Service, Marketing, Community Involvement Equal Success

For a 98-room, independent hotel to thrive in a highly-competitive major market takes a mixture of absolute dedication to guest satisfaction and a strong presence in the community. That pairing made Philadelphia's Rittenhouse Hotel #71 in the world, and #18 in North America in the annual Conde Nast survey of hotels.

Total attention to guest satisfaction is the hotel's philosophy. "We have developed a serious program of empowering the staff to please the customer on the spot. They can not take the time to ask a supervisor."

He gives as an example the action taken by a front desk clerk when a cigarette ash burned a guest's gauzy evening gown. The clerk went to a nearby shop, purchased three suitable dresses on her credit card, then returned to the hotel. The guest chose one gown and reimbursed the clerk, who returned the other gowns. "You won't find that level of attention at many other places."

That's the sort of enthusiasm and independence Benson values. "The people we hire don't want heavy-duty structure. They welcome a lot of responsibility and the authority to make decisions. As they grow in decision-making, we build on their own self-esteem and self-confidence. They feel part of the whole and that they are making a difference."

Communications is a key management principle. Mornings are spent visiting every department. "I stay out of the office and avoid memos. I want to see everyone face-to-face." There's a weekly department head meeting where the next 10 days of business are discussed - catering, rooms, VIP sheet. "That way, everyone and every department knows what is happening and can prepare for the impact it will have on their operation."

Benson leaves most of the routine decisions up to his staff. Each department has a monthly budget and is responsible for expenditures within that. "There's no point in having me sign purchase orders for routine things. I want to be consulted for capitalization costs, legal situations, big engineering projects, operations. I get very involved in anything that deals with the esthetics of the property. I like to hear many suggestions and then implement the ones that make sense."

Making sense means spending money on things that directly affect guest comfort and satisfaction. "For instance, it's nice for doormen to wear a boutonniere, but it doesn't add to guest services. Services are improved rooms with every electronic and audio-visual upgrade available to travelers. Service means keeping the kitchen open for guests arriving at odd times from international flights. It's not cost-effective, but it's the right thing to do to serve guests."

A small marketing and advertising budget means Benson tightly targets his efforts in those areas. A sales staff in New York works with travel agents who deal with the celebrities, government officials, and business executives that construe much of the clientele at his hotel. Advertising is limited to specialized directories distributed to agents serving the target market.

The Rittenhouse is affiliated with the Preferred Hotels, a consortium of small, independent, top-line properties that engage in joint marketing and promotions. This gives them the advantages of branding while maintaining their individuality as properties.

Involvement in social and charitable functions further enhances the reputation of the hotel. Management and employees, as well as Benson, are involved in arts councils, AIDS research fundraising, youth employment initiatives, and other community committees. "It's important to become enmeshed in the community. First of all, it is the right thing to do. It also helps establish bonds with the right people and the right market for the property."

Occupancy trends for Philadelphia show a marked increase in local room inventory in the next 18 months, with a concurrent decrease in average occupancy rates. Benson plans to compete by not changing the elements of his success. "We do not take the easy way out. There is no discounting of rooms. We do not want to cheapen the product. You do not take away the valuable amenities that customers notice or you start the spiral down to mediocrity."

"Our program will bring us through, make us more alert, more cautious, and still be at the top of the pile at the end of the day."
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