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Provide FOUR (4) KPI and the corresponding tool(s) that can be adopted by Baros to  monitor the productivity, efficiency, quality and flexibility of its business. Explain how  each index is applied in Baros.

Provide FOUR (4) KPI and the corresponding tool(s) that can be adopted by Baros to  monitor the productivity, efficiency, quality and flexibility of its business. Explain how  each index is applied in Baros.

Principles Of Marketing
Principles Of Marketing
17th Edition
ISBN:9780134492513
Author:Kotler, Philip, Armstrong, Gary (gary M.)
Publisher:Kotler, Philip, Armstrong, Gary (gary M.)
Chapter1: Marketing: Creating Customer Value And Engagement
Section: Chapter Questions
Problem 1.1DQ
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Provide FOUR (4) KPI and the corresponding tool(s) that can be adopted by Baros to 
monitor the productivity, efficiency, quality and flexibility of its business. Explain how 
each index is applied in Baros. 

Read the following case and answer all the questions that follow. Baros, The Maldives The Republic of the Maldives is a small country lying 700 kilometres south-west of Sri Lanka in the Indian Ocean. It consists of over 1,000 small islands grouped together in atolls. Spread over an area of about 90,000 square kilometres, this country stretches from the equator to 1,000 kilometres north, yet it has a total land mass of less than 470 square kilometres. With its coral reefs, white sandy beaches and a climate of between 28 and 32 degrees it is a holiday paradise and a destination for the affluent traveller. The tiny island of Baros is a five-star deluxe resort, owned and operated by Universal Resorts. which run eight secluded island resorts in the Maldives, Seychelles and Sri Lanka. Baros is just a 25-minute speedboat ride from the island airport which is close to the main island containing the capital Malé. Guests are met in the airport and escorted to the resort's awaiting boat. There are just 75 luxury villas on the island. Some are beach villas, sheltered and secluded in lush tropical vegetation, with direct access to the beach. Other villas are water villas, built above the water, each with their own private balcony and sea view. All the villas are spacious and air-conditioned. The resort has its own spa, diving and snorkelling centre, gym, bars and three restaurants, including the famous Lighthouse Restaurant. In charge of all back office and front office operations is Ahmed Jihad, a Maldivian with international experience in hotel management. From the point of view of the guests the place is stunning, peaceful and quiet and their expectations are well met, if not exceeded. Although Baros looks the perfect posting for an operations manager, Mr Jihad explained that there was a lot of hard work behind the scenes.
Transcribed Image Text:Read the following case and answer all the questions that follow. Baros, The Maldives The Republic of the Maldives is a small country lying 700 kilometres south-west of Sri Lanka in the Indian Ocean. It consists of over 1,000 small islands grouped together in atolls. Spread over an area of about 90,000 square kilometres, this country stretches from the equator to 1,000 kilometres north, yet it has a total land mass of less than 470 square kilometres. With its coral reefs, white sandy beaches and a climate of between 28 and 32 degrees it is a holiday paradise and a destination for the affluent traveller. The tiny island of Baros is a five-star deluxe resort, owned and operated by Universal Resorts. which run eight secluded island resorts in the Maldives, Seychelles and Sri Lanka. Baros is just a 25-minute speedboat ride from the island airport which is close to the main island containing the capital Malé. Guests are met in the airport and escorted to the resort's awaiting boat. There are just 75 luxury villas on the island. Some are beach villas, sheltered and secluded in lush tropical vegetation, with direct access to the beach. Other villas are water villas, built above the water, each with their own private balcony and sea view. All the villas are spacious and air-conditioned. The resort has its own spa, diving and snorkelling centre, gym, bars and three restaurants, including the famous Lighthouse Restaurant. In charge of all back office and front office operations is Ahmed Jihad, a Maldivian with international experience in hotel management. From the point of view of the guests the place is stunning, peaceful and quiet and their expectations are well met, if not exceeded. Although Baros looks the perfect posting for an operations manager, Mr Jihad explained that there was a lot of hard work behind the scenes.
