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An aerial shot of Jewel Runaway Bay. - CONTRIBUTED PHOTO
The Jewel Runaway Bay staff and general manager Scott Robbins (left front) pose with their certificate after receiving the award. 

Jewel Resort Runaway Bay wins Best Online Reputation and Resort of the Year

The Jewel Resort & Spa in Runaway Bay, St Ann, recently won Best Online Reputation and Resort of the Year at the annual Aimbridge Hospitality conference in Orlando, Florida.

The hotel, owned by Sagicor X-Funds property holdings, came out on top from a pool of 450 Aimbridge-affiliated hotels across North America and the Caribbean.

Aimbridge Hospitality is one of the world's leading independent hotel investment and management firms.

Aimbridge focuses on sales and revenue, but also looks at the well-being of the staff and guest satisfaction.

"We are very pleased that we received these two prestigious awards from such an exceptional institution," said Jewel Resort and Spa general manager, Scott Robbins.

"It is a great honour to win Resort of the Year as Aimbridge has over 10 resorts, and this is the first year of them giving this award. The online reputation is based on Aimbridge's 452 hotels and resorts in its portfolio, which we won by going the extra mile and caring for the wants and needs of our guests," Robbins said.

INDUSTRY AWARDS

Robbins said the awards were special. Other awards, he said, come from the consumer, which is great. However, the Aimbridge Awards comes from "our peers and the owners, so you know that you are appreciated by your employers, other professionals within the industry."

The staff at the resort continues to be the crowning jewel for Robbins as they are the ones who make the guests feel like they are at home.

"If you are looking for posh, marble and chandeliers, this might not exactly be the place for you but if you are looking for staff that make you feel like family then you have found your home," he emphasised.

Maintaining reputation and credibility online is a hard task but Robbins endeavours to make his guests happy by continuously engaging them in that space.

"Even though it is our job to make everyone happy, we all know that everyone's style and expectations are different. However, I listen to them online and hear their experiences and, for the most part,everyone raves about how friendly our staff is and how everyone seems happy in their job. Those who have difficult times at the property, we try to solve while on property," he shared.

The success of the hotel is attributed largely to the employees and how they treat guests when they arrive at the hotel. The leadership also plays a large part in the process. When asked to describe his preferred leadership style, Robbins sums it up in one word, 'WAM', Walk Around Management. "You can't manage an operation sitting in an office all day long. If you don't get out and talk to your guests and your staff, you will never change things.

If the staff doesn't see you move a table, sweep a floor, paint a wall, then they have an excuse to say, "That's not my job".

However, if the staff constantly sees you picking up garbage, then they have to do what is necessary," he added. 

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