...Marketing Management Assignment Gap Model of Service Quality: The Taj Hotels Submitted by: Syndicate 6 Sneha Oswal (11020541127) Sunil Kumar(11020541131) Sudhir Bairwa (11020541128) Swapnil Gupta (11020541132) Supratim Sinha (11020541129) Swati Thakur (11020541133) Sumit Bhattacharya(11020541130) INTRODUCTION The Gap model provides an integrated framework for managing service quality and customer driven innovation. The hallmark of this model is its anchoring on the customer and integration of the customer throughout all gaps within the model. Every gap and every strategy is used to close the gaps in the model and meet or exceed the customer expectations. SERVAQUAL is the service quality framework. It has 5 dimensions: reliability, responsiveness, assurance, empathy and tangibles. SERVQUAL measures have been applied in and adapted to many industry settings. The 5 gaps are: •Gap 1 is the distance between what customers expect and what managers think they expect - Clearly survey research is a key way to narrow this gap. •Gap 2 is between management perception and the actual specification of the customer experience - Managers need to make sure the organization is defining the level of service they believe is needed. •Gap 3 is from the experience specification to the delivery of the experience - Managers need to audit the customer experience that their organization currently...
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...Emerging Indian Hospitality Sector: A study of NCR hotels Shiv Mohan Verma, Asst. Professor. HRCTGI Ravi Kumar Singh, Asst. Professor. HRCTGI Abstract Today, big name brands are embracing new technologies and adjusting their budgets in some surprising ways. Using mass production, network broadcasting, nationwide transport and chain retailing, marketers are driving consumption among the rapidly increasing population. The emerging trends in marketing have been caused by multiple factors like advent of MNC’s in India, changing industry structure or increasing media penetration to Indian homes. Marketers today acknowledge the value of knowing the customer and retaining customer relationship. This paper explores the changing dynamics of the Hospitality Sector, its ever-increasing focus on innovation along with the reasons causing the changes. The paper will address everyday questions faced by marketers in the rapidly evolving marketplace. Introduction The economy has moved decisive to a higher growth phase. Till a few years ago, there was still a debate among informed observers about whether the economy had moved above the 5 to 6 per cent average growth seen since the 1980s. There is now no doubt that the economy has moved to a higher growth plane, with growth in GDP at market prices exceeding 8 per cent in every year since 2003-04. Over the last five years there has been a sharp acceleration in the growth of per capita income, almost doubling to an average...
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...Customer relation management (CRM) Topic- Comparative analysis of CRM tools in Hospitality industry ACKNOWLEDGEMENT We would like to express our gratitude toward Mrs. Vandana Ahuja ma’am for her kind co-operation and encouragement which helped us in completion of this project. We would also like to express our special gratitude and thanks to industry persons of Taj and Oberoi group of hotels for giving us such attention and time. Our thanks and appreciations also go to our colleagues in developing the project and people who have willingly helped me out with their abilities. * Group members INDEX 1. CRM introduction 2. Architecture of CRM 3. Hospitality industry 4. Classification of industry 5. Top players in India 6. Challenges for hospitality industry 7. Customer management in hotel industry 8. Research framework 9. Technology and CRM 10. CRM software for the hotel industry 11. CRM in Oberoi hotels 12. CRM in TAJ hotels 13. CRM implementations 14. Conclusion 15. Recommendation 16. Bibliography CRM INTRODUCTON Customer satisfaction is a business philosophy which tends to the creation of value for customers, anticipating and managing their expectations, and demonstrating ability and responsibility to satisfy their needs. Qualities of service and customer satisfaction are critical factors for the success of any business. Enterprises exist because they have a customer to serve. The key to...
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...Business Strategy Gap Analysis 8 Industry Environment Business Strategy Gap Analysis 9 Strategy-Capability Gap 9 1. Macro-Environment Analysis 16 2. Industry Analysis 22 2.1 Threat of New Entrants 22 2.2 Bargaining Power of Suppliers 24 2.3 Bargaining Power of Buyers/Customers 25 2.4 Power of Substitutes 26 2.5 Intensity of Industry Rivalry 27 3. Internal Analysis Appendix 29 Introduction: [pic] Taj Hotels, Resorts and Palaces operates under the parent company Indian Hotels Corporation Limited. They have been operating for 107 years, and were positioned as India’s largest hotel chain, with a range of properties for both business and vacation travel market. Owned by the Tata group, Taj maintains a very hierarchical structure, with a senior management team that stems from family connections. The report at hand will evaluate the past and current strategic position of the Taj hotel group, how being under the TATA group umbrella and how this has enabled the brand to grow and develop into the most recognized and luxurious hotel brand within India. Hotel brands Worldwide have been trying to go international, taking the advantage of their brand recognition, economic capabilities and increasing market demands. The Taj hotel group past and current strategies of going international were executed in locations that have an already saturated market or in cities that do not have sufficient ‘Taj’ brand awareness. For these reasons...
