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Joint International Internship Seminar

Study on guest touch points at the front office


Vivanta by Taj Holiday Village Goa
September 18th 2011 September 30th 2011

Participants

Coordinators

Joel Dias (GIM) Hitaishi Khullar (GIM) Johan Van Langendonck (UA) Lars Vercammen (UA)

Prof. C. Fernandes (GIM) Prof. A. Gonsalves (GIM) Prof. P. Matthyssens (UA) Prof. K. Vandenbempt (UA)

Table of contents

List of figures and tables.......................................................................................................................... 2 Foreword and acknowledgements .......................................................................................................... 3 Preface..................................................................................................................................................... 4 Company background and presentation ................................................................................................. 5 Problem statement.................................................................................................................................. 6 Research methodology............................................................................................................................ 6 Analysis and findings ............................................................................................................................... 9 Observations & customer feedback .................................................................................................... 9 SERVQUAL A service quality framework ........................................................................................ 11 Management perception gap ........................................................................................................ 11 Quality specification gap ............................................................................................................... 11 Service delivery gap ....................................................................................................................... 11 Market communication gap .......................................................................................................... 13 Perceived service quality gap ........................................................................................................ 13 SWOT analysis ................................................................................................................................... 14 Strengths ....................................................................................................................................... 14 Weaknesses ................................................................................................................................... 14 Opportunities ................................................................................................................................ 14 Threats ........................................................................................................................................... 14 Conclusion and recommendations ........................................................................................................ 15 Management recommendations: An overview.................................................................................... 17 References ............................................................................................................................................. 18 Appendices ............................................................................................................................................ 19 Appendix 1: Observations of front office activities at Vivanta by Taj Holiday Village Goa ............... 19 Appendix 2: Observations of front office activities at Marriotts resort in Goa. .............................. 24

List of figures and tables

Figures Figure 1 Figure 2 Figure 3 Vivanta by Taj Holiday Village Goa.5 Visualization of the SERVQUAL model based on that of the OSU7 Overview of the most important indicators for front office performance based on guests feedback: percentage of guests that rate the respective services excellent. 2008 2011.......................................................................................................10 Overview of the recommendations per gap17

Figure 4

Tables Table 1 Table 2 Overview of the total number of standards, the number of those met for 100% and the overall success rate per general behavior, based on observations............9 Overview of the total number of standards, the number of those met for 100% and the overall success rate per general behavior, based on observations at Marriots Resort in Goa.12

Foreword and acknowledgements

Prior to starting with our report, we would like to reflect on this joint international internship experience and express our sincere thanks to everyone who made this project and experience possible. During the project, we did not only learn a lot about the hospitality industry in particular the 5-star resorts in Goa, India and how to work in an international team consisting of people with very different backgrounds, but we also learned a lot about ourselves in terms of global mindset. Therefore, we would like to take the time to explicitly thank everyone involved in this international experience. First of all we would like to express our gratitude to Mr. Yogendra Agnihotri, Learning & Development Manager at the Goan Holiday Village, Mr. Prabal Srivastava, the local Front Office Manager, and General Manager Vishal Singh for introducing us to the topic. Derek Monteiro, the resorts Client Relationship Manager also deserves our appreciation for all his insights and providing us with valuable data on guest satisfaction. Furthermore we would also like to thank all the front office associates for spending their quiet times with us and making us feel at home. Secondly, we are our professors being Prof. P. Matthyssens (University of Antwerp, Belgium), K. Vandenbempt (University of Antwerp, Belgium), Prof. A. Gonsalves (GIM, India) and Prof. C. Fernandes (GIM, India) respectively very grateful for their assistance and insights that helped us a lot during the project. Lastly, we would also like to thank our respective universities University of Antwerp, Belgium 3

and the Goa Institute of Management, India for offering us this great opportunity to be part of the joint international internship seminar 2011. As mentioned before, it taught us a lot about international interactions and global mindset, the Indian hospitality industry and the different aspects of teamwork.

Preface

This report outlines the study on the guest touch points regarding arrivals and departures done at the front office of the Goan Vivanta by Taj Holiday Village. The research conducted between September 19, 2011 and September 30, 2011 aims to provide insights in the whether or not wrong specification and/or implementation of the various brand experience and international benchmarking standards employed at this resort and establish processes and suggestions for better effectiveness of the front office services in order to achieve superior guest satisfaction. The document begins with a brief outline of the Holiday Village company background and presentation followed by the rationale for this study. Next the research methodology will be extensively discussed, from the employed methods for data gathering and the imposed limitations to an in-depth specification of the main framework used for this study. Then, the analysis and various findings will be discussed, to end with sound conclusions and clear management recommendations. Last, a summary of these recommendations will be given. Throughout the report some literature insights will be mentioned to further substantiate the analysis. This is considered imperative, given the limitations experienced during data gathering. Of course, the researchers of this study are open to any remarks or questions regarding the employed methodologies or featured conclusions and recommendations and are well willing to openly discuss with whoever disagrees. Lastly, it should also be mentioned that this report can and should be used as an example or basis for further studies at the respective 4

resort or other properties of the brand or group. Further research should include a study on the various other standards of the front office as well as those of the several other departments. In this way, a more general conclusion and some more refined recommendations can be made, all of this with the aim of further improving the staff performance and thus service quality to make the resort even more a little heaven on earth.

Company background and presentation

Taj Hotels Resorts and Palaces, part of the Tata Empire, is considered to be one of Asia , Asias largest and most prestigious hotel companies and represents everything Indian hospitality stands for. Being present in the hotel industry for over 100 years, they managed to build a worldwide chain of over 100 hotels in more than 50 locations. (IHCL, 2011) The group consists of four branches, covering ranches, most segments of the market: Taj is the companys flagship brand for the worlds most demanding travelers, offering the best of services in the most exciting locations from world famous landmarks to idyllic beaches. Vivanta by Taj Hotels & Resort offers s Resorts premium hotel experiences to those having a work-hard-play play-hard lifestyle. The Gateway Hotel, a pan , pan-Indian hotel network operating in the midmarket segment, offers comfortable s hotels designed according to the modern nomad standards to both business and leisure travelers. Ginger targets the value segment by premising values like affordability, intelligent design and consistency. (IHCL, 2011)

Figure 1 Vivanta by Taj Holiday Village Goa


IHCL (2011a), Quick Peek, 23th of September 2011, , http://www.vivantabytaj.com/Holiday-Village Village-Goa/Overview.html

spa, swimming pool, fitness restaurants and alike. (IHCL, 2011a 2011a)

center,

Next to a luxurious and peaceful environment, the guests can also enjoy the best of services, provided by around 200 associates who work around the clock. To offer the best guest experience possible, these employees spread over several departments from f front office over housekeeping to kitchen follow several brand experience, operational and international benchmarking standards, as l following these standards leads to an excellent experience for the people we welcome in our resort, and that is what we strive for, states Monteiro Monteiro. The international benchmarking standard standards utilized by Vivanta by Taj are created by Richey International, the worlds expert in the guiding leading hotels and resorts through the vital relationships between brand integrity, guest experience and employee behavior behavior (Richey International, 2006) (IHCL, 2011b) 2006).

