Case Study Of The Waterlander Hotel Commerce Essay

Case Study Of The Waterlander Hotel Commerce Essay

Case Study Of The Waterlander Hotel Commerce Essay

Introduction

For any organization in this world, service plays the role of backbone in their business operation. It is the service which provides the unique identity to an organization. It has been seen that in many cases that the organization has not taken the quality of service seriously and finally had paid the price (Hu, Kandampully & Juwaheer, 2009). In the case of Waterlander hotel, the management has not focused on the standards of their service and also lack of information technology flow also supported in the disaster service ever offered to the customer. As a result of this, an environment of dissatisfaction was being generated for both the customers as well as the employees of the Waterlander hotel.

Things went wrong in Waterlander hotel and cause and effect impact

Any organization in this world is totally dependent on its system, people and process to run its operation. In the same way, Waterlander hotel is also dependent on its staff, system and working process for its smooth operation. Though there were many operations failure found throughout the banquet for Plastix international Plc. It has been found that there was huge gap related to communication among all the participants or parties in which the flow of information from one party was not clear to the receiving party(Urban, 2009).In the beginning, the manager of Aalsmeer electronics was informed that electrical wiring needs to set up by 7 pm. The manager believed that it is better to start the work earlier. So he started at 4.30 pm but this information was not circulated to the Hotel staff which resulted in the delay of the set up because the tables were not ready at that time.

It seemed that General Manager of the Waterlander hotel had not circulated the right flow of information in between all his employees on right time because he was the only point of contact between client and the hotel in order to comprehend the requirement and hope of the client in the service (Ladhari, 2008). There was also the failure of two-way communication between client and hotel service manager. In this case, the information related to the demand for red and pink flower was not conveyed to the staff and manager himself decided to go for a different colour set of flowers for decoration. Due to wiring arrangement, the electricians were enforced to disturb the flower arrangement without knowledge of Headwaiters which were for some time exposed to the heat. Because of this undersigned step, there were some tables on which flowers were not present and even if they were conditions were very bad. It seems that the decoration had been done one day before the event (Chen, 2008). As the flower has a very special place in the heart of any lady, as a result, the client’s wife becomes very upset. This result is actually the outcome of the poor planning process with no flexibility and precise structure.

For any event, the support of event materials plays a very important role in the success of the event. But in the case of the Waterlander , the conference manager was not aware of the requirement of the client for this event because of the misinformation flow of the material. The client demand for video presentation arrangement but client demand could not be fulfilled because the projector was as already sent to repair (Liao, Toya, Lepak & Hong, 2009). The main reason behind this incident was that the conference was not given the checklist of required event materials and arrangement was made on their own experience.

In this case of the Waterlander hotel, there are matters in the movement of the information between service offering positions in the group.

Understanding of Customer Expectations: 

The expectation of client was nominal as they required appropriate red flowers on the set of tables, dinner preparations on right time, photographer, operating video apparatus’s, clean and organized tables and related things. Even these basic requirements were not fulfilled.

Services Standards: 

The service standards were completely neglected in the Waterland hotel and there was no mention of service standards (Chen, 2011). The rules and the standards in the service business must be mentioned on paper and also well communicated to all supervise in command to achieve the service fineness which was missing in this case.

Technological Support:

The Waterlander Hotel was not lacking in updated video and photography provision for the visitors and their conference was tumbledown as they had to assign an external facility provider for the determination who messed up with all the supplementary features of the facility delivery and even the staff processes.

Skills and Communication Gap:

This case is a clear example of complete miscommunication which has occurred in various parties present in the case like a client, management of Waterlander hotel and external service providers. There is a huge gap in information flow in all the sections of the process which are meant to offer quality service to Plastix international (Fournier & Ineson, 2010). It seemed that the staff of the Waterlander Hotel is not trained personals related with flexibility and this issue is increasing towards the kitchen section of the Hotel including waiters.

Management and Supervision issues: 

In general manager of any organization has a very important role in maintaining the constant flow of information and methods in their respected industry. But if we focus on this case it can be said the managers is the responsible person for not properly handling the flow of information and had no control over the operation (Deery, 2008). In this case, the Waterlander Hotel must have a service flow chart which must comprise of the front as well as the back end of the operation along with providing the clear role and responsibility to all the persons included in this process it may be the client, external service provider, and the Hotel management. All the supervisors must be allocated a process channel which will connect them with rest of another supervisor of the different department in case of any uncertain change.

