I “recommend” (loosely so) the Riande Airport Hotel in Panama. I am a frequent guest, although you sure wouldn’t know it by the way I am treated. But I’ve concluded they treat every guest withthe same “attitude” so I don’t feel bad. The bell guys who take me to the airport and look after my car while I am gone, are great, the parking is free, and the convenience of a location 5 minutes from the international airport with quick and easy access to Corridor Sur make it hard to beat. And, recently, the hotel has begun a much needed renovation, albeit a minor and relatively cheap renovation and not the massive renovation required.
There are other Riande hotels and I’ve never stayed at any. (Why would I want to given my experiences at the Riande Airport in Panama?)
I arrived home May 8th. The airport shuttle was there almost immediately. When I checked in I received the usual challenge, delivered with attitude - not upscale “attitude” but “DGAS” attitude (nicely put, we don’t give a damn about your business) - “Do you have a reservation?” (If not, we certainly don’t want you in our hotel.) Here goes . . .
Since it’s 4AM I’m up and out of here to beat the traffic through Panama City. Makes you wonder why I stay here, huh? Location, location, location. Any decent hotel that builds by the international airport, offers a modicum of service, a clean and affordable room, airport pickup and parking will make a fortune!
I grant you I’ve just come off of 50 days on the VOLENDAM with Holland America’s truly exceptional service, but still . . .
One of the reasons for Holland America’s exceptional level of service is the Filipino and Indonesian crew who come from a culture where being of exceptional service to another is considered an honor. In Panamanian culture being of service is, well, being a “servant” and while people are certainly willing to perform servant-type roles if needed to survive, it is certainly not looked on as an honor. The Panamanian work ethic largely centers around punching in, putting in your time, and punching out. If Panama is to be truly successful in the tourist and hospitality economic sector there must be a relearning from the top down. At the top corporate executives must understand that the guest is the guest and without the guest there is no business. The standard Panamanian business ethos “the customer is the enemy” simply doesn’t fly in the tourist and hospitality sector in the long term. From the top it has to filter down to the local facility management and the lowest paid employee who, ironically, is frequently the one most in contact with the customer.
So how, you ask, does a hotel like the Riande Airport survive?
A Deloitte report published this week showed that Panama City has the second highest hotel occupancy rate of any city outside of the United States. Panama, which had a hotel occupancy rate of 84.7 percent, was topped only by Perth, Australia. Deloitte says that tourism in Panama increased 27 percent in 2007, much higher than the expected 15 percent increase. In addition to this, Panama City showed an impressive 37.9 percent increase in revenue per available hotel room.
Even in the current rocky economy, Panama is emerging as one of the strongest locations for tourism in the Americas buoyed up by a weak US dollar.





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