The Vivanta by Taj Holiday Village Goa anta located in Candolim near Panjim the state Panjim, capital of Goa is a luxurious and peaceful a beach resort, offering the best of services, where people come to relax and de de-stress, says Client Relationship Manager Derek ionship Monteiro. The resort features 142 villas and cottages in Goan-Portugese style providing a Portugese style, stay for over 200 guests who can enjoy the

excellence is what xcellence we strive for.


- Derek Monteiro, Client Relationship Manager

Problem statement

As custodians of the Vivanta by Taj brand, the associates are expected to ensure that the brand comes alive by delivering operational excellence and ensuring detail and quality in their work. The Vivanta by Taj standards work as a tool for them to achieve this. Much thought has gone into creating them and the standards have been benchmarked to be the best in the world of hospitality. Hence, the implementation of these standards is imperative and the extent of its usage on a daily basis, determines the Vivanta experience the guest will have when they come to stay in the resort. It is however observed that there is a gap in the standards expected to be delivered and the final outcome. This results in a guest satisfaction below the predetermined excellence level of 60% or more. For a brand that is relatively new in the hospitality industry and aspires to accomplish 100% guest satisfaction, the effectiveness and consistency in the specification and implementation of the standards becomes imperative. This report will gauge the specification and implementation of some Vivanta brand experience standards and Richey international benchmarking standards at several touch points related to arrival and departure in the front office of the Vivanta by Taj Holiday Village Goa. This will eventually aid in establishing a process and suggestions for better effectiveness of front office services with the aim of increasing guest satisfaction.

standards at the Goan Vivanta by Taj Holiday Village, several research phases were completed, starting with an in-depth study of the various brand experience and Richey international benchmarking standards and ending with the application of the SERVQUAL model, a framework often used in the hospitality industry for assessing customer perceptions of service quality (Parasuraman et al., 1988, p.12). To gather data for the use of this model, observations were done at the resorts front office as well as in the lobby of the local Marriotts resort near Panjim, Goa in order to be able to make a comparison and get further insights into the issues faced by the Holiday Village. However, the collection of additional objective data was very difficult, given the limitations imposed by the Holiday Villages management: no interference with guests or staff if this would keep the latter off their job. Therefore further data was collected through informal and spontaneous conversations with front office associates during lunchtime or quiet moments and guests outside of the premises of the resort. Interviews with managers were also conducted. The data obtained in this manner was then employed in the service quality framework SERVQUAL. This model, which is visualized in figure 2 on the next page, focuses on the gap between customer expectations beforehand and their actual experiences (Almossawi, 2008). The framework consists of five gaps, being the: 1. Management perception gap that refers to the difference between managements perception of customers expectations and their actual expectations. 6

Research methodology

In order to establish this report and providing insights in the whether or not wrong specification and/or implementation of the

Figure 2 Visualization of the SERVQUAL model based on that of the Oregon State University
Oregon State University (s.d.), BA 302 Cost of Quality, 27th of September 2011, http://classes.bus.oregonstate.edu/ba302/reitsma/quality.html

2.

3.

4.

5.

Possible causes for this gap can be found in a lack of market research, insufficient interaction with customers etc. Quality specification gap describing how management translates the customers expectations into service quality specifications. Causes for the divergence might be insufficient task standardization, no goal setting etc. Service delivery gap that draws the attention to the discrepancy between the quality specification and the actual delivery. Such a gap can occur because of no or too less teamwork amongst the employees, a lack of control by superiors, the wrong people on the job etc. Market communication gap concerning the gap between marketing activities and the services delivered. Reasons for this gap can be a lack of horizontal communication, a tendency to promise too much and alike. Perceived service quality gap that is the consequence of the four foregoing gaps. It reflects the difference between guests perceptions on the one hand and their expectations of service quality on the other hand. (Almossawi, 2008; Wolfgang G., s.d.)

specification and/or implementation of the standards. After applying the SERVQUAL model on the various qualitative data interviews and informal conversations the different strongholds and weaknesses will be identified as well as the potential opportunities and threats regarding the front office and the resort in general. Based on this SWOT analysis as well as the SERVQUAL model, recommendations will be drawn to further improve the effectiveness read: service quality of the front office with the ultimate goal of increasing guest satisfaction and reaching the predetermined excellence level of 60% or more.

Even though the SERVQUAL model is originally further subdivided in several dimensions, being tangibles, reliability, responsiveness, assurance and empathy respectively, it will not be utilized in this manner (Parasuraman et al., 1988). Reasons can be found in the insufficient amount of data due to limitations imposed on data gathering for valid statistical testing. Nevertheless the application of the SERVQUAL framework will still give sufficient insight in the underlying motives regarding the whether or not wrong 8

Analysis and findings


Table 1 Overview of the total number of standards, the number of those met for 100% and the overall success rate per general behavior, based on observations. (1B stands for Bus and C for Car.) General behavior(s) Cross cutting behaviour Limousine Guest 1 Experience General Front Door & Lobby Experience Hotel Arrival Experience Front Desk & Bell Desk Experience Total number of standards 7
B C B

Observations & customer feedback In the hospitality industry guest experience can make or break any business (hotel-industry.co.uk, 2011). The same is true for Goas Vivanta by Taj Holiday Village, where they strive for an excellent customer experience by following several brand experience, operational and international benchmarking standards. Observations, focusing on the first and the latter ones, indicate that most of these standards are being met at the front office see appendix 1 for a full overview and table 1 for a brief one but that some significant improvements can still be realized, most of which are related to the front desk activities check-in and checkout during stressful situations. At times when there are for instance numerous arrivals or departures, several associates fail to meet the standards as prescribed in the book, affecting the overall front office experience of the guests. Striving for an excellence rate of 60% or more, figure 3 on the next page shows that although most standards are being met and despite there has been a slight increase in excellent overall guest satisfaction of on average 2.67 percent annually over the last three years there is still a long way to go to reach this goal, which is even significantly lower than the pre-renovation satisfaction level, says General Manager Vishal Singh. Next to the overall guest satisfaction, figure 3 also demonstrates that the most important contentment indicators with regard to front office activities have gone up over the last three years. On average the rating for checkin, check-out, airport transfer, performance of the reception associate and that of the travel desk associate increased annually with