Lack of professional skills

It has been seen that kitchen staff were not patient for waiting which indicates that they are not professional in this hotel business. Their immaturity came on the floor when such situation occurred. Hence the administration must select and recruit the workforces having the capacities and allocate them the task related to their abilities. In the statement given by head chef had quoted that the waiting staff was disappointed due to the abusive approach of certain of the visitors. From this approach, it can be said that this is not the correct approach of the kitchen staff because the anger of the guest was reasonable as their whole program had twisted into the disorder and it is their uncertain method which could decrease their annoyance and grievances (Tongchaiprasit & Ariyabuddhiphongs, 2016). Another childish act done by the chef of cutlet sauce who declined to begin his work till the fish course will not get finished instead of preparing and maintaining it to recollect its importance. This whole staff`s attitude towards their task displays that they absence professionalism of hospitality business.

It can be said the one and the most common problem in all these sections was the lack of two-way communication between any two connecting parties at any situation, it can be the external supplier with staff members and even between client and service providers.

Strategy to improve the service standard of Waterlander Hotel

In this case, the only way to improve the service standards of the Water lander Hotel by doing the things correctly at the first time. Here correct things indicate meeting the requirements of the customer. The main goal of this organization must be that they must be in a position to provide their service in a precise way in the first interaction so that a very powerful impression can be created on the customer (Gorla, Somers & Wong, 2010). In technical aspects, the organization can maintain process in two section one is proactive and other is reactive. In proactive section, the management must be that smart the without saying anything they must be able to catch the emotions of the customer demand and in reactive section, the management must be capable to handle the current circumstances incorrect way (Chen & Chen, 2010). The Waterlander Hotel must introduce some kind of quality service standards so that they can measure their performance on these standards in order to know their current service position as compared to other competitors in this business market. Having no service standards in this process was also one of the causes of their service failure. It will actually help the management to better understand the price of quality and non-quality as a working platform. In order to achieve better quality service, the Waterlander Hotel executives must focus on things which will help in reposition their place in the marketplace (Amin, Yahya, Ismayatim, Nasharuddin & Kassim, 2013).

The Hotel management must implement an evident customer strategy in which the management of Waterlander Hotel can include their internal customers like employees or staff, shareholder and stakeholders in their respected decision (Abdullah & Rozario, 2009). In this, they must support all kinds of suggestion given by these internal customers related to their current business operation. By involving these internal customers in the decision will raise the probability of an improved system which will work in the direction of providing or offering better quality services.

The management of Waterlander Hotel must include client- oriented thinking in which they can comprise numerous performances related to the internal customer’s viewpoint just like if the organization has various choices why they have hired me as their suppliers and why my staff has recognized me as their manager and why this responsibility was only given to me only.

The management of Waterlander Hotel can also establish a perfect requirement system. It is noted that many of the issues happen in this case was because of not understanding the exact demand of the customer. In this case, requirements were set in a way that message clarity was not there in between the two parties (Kim, Murrmann & Lee, 2009). Hence by keeping in mind that the management has to do thing correct at the first time , they can keep a mindset in which they expertise their staff members in such a way that they demonstrate the service just like a fully professional way so that customer will get feel of being treated like the King of this world. For this, the management must go for a clear hunt related to the possibilities of things which can go wrong.

During the time of error occurrence, the management should act like super responsive in which the staff should start finding the root cause of this error instead of blaming each other. The management must allocate responsibilities to remove all the symptoms of this problem with the support of internal customers (Lee, Lee, Mun, Lee & Kim, 2013). Set up expressive productivity and quality-related actions like recognize and set up methods that are main pointers of the fitness of Waterlander Hotel commercials, such as client gratification and enhancements in individual, squad and procedure performance. Evaluation the measures frequently and get everybody else attentive on procedures.

Particularly for executives, identify the essential supremacy. The Waterlander Hotel has to inspire the actions of others that accumulate merely by the feature of their organizational place. Identify that employee’s activities are being inspected. Confirm that management sends a strong and reliable communication about Hotel morals and business purposes (Dawson, Madera, Neal & Chen, 2014). Identify that even though specialist remains the same, the method management does their task has altered intensely. Evade the command-and-control manner. Convert into the trainer, an auditor, an organizer, and an authorized person. Inspire, identify and recompense in the Waterlander Hotel. Employees buy-in and contribution in the procedure, their achievements, their disappointments, their thoughts for development and their established anticipation boldness and method (Vermeulen & Seegers, 2009). For everyone — encounter prevailing examples, the management must rehearsal thinking innovatively which will inspire others to do the similar actions. Rehearsal individual self-development continues learning, remain present in the arena, absorb around other topics and widen viewpoints generally as well as workwise. The management must be optimistic and helpful of the alteration procedure (Hsu, Liu & Huang, 2012). Administration of Waterlander hotel must purposely select this as the novel structure and new pattern of association.