responsibility is the front office operations to make sure the guests are happy; from airport receiving through their stay here to their departure at the airport. I usually greet the guests and talk to them during their stay. I make sure we have all the right SOPs (standard operating procedures) to create the high standards of this resort and I make sure they are all implemented correctly, from check-in to catering to cleaning. I also oversee the food and beverage operations and the sales and marketing; I check all their materials and provide my ideas. I conduct daily and weekly meetings and briefings with the staff, and with contractors, and oversee the training of staff. There is no typical day, but if we take yesterday, Monday, for example, I started at 7.30 in the morning. This is one of our very busy days so my key objective was to make sure all the rooms were ready for our incoming guests, make sure reception goes smoothly for them, and that all the facilities they booked are ready for them. I also like to know who the returning guests are. The first thing I did was to check my emails, then I had a breakfast meeting with our chef. I held a meeting with all my departmental managers where we deal with any issues and brief them about the day's activities. This was followed by the general staff meeting at 10.00. I then spent some time talking to guests around the site, followed by a meeting with the Spa Manager at 11.30; we discussed how we can increase utilisation of this facility. This was followed with a similar meeting with the Diving Centre Manager. I then went off to my room, had a shower and freshened up. I had lunch at 1.30. I usually have it with one of my managers; yesterday it was with the HR Manager. We are in the middle of developing our fi re and safety training programme so I was checking how it was going and also the new SOPs we had recently put in place. These meetings are important, it gives me time to check things and discuss issues. I then went to my office and signed all the cocktail party invitations for all our guests and the personal welcome letters for our arriving guests; I also checked the special arrangements for the honeymoon guests. Throughout the afternoon I then met the boats bringing in the arriving guests. At 5.30 I went back to my room and had a shower and watched the BBC and CNN for a while. At 7.30 I went back to the office and checked the emails again. I then went over to the Lighthouse to talk to guests, and checked over one of the other restaurants; it's important for the staff to see managers around. I then went to reception to talk about today's (Tuesday's) departures. I had dinner around 9.30 with my chief engineer and the HR manager, again about the fi re and safety training. This is quite a big project for us at the moment. I then went back to the office, checked the emails and went to bed at 10.30. No two days are the same, but every one of them is enjoyable.
Transcribed Image Text:responsibility is the front office operations to make sure the guests are happy; from airport receiving through their stay here to their departure at the airport. I usually greet the guests and talk to them during their stay. I make sure we have all the right SOPs (standard operating procedures) to create the high standards of this resort and I make sure they are all implemented correctly, from check-in to catering to cleaning. I also oversee the food and beverage operations and the sales and marketing; I check all their materials and provide my ideas. I conduct daily and weekly meetings and briefings with the staff, and with contractors, and oversee the training of staff. There is no typical day, but if we take yesterday, Monday, for example, I started at 7.30 in the morning. This is one of our very busy days so my key objective was to make sure all the rooms were ready for our incoming guests, make sure reception goes smoothly for them, and that all the facilities they booked are ready for them. I also like to know who the returning guests are. The first thing I did was to check my emails, then I had a breakfast meeting with our chef. I held a meeting with all my departmental managers where we deal with any issues and brief them about the day's activities. This was followed by the general staff meeting at 10.00. I then spent some time talking to guests around the site, followed by a meeting with the Spa Manager at 11.30; we discussed how we can increase utilisation of this facility. This was followed with a similar meeting with the Diving Centre Manager. I then went off to my room, had a shower and freshened up. I had lunch at 1.30. I usually have it with one of my managers; yesterday it was with the HR Manager. We are in the middle of developing our fi re and safety training programme so I was checking how it was going and also the new SOPs we had recently put in place. These meetings are important, it gives me time to check things and discuss issues. I then went to my office and signed all the cocktail party invitations for all our guests and the personal welcome letters for our arriving guests; I also checked the special arrangements for the honeymoon guests. Throughout the afternoon I then met the boats bringing in the arriving guests. At 5.30 I went back to my room and had a shower and watched the BBC and CNN for a while. At 7.30 I went back to the office and checked the emails again. I then went over to the Lighthouse to talk to guests, and checked over one of the other restaurants; it's important for the staff to see managers around. I then went to reception to talk about today's (Tuesday's) departures. I had dinner around 9.30 with my chief engineer and the HR manager, again about the fi re and safety training. This is quite a big project for us at the moment. I then went back to the office, checked the emails and went to bed at 10.30. No two days are the same, but every one of them is enjoyable.
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