Number of standards met (100%) 4


C

Success rate (%) 57


B C

40 19 27 22

40

28 19 23 18

38

70

95 100 85 82

3.00, 2.67, 4.33, 3.33 and 2.33 percent respectively. Nevertheless only the courtesy, competence and responsiveness of the reception associate managed to reach the 60% excellence level, the others lagging behind at respectively an excellence level of 51% for the check-in experience, 54% for the check-out experience, 50% for the airport or station transfers and 54% for the travel desk associates performance. In order to identify the reasons for the underperformance of these contentment barometers, the SERVQUAL model will be used, as mentioned in the previous section.

guest experience can make or break any business


Hotel-industry.co.uk

Taking into account all the products and services you have experienced
55 50 45 40 35

Value for money


50 40 30 20 10 0

43
2008

45

49

51

31

34

39

41

2009

2010

2011

2008

2009

2010

2011

Experience at the time of check check-in


60 40 20 0 60

Experience at the time of check check-out 51


55 50 45 40

42

45

52

50 46
2008 2009

53

54

2008

2009

2010

2011

2010

2011

Courtesy, competence and responsiveness of the reception associate


100 50 0

Courtesy, compentence and responsiveness of travel desk associate


55 50

53 47 47

54

51
2008

59

64

61

45 40

2009

2010

2011

2008

2009

2010

2011

Airport/Station transfer provided by the resort


60 40 20 0

37

44

41

50

2008

2009

2010

2011

Figure 3 Overview of the most important indicators for front office performance based on guests feedback: percentage of guests that rate the respective services excellent. 2008 2011. : A trend line is also included for the convenience of the reader.
Source: Tajs Guest Satisfaction Tracking System action

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SERVQUAL A service quality framework In the following paragraphs the different gaps of the model will be discussed, based on the observations, management interviews and informal conversations with staff and guests. Management perception gap At Vivanta by Taj Holiday Village Goa, the managements perception regarding the guest expectations of the front office is aligned with the actual guest expectations, as the managers perceive that while some guests prefer a relaxed check-in, others want a speedy and efficient one. Nevertheless management admits that staff needs some further training to gauge guest preferences and provide them with the check-in or checkout pace they prefer. In case of the overall experience, management understands well that guests, visiting the Goan Holiday Village, come to destress and have a relaxed stay: they come to enjoy the best of services in a peaceful environment. Given this understanding, management does not focus on any particular service, as every service is equally important, states Customer Relationship Manager Derek Monteiro. They feel that personalized guest services and making an extra effort to treat guests in a very special way and make them feel at home is an important objective of the resort. With increasing competition witnessed by the luxury resort, the guest expectations are increasing over the years. The understanding of this paradigm shift in the customer expectation is of due significance by the management. Given the foregoing arguments, it seems reasonable to conclude that there is no management perception gap.

Quality specification gap All over the Vivanta by Taj Hotels and Resorts brand the same standards are being utilized both in business and leisure hotels, which might indicate an incorrect quality specification, as customer expectations differ depending on the purpose of the stay. This is however not entirely true. Obviously standards need to be more or less the same to create a clear brand image. Nevertheless, minor differences exist between the different locations and hotels to fall in as good as possible with the local guests needs and expectations. There are [however still] some standards that need to be revised, says Derek Monteiro. For instance the check-in standard should be more flexible adapted to each guest. General Manager Vishal Singh on the other hand states that standards are updated regularly. Taking the two above mentioned statements in mind, there are sufficient reasons to assume that there is no significant quality specification gap present at the Vivanta by Taj Holiday Village Goa. Service delivery gap During observations it became clear that the brands standards as well as the international benchmarking standards are not always met. This is especially the case at the front desk check-in and check-out during stressful and busy moments, as mentioned before. At such times several front office associates show signs of stress, forget to project positive body language, raise their voices too much so that privacy is at stake, forget to offer welcome drinks or wet towels etc. In quiet times however, these associates do succeed in meeting all the prescribed standards.

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The above mentioned events suggest that several associates lack experience and training, making them feel insecure and forgetting to follow the standards when they are needed most. This assumption was confirmed when doing observations at Marriotts holiday resort near Panjim, Goa. Success rates for all of the standards being the amount of successful observations per standards divided by the total amount of observations of that particular standard were higher over there see appendix 2 for a full overview and table 2 for a brief one. This is due to [the] intensive on-the-job-training, combined with several practical classes instead of theoretical ones, says Marriotts local Assistant Front Office Manager Ashwani.
Table 2 Overview of the total number of standards, the number of those met for 100% and the overall success rate per general behavior, based on observations at Marriots Resort in Goa.
(1B stands for Bus and C for Car.)

Observations have also indicated that foreign language proficiency is not always adequate. Especially buggy drivers and bellboys the outdoor front office staff showed insufficient knowledge of English. This might cause an unsatisfying experience for the guests during for instance the property orientation. Next to the possible unsatisfying property orientation because of insufficient language knowledge, observations also revealed that several guests were experiencing problems in understanding the lay-out of the property, despite being explained broadly during checkin. The research has also unveiled that there is a certain inequality and insecurity amongst the employees. Temporaries and trainees are experiencing less job security and a lower salary in comparison to the associates working on a fixed contract, making them less motivated resulting in a weaker job performance, which could translate itself in a poorer guest experience. It should also be mentioned that there is a need of more interaction and free flow of communication between the supervisors and the associates at least more than the present level. Last, night arrivals experience a lower quality in service delivery, as [the] skeleton staff [is missing], which means that not all standards are performed as prescribed, says Monteiro.

General behaviour(s) Cross cutting behaviour General Front Door & Lobby Experience Hotel Arrival Experience Front Desk & Bell Desk Experience

Total number of standards 7 19 27 22

Number of standards met (100%) 7 19 25 22

Success rate (%) 100 100 93 100

This last statement is supported by several staff members of the Vivanta by Taj Holiday Village Goa, stating that they need more trainings especially more practical ones in order to gain further experience and to be able to feel more comfortable when such stressful situations occur. It is like they want us to cut with a blend knife, but in this way, we will only hurt ourselves. We need sharper ones, said a front office associate.