In addition, the business management of the Waterlander Hotel can introduce new event management department which will simply focus on handling the responsibilities of organizing the perfect event (Gossling, Garrod, Aall, Hille & Peeters, 2011). By doing this the management can fully concentrate on the food and presentation part of the program which will save both time and money and even there will be very fewer chances of overlapping of one program with the other program which will result in bringing high-quality service that will definitely impress the desire of the customer.

ISO 9000 implementation can benefit service of Waterlander Hotel

If Water lander Hotel will introduce ISO 9000 in their operation, it will prove that the organization possessing its esteem for all international quality standards and it is in the process of surveying on the regular base the quality system of their business operation services (Tari, Claver-Cortes, Pereira-Moliner & Molina-Azorin, 2010). With the help of ISO 9000, the company will be able to gain internal as well as external benefits in their service segment. Although, it is not essential to highlight that the advantage amount is directly comparable to the success of application and assurance from all workforces.

The result of implementing ISO 9000 will directly provide an advantage in the improving operation efficacy, improved customer satisfaction and higher competitiveness (Alonso-Almeida, Rodríguez-Antón & Rubio-Andrada, 2012). From many types of research, it has been found that implementation of ISO 9000 inspires the employee to devote their complete attention, decrease unproductive cost and provide believes in the high-end quality services by reducing their issues to the far lower end. It also markets the believer of doing the thing right at the first time (José Tarí, Heras-Saizarbitoria & Pereira, 2013). ISO 9000 implementation will set up a high level of satisfaction in between all the internal customers and as a result of this, no internal customer will ever think of leaving this organization, which will reduce the turn over the ration of among employees. With the help of ISO 9000, the complete service flow of Waterlander Hotel will become advance and user-friendly. ISO 9000 stress on maintaining customer focus because it knows that a strong customer base decides the growth of the organization (Chan, 2008). It will help the Waterlander Hotel in quickly understand the requirements of the customer by which the organization can exactly target their potential customer which will save time and money. Also, it will help the organization in properly allocating the resources for the customer requirement which will lead it towards lean process (Pereira-Moliner, Claver-Cortés, Molina-Azorín & Tarí, 2012). As a result of this, the satisfaction level of the customer will increase and will convert them into loyal customers. The implementation of ISO 9000 will ensure that all the staff off Waterlander Hotel will work as a strong team, which will minimize the possibility of miscommunication within the departments. The implementation of ISO 9000 will ensure good leadership which will guide the people of this organization about the direction of the flow so that the employees may not start they own direction which will lead complete mismatch of service flow. ISO 9000 will help in combining the entire management group in order to achieve effective and efficient management system in command to improvise the productivity of all the key processes (Tarí, Heras-Saizarbitoria & Dick, 2014). ISO 9000 helps in maintaining the process of continuous improvement in the business operation of Waterlander Hotel which will ensure that the process is capable enough to adopt the necessary change according to the present situation. It has been seen that lack of flexibility in the operation process had resulted in the complete dissatisfaction of the customer because there are many occasions in which there is the possibility of mismanagement related to timing. Hence, ISO 9000 will ensure that in any condition customer will not suffer. Implementation of ISO 9000 in Waterland Hotel will ensure strong supplier relationships which in turn benefit for both the parties because it created an environment of friends with benefits so that no one will suffer (Rubio-Andrada, Del Mar Alonso-Almeida & Rodríguez-Antón, 2011). ISO 9000 will ensure the complete follow up of the decision-making process which will help the management of Waterlander Hotel to form correct decision which will be beneficial for increasing the satisfaction index of the customer, which in turn will spread positive word of mouth about the service offered by this management. ISO 9000 will ensure long healthy and safe working environment for the employees of Waterlander Hotel which will create an emotional attachment between the management and employees because employee will get a feel that there is someone who is caring about us and so it is our duty to make sure that this organization will keep on growing (Magd, 2008). ISO 9000 motivates the management to go for employee performance appraisal under which the managers of the particular department can rate the employees within their department according to their performance and will appreciate the employee who has performed outstandingly. This act will not only inspire the other employees to go for quality performance but also will help in improving the gaps in their service offerings (Chan & Hawkins, 2010). In this performance appraisal, there is an additional package under which the employees of any department can also rate their managers according to their performance. This performance appraisal system will help the management to see the overall performance of the particular department and if they came to know that their performance is not satisfactory, then management of Waterlander hotel can provide them training according to their required skill which they must possess as a top performer. There are many chances that the people working in this Hotel may like or dislike their work so in this case, the management can apply some motivation theory to bring this confused workforce in one direction (Del Mar Alonso-Almeida & Rodríguez-Antón, 2011). The management should not forget that along with customer satisfaction, employee satisfaction should also be there in the system because without employee satisfaction client satisfaction cannot be achieved. With the implementation of ISO 9000, the management can ensure that their system will follow their operation on the regular base so that the work will go through a standard operating procedure which will make the work more precise so that the employees can actually enjoy their work along with full employee work satisfaction. With the implementation of ISO 9000, the management of Water lander hotel will be able to achieve ice breaking point in which there will be no blockage in between manager and employee so that they can freely share what they feel (Ab Wahid & Corner, 2009). It has been seen that in some cases employee is more experienced than the manager but due to their position there are no able to put their opinion in front of management. Hence, in this case, the management will inspire for free culture environment which will automatically develop a working system of effective and efficient business operation.

