Introduction Hotel operate 24hours a day, 7days a week, 365 days a year. To ensure run a hotel smoothly, there are different type of departments with their own tasks to handle and solve different situations and problems. After guests check in at the front counter, hotel rooms will be the first place where the guests go to. This meaning hotel rooms will be the first impression to the guests. The standard of the hotel rooms are important because it will influence guests expectation whether failure
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➢ What can the company do to improve their service quality and improve customer satisfaction? ➢ Should the company focus on offering a service guarantee concept to its customers? SPECIFIC PROBLEMS (Challenges that the company will meet according to Geurs) a. How should Radisson word the guarantee? Should it be a “two-step” process? b. How should hotel managers and employees be trained for the program?
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Task 1: Different approaches to quality management 2 Task 2: Benefits of quality management 5 Task 3: Quality control and service improvement 8 Task 4: Quality management and organisational performance 10 Conclusion 14 Reference 15 Introduction Quality management is the act of supervising all duties and tasks within the organization which is necessary to maintain a successful level of supremacy. It consists of several basic elements. These are finding and applying quality planning, inspection
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SUBJECT: Case Study: Hilton Hotels – Brand Differentiation Through Customer Relationship Management List of Key Issues or Problems in the Case * Hilton’s strategy to maintain its leadership position in the US as well as in the international lodging market * Hilton’s focus on profitability and Return on Investment * Personalized customer service and development of Customers Really Matter initiative (CRM) * Implementation of a new enterprise system OnQ and the associated costs
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Rooms Division Department I- HOTEL ORGANIZATION: ( In order to carry out its mission, global and departmental goals and objectives, every company shall build a formal structure depicting different hierarchy of management, supervision, and employee (staff) levels. This very structure is refereed to as organization chart. Moreover, the organization chart shows reporting relationships span of management, and staff/line functions. ( There are two types of relationships that might exist between any
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genuine serenity and service for which Shangri-La Hotels and Resorts have come to be recognized. Key Dates: 1971 : Robert Kuok extends interests into property and hotel development, building his first hotel in Singapore. 1981 : Kuok establishes a second hotel in Kowloon, launching the Shangri-La brand, and entering direct hotel management. 1982 : The company incorporates as Shangri-La Hotels & Resorts. 1984 : The company opens its first Shangri-La hotel in Hangzhou, China.
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Performance measures and objectives: 5 levels of aggregation Louis Hotels Public Company Ltd Louis Hotels Public Company Ltd (LH) mission statement clearly states their strategic objectives as a whole: The vision of Louis plc is to continue to offer the highest possible quality of services to its clients and partners, to maintain its leading position in the Eastern Mediterranean and to become one of the major forces in quality international markets of special interest. The Company is aiming to
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ID: 22308 Unit NR: 6 Introduction Being a student of Hospitality Management, I have been asked to write an assignment about different organization within the industry, accommodation and front-office services. I will analyses the role and responsibilities of some employees from a 5 starts hotel, a B & B, and a hostel, and the legal and statutory requirements that apply to room division operations. The term usually refers to a place that offers sleeping facilities for travellers. It can also
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Describe how you think the hotel’s management will make sure that the way it manages the hotel is appropriate to the way it competes for business. I believe that being a leading hotel in Southern Asia, Penang Mutiara have successfully managed to position itself as one of the most prominent hotel in this highly competitive industry. It is apparent that the hotel’s management has set a clear vision that recognizes the importance of well managed operations; that assures providing first class services for
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team thoughts of how the hotel's management will: make sure that the way it manages the hotel is appropriate to the way it competes for business, and implement any change in the strategy and develop its operation so that it derives the long- term strategy of the hotel. In addition, the report addresses how the performance objectives might have internal benefits; and a concept from OM chapters was applied in the case. The report found that the way the management manages the hotel is appropriate to
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