Its like they want us to cut with a blend knife, but in this way, we will only hurt ourselves. We need sharper ones.
Front office associate

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Based on the foregoing arguments, it seems realistic to believe that there is a gap between the standards defined by management and the real service delivery. This can be considered to be an indication for not reaching the predetermined 60% excellence level. Market communication gap Observations and informal conversations with guests outside the premises of the resort have shown that the Holiday Village in Goa needs to focus on the right marketing initiatives to clearly communicate the brand Vivanta by Taj which is different from the brand Taj to guests, as these last ones associate the resorts brand name with the high-end luxury Taj resorts. However, Vivanta by Taj targets a different market segment focusing more on services than on over-thetop facilities. Guest insights indicate that unawareness of the difference between Taj and Vivanta by Taj thus guests associating the Holiday Village with the brand Taj leads to expectations that cannot be met, as these customers expect an ultimate luxury resort which the Goan Holiday Village is not. However, guests aware of the difference Vivanta by Taj focusing more on personalized services than on absolute luxury experience what they expect, resulting in higher satisfaction levels for front office as well as the resort in general. Although the connection with Taj is of crucial importance as stated by General Manager Vishal Singh, a higher focus on the Vivanta concept is needed. It will make guests associate the resort with what it actually stands for and will reduce the gap between their expectations and their actual experience. Hence, the chance that the brand image of Taj gets negatively affected decreases by focusing

more on Vivanta and less on Taj (Martinez, Pina, 2003, abstract). Also, the marketing on the website, in terms of descriptions and pictures should not be misleading in any way. For instance, the website states that the accommodations have recently been renovated, where in reality this already dates back from 2005 to 2006 (IHCL, 2011c). Based on the above analysis, it can be argued that the Vivanta by Taj Holiday Village Goa suffers from a market communication gap. Perceived service quality gap The subsection on the first gap being the management perception gap pointed out that the hotel management has a clear understanding of the customer expectations of front office activities as well as in general. Their bright view on these last ones, allowed them to translate the expectations in correct and comprehensible standard operating procedures (SOPs). Yet the discrepancy between offered service quality and guest experience occurs at the boundary of specification and delivery. The staff, lacking experience and practical training, is not able to deliver the services as required, translating itself in a substandard quality which consequently does not result in the predetermined excellence level of 60% or above. Furthermore there is also the unclear brand image of Vivanta by Taj. Guests not being aware of the difference between Vivanta by Taj and the high-end Taj brand might set their expectations too high. This makes it difficult for staff and management to meet all the wishes of their respective customers. Given the statements above, it is reasonable to conclude that there is a certain gap between the guests expectations beforehand and their actual experience at the time of the 13

stay in the resort. This result is not surprisingly though, as it is experienced in various Indian luxury hotels (Mohsin, Lockyer, 2010, abstract). The gap at the Holiday Village however does not significantly impact the loyalty of the guests, proven by the retention rate of one out of two, says Monteiro. SWOT analysis This subsection will give an overview of the overall strengths and weaknesses of the resort, in particular those of the front office. Furthermore the possible external opportunities and threats will be discussed. Strengths Management has a clear view on the guests expectations and succeeds in translating them in correct and understandable SOPs. Furthermore the resort differentiates itself from competitors by going an extra mile to make the guests feel special and at home both proven by the Holiday Villages high retention rate. Weaknesses Although the Vivanta by Taj concept is highly innovative focusing on experiences and a personal approach this message has not yet been clearly captured in its marketing communication. As a result, people welcomed in the Holiday Village Goa have a limited understanding of what the resort stands for. Next to the lack of a clear message, the Village does not succeed in offering all of the promised services because of inexperienced and undertrained staff. Furthermore, the limited lobby space makes it inconvenient to facilitate numerous arrivals or departures at the same time. Opportunities If the resort succeeds in communicating its message clearly and manages to train its staff to the required performance level or attract 14

a more experienced workforce it should be able to attract more guests over time, as Indian economy is witnessing high growth, allowing more people to enjoy the luxury of such a resort. (Euromonitor international, 2011) Threats Given the number of Goan competitors in the premium hotel segment, there is a chance that they cannibalize guests by offering better services at comparable rates. This statement is supported by guest insights. Next, the income inequality amongst the front office associates contractual versus fixed might lead to high turnover rate, forcing high potential temporaries to go elsewhere where salary conditions are better.

Conclusion and recommendations

The research conducted at the Vivanta by Taj Holiday Village Goa on topic of the guest touch points at the front office, has brought out some interesting insights. Based on data collected through observations, management interviews and informal conversations with staff and guests, the SERVQUAL model a framework on service quality that consists of five gaps identified two gaps that affect service quality. More specifically the gaps were found in service delivery and market communication. A service delivery gap, focusing on the discrepancy between the service specifications being the SOPs and implementation, was found because of the following reasons: A lack of experience and insufficient training, A certain feeling of inequality and insecurity amongst some of the staff members, An insufficient knowledge of foreign languages in case of buggy drivers and bellboys and A limited interaction and free flow of communication between the associates and supervisors.

Furthermore an atmosphere of free communication and interaction with superiors should be promoted. In this way, managers also get a better insight on the needs and requirements of the front office employees. Next, Bellboys, buggy drivers and other front office members should be given more opportunities to further strengthen their communication skills in foreign languages mainly English. Last, management should strive for more equality in terms of salary and job security amongst trainees, temporaries and those working on a fixed contract. For instance, they could employ a system of performance based pay. Hereby, temporaries and trainees can earn more if they perform well and hence, a better service is delivered, increasing the customer experience. Next to the service delivery gap, there was also found a market communication gap, focusing on the difference between marketing initiatives and the actual delivered services. This gap can be attributed to: An insufficient brand awareness people not knowing the distinction between Vivanta by Taj and the highend luxury Taj brand and A discrepancy between the display on the website and the actual guest experience.

In order to reduce this respective gap, it is recommendable to introduce a more practical approach towards training so that front office associates can relate the training sessions to the real life situations for instance simulations or assessments on unexpected and numerous guest arrivals or departures. Hence, it will make them feel more comfortable, allowing them to focus on the finer details serving welcome drinks and wet towels without exception as well.