Recommendation

In order to achieve the quality service in their operation, the Waterlander management has to go through various in their whole operation. The management of this hotel must implement service standards according to which they can perform their work operation. The management must use management system software which will help the executive to make a connection between all the department of the Hotel in order to make a strong communication mode by which information flow can be made quick and robust. In any service case, it has been seen that the flow of information played a very important role in making a business successful. The management of this Waterlander hotel must follow an SOP according to which the operation will proceed with the information flow means that in case of any change or alteration the information and reason for this change will be informed to the respected person of that department. A monthly performance review must be taken in order to see the performance of the employee so that in case of any gap the management can be able to take necessary action to fill up this gap. The employees must be made aware of the hospitality standards so that in case of any delay the workforce must keep calm and should performer their best in order to satisfy their customer demand. Training must be carried with the top executives of the Waterlander Hotel under the guidance of an experienced trainer who has mastered in this art of impressing client through their actions in order to make them so predictable that without saying a word the executives must be able to guess the exact requirement of the client. The trainer must be an external one so that the person may not get influenced from any person who is acquiring some top position in the management or with the environment of the Waterlander hotel and can provide their suggestion without biases.

Conclusion

For any Hotel organization that is in the favor of development or growth and want to create a separate identity for them in this business market, they have to fully focus on their service part because in Hotel industry it is the service which can create the valuable impact on the potential customers. In order to maintain high-quality service standards the management must make use of technology advancement. For this industry, the employees are the most important asset and hence they must possess the necessary professional skills to deliver quality service which any customer is looking for. The management must focus on the information flow because lack of information flow has given birth to various problems and then finally brought dissatisfaction in the mind of the customers which can impact the sales of the management.