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...Porters 5 forces analysis for hotel industry BARGAINING POWER OF SUPPLIERSThe term 'suppliers' comprises all sources for inputs that are needed in order toprovide goods or services.The high class hotels are operating by few hotel chains like-TAJ, EIH, ITC&THELEELA PALACE so they have a control over the industry.There are no substitutes for spas and five star hotels.The hotels customers are fragmented, so they have to reduce their bargaining powerto attract the customers.The Taj, ITC& Oberoi are having various rates and tariffs. Because they are havingtheir own brand image.The hotel chains are operating different services like Spas, Boatels, Resorts, CityCenters, Heritage HOTELS, etc.2 . BARGAINING POWER OF CUSTOMERSSimilarly, the bargaining power of customers determines how much customers canimpose pressure on margins and volumes.The hotel industry is one of the most invested in its fixed assets. So they are tryingto recover their amount quickly.The suppliers are providing better information about them to attract the customersHere the buyers are highly informed.If the hotel price changes are moderate, the Customers have low margins and areprice-sensitive.Some unseasoned timings the hotels are offering discounts and incentives toreduce the bargaining power of buyers.3. THREAT OF NEW ENTRANTSThe competition in an industry will be the higher; the easier it is for other companies toenter this industry. In such a situation, new entrants could change major determinants of the marketenvironment...
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...Project report: Taj Tragedy 26/11 Mumbai Attacks [pic] Submitted by : Table of Content |S.no |Content |Page No | |1 |Introduction |3 | |2 |Case Study |5 | |3 |Answers |6 | |4 |Bibliography |10 | Introduction: The Taj Mahal Palace & Tower is a five-star hotel located in the Colaba region of Mumbai, Maharashtra, India, next to the Gateway of India. Part of the Taj Hotels, Resorts and Palaces, this building is considered the flagship property of the grand contains 565 rooms. From a historical and architectural point of view, The Taj Mahal Palace and the Tower are two distinct buildings, built at different times and in different architectural designs. The hotel has hosted notable guests such as The Beatles, Jacqueline Kennedy Onassis, Bill Clinton, Jacques Chirac, The King & Queen of Norway, The Duke & Duchess of Kent, The Duke of Edinburgh...
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...INDIAN HOTELS INDUSTRY Consumer confidence low; revival contingent on global environment QUARTERLY REVIEW March 2012 ICRA expects the Indian Hotels industry to finish 2011-12 on a weaker note with subdued pricing power eroding margins. Although some revival in operational metrics was witnessed during late 2010-11, the industry continued to lack the pricing power to drive out of its current stagnancy. Globally weak macroeconomic scenario, the European sovereign debt crisis, geo-political turmoil in the Arab countries, high interest rates, inflation and a muted domestic corporate performance during the current fiscal (year to March 31, 2012) have sapped the industry’s ability to sustain inflation adjusted Average Room Realizations (ARRs). Muted ARRs and high costs have led to one of the weakest nine month (9M) periods (April-December-11) in over five years. With uncertainty continuing to cloud the near term, wavering business/consumer confidence and a sluggish economy, there is no significant trigger for the industry during the next two-three quarters. While the start of the next season (in Q3, 2012-13) may bring some relief to the industry in some specific markets, we expect real traction to return to the industry only by 2013-14; overall, we expect this to be a slow and long slog to recovery. We expect ARR growth during the current fiscal to be limited to around 5%, followed by around 5-8% during 2012-13. In the current inflationary environment, RevPAR growth of around 6-7%...
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...INDIAN HOTEL INDUSTRY RESEARCH REPORT 2013 Submitted by: 1) Arindam Bagh 2) Arindam Das 3) Pavan Kumar Submitted by: 4) Arindam Bagh 5) Arindam Das 6) Pavan Kumar Table of Contents 1. Executive Summary 5 2. Industry Overview 6 2.1. Key Components of Hospitality Industry 6 2.2. Global overview 6 2.3. Indian overview 7 2.4. Market Structure 10 2.5. Industry metrics 12 3. Challenges faced in the Sector 14 3.1. Global economic uncertainty 14 3.2. Seasonality of demand 14 3.3. Oversupply 15 3.4. High Employee turnover 15 3.5. Lack of MICE related Infrastructure 16 3.6. Inadequate supply of quality talent 16 3.7. Low security 17 3.8. High cost of developing property 17 3.9. Poor Infrastructure 18 3.10. Difficult project financing 18 4. Growth Drivers 18 4.1. International tourist arrivals 18 4.2. MICE Destination (Meetings, Incentives, Conferencing, Exhibitions) 19 4.3. Government spending to boost growth 19 4.4. Improving economic environment 20 4.5. Increasing spending power 21 4.6. Government Support (Non-Monetory) 21 4.7. Offers from Airline Industry 24 5. Emerging Trends in the sector 25 5.1. Premium Hotel’s profitability to hit lows 25 5.2. Increasing revenues from F&B Segment 26 5.3. Development of niche tourism offerings 26 5.4. Growing trend towards service apartments 27 5.5. Growing demand for budget segment 27 5.6. Increasing interest of international operators 28 5...