This obviously leads to expectations that can be hardly met. To reduce this gap the resort and in fact the entire Vivanta by Taj brand should adopt a two-pronged strategy. First it is recommendable that marketing increases efforts to clearly communicate the Vivanta by Taj concept that stands for an experience-oriented and personal approach for those who work-hard-play-hard. Otherwise guests may come with the 15

expectation of absolute luxury and face disappointment, and the Taj brand image might get affected as well. Secondly a clear and fair communication through the website or other marketing channels is mandatory to avoid ambiguity and misconception in the minds of the guests. Lastly the resort can make the front office operations more effective and thus the guest experience more pleasant by taking some additional operational measures: As the research suggests it is advisable to improve the property orientation for the convenience of the guests. This can be done by providing maps during check-in, which give a more detailed overview of the facilities and their respective locations. The lobby could be re-designed to accommodate large in- or outflows of guests. For instance a separate checkin counter for group check-ins might be considered. The night shift should consist of experienced staff members who can assure that all standards can and will be met, even during night check-ins and check-outs.

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Management recommendations: An overview

Figure 4 below shows the various recommendations per gap to further enhance

service quality at the Vivanta by Taj Holiday Village Goa. However, for a full overview, it is advisable to read through the previous section as that is more detailed and puts forward some possible implementations.

Figure 4 Overview of the recommendations per gap.

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References

Almossawi (2008), Analyzing service quality in the th hospitality industry: the case of Bahrain, 20 of September 2011, http://findarticles.com/p/ articles/mi_m1TSD/is_2_7/ai_n31524538/pg_5/?t ag=mantle_skin;content Euromonitor International (2011), Travel and th tourism in India, 28 of September 2011, http://www.euromonitor.com/travel-and-tourismin-india/report Hotel-industry.co.uk (2011), Customer experience: th latest trends in customer experience, 25 of September 2011, http://www.hotelindustry.co.uk/2011/03/customer-experience/ of IHCL (2011), Company introduction, 26 September 2011, http://www.tajhotels.com /About-Taj/Company-Information/Default.html IHCL (2011a), Quick Peek, 23 of September 2011, http://www.vivantabytaj.com/Holiday-VillageGoa/Overview.html IHCL (2011b), Key initiatives, 24 of September 2011, http://www.tajhotels.com/About-Taj/ Investor-Relations/Key-Initiatives.html IHCL (2011c), Retreat, 26 of September 2011, http://www.vivantabytaj.com/holiday-villagegoa/Accommodation.html Martnez, Pina (2003), "The negative impact of brand extensions on parent brand image", Journal of Product & Brand Management, Vol. 12 nr. 7, p.432 448 Mohsin, Lockyer (2010), Customer perceptions of service quality in luxury hotels in New Delhi, India: an exploratory study, International journal of contemporary hospitality management, Vol. 22 nr. 2-3, p.160 173 Oregon State University (s.d.), BA 302 Cost of th Quality, 27 of September 2011, http://classes.bus.oregonstate.edu/ba302/reitsma /quality.html
th th rd th

Parasuraman et al. (1988), SERVQUAL: A MultipleItem Scale for Measuring Consumer Perceptions of Service Quality, Journal of Retailing, Vol. 64 nr. 7, p.12-40 Richey International (2006), About Richey, 24 of September 2011, http://www.richeyint.com /About.aspx Wolfgang G. (s.d.), the basis of the Servqual model, th presentation, 26 of September 2011, http://www.arlt-lectures.com/servqual.ppt
th

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Appendices

Appendix 1: Observations of front office activities at Vivanta by Taj Holiday Village Goa Standard #observations #successful Success %

CROSS CUTTING BEHAVIOR


BRAND EXPERIENCE STANDARDS
1. Associate will project positive body language towards guests and interact with discretion and confidence. 2. We greet guests in a friendly, informal manner including the guest name if known. (Hint: Start with a Good Morning / greeting of the day, emphasis is on using the guests surname. Good Morning, Mr. Sampat. While meeting the same guest during the day, a hello could be used: Hello Mr. Sampat, trust you have been having a great day. Emphasis on using guests surname but avoid sir or maam/madam) 3. We will talk to our guests with empathy and personality, and avoid mechanical and common questions and remarks. (Hint: This means we dont ask every guest How was your trip?) 4. We will be knowledgeable about local current events, culture and technology and respond to guest with genuine interest and helpfulness. (Hint: Doesnt mean everybody has to know everything, but should have a good basic knowledge, and refer to an expert when necessary) 5. We will escort our guests to the location or an appropriate landmark when directions are requested. 6. We will take ownership of guest requests or needs without the guest having to repeat it. 7. When visiting occupied guest rooms the associate will introduce themselves and explain the purpose of the visit.

12

10

83

14

10

71

5 4 4 4 2

5 3 4 4 2

100 75 100 100 100

LIMOUSINE GUEST EXPERIENCE


BRAND EXPERIENCE STANDARDS

BUS
1. Limousine guests are welcomed by an associate holding a digitized board with the Vivanta brand logo. 2. Limousine amenities will include a massage seat and a self-service presentation of cell phone, cell phone chargers (this may be one charger with multiple pins for main brands like Nokia, Blackberry, iPhone) and wet wipes. 3. We will feature an in car service directory (backseat) which will detail all the available in car amenities and services. 4. Drivers will not make inquiries about arriving guests itinerary while in town, nor inquire about return trips to the airport. 5. Shortly after the journey begins, the driver will ascertain the guests comfort with the temperature, and offer a selection of music.

CAR 1 1 1 1 1 1 1 1 1 1

BUS 1 0 0 1 0

CAR 1 1 1 1 1

BUS 100 0 0 100 0

CAR 100 100 100 100 100

RICHEY INTERNATIONAL BENCHMARKIN STANDARDS


A. Arrival

1. Phones will be answered before four rings, and not on recording or hold no longer than 30 seconds. Associate demonstrates a polite and positive attitude, for example by expression, gestures or remarks. 2. Associate is engaged, unhurried and focused, giving attention to task at hand. 3. We will talk to our guests with empathy and personality avoiding mechanical common questions and remarks. 4. We will project positive body language towards guests and interact with discretion and confidence.

