BALANCING GUEST PREFERENCES AND OPERATIONAL NEEDS IN 4-STAR HOTELS: EVIDENCE FROM HO CHI MINH CITY
DOI:
https://doi.org/10.17501/Keywords:
Front office operations; guest preferences; guest experiences; service personalization; 4-star hotels; urban city; VietnamAbstract
This paper explores the operational tension between standardized front office procedures and the growing demand for guest personalization within the 4-star urban hotel segment in Ho Chi Minh City. By analyzing this "standardization-personalization" paradox, the research identifies specific friction points that hinder the delivery of tailored guest experiences. A mixed-methods exploratory design was implemented, integrating quantitative survey data from 143 hotel guests with qualitative thematic analysis from front office staff interviews. The dual-perspective approach captures the gap between guest expectations and the practical realities of hotel department constraints. The evidence reveals a significant "personalization gap," particularly during the mid-stay phase. While guests prioritize proactive communication and tailored local insights, service delivery is frequently restricted by rigid Standard Operating Procedures (SOPs), high staff turnover, and the underutilization of existing guest data. The study concludes that personalization in this context is a "negotiated outcome" rather than a consistent service standard. This study moves beyond general satisfaction metrics to conceptualize the front office as a site of operational negotiation. It introduces the Guest Preference Integration Framework (GPIF), a novel strategic tool designed to help mid-scale urban hotels bridge the gap between resource-limited operations and high-touch guest expectations. The findings suggest that the implementation of a "Local Ambassador" role within the front office can empower staff to deliver authentic, personalized recommendations without disrupting core operational efficiency.
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