Introduction: the consumer , communities and the earth

Introduction:

Carlson Rezidor Hotel Group has a
long track record of impressive growth and far reaching goals for the future.
To help ensure  that achieve and the  ambitions, 
investing in the  compelling
portfolio of relevant, contemporary brands. Its also continuously optimizing
ythe  operations, focusing on
strategic and the marketing.its globally has a powerful set of
differentiators. Its provide  World-Class
Hospitality.The company has a long history  being a great responsible business in the
world . Its passionate about the caring for consumer , and that extends beyond
the walls of this  hotels. This company
belief that Carlson Rezidor needs to be a prosper and responsible business for
the consumer , communities and the earth . This is a core belief that is at the
very heart of our business. This company looking for a great staff  to manage the consumer.

 

 Organisation for service:

Carlsan Rezidor hotel company has
great property globally. Being a great hotel group company made many history
and the service was good from the beginning. They provide many style of service
to the consumer. The company has a club carlsan service facility to the
customer. The company has seven major hotels which are very famous around the
world. There are Quorvus Collection, Radisson Blu, Radisson, Radisson RED, Park Plaza, Park Inn by Radisson,
Country Inns & Suites By Carlson. They have a great facility for the
members and good offer also.This company over 75 years hospitality service
experience. And the powerful set of brands that deliver world class hospitality
service experience. The new generation of 
expertly cured about the luxury hotel inspired by the amny life style of
the con temporary of global traveller around the world. The carlasan
Rezidor  hotel company provide world
leading hotels brand and the iconic hotel also.The hotel brand has a innovative
room service and the event facility, bar and restaurant facility as well. company
has social responsible and service driven. The company caring, sharing and
daring for the consumer. Carlsan Rezidor understands guests as
real people with the very real wants and needs, is truly committed to building
meaningful, personal relationships with the customer . With smart engaging
service setting designs consist the energy and style of each individual
location. This company provide outstanding meeting spaces and guest rooms.

The
service encounter:

Total control
of the service exchange, while important to the consumer, is not possible. The  service of worker is unavoidable even in
highly standardized operations such as Carlsan rezidor. As a result, the
consumer may perceive a reduction in her level of control the manufacturing of process.
When the  consumers perceive a reduction
in control of the manufacturing process, they seek cues and reassurances that
they will obtain their desired service outcomes. The consumers attention is directed
to employees’ actions to make such estimations.( Peter Schofield, Nicole Katics. 2006 )What trhe company will later describe as
“fair” behaviors on the part of the service worker act to reassure the consumer
of the positive service outcomes. Individuals may treat the demonstration of
fair behavior as substitutes for a sense of control (Namasivayam, K. & Hinkin, T. R. (2003) ). As noted, in
the service encounter the service worker often assumes control of the
interaction, which makes the exhibition of fair behavior important. Research in
non-hospitality settings has shown that there is a relationship between
perceptions of control and satisfaction. The more a guest or customer loses his
or her sense of control, the more likely she will experience uncertainty,
stress, and, ultimately, dissatisfaction. The company  propose that to the extent consumers perceive
greater levels of control in the service exchange. Over
there are last two decades, the hospitality industry has witnessed a
considerable shift of focus towards customer orientation, however, the vast
body of the relevant hospitality research literature  with few exceptions concentrating on the
concept of internal marketing and internal service constructs – is focused on
the external encounters, where one department in the hotel serves another like
as Carlson rezidor. The purpose of this company was to explore an in three ‘Capacity
management is an essential responsibility of the operations function. The
objective is to match the level of capacity to the level of demand both in
terms of quantity (how much) and capability (the skill mix to meet the
product/service specification)’ that distinguish a successful internal service encounter from
a non?successful one. Although internal customers were usually not recognised as
such but  it was found that interpersonal
relations affect to a great extent all internal service encounters in a hotel.
Other factors influencing the internal service encounters are the
professionalism, the dependability, the conscientiousness of the internal
suppliers, their communication skills and the consideration they show to their
internal customers (Beverley Sparks, Karin Weber. 2008). The rooms division service chain
involves mainly two forms of internal service encounter. In the first, front
office requests rooms that are serviced and checked by housekeeping for the
external customer. From this perspective, the efficiency of front office
largely depends on the efficiency of housekeeping. In the second form, housekeeping
identifies possible maintenance problems in the guestrooms or in public areas
and reports them to maintenance. Housekeeping cannot give a guest room to front
office if anything is out of order and, in such a situation, its performance
depends on maintenance’s response. Additionally, some international hotel
chains (e.g. Starwood) have adopted a guest service system by which all guest requests
are automatically transferred to housekeeping. In this case, guests will most probably
consider that housekeeping is responsible for any delay in addressing a maintenance
request reported by them. Again, a part of housekeeping’s efficiency this time
in the eyes of the guest depends on the response of maintenance. Communication is one of the most
important elements in interdepartmental relationships. Therefore listening
carefully and properly communicating progress of work, plans and problems
are two of the most obvious behaviours for this category. However,
apart from these service behaviours, two of the analysts agreed that this category
should include another aspect of internal service encounter
accessibility/availability which, according to the incidents reported (24
negative incidents ± nine for front office not being able to contact housekeeping
and 13 for housekeeping not being able to contact maintenance), is strongly
related with communication( Michael Davidson. 2008).

People
management:

The staff
members of every hospitality and tourism organization are its most important
resource. How their work is managed (facilitated) directly impacts the success
or failure of the organization. The basic management process is the same in
almost any type of organization, and it consists of six basic functions that
relate to all resources, including staff members. These functions are listed in
Figure which also provides an example of human resources responsibilities
applicable to each function.