1 1 1 1

1 1 1 1

1 1 1 1

1 1 1 1

100 100 100 100

100 100 100 100

19

5. Associate has a clean and crisp appearance. 6. Driver operates the vehicle safely and comfortably. 7. Guests arriving at the hotel by limousine arranged through the hotel will be met at curbside. 8. Guests will be offered water or other refreshments or other towels. 9. Guests are asked about music volume, selection and offered choices. 10. Guests are asked about comfort with the temperature and offered adjustments. 11. Associate will perform all luggage unloading and loading, she will assist to the next luggage, destination, such as calling bellman, finding luggage trolley, etc. and not simply dropping off at pavement. 12. Reading material will include current newspaper or magazines. 13. Reading material will include information about property. 14. Temperature and air quality are comfortable and odor-free. 15. Sound system operating at comfortable volume, with good sound quality and an appropriate selection. 16. Vehicle is in good condition, free of damage, wear, inside and outside. 17. Vehicle is clean and well organized, inside and outside. 18. Vehicle access and seating is comfortable. Charge is properly totaled and, if charged to guest room, properly posted to hotel bill.

1 1 1 1 1 1 1 1 1 1 1 1 1 1

1 1 1 1 1 1 1 1 1 1 1 1 1 1

1 1 0 1 0 1 1 0 0 1 0 1 1 1

1 1 1 1 1 1 1 1 1 1 1 1 1 1

100 100 0 100 0 100 100 0 0 100 0 100 100 100

100 100 100 100 100 100 100 100 100 100 100 100 100 100

B.

Departure

1. Associate demonstrates a polite and positive attitude, for example by expression, gestures or remarks. 2. Associate is engaged, unhurried and focused, giving attention to task at hand. 3. We will talk to our guests with empathy and personality avoiding mechanical common questions and remarks. 4. We will project positive body language towards guests and interact with discretion, confidence and offered adjustments. 5. Associate has a clean and crisp appearance. 6. Driver operates the vehicle safely and comfortably. 7. Guests will be offered water or other refreshments or refreshing towels. 8. Guests are asked about music volume, selection and offered choices. 9. Guests are asked about comfort with the temperature and offered adjustments. 10. Associate will perform all luggage unloading and loading, she will assist to the next luggage, destination, such as calling bellman, finding luggage trolley, etc. and not simply dropping off at pavement. 11. Reading material will include current newspaper or magazines. 12. Temperature and air quality are comfortable and odor-free. 13. Sound system operating at comfortable volume, with good sound quality and an appropriate selection. 14. Vehicle is in good condition, free of damage, wear, inside and outside. 15. Vehicle is clean and well organized, inside and outside. 16. Vehicle access and seating is comfortable. 17. Charge is properly totaled and, if charged, properly posted to hotel bill and the receipt was provided to the agent.

1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1

1 1 1 1 1 1 0 0 1 1 0 1 0 1 1 1 1

1 1 1 1 1 1 0 1 1 1 0 1 1 1 1 1 1

100 100 100 100 100 100 0 0 100 100 0 100 0 100 100 100 100

100 100 100 100 100 100 0 100 100 100 0 100 100 100 100 100 100

GENERAL FRONT DOOR & LOBBY EXPERIENCE


BRAND EXPERIENCE STANDARDS
1. Interesting, unique items (sculpture, floral arrangement) will be prominently displayed in our lobby. 2. Contemporary, stylish designer bathrooms will be featured in our lobby. 3. We will attractively display complimentary, non-fortified natural energy in our lobby from morning through late evening. (Hint: The non-fortified drinks should have a twist) 4. Our lobby and public areas will feature Brand scent and signature music.

1 1 2 1

1 1 2 1

100 100 100 100

20

5. Our lobby will have a comfortable, relaxed atmosphere with Wi-Fi capabilities.

100

A.

Public spaces

1. Hotel front area, including curbside, porte-cochere and front doors should be clean, free of stains & debris, in good repair and free of wear and damage. 2. Furnishings & workstations should be tidy, well organized, clean, in good condition and free of wear & damage. 3. Lightning, wall fittings and artwork should be clean, tidy in good repair (no burned out bulbs), free of wear & damage. 4. Window frames, glass and treatments should be clean, in good repair and free of wear & damage. 5. Floors, walls, ceilings and doors should be clean, hygienic, in good repair, free of wear & damage. 6. Brochures or printed materials, if present, should be neat and professional in arrangement. 7. Temperature and air quality should be comfortable and odor-free. 8. Windows and window treatments should be clean and hygienic (especially if exterior view is featured).

1 1 1 7 1 2 1 1

1 1 1 7 1 2 1 1

100 100 100 100 100 100 100 100

RICHEY INTERNATIONAL BENCHMARKIN STANDARDS


1. Doormen will welcome guests with a warm, unique gesture (physical or verbal), tailored locally (could be a salute, Namaste or wei). 2. Our lobby will have a comfortable, relaxed atmosphere with Wi-Fi capabilities. 3. Interesting, unique items (sculpture, floral, antiques) will be prominently displayed in our lobby. 4. Contemporary, stylish designer bathrooms will be featured in our lobby. 5. We will attractively display complimentary, non-fortified natural energy drinks in our lobby from morning through late evening. 6. Our lobby and public areas will feature a Taj Premium scent and signature music.

5 1 1 1 2 1

5 1 1 1 2 1

100 100 100 100 100 100

HOTEL ARRIVAL EXPERIENCE


BRAND EXPERIENCE STANDARDS
1. Every guest will be offered eye glass cleaning service immediately when they arrive. 2. At least one bag per arrival delivered by the bellman will be tagged with a laminated personalized souvenir luggage tag. 3. All FIT guests will receive a personalized card or note on the day of arrival hand signed by senior management. 4. We will offer to remove TSA security straps and airline baggage tags upon delivery of the luggage to the room. (Hint: Those are the tags they strap around the luggage when flying within India, and also the bag claim tags) 5. Single female travelers are offered an option of check-in at the desk or in the room.

12 3 0 3 0

0 3 0 3 0

0 100 N/A 100 N/A

A.

Arrival at Main Porch

1. Arrival should be efficient at front door and reception desk (less than one minute spent at front door, four minutes to complete check in, including queuing). 2. Guests arriving at the hotel by limousine arranged through the hotel should be met curbside. 3. Guests should be escorted, or given direction from porch to reception. When departing, associate should be well positioned to conveniently attend to guests. 4. Baggage should be efficiently handled by associates from porch to room, without prompting by guest (automatic or offered at each step).

