CUSTOMER SERVICE IMPROVEMENT

NATALIA POPLAWSKAENG 315: PROFESSIONAL COMMUNICATIONS DR. LAUREN PHILIP SEPTEMBER 3, 2015

The Ritz-Carlton Policy

WHAT IS THE PROBLEM?

Guests did not experience an excellent service Complaints to the

management Negative feedback Lack of staff availability Lack of empathy Inability to solve issues

Company is losing profits Lack of returning guests Bad reputation Customers’ loss Profit loss

WHAT ARE THE POSSIBLE SOLUTIONS?

Training front desk clerks Providing tips and

guidelines Training methods:

Inspiring speech Simulations Cross-functional training

Replacing front desk clerks Hiring trained and experienced

employees: Candidates looking for such

position Employees from other hotels Employees from different

departments

WHAT ARE THE CRITERIA?

Knowledge – how much does each of the possible groups know about the quality service and the organization?

Experience – how much experience does each of the possible groups have in the field?

Customer satisfaction – what would the guests want the most out of their hospitality experience?

Profit generation – how will the customer satisfaction reflect in revenues?

Cost – how much will the application of the changes cost?

WHAT ARE THE RESEARCH METHODS?

Studying other organizations Reviewing hospitality literature Surveying the guests Constructing a cost-benefit analysis Performing interviews and observations Reviewing resumes and contacting supervisors Estimating the amount of training

WHAT SOLUTION IS MORE EFFICIENT?

Training front desk clerks Know company’s structure and

mission Demonstrated good work

ethics Established relationships with

customers Ensure guests’ loyalty and

good reputation Costs are investments

Replacing front desk clerks Add intellectual capital, new

ideas and skills Have experience in the field More sensitivity and a fresh

eye on the problem Improve productivity and

motivation High costs of turnover

Figure 1: Alternatives Analyzed by Criteria Graphic depiction of the finding and analysis

Criterion Training Option Replacing Option

Knowledge High High

Experience High Moderate

Customer

satisfaction

High Low

Profit generation High Low

Costs Low (Investment) High

TOTAL Feasibility High Moderate

WHAT WOULD BENEFIT THE COMPANY THE MOST?Training is recommended: Specific and company-oriented skills and abilities Satisfying performance Loyalty and commitment Relationships with customers Part of the hotel standards Profit generators Lower cost

The Employee Promise, Ritz-Carlton

REFERENCES Ahammad, S. (2013). Importance of training in hotel industry: A case study of Hilton Hotel. Sodertons

University, School of Business, Tourism Studies. 1-36. Ford, R. C., Sturnman, M. C., & Heaton, C. P. (2012). Managing quality service in hospitality. Clifton

Park, NY: Cengage Learning. Gioia, J. (2015). “Welcome to our Hotel” front desk tactics that engage guests and

employees and reduce complaints. Hotel Business Review. Retrieved from: http://hotelexecutive.com/business_review/2736/welcome-to-our-hotel-front-desk-tactics-that-engage-guests-and-employees-and-reduce-complaints

Hinkin, T. R., & Tracey, J. B. (2000). The cost of turnover: Putting a price on the learning curve. The Cornell Hotel and Restaurant Administration Quarterly, 41(3), 14-21.

Kennedy, D. (2009). Front-desk hospitality training can generate future business. Hotel Management Magazine. Retrieved from: http://www.hotelmanagement.net/front-desk-hospitality-training-can-generate-future-business

Society for Human Resource Management (SHRM). (2006). Training cost per employee. Retrieved from: http://www.shrm.org/research/articles/articles/pages/metricofthemonthtrainingcostperemployee.aspx