Write Up. Case 1: Blue Mountain Resorts. The Service Quality Journey.

Dave Sinclair, vice-president of human resources at Blue Mountain Resort (BMR), was considering his options concerning the company's service quality program. He gathered together a team of 25 BMR managers to identify opportunities to improve service quality. They had provided Dave with a number of specific proposals he wanted to evaluate and decide on a course of action. From all, Dave identified three proposals that required careful consideration: costumer flow, speed of service and information technology (IT). BMR service is delivered in different aspects due to the variety of services that it offers, like winter sport, skiing and snowboarding activities and a variety of services related to these activities, hospitality and food and beverage services, call center, day care and conference facilities. Furthermore, it offers a number of other miscellaneous services to the customers. However, because of the growth and expansion, it began to develop a reputation for long line-ups and poor service. The lacks of service quality started to show up. In other words, guests were not experiencing what they were expecting. Since the employees were not giving a right service quality, it was also affecting their morale and job performance, showing this a lack of two of the service quality dimensions, empathy and responsiveness. After BMR started the service quality journey, the company itself started to change. First, the program began with the senior management and then the entire company had a new focus, vision, values and method. That created a new expectation to the internal customers, the employees, and some lacks were satisfied with the interaction between Gordon Canning, president and chief executive officer of BMR and employees at the lunch activity. Another activity that improved marketing to