12 3 3 3

1 3 3 3

8 100 100 100

RICHEY INTERNATIONAL BENCHMARKIN STANDARDS


1. Arrival is efficient at front door and reception desk (less than one minute spent at front door, four minutes to complete check-in, including queuing; may not be applicable in the event of resort style seating /

12

N/A

21

refreshment ritual). 2. Remarks by associate indicate genuine welcome and appreciation. 3. Reservation information is efficiently available and accurate; room assigned match or exceed request. 4. Associate demonstrates a polite and positive attitude, for example by expression, gestures or remarks. 5. Associate is engaged, unhurried and focused, giving attention to task at hand. 6. Associate anticipates logical guest needs base upon service sequence or guest comment. 7. We will project positive body language towards guests and interact with discretion and confidence. 8. Associate has a clean and crisp appearance. 9. Guests are offered complimentary refreshments or other welcome amenity, and they are conveniently provided. 10. Conversations will be conducted with some privacy and comfort, without crowding and being easily overheard. 11. Guests are escorted, or given directions from curb to reception and from reception to room. 12. Guests are fully escorted to their room. 13. Baggage is efficiently handled by associate from curb to room, without prompting by guest (automatic or offered at each step). 14. Associate asks for and receives permission before entering room (or guest invites them in). 15. Baggage is hung or placed conveniently, ready for guest to unpack (or porter asks for instructions). 16. Orientation to property facilities is brief and helpful, at least partly tailored guests personal needs, not overly detailed such as hours of operation and easy to remember. 17. Orientation to room is brief and helpful, is at least partly tailored to the guests personal needs, and is not overly detailed or obvious. 18. Workstations are well organized, clean and tidy.

3 3 3 3 3 3 3 3 3 3 3 3 0 0 0 0 3

3 3 3 2 3 3 3 3 2 3 3 3 0 0 0 0 3

100 100 100 67 100 100 100 100 67 100 100 100 N/A N/A N/A N/A 100

FRONT DESK & BELL DESK EXPERIENCE


BRAND EXPERIENCE STANDARDS
1. We will fully ascertain the guest needs by asking relevant questions to ensure a complete experience. 2. We will offer an option of unique pre-arranged packages available at various time allotments, for example one hour tours, two hours tours etc. that will be stylishly presented. 3. All bookings will be confirmed either via SMS, voicemail, verbally or written.

15 1 112

15 1 112

100 100 100

A.

Problem resolution guest experience

1. Front line associates will be empowered to own and resolve all minor guest problems immediately (rebates of less than US$ 50 associate, duty manager US$ 100). 2. Serious guest complaints will be immediately responded to by a manager. 3. We will respond to all guest complaint within the promised time frame or within 15 minutes. 4. Managers who have handled a serious complaint will follow up with an additional call or note sometime prior to the guests departure.

4 1 5 1

4 1 5 1

100 100 100 100

RICHEY INTERNATIONAL BENCHMARKIN STANDARDS


A. Bell desk

1. Greet guests in a friendly, informal manner including the guest name if known. 2. Take ownership of guest requests or needs without the guest having to repeat it. 3. Full ascertain the guest needs by asking relevant questions to ensure a complete experience. 4. Talk to our guests with empathy and personality avoiding mechanical common questions and remarks.

12 7 4 16

12 7 4 16

100 100 100 100

22

5. Project positive body language towards guests and interact with discretion and confidence. 6. Associate demonstrates a polite and positive attitude, for example by expression, gestures or remarks. 7. Associate is engaged, unhurried and focused, giving attention to task at hand. 8. Associate anticipates logical guest needs based upon service sequence or guest comment. 9. We will talk to our guests with empathy and personality avoiding mechanical common questions and remarks. 10. We will project positive body language towards guests and interact with discretion and confidence. 11. Associate has a clean and crisp appearance. 12. Concierge demonstrates superior, specialized knowledge or endeavors to learn it. 13. No significant delays or interruptions occur (less than one minute waiting for service; only brief and excused interruptions). 14. Assistance given thoroughly addresses the guests objectives and needs. 15. Workstations are well organized, clean and tidy.

15 15 15 15 15 15 8 1 8 7 5

13 13 12 15 15 14 8 1 7 7 5

87 87 80 100 100 93 100 100 88 100 100

23

Appendix 2: Observations of front office activities at Marriotts resort in Goa. Standard #observations #successful

Success %

CROSS CUTTING BEHAVIOR


BRAND EXPERIENCE STANDARDS
1. Associate will project positive body language towards guests and interact with discretion and confidence. 2. We greet guests in a friendly, informal manner including the guest name if known. (Hint: Start with a Good Morning / greeting of the day, emphasis is on using the guests surname. Good Morning, Mr. Sampat. While meeting the same guest during the day, a hello could be used: Hello Mr. Sampat, trust you have been having a great day. Emphasis on using guests surname but avoid sir or maam/madam) 3. We will talk to our guests with empathy and personality, and avoid mechanical and common questions and remarks. (Hint: This means we dont ask every guest How was your trip?) 4. We will be knowledgeable about local current events, culture and technology and respond to guest with genuine interest and helpfulness. (Hint: Doesnt mean everybody has to know everything, but should have a good basic knowledge, and refer to an expert when necessary) 5. We will escort our guests to the location or an appropriate landmark when directions are requested. 6. We will take ownership of guest requests or needs without the guest having to repeat it. 7. When visiting occupied guest rooms the associate will introduce themselves and explain the purpose of the visit.

100

12

12

100

3 1 1 2 0

3 1 1 2 0

100 100 100 100 N/A

GENERAL FRONT DOOR & LOBBY EXPERIENCE


BRAND EXPERIENCE STANDARDS
1. Interesting, unique items (sculpture, floral arrangement) will be prominently displayed in our lobby. 2. Contemporary, stylish designer bathrooms will be featured in our lobby. 3. We will attractively display complimentary, non-fortified natural energy in our lobby from morning through late evening. (Hint: The non-fortified drinks should have a twist) 4. Our lobby and public areas will feature Brand scent and signature music. 5. Our lobby will have a comfortable, relaxed atmosphere with Wi-Fi capabilities.

1 1 1 1 1

1 1 1 1 1

100 100 100 100 100

B.

Public spaces

1. Hotel front area, including curbside, porte-cochere and front doors should be clean, free of stains & debris, in good repair and free of wear and damage. 2. Furnishings & workstations should be tidy, well organized, clean, in good condition and free of wear & damage. 3. Lightning, wall fittings and artwork should be clean, tidy in good repair (no burned out bulbs), free of wear & damage. 4. Window frames, glass and treatments should be clean, in good repair and free of wear & damage. 5. Floors, walls, ceilings and doors should be clean, hygienic, in good repair, free of wear & damage. 6. Brochures or printed materials, if present, should be neat and professional in arrangement. 7. Temperature and air quality should be comfortable and odor-free. 8. Windows and window treatments should be clean and hygienic (especially if exterior view is featured).