References

1. Ab Wahid, R., & Corner, J. (2009). Critical success factors and problems in ISO 9000 maintenance. International Journal of Quality & Reliability Management26(9), 881-893.
2. Abdullah, D. N. M. A., & Rozario, F. (2009). Influence of service and product quality towards customer satisfaction: A case study at the staff cafeteria in the hotel industry. World Academy of Science, Engineering and Technology53, 185-190.
3. Alonso-Almeida, M. D. M., Rodríguez-Antón, J. M., & Rubio-Andrada, L. (2012). Reasons for implementing certified quality systems and impact on performance: an analysis of the hotel industry. The Service Industries Journal32(6), 919-936.
4. Amin, M., Yahya, Z., Ismayatim, W. F. A., Nasharuddin, S. Z., & Kassim, E. (2013). Service quality dimension and customer satisfaction: An empirical study in the Malaysian hotel industry. Services Marketing Quarterly34(2), 115-125.
5. Chan, E. S. (2008). Barriers to EMS in the hotel industry. International Journal of Hospitality Management27(2), 187-196.
6. Chan, E. S., & Hawkins, R. (2010). Attitude towards EMSs in an international hotel: An exploratory case study. International Journal of Hospitality Management29(4), 641-651.
7. Chen, C. F. (2008). Investigating structural relationships between service quality, perceived value, satisfaction, and behavioral intentions for air passengers: Evidence from Taiwan. Transportation Research Part A: Policy and Practice42(4), 709-717.
8. Chen, C. F., & Chen, F. S. (2010). Experience quality, perceived value, satisfaction and behavioral intentions for heritage tourists. Tourism management31(1), 29-35.
9. Chen, W. J. (2011). Innovation in hotel services: Culture and personality. International Journal of Hospitality Management30(1), 64-72.
10. Dawson, M., Madera, J. M., Neal, J. A., & Chen, J. (2014). The influence of hotel communication practices on managers’ communication satisfaction with limited English–Speaking employees. Journal of Hospitality & Tourism Research38(4), 546-561.
11. Deery, M. (2008). Talent management, work-life balance and retention strategies. International Journal of Contemporary Hospitality Management20(7), 792-806.
12. Del Mar Alonso-Almeida, M., & Rodríguez-Antón, J. M. (2011). Organisational behaviour and strategies in the adoption of certified management systems: an analysis of the Spanish hotel industry. Journal of Cleaner Production19(13), 1455-1463.
13. Fournier, H., & Ineson, E. M. (2010). Closing the gap between education and Industry: Skills' and competencies' requirements for food service internships in Switzerland. Journal of Hospitality & Tourism Education22(4), 33-42.
14. Gorla, N., Somers, T. M., & Wong, B. (2010). Organizational impact of system quality, information quality, and service quality. The Journal of Strategic Information Systems19(3), 207-228.
15. Gossling, S., Garrod, B., Aall, C., Hille, J., & Peeters, P. (2011). Food management in tourism: Reducing tourism’s carbon ‘foodprint’. Tourism Management32(3), 534-543.
16. Hsu, C. H., Liu, Z., & Huang, S. (2012). Managerial ties in economy hotel chains in China: comparison of different ownership types during entrepreneurial processes. International Journal of Contemporary Hospitality Management24(3), 477-495.
17. Hu, H. H., Kandampully, J., & Juwaheer, T. D. (2009). Relationships and impacts of service quality, perceived value, customer satisfaction, and image: an empirical study. The service industries journal29(2), 111-125.
18. José Tarí, J., Heras-Saizarbitoria, I., & Pereira, J. (2013). Internalization of quality management in service organizations. Managing Service Quality23(6), 456-473.
19. Kim, B. P., Murrmann, S. K., & Lee, G. (2009). Moderating effects of gender and organizational level between role stress and job satisfaction among hotel employees. International Journal of Hospitality Management28(4), 612-619.
20. Ladhari, R. (2008). Alternative measures of service quality: a review. Managing Service Quality: An International Journal18(1), 65-86.
21. Lee, J. W., Lee, J. J., Mun, H. J., Lee, K. J., & Kim, J. J. (2013). The relationship between musculoskeletal symptoms and work-related risk factors in hotel workers. Annals of occupational and environmental medicine25(1), 20.
22. Liao, H., Toya, K., Lepak, D. P., & Hong, Y. (2009). Do they see eye to eye? Management and employee perspectives of high-performance work systems and influence processes on service quality. Journal of applied psychology94(2), 371.
23. Magd, H. A. (2008). ISO 9001: 2000 in the Egyptian manufacturing sector: perceptions and perspectives. International Journal of Quality & Reliability Management25(2), 173-200.
24. Pereira-Moliner, J., Claver-Cortés, E., Molina-Azorín, J. F., & Tarí, J. J. (2012). Quality management, environmental management and firm performance: direct and mediating effects in the hotel industry. Journal of Cleaner Production37, 82-92.
25. Rubio-Andrada, L., Del Mar Alonso-Almeida, M., & Rodríguez-Antón, J. M. (2011). Motivations and impacts in the firm and stakeholders of quality certification: Evidence from small-and medium-sized service enterprises. Total Quality Management & Business Excellence22(8), 833-852.
26. Tarí, J. J., Claver-Cortés, E., Pereira-Moliner, J., & Molina-Azorín, J. F. (2010). Levels of quality and environmental management in the hotel industry: Their joint influence on firm performance. International Journal of Hospitality Management29(3), 500-510.
27. Tarí, J. J., Heras-Saizarbitoria, I., & Dick, G. (2014). Internal and external drivers for quality certification in the service industry: Do they have different impacts on success? Service Business8(2), 337-354.
28. Tongchaiprasit, P., & Ariyabuddhiphongs, V. (2016). Creativity and turnover intention among hotel chefs: The mediating effects of job satisfaction and job stress. International Journal of Hospitality Management55, 33-40.
29. Urban, W. (2009). Service quality gaps and their role in service enterprises development. Technological and Economic Development of Economy15(4), 631-645.
30. Vermeulen, I. E., & Seegers, D. (2009). Tried and tested: The impact of online hotel reviews on consumer consideration. Tourism management30(1), 123-127.