How to Handle Poor Customer Service and Get Results

Granted, the travel experience is far from perfect. Babies cry on planes, noisy construction can mar the stay next to an otherwise excellent hotel, and the advertised swordfish entrée might disappoint — or be something else entirely.

What separates a memorable travel brand from a forgettable one is how staff and management handle complaints when things go wrong. Poor complaint handling damages customer loyalty and the brand’s reputation; attentive, respectful responses can turn a negative incident into a renewed bond with the guest.

For example, on a flight from New York to Prague I was abruptly shaken awake by a male flight attendant who left bruises on my arm. He asked if I wanted dinner even though I had informed him earlier that I would not require a meal and would be taking medication that would keep me asleep for several hours. The eye mask, earplugs and blanket I used apparently did not register as a prior notification. On the return flight, cabin crew served the passenger beside me six alcoholic drinks in the first half of the flight, which made the trip home unpleasant. The airline’s indifferent handling of my formal complaint ended any loyalty I once had to that carrier.

In an era of instant feedback through social media and channels like Twitter, it may appear that companies are listening. But today’s travelers expect more than acknowledgment — they want genuine concern, attention to the specifics of their situation, and a solution that fits their needs. That starts with gathering the details.

“We take all claims and criticism (positive and negative) into deep consideration, as this is our chance to improve our quality,” says Bernadette Mölder-Thabrew, senior manager and head of customer service operations, Swiss International Air Lines. “It is always handled on an individual base, which means we investigate to get all details from both sides. Then we contact our customer to apologize, and depending on the severity, we offer compensation.”

Travelers generally agree that an appropriate response should offer resolution rather than excuses. Proper training on how to respond often determines whether a guest becomes forgiving or furious when expectations are not met — for example, if a hotel gym is locked or a staff member fails to unlock it.

It’s useful to distinguish between fault (a mistake or error) and failure to meet expectations. Both can trigger complaints that, if handled correctly, become learning opportunities. A responsive supplier will document feedback and either correct the error or use the input to improve future service. Negative feedback is frequently as valuable as praise for fine-tuning a product or service.

There is a difference between a customer saying “you failed me” and “I did not like this experience,” but even unfavorable feedback can be constructive. Virgin Atlantic, for instance, has adjusted services based on passenger input. The airline reviews comments monthly across departments and stations and takes action where needed.

Ideally, a complaint prompts direct communication with the dissatisfied customer to gather specifics — when, where and who was involved — and assigns a manager to investigate. If appropriate, the company offers a goodwill gesture while addressing the underlying product or service issue.

Often, guests don’t want the backstory of how a problem occurred; they want it fixed. Some changes require multiple complaints to reach critical mass, such as hotels increasingly including free WiFi with stays in response to guest demand.

Unlike airlines, where date, price and route heavily influence ticket choice, hotel selection often ties directly to brand loyalty—especially among luxury leisure and business travelers.

At Capella hotels, guest service is central. Kit Pappas, executive vice president of Capella Hotel Group, says creating an exceptional guest experience is the company’s guiding principle. Capella trains staff not merely to meet expectations but to exceed them. Through surveys, focus groups and guest feedback, the chain builds a practical understanding of guest preferences.

Capella’s approach includes showing loyalty to guests before guests have pledged loyalty to the brand, treating every visitor as valued from the moment they arrive. Attention to small details — such as placing the alarm clock on the preferred side of the bed and arranging slippers at turndown — reinforces that personalized service.

“We never want to lose a guest,” Pappas says. “This is driven home consistently with our team. We constantly monitor our processes. When something doesn’t go according to plan, the natural response is to blame someone, but we see it as a process failure — something broke — and we focus on fixing the process.”

Pappas describes a structured approach to handling defects: teams record incidents to determine if an issue is isolated or recurring. When a guest is affected, they follow LEND: Listen to the exact problem, Empathize with the guest, address Needs, and Deliver the expected result.

Rafi Baeri, vice president of marketing and sales for Dan Hotels, highlights a similar mix of high standards and warm service. Dan trains staff to address guest dissatisfaction promptly and with empathy. Guest relations teams learn to analyze whether the hotel’s promise matched its delivery and to resolve problems immediately or provide reasonable post-stay compensation.

“When the guest expresses dislike of the product or hospitality experience, we try to understand the expectations and evaluate whether we can change it for the next stay or explain why we cannot alter the service level,” Baeri explains.

Dan Hotels’ executives play a direct role in guest relations, setting the tone for responses and ensuring general managers resolve issues quickly, preferably while the guest is still in-house. Making the customer feel heard and showing that action has been taken matters when potential guests consult reviews and social media to judge a property.

“Each and every guest is an individual with different needs, concerns and expectations,” says Mark S. Andrew, regional vice president U.S.A. and general manager of Fairmont Washington D.C., Georgetown. He notes that feedback is a learning opportunity that can elevate service. Often, dissatisfied guests simply need to know they were heard and their issue received respectful attention.

“The most important factor in creating an outstanding guest experience is to exceed expectations through intuitive and meaningful guest interaction,” Andrew adds. “By treating each guest as a unique individual, we provide personalized service rather than scripted replies.”

My own airline complaint illustrates how not to handle customer grievances. After months of following the right channels, including sending a certified letter, I received a formulaic apology and a $100 voucher labeled as the carrier’s standard resolution for complaints of this type.

Such a cavalier response shows both service fault and failure. No guest wants a rehearsed reply or excuses when they’ve had a bad stay, flight, or meal.

“Guest service is a journey,” Andrew says — a journey that, from the traveler’s perspective, should continuously improve, smoothing out as many bumps as possible before the trip begins.