Customer
relationship marketing

The
appreciation of relationship marketing is in building and retaining
long-standing relationships with customers, which has a huge impression for
various organizations in the West. In any case, because of standards and ethnic
modifications, the same term cannot be applied in the local context. This study
is mainly drawn from the data collected through an online survey at five star
hotels in the city of Bangalore. The purpose of this research is to draw the
hoteliers’ attention about relationship marketing and propose the use of this
term for the existing strategies currently used in hotels. The extensive
literature review related to strategies practiced in the hotel industry
supports the mapping of strategies into one distinguished term: Relationship
Marketing. The primary aim of the study is to develop a framework based on
literature for hoteliers to implement and practice the new term in the hotel
industry. The study ends with a blueprint as well as recommendations in using
the new term to enhance customer relationship and loyalty. The proposed of this attempts to
investigate the relationship of employees’ branding, employees’ behaviors and
service quality. There
has been a considerable improvement in the service delivery system of the hotel
industry and the concept of CRM has taken a new dimension and is gaining
momentum in this sector. The present study on CRM concludes that almost all the
owners/managers of the selected hotels in Ludhiana were aware about the CRM
concept and are practicing it in their respective hotels. However, high/medium
tariff hotels are practicing it at a greater extent and low tariff hotels are
practicing it according to their convenience. The companies are undertaking
various activities for acquiring customers, for customer development through personalization
and customization, and for customer retention. Further, CRM practices help the
hoteliers to increase customer satisfaction, win customer loyalty and retain
the customers which results in increased market share and high profitability.
Relationship marketing is a topic that extensively deals with customer
loyalty. By satisfying customers, it is the aim of relationship marketing
to make customers loyal to buy further products from the company and recommend
others to do the same. It is an essential marketing strategy that has to be
used in tandem with almost all products and services today for the parent
company to remain successful. Relationship marketing is one of the areas with
the most expression in the field of marketing, recognized not only by academics
but also by practitioners. Its application in the business world is ever more
visible. It is not only the multiple direct marketing configurations that are
being increasingly utilized and which enter the field (not being restricted to
physical mail) as mobile marketing; rather, it is also the individualization of
products, it is the increasing use of services, it is loyalty programs, and in
fact it is the multiple channels of interaction with the customer. The present
work is an open book of information for newcomers in the hotel sector. This
study is an auxiliary information tool to consider as one of the elements for
service delivery in the hotel sector. This study concept can be applied in
other industries by adding the common secondary terms used in that particular
industry.

 

 

Service communications

Communication may be defined as the
activity aiming to constitute an arrangement to convey information as one of
the fundamental pillars of social life and organizational structure as well as
the activity of forming relationships between organizations and groups. A
healthy communication is needed for people to know and understand each other
better, to create better functioning organizations and to resolve problems
easier (Sabuncuo?lu & Tüz, 2001; Ruck & Welch, 2012). If an adequate
importance is not placed on communication problems in an organization, it may
not be possible, for example, for people to have better relationships within
that organization. Communication has various definitions and descriptions in
the literature. Writers have suggested that communication is the activity of
exchanging messages or thoughts through speaking, pointing or writing; on
reciprocal terms, however, they define it as a message exchange process and
they suggest that communication event happens when messages have been
completely conveyed. Communication has also been defined as the process of
conveying a message containing information from a source to a recipient and has
been indicated to be a term expressing the exchange of feelings and thoughts
between people. Human factor comes forth as the most
important factor for the organizations in hospitality sector due to its
labor-intensive quality. Communication is considered as an important factor in
tourism establishments and especially in accommodation establishments where
human factor is significantly important for the constancy and regularity of the
activity of workers as well as sustainability and efficiency of organizations.
An accommodation establishment which does not use communication channels
properly may not be able to conduct operations regularly and correctly as well,
since this specific sector provides services for human beings by human beings
as a labor-intensive sector. Human beings who are positively or negatively
affected by any behavior, spoken word and attitude make their decisions as a
result of these interactions. And communication is one of the fundamental
characteristics differentiating human beings from all other living creatures
(?ener, 2001; Öztürk & Seyhan, 2005).

Demand and capacity management

Capacity
management is an essential responsibility of the operations function. The
objective is to match the level of capacity to the level of demand both in
terms of quantity (how much) and capability (the skill mix to meet the product/service
specification(Hill, 2000, p. 184). The increasing competition in the hotel market is a great challenge for
hotel managers. Hoteliers are forced to respond, because simply selling
landscape, nature or comfortable hotel beds is no longer sufficient. Hotels
thus need to adopt appropriate strategies in order to succeed. Several strategies are used by hoteliers to ensure the survival and
growth of their hotels through profitability in this competitive era. One of
such strategies is capacity management. Capacity management is
the ability to balance demand from customers and the ability of the service
delivery system to satisfy that demand (Armistead & Clark, 1994).
Demand for hotel rooms, hence, fluctuates annually, weekly,
and daily posing difficulties in predicting demand. Consequently, when dealing
with the issue of fixed capacity, a balance between occupancy rate and average
room rate must be achieved in order to achieve optimal revenue. The focus must
not only be on high occupancy rates, attention must also be paid to the revenue
that is generated. Selling too many rooms at a low rate may not be a good
solution (Inkpen, 1998).

 

Performance measurement

 

•        
An ideal performance management system is one that energizes the people
in an organization to focus effort on

•        
 Improving things that really
matter

•        
One that gives people the information and freedom that they need to
realize

•        
Their potential within their own roles and that aligns their contribution
with the success of the enterprise.

 

Conclusion

There is no pretence that striving
for service excellence is easy, but it is possible to excel as many small and
large enterprises have shown to be the case. However, it is a longer term
journey, one fuelled by passion and commitment, a structured approach, engaged
employees and total customer focus. The principles described here are readily
applicable in any business and should help 
to revise and enhance the existing approach of Identifying service
management excellence .