Management staff Is primarily responsible for the formulation and communication of service prolepses to frontline staff as well as the design of recovery measures for resolving customer complaints. Or failure of hotel service providers. Hotels typically measure quality through inspections and with customer-satisfaction data. David Shares once said “Performance benchmarking is the continuous process of measuring products, reverie and practices against the toughest competitors or those companies recognized as the industry leaders. ” In today’s competitive environment, customers are quick to abandon services that do not meet expectations.
The ease with which customers can switch from their current service to another, demands that providers deliver the highest possible levels of service quality and performance. To be successful, hotels must deliver positive customer experiences with rich, value-added services supported by comprehensive service quality management. Significant changes are occurring in the hotel industry that affect how providers run their genuineness as well as what services they offer. There is a greater need to attract new customers, find new revenue sources, reduce operational costs and increase customer satisfaction.
Successful quality management of next-generation services requires end-to-end service management across complex, multitudinously, multivalent infrastructures. Providers need to be able to quickly assess the impact of events on the performance and availability of revenue-generating services, establish and ensure aggregate service quality levels, and provide a detailed analysis of an individual subscriber’s experience that correlates back to broader service quality trends. In effect, providers need to be able to visualize service quality, prioritize their efforts and communicate relevant information to all stakeholders.
This means they need to consolidate key data from disparate systems and from multiple vendors. They need to be able to model relationships and dependencies between the network, applications and databases so they can see what resources are critical to their service. Communication plays a vital role in managing overall service quality. Providing relevant service intelligence to those who need it such as operations, IT, executives ND customer care, helps providers rapidly resolve issues and minimize service impact on customers.
They can quickly relate performance to business metrics. They can get a real-time view to better understand the customer experience. By improving communication across all levels of the value chain, they can help improve overall service quality and customer satisfaction. With the improved communication, Radios must train all employees from all franchises in the same fashion to create a more consistent customer-driven concept. Many companies and franchise systems have found themselves in a situation where paid change and deployment is critical to the company’s success.
It’s absolutely essential to have a roadman under these conditions. Once training is completed, studies and surveys must be done that include guests and employees to provide information that can be used to increase customer and employee satisfaction as well as help shape the direction for a defined service guarantee. Once defined, the service guarantee should be implemented to continually provide quality measurements and Providers also need a real-time view to understand the customer experience. How many customers are experiencing the service? Who is impacted by service issues?
Providers need to be able to quickly assess the impact of events on service performance and availability, as well as how the business is affected. By providing a detailed analysis of an individual subscriber’s experience and correlating it back to broader service trends, providers can better manage the overall customer experience. Information technology software delivers comprehensive service quality management and customer experience management that help service providers differentiate through improved service quality and lower operational costs.
It gives them the ability to monitor and manage, from a single, central location, the availability, performance and quality of services. Information technology software equips them with a complete view of all the resources that comprise a service, from very beginning all the way to the customer. Information technology software not only plays a part in accelerating the drive to improve service quality but additionally measures information needed to improve customer and employee satisfaction.
It can measure and create reports against key measurements to more effectively monitor availability, quality of virtually any service. By delivering new, high-quality services to market, they can attract new customers and generate new revenue streams. By enabling an improved customer experience, providers can help reduce churn, positively affect the uptake of that particular service and impact a subscriber’s willingness to try new services. Delivering consistent high-quality services to customers in a franchise business is more difficult than in a non-franchised business.
In a franchised business, all employees must be trained in the same manner as well as have access to the same information. There are no exact guidelines, nor books to follow, nor formulas to adhere to when it comes to establishing and maintaining strong franchiser- franchisee relationships. It must be a strategic choice that is constantly enhanced, nurtured, and developed (Howe, 2003). Once a relationship is commenced it must be sustained, and any effort to maintain a high-quality affiliation requires the vital component of effective, two-way, communication.
The franchiser is responsible for providing the channels for communication. A commitment to high-quality communication will also help to align the goals of the management team, hotel workers, owners, corporate management, and corporate staff. There are other benefits that come from this commitment to a two-way exchange of ideas and perspective. It cultivates a mutual respect and commitment between the employees, building trust and therefore solidifying a fully functional and working relationship.
This should be designed to keep in touch with the franchisees’ core needs and goals, and provide an environment that enables franchisees to approach the franchiser with questions, concerns, or ideas for communication is an intranet site accessible only by the franchiser, franchisees and their employees that provides a forum for questions, news updates, and other equines information. Through these various forms of communication the franchiser can educate franchisees on the brand strategies and enhance their ability as keepers of the brand (Howe, 2003).
Through a commitment to each of the key elements of effective two-way communication franchisers and franchisees can strengthen the strategies and consumer level execution that will drive their brand’s performance (Howe, 2003). Since the beginning of the change that Stage and Analogs brought about, services have been implemented to acquire and satisfy customers. These services include the Express Yourself pre-arrival online check-in, the “Curtis-C” reservation system, the “Yes I can! ” training program, the gold points plus customer reward program, and their 100% guest satisfaction service guarantee.
These programs are designed to link the customers with the staff. The information technology used to create the check-in and reservation systems is an amazing service that benefits both the guest and the staff. The “Yes I can! ” training program has been developed to train all employees consistently throughout the franchises to assist in aligning the goals of each ranches with their new brand strategy. The gold points plus reward program is a program that allows it’s customers to earn reward points that can be used for free stays or air miles.
It also gives its members access to exclusive hotel and travel offers as well as in-hotel benefits. The website for the gold points program also lets it’s members make online reservations, check-in online, and select their stay preferences. In the matter of the last ten years, Radios Hotels has escalated from a once “unfocused” brand into one of the world’s leading, full-service global hotel companies. This has been successfully accomplished through the organization of its franchises and implementation of information technology systems.
Radios Hotels & Resorts is committed to change and innovation in all key areas including its growth strategy, operations, franchising, sales and marketing, and technology, to operate with maximum effectiveness in a highly competitive business environment (The Radios Story). Technology will undoubtedly continue to develop and Radios Hotels should continue to progress along with it to stay on top of the service industry as one of the best global hotel companies out there. References, L. (1993). Service guarantees in outpatient clinics: a case study.
