evaluation mechanisms courtesy, responsiveness, development of recognition empathy, and respect for mechanisms customers - - 104 FIU Hospitality Review Contents © 2001 by FIU Hospitalilty Review. The reproduction of any artwork, editorial or other material is expressly prohibited without written permission from the publisher, excepting that one-time educational reproduction is allowed without express permission. quality products and services customers became an obsession at provided according to our place. customer requirements and We recognized from the begin- need ning that employees who performed well should be rewarded, so we people orientation - the established an incentive program employees are the company's for them. We were the first hotel greatest asset company in the Caribbean to set up a continuous improvement a Monthly Smile Award Program. philosophy Other awards included Employee of the Month and of the Year, Courtesy teamwork Award of the Month, Most a focus on the bottom line Improved Award, Supervisor of the Quarter and of the Year, and Manager of the Year. Employees matter The management team should Training programs for show commitment to the quality employees involved technical process by deliberate role modeling, skills training to reflect Sandals teaching, and coaching. Their standards in the technical area, as visible behavior had great value for well as customer service skills communicating assumptions and training. We recognized early on values to our employees. Regular that good service is a function of meetings were held to communi- technique and attitude, so focus cate the chairman's philosophy of was put on both areas in the giving the customer more than he training of employees. expects, and the company's values The monitoring and evaluation about quality. of employee performance with The chairman and the regard to the standards became a management team had lunch with regular feature. More importantly, employees on a regular basis, our customers evaluated our thereby sending a powerful product and service quality through message. The chairman encour- weekly guest comment cards. What aged a competitive spirit among our customers thought about us his general managers by evalu- was the first item on the agenda at ating them on three criteria - the weekly heads of department customer satisfaction, employee meeting. The Sandals general fulfillment, and profit. In turn, manager adopted the MBWA general managers encouraged a (Management By Wandering competitive spirit among their Around) process long before it heads of department on the same became fashionable. The general three criteria. manager wandered with the Sandals management also customers to get their own feed- committed to a new organizational back; listening and talking to structure geared to the company's Contents © 2001 by FIU Hospitalilty Review. The reproduction of any artwork, editorial or other material is expressly prohibited without written permission from the publisher, excepting that one-time educational reproduction is allowed without express permission. customer and market-driven times. The very nature of the SQA philosophy. The customer is has certainly enhanced a strong, regarded as the most important adaptive, and supportive culture. person in the company because he The Sandals Quality Advan- pays the bis and creates paydays tage starts with the corporate for all of us at Sandals. So he is at mission statement and what it the top of the organizational chart, means to all of us. This is spelled followed by Stewart, Sandals' out on the Sandals Quality Advan- founder and chairman. tage Card (SQAC), which will also reveal the following: Quality is blueprint House that Butch built: a The concept of the Sandals model which depicts the inte- Quality Advantage (SQA) is an gration of the five organiza- important blueprint for quality tional values which have management at Sandals. SQA is made Sandals what it is not just
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