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...Southern & Eastern Part of India. | January 16 2014 | History of the evolution and emerging Trends of the Indian Tourism and lodging Industry. | | NAME | Student No | Sushil Gujar | 6894422 | Jacob Jose Moolan | 6908420 | Roshan Shetty | 6657332 | Abstract The hospitality and tourism industry in India has largely diversified and has greatly complimented to the GDP as well as employment in major parts of India. Due to its rich heritage and culture it has recorded tremendous growth over the past years thus making it global tourist destination. With development in major hospitality projects and international brands setting its business in India, has led to the prosperity of the Hospitality industry. By providing you a glimpse about major tourist destination and hotels that contribute majorly to the growth of the industry, this report would provide you an insight on the hospitality industry in the southern and the eastern part of India. Contents Introduction 3 Southern part ofIndia 4 Kerala tourism 4 Munnar 4 Cochin 5 Kumarakom 5 Karnataka Tourism 5 Srirangapatana 5 Hampi 6 Mysore 6 Tamil Nadu Tourism 7 Ooty 7 Kanyakumari 7 Pondicherry tourism 8 Lodging and Hotels in South India 8 Taj Group of hotels 8 Oberoi Hotels and Resorts 8 ITC Group of hotels 9 Eastern part of India 10 Bhubaneswar 10 Ranchi 10 Gangtok 10 Kolkata 11 Result/ Conclusion 12 Reference 13 Introduction India consists of 29 states...
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...head of the Taj Hotel Group. Bhowmick wanted to ask Krishna Kumar to reexamine what the company was trying to accomplish by assigning a particular manager to run the Taj Kumarakom, a smaller property in a highly competitive market. Since assuming management responsibility for the Taj Group in 1997, Krishna Kumar had introduced many changes, the most conspicuous being a new performance management system that represented the first time that promotion and pay had been determined by a formal review and evaluation process. Krishna Kumar had also introduced a formal career development process whereby employees were tracked and groomed for key positions throughout the Taj system. But Bhowmick worried that these systematized assessments might not always identify the right person for a particular job. He knew the candidate who had been selected for the general manager position at the Taj Kumarakom. He also knew some of the other candidates well; indeed, he had had another manager in mind for the job. tC Bhowmick had been in the hotel business his entire life and was practically a legend within the Taj. As chief operating officer of the luxury hotel division, he was in charge of properties that brought in more than 60% of the company’s profits. He had successfully identified and groomed leaders for the Taj Hotel Group throughout his career. Bhowmick was going to ask Krishna Kumar to reconsider his choice. No History and Origins The Taj Hotel Group was begun...
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...Environmental Factors……………………………………………………………………………………...4 Industry Players and Competitive Scenario………………………………………………………………..5 Marketing implications for existing players and new entrants…………………………………………….7 Size of the market, growth pattern and evolution of the service The Demand for Indian Tourism is increasing at 10.1% per annum. India will attract 25 million tourists by the year 2015. India currently has 2,00,000 hotel rooms spread across various hotel categories yet has a shortage of 1,00,00 rooms. |Hotel Category |No. of hotels |No. of rooms | |5 star /deluxe |165 |43965 | |4 star |134 |20770 | |3 star |505 |30100 | |2 star |495 |22950 | |1 star |260 |10900 | |Heritage |70 |4200 | |Uncategorized |7078 | | |Total |8707 |132885 | |Restaurants |12750 | | Current Scenario: • Existing Hotel Rooms: 202963 • Revenue of the hotel industry FY 2009-10: INR 47,889.03 crore • 30 % of this...
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...INSTITUTE OF HOTEL MANAGEMENT, AURANGABAD Corporate Governance of IHCL Business Ethics Anamika Chatterjee (H-18023) Submitted in Fulfilment of the Requirement for BA (Hons.) in Hotel Management THE UNIVERSITY OF HUDDERSFIELD, UNITED KINGDOM March 2013 Corporate Governance Acknowledgement I would like to mention certain people and organizations who have directly or indirectly influenced this piece of literary work. First and foremost I would like to thank my career institute, Institute Of Hotel Management, Aurangabad (IHM-A) for giving me the necessary work atmosphere. I would like to make special mention of our module tutor Mr.Rakesh Katyayani (Business Ethics). Anamika.C(H-18023) Page 2 Corporate Governance Declaration I Anamika Chatterjee of 3rd year student of Hotel Management, H-18023 declares that all the content in this project has been "The result of my own research and at places where the information has been" Copied from a particular site, book, journal or pamphlet. I Declare That I Have Committed No Such piracy "any step taken which is against the academic rules of IHM-A and The University of Huddersfeild. Anamika.C(H-18023) Page 3 Corporate Governance Table of Content Serial Number 1 2 3 4 5 6 7 Chapter One-TATA Company Profile Chapter Two-IHCL Company Profile Chapter Three-IHCL and Corporate Governance Chapter Four- Prologue to Corporate Governance Chapter Five-Case Study Analysis on Tyco International Limited Chapter Six-Conclusion...