1 1 1 6 1 4 1 1

1 1 1 6 1 4 1 1

100 100 100 100 100 100 100 100

RICHEY INTERNATIONAL BENCHMARKIN STANDARDS


1. Doormen will welcome guests with a warm, unique gesture (physical or verbal), tailored locally (could be a salute, Namaste or wei).

100

24

2. Our lobby will have a comfortable, relaxed atmosphere with Wi-Fi capabilities. 3. Interesting, unique items (sculpture, floral, antiques) will be prominently displayed in our lobby. 4. Contemporary, stylish designer bathrooms will be featured in our lobby. 5. We will attractively display complimentary, non-fortified natural energy drinks in our lobby from morning through late evening. 6. Our lobby and public areas will feature a Taj Premium scent and signature music.

1 1 1 1 1

1 1 1 1 1

100 100 100 100 100

HOTEL ARRIVAL EXPERIENCE


BRAND EXPERIENCE STANDARDS
1. Every guest will be offered eye glass cleaning service immediately when they arrive. 2. At least one bag per arrival delivered by the bellman will be tagged with a laminated personalized souvenir luggage tag. 3. All FIT guests will receive a personalized card or note on the day of arrival hand signed by senior management. 4. We will offer to remove TSA security straps and airline baggage tags upon delivery of the luggage to the room. (Hint: Those are the tags they strap around the luggage when flying within India, and also the bag claim tags) 5. Single female travelers are offered an option of check-in at the desk or in the room.

1 3 0 3 0

0 3 0 3 0

0 100 N/A 100 N/A

B.

Arrival at Main Porch

1. Arrival should be efficient at front door and reception desk (less than one minute spent at front door, four minutes to complete check in, including queuing). 2. Guests arriving at the hotel by limousine arranged through the hotel should be met curbside. 3. Guests should be escorted, or given direction from porch to reception. When departing, associate should be well positioned to conveniently attend to guests. 4. Baggage should be efficiently handled by associates from porch to room, without prompting by guest (automatic or offered at each step).

4 3 12 4

2 3 12 4

50 100 100 100

RICHEY INTERNATIONAL BENCHMARKIN STANDARDS


1. Arrival is efficient at front door and reception desk (less than one minute spent at front door, four minutes to complete check-in, including queuing; may not be applicable in the event of resort style seating / refreshment ritual). 2. Remarks by associate indicate genuine welcome and appreciation. 3. Reservation information is efficiently available and accurate; room assigned match or exceed request. 4. Associate demonstrates a polite and positive attitude, for example by expression, gestures or remarks. 5. Associate is engaged, unhurried and focused, giving attention to task at hand. 6. Associate anticipates logical guest needs base upon service sequence or guest comment. 7. We will project positive body language towards guests and interact with discretion and confidence. 8. Associate has a clean and crisp appearance. 9. Guests are offered complimentary refreshments or other welcome amenity, and they are conveniently provided. 10. Conversations will be conducted with some privacy and comfort, without crowding and being easily overheard. 11. Guests are escorted, or given directions from curb to reception and from reception to room. 12. Guests are fully escorted to their room. 13. Baggage is efficiently handled by associate from curb to room, without prompting by guest (automatic or offered at each step). 14. Associate asks for and receives permission before entering room (or guest invites them in).

4 4 0 7 4 1 5 7 3 3 9 7 5 0

2 4 7 4 1 5 7 3 3 9 7 5 0

N/A 100 N/A 100 100 100 100 100 100 100 100 100 100 N/A

25

15. Baggage is hung or placed conveniently, ready for guest to unpack (or porter asks for instructions). 16. Orientation to property facilities is brief and helpful, at least partly tailored guests personal needs, not overly detailed such as hours of operation and easy to remember. 17. Orientation to room is brief and helpful, is at least partly tailored to the guests personal needs, and is not overly detailed or obvious. 18. Workstations are well organized, clean and tidy.

0 2 2 4

0 2 2 4

N/A 100 100 100

FRONT DESK & BELL DESK EXPERIENCE


BRAND EXPERIENCE STANDARDS
1. We will fully ascertain the guest needs by asking relevant questions to ensure a complete experience. 2. We will offer an option of unique pre-arranged packages available at various time allotments, for example one hour tours, two hours tours etc. that will be stylishly presented. 3. All bookings will be confirmed either via SMS, voicemail, verbally or written.

0 1 0

0 1 0

N/A 100 N/A

B.

Problem resolution guest experience

1. Front line associates will be empowered to own and resolve all minor guest problems immediately (rebates of less than US$ 50 associate, duty manager US$ 100). 2. Serious guest complaints will be immediately responded to by a manager. 3. We will respond to all guest complaint within the promised time frame or within 15 minutes. 4. Managers who have handled a serious complaint will follow up with an additional call or note sometime prior to the guests departure.

0 0 0 0

0 0 0 0

N/A N/A N/A N/A

RICHEY INTERNATIONAL BENCHMARKIN STANDARDS


B. Bell desk

1. Greet guests in a friendly, informal manner including the guest name if known. 2. Take ownership of guest requests or needs without the guest having to repeat it. 3. Full ascertain the guest needs by asking relevant questions to ensure a complete experience. 4. Talk to our guests with empathy and personality avoiding mechanical common questions and remarks. 5. Project positive body language towards guests and interact with discretion and confidence. 6. Associate demonstrates a polite and positive attitude, for example by expression, gestures or remarks. 7. Associate is engaged, unhurried and focused, giving attention to task at hand. 8. Associate anticipates logical guest needs based upon service sequence or guest comment. 9. We will talk to our guests with empathy and personality avoiding mechanical common questions and remarks. 10. We will project positive body language towards guests and interact with discretion and confidence. 11. Associate has a clean and crisp appearance. 12. Concierge demonstrates superior, specialized knowledge or endeavors to learn it. 13. No significant delays or interruptions occur (less than one minute waiting for service; only brief and excused interruptions). 14. Assistance given thoroughly addresses the guests objectives and needs. 15. Workstations are well organized, clean and tidy.

2 0 0 2 4 4 1 1 7 18 7 0 4 3 3

2 0 0 2 4 4 1 1 7 18 7 0 4 3 3

100 N/A N/A 100 100 100 100 100 100 100 100 N/A 100 100 100

26

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