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
Related questions
Question
What wouls you have included in your presentation for developing an effective service management program?
![EE
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CASE2
The new owners of The Times Hotel have just boarded a plane at a city in Asia. Their
stay in the Mandrian Hotel was superb. The attention to service was excellent, and
they felt quite pampered. During the flight, one of the owners reads an article in a
popular magazine concerning the mediocre service in hotels in the United States.
The article details the lack of concern for the guest in many properties, the high cost
of hotel rooms, and the abrupt attitudes of the hotel staff. The owners think of their
hotel and realize that many of the problems mentioned in the article can be found at
The Times Hotel.
The next day, at the general staff meeting, the owners share their concerns with the
management staff. As the group listens attentively, they cannot help but think, "We
have heard this before-another idea from the owners that will make more work for
our already overworked staff." However, this time, the owners declare they don't
know where to begin; they feel overwhelmed by the size of the problem. "Let's
develop a plan," they suggest. All managers must do some research
this topic and
return for a brainstorming session in two weeks.
The front office manager, Ana Chavarria, finds this to be a challenge! She has read
some of the articles on service management in the trade journals and decides to
do more research on the topic.
Through her reading, Ms. Chavarcia learns that there must be a financial
commitment by the owners and a managerial commitment by the staff to make this
work. If the employees become involved in the planning stages, it should work just
fine. She thinks that getting the cooperation of the employees will be easy if the
owners pledge their financial commitment. She guesses that the rest of the
management staff will probably halfheartedly go along with the project-if it is
forced on them.
At the scheduled brainstorming session, Ana outlines her findings. The owners are
reluctant to incur additional expenses to motivate employees. The owners respond,
"Let's find some more creative ways." The other managers suggest preparing posters
with photos of employees who do a good job, placing names of employees who do
a good job on the marquee, and placing a suggestion box in the employee
lunchroom. Continued focus on the financial aspects distracts the group from
discussing the content of a service management program. After two hours of futile
effort, the owners decide to table the service management program.
If you were the front office manager, what would you have included in
your presentation for developing an effective service management
program?
日](/v2/_next/image?url=https%3A%2F%2Fcontent.bartleby.com%2Fqna-images%2Fquestion%2Fdd51ae14-997c-4929-a36a-c31ca022489e%2Fb187837c-90bf-458b-9935-0d99319668fb%2Ffouc0hl_processed.jpeg&w=3840&q=75)
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CASE2
The new owners of The Times Hotel have just boarded a plane at a city in Asia. Their
stay in the Mandrian Hotel was superb. The attention to service was excellent, and
they felt quite pampered. During the flight, one of the owners reads an article in a
popular magazine concerning the mediocre service in hotels in the United States.
The article details the lack of concern for the guest in many properties, the high cost
of hotel rooms, and the abrupt attitudes of the hotel staff. The owners think of their
hotel and realize that many of the problems mentioned in the article can be found at
The Times Hotel.
The next day, at the general staff meeting, the owners share their concerns with the
management staff. As the group listens attentively, they cannot help but think, "We
have heard this before-another idea from the owners that will make more work for
our already overworked staff." However, this time, the owners declare they don't
know where to begin; they feel overwhelmed by the size of the problem. "Let's
develop a plan," they suggest. All managers must do some research
this topic and
return for a brainstorming session in two weeks.
The front office manager, Ana Chavarria, finds this to be a challenge! She has read
some of the articles on service management in the trade journals and decides to
do more research on the topic.
Through her reading, Ms. Chavarcia learns that there must be a financial
commitment by the owners and a managerial commitment by the staff to make this
work. If the employees become involved in the planning stages, it should work just
fine. She thinks that getting the cooperation of the employees will be easy if the
owners pledge their financial commitment. She guesses that the rest of the
management staff will probably halfheartedly go along with the project-if it is
forced on them.
At the scheduled brainstorming session, Ana outlines her findings. The owners are
reluctant to incur additional expenses to motivate employees. The owners respond,
"Let's find some more creative ways." The other managers suggest preparing posters
with photos of employees who do a good job, placing names of employees who do
a good job on the marquee, and placing a suggestion box in the employee
lunchroom. Continued focus on the financial aspects distracts the group from
discussing the content of a service management program. After two hours of futile
effort, the owners decide to table the service management program.
If you were the front office manager, what would you have included in
your presentation for developing an effective service management
program?
日
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