Special Needs Should Be Biz As Usual

<B>Special Needs Should Be Biz As Usual</B>

One of the disabled community's greatest contributions to the hospitality industry is raising awareness of special needs. More than ever before, special accommodation is a normal, natural part of doing business.

And, unlike much of the consolidating airline industry that seems less concerned with individual needs, the hospitality industry is reinventing itself to become more tuned in to the special needs of the traveling public. Accommodations dealing with highly customized traveler needs--suites that approximate a "home away from home" feel, for example--are proliferating even as United Airlines and US Airways conspire to make air travel more of a one-size-fits-all phenomenon.

Unfortunately, as with any trend, there are still too many hotels unwilling to offer, or talk about, their specialized accommodations. Frankly, they don't want to have to deliver any more than absolutely necessary. These establishments practice a "don't ask, don't tell" policy. Only when poked and prodded for additional information will they 'fess up about "&agrave; la carte" items--both of the no-charge and extra-charge variety.

Even in an environment of rising expectations, it's still buyer beware. Be aware of positive industry trends, while avoiding hotels that continue to follow the trail of regressive airline colleagues.

Curiously, it's another airline--Frontier--that exemplifies some of the best treatment of the traveling public. In stark contrast to its airborne brethren, which want to dictate what customer levels of desired service should be, Frontier starts with the no-frills basics--essentially a seat and a beverage.

Then, it offers, without being asked, a variety of options--some that do and some that do not add to the price tag--a "do ask, do tell" policy. The customers then are able to tailor their desired level of service to the applicable price. In all of this, it's important to remember that limited service doesn't necessarily mean bad service. In fact, if that's what the customer wants, it's the best service that provider can give. Conversely, "full service" doesn't always equate with good service. If a customer is asking for a light snack and is served a seven-course meal, the hotel is not meeting the special needs of that traveler. Instead, give the traveler a wide variety of service level choices, and let the individual select those services that meet his or her needs.

Applying the concept of "special needs" when negotiating with a hotel can result in economic bonuses. Come up with and prioritize a laundry list of special requirements prior to beginning hotel discussions. Then use every one as a bargaining chip, obviously being more flexible about lower-priority items.

All of this should be factored into the final price. A hotel willing and able to meet seven out of 10 requirements may be much more "maneuverable" than one meeting five out of five most common requests.

High occupancy rates should not be a deterrent to forceful negotiation. Hotels know this bubble of relative opulence will pop sooner or later. They, too, have special needs--in the form of high occupancy ratings over the long term. While they're anxious to "make hay while the sun shines," smart hotels also will want to build repeat business for the inevitable rainy days ahead.

Just as with special needs, this can be a negotiating advantage.

Hotels that view the big picture of a long-term business association, versus a one-time transaction, will go the extra mile. Hotels that sling attitude like corned beef hash don't deserve a second look.

When the choice of hotels truly is limited, giving a particular property an upper hand of sorts, simply save up for that rainy day. Take careful notes about what they were, and weren't, willing to do--and record your impressions of attitudes encountered.

Then, when that rainy day hits--either because overall hotel occupancy is down and/or a new competitive property is up out of the ground--haul those notes out of mothballs and use them to make, well, a special case for your needs.

<I>

Andrew Lahana is a principal of For the Road.com Inc., which provides in-depth hotel profiles and information to specialized travel communities.