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...Summary of Financial Information of Subsidiary Companies Financial Statistics 57 58 - 61 62 63 64 65 - 81 82 - 106 107 108 - 109 110 111 Consolidated Financials Financial Statements Financial Statistics 112 - 155 156 1 The Indian Hotels Company Limited Board of Directors Management Ratan N. Tata R. K. Krishna Kumar K. B. Dadiseth Deepak Parekh Jagdish Capoor Shapoor Mistry Nadir Godrej A. R. Aga Raymond N. Bickson Anil P. Goel Abhijit Mukerji Managing Director Executive Director – Finance Executive Director – Hotel Operations Yannick Poupon Jyoti Narang P. K. Mohan Kumar Veer Vijay Singh Beejal Desai Solicitors Chairman Mulla & Mulla & Craigie Blunt & Caroe Chairman Vice Chairman Raymond N. Bickson Anil P. Goel Abhijit Mukerji Ajoy K. Misra H. N. Shrinivas Prakash Shukla Rajiv Gujral Managing Director Executive Director – Finance Executive Director - Hotel Operations Sr. Vice President – Sales & Marketing Sr. Vice President – Human Resources Sr. Vice President - Technology & CIO Chief Operating Officer and Sr. Vice President – Mergers, Acquisitions & Development Chief Operating Officer - Luxury Hotels (International) Chief Operating Officer - Luxury Hotels (India) Chief Operating Officer - Gateway Hotels Chief Operating Officer - Vivanta Hotels Vice President - Legal & Company Secretary Committees of the Board Audit Committee K. B. Dadiseth...
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...All this may sound trivial, but this emphasis on systems has probably lead to Indian Hotels being chosen as a case study by Harvard Business School. It all began last September when IHL's senior V-P (human resources) Bernard Martyris took part in a 12-day HBS executive programme on HR management with 80 participants from 26 countries. While most of the participants shared notes on common issues, the cultural aspect of HRD often came up for discussion. Using the experience of his own company, Martyris talked about how IHL had moved from a work ethos, which was relationship-based (especially during the Kerkar days) to one which now depends on solid systems and is more task-oriented. According to Martyris, IHL has been selected as a case study because the evolution of systems in aspects like work ethos, leadership and cultural change can be traced from its relation-based roots to its current systemic form. The IHL case study will be introduced in the Strategic Management Course and will be a part of the core MBA programme and not just the multiple short-term courses which HBS offers. Professor of organisational behaviour at HBS Thomas J Delong said that though he rarely takes up a case study in HR with a participant, this time he saw the opportunities and processes to unite a case. Apart from being able to trace the evolution of systems, HBS was also impressed by the ability of the Taj Group of hotels to combat major international competitors like Marriott, Radisson, Four Seasons...
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...Acquiring a Global Footprint Executive Summary What and how did TATA emerge as a Multi Brand? Founded in 1868 by Jamshetji N. Tata as a trading firm Textiles in 1874 India’s first luxury hotel in 1903 First private steel company in 1907 First airline in 1932 First software firm in 1968 Liberalization of the Indian Economy and the changes that it brought to TATA’s way of doing business Ratan Tata becomes chairperson in 1991 • • First objective: Streamline group portfolio Some groups diversified and others organized around seven sectors 2 Major global expansions In 2000, Tata groups started internationalized operations and 65% of collective revenues were expected to come from outside India 1. Tata Consultancy ServicesWhy TCS, the group’s tech and consulting giant underwent its evolution at a much faster rate than the other Tata companies, in a sense became more global. And they perceived more growth in the foreign market and had to expand globally, TCS accounted for $27.8 billion of Tata’s $59.5 billion market capitalization as of August 2007 2. TitanExpanded globally but suffered high losses thus established itself as an NRI brand, especially in the Middle East. 3. Indian Hotels Company – TAJ Hotel Group Began globalization in 1982, Tata purchased 51 Buckingham gate and St. James court hotel which was later branded as Crowne Plaza under a franchise agreement in 1999. But suffered losses and had to sell a share to external player. House of Tata – Acquiring a Global Footprint ...
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