service audit-hotel
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The document summarizes a service audit conducted at The Grand Residency hotel. It provides details about the hotel's facilities, services offered, service encounters, research methodology used, gaps identified in service quality, strategies to enhance employee loyalty, and recommendations. The key gaps identified relate to communication gaps between management and frontline staff, complaints handling, standardization, and external communication. Recommendations include reducing communication gaps, choosing customer-facing staff carefully, emphasizing standardization, and focusing on growth potential.
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service audit-hotel
- 1. SERVICE AUDIT THE GRAND RESIDENCY Binayak Mahapatra(11) Sabyasachi Rout(38) Trideep sahu(57 )
- 2. Agenda
- 3. OBJECTIVE OF STUDY To Evaluate the service qualities of Grand Residency.
- 4. INTRODUCTION Mid market hotel It is located at the Heart of the city. Finest accommodation. Single(Business class) Double(executive class) Suits(Platinum class) State of the art Conference hall and banquet hall. CHANAKYA-2200 sqft,250 capacity ASOKA -1500 sqft,150 capacity KANSHIKA โthe board room-25 capacity TERRSE-4500sqft-500-800 capacity
- 6. ORGANISATIONAL STRUCTURES OWNER G.M. SUPERVISIOR(6) OTHER EMPLOYESS(30)
- 7. FACILITIES GENERAL SERVICES BATHROOM FACILITIES ROOM FACILITIES SECURITY MEASURES
- 8. SERVICES OFFERED CORE SERVICES RESTAURANT- DINE AND DRINK (GRAND DARVAR) LAUNGE-BAR (JALSA) ACCOMMODATION SUPPLEMENTARY SERVICES PICK AND DROP LAUNDRY ENTERTAINMENT GUIDE FOR TURIST LOCATION CREDIT AND DEBIT CARD FACILITIES
- 9. SERVICE ENCOUNTER TELEPHONIC ENCOUNTER BOOKING FOR ROOM BOOKING FOR THE TABLE ROOM DELIVERY OVER PHONE FACE TO FACE ENCOUNTER GIVING ORDERS AT THE RECEPTION HOUSE KEEPING ENTRY
- 10. RESEARCH METHODLOGY THREE METHODS WE FOLLOW INTERACTION OBSERVATION QUESTIONARIES SERVQUAL METHOD(PERCEPTIONS-EXPECTATION)GAP-5 SERVICE QUALITY =f(gap)
- 11. ย
- 12. OBSERVATIONS AND ANALYSIS GAP-1(7) INADEQUATE UPWARD COMMUNICATION MORE LEVELS OF MANAGEMENT INFORMED CUSTOMER BILLING COMMUNICATION EMPHASIS ON INTERACTION WITH CUSTOMERS
- 13. GAP-2(4) COMPLAINS ARE TAKEN SERIOUSLY GREAT AMOUNT OF TASK STANDADISATION GAP-3(6) CONFORMITY WITH MANAGEMENT EXPECTATIONS. PROPER ROLE ANALYSIS. RIGHT MAN FOR RIGHT GOB SUPERVISORY CONTROL SYSTEM MOTIVATION & TEAM WORK
- 14. GAP-4(5) EXTERNAL COMMUNICATION ADVERTISING INTRENAL COMMUNICATION EDUCATION GOOD CO-ORDINATION BETWEEN DIFFERENT DEPARTMENT CUSTOMER AWARENESS
- 15. GAP-5 SERVQUAL METHOD(PERCEPTIONS-EXPECTATIONS) Dimensions Expectation(SERVEXP scale) Perception (SERVPERC scale) SERVQUAL gap= Perception- Expectation Assurance 7 5 -2 Reliability 8 4 -4 Responsiveness 11 9 -2 Tangible 10 7 -3 Empathy 3 1 -2 Total SERVQUAL gap 7.8 5.2 -2.6
- 16. PROFIT AND GROWTH Customer loyalty Multiple visits by same customers Repeat purchase data Profit by referrals Growth Potential is low
- 17. Customer satisfaction Steps adopted for data collection: Front line staff-deal with clients everyday, they try to collect, organize and interpret the client comments and feedback. Staffs are involved in a systematic way to ensure client feedback on regular basis. This implies a) you are serious about connecting with customers, and b) you respect the wisdom and abilities of your staff.
- 18. Contdโฆ Utilization methods- Data mining applications - ATTENSITY is used Daily sales report, monthly revenue report and the profit and loss account to analyse regularly and not at the end Helps in decision making Devising new plans for services Managing customers likes and dislikes Check on errant staff Ascertain trends, services and practices that need to be phased out
- 19. External service value Firms measurement tools mainly follows complaint register steps are taken to ensure the complaints are rectified Customer perceived value Expectations-perception Less gap between the dimensions So better service quality
- 20. DIMENSIONS SCORES Tangible 10 Understanding 10 Reliability 8 Competency 7 Security 12 Courtesy 9 Communication 14 Credibility 5 Responsiveness 11
- 21. Employee productivity Specialization - specialized skills and knowledge functional organization - fosters efficiency, teamwork, and coordination Job description- job title, a brief statement of duties and procedures, working conditions, and hours in the start. Redesign - jobs are redesigned reguraly toimprovecoordination,productivity, and product quality Job enrichment - employees are given more control over job-related activities; and flextime,a flexible work schedule
- 22. SERVICE PROFIT CHAIN FOLLOWED BY THE HOTEL
- 23. STRATEGIES TO ENHANCE EMPLOYEE LOYALITY PROVIDING TRAVEL ALLOWANCE RIGOROUS SELECTION PROCEDURES EMPLOYEES DAY INTENSIVE TRAINING IMPROVES JOB DESIGN EMPLOYMENT SECURITY GUARANTEES 1.Assistant manager of the reservations department 2. Reservations department manager 3. Rooms department manager 4. Resident manager 5. General manager
- 24. FIRMS LEADERSHIP Vision-providing a preferred hospitality experience by providing out of the way unexpected services Caring-well being of guest and their belongings is given prime importance Fairness-employees are treated according to their performance Empowerment-employees are empowered with tools and authority to ensure the expectations are exceeded of the guest Growth-commitment to manage change creates opportunities for people and proceeds to develop
- 25. Conclusion Maintains consistent high quality product and service. Training and development to raise the service quality standard . Training employees in interpersonal skills, communication skills . Constant feedback given to the employees to develop the employees skill to treat well to the customers. Constantly and visibly expressing managements commitment to increase the service quality. ย Preset specific service quality goals to the employees.
- 26. Recommendations: Some measure should be taken to reduce the communication gap. Carefully choosing the personnel's who interact with the customers More robust database development Emphasis on standardisation Diversity management should be given importance More flexibility in the management system Globally oriented mindset Focus on Growth potential Management levels should be reduced Emphasis on clear billing facilitiesand payment facilities.