Essay on The Complaint Letter

Once the couple started to get settled into their room, a number of different incidents occurred that could of easily been handled with a properly trained staff that executed 5-star customer service. McKenzie asked for a luggage rack, which was promised immediately and never delivered to his room. McKenzie also made several requests that extra pillows be brought to his room, which were promised and were failed to deliver (Kayalar). With key persistence he was later told, “the hotel did not have extra pillows available.” I want to note that the hotel was not at full capacity, so if proper customer service was instilled in the employees a trip to a vacant room for a pillow could have easily solved this request. The couple in turn requested towels to use to bulk up the flat pillows. Thankfully, the towels were delivered, however, the employee did not address their inconvenience and in fact never said a word or had a smile on their face. Customer service is not only providing the material, but it is also having the face of the employee that is representing the company or business to make a good impression on the guest or client. Another issue with the room was the restocking of everyday

This paper examines the problem of slow service at Hotel Escargot and cultural values of service providers in the context of Escargot as a tourist destination and Lodge. The impact of cultural values on perceptions of service quality is evaluated with a focus on the attributes and performance of service providers. The Work Measurement Analysis method is used to identify and group the distinctive customer service values of the hosts with a view to providing an enhanced understanding of tourist-host perceptions of service quality in a Hotel setting. Drawing analysis from the Hotel's daily data and examining Hotel values in tourism settings, the paper proposes some strategic directions for the Hotel managers and marketers.

As inter-staff relations within the hotel are already tense in certain areas, it may be unwise to treat certain employees on the same level of the hierarchy different to others on the same level.

Complainant contends that she began working for Respondent as a Cook in or around June of 2008. Complainant asserts that she has always satisfactorily performed her job. Complainant contends that in or around the end of January 2012, she became pregnant and informed Respondent’s General Manager (GM) T.T. of this, and asked T.T. to keep her pregnancy confidential. Complainant alleges the next day Respondent’s Director of Operations R.P. entered the kitchen when Complainant was not present and mocked her in front of the male staff by asking “who knocked her (Complainant) up?”

John Becker believes in enfranchisement. He believes in going beyond and above our means to all guests and that each guest manages equally. This process was a success at his prior hotels that John decided to implement this process here at the regency grand hotel. He met with the management team and introduced his expectations to them. He made them aware that they are to take care of the minor issues and to contact him with significant problems in the hotel between the guest

On October 22nd, I attended a meeting with Ms. Dewald. In this meeting, it was composed of managers from the emergency room, med-surgical, medicine, and psychiatric unit. The focus of this meeting was a patient who came to the emergency room, got admitted to the medical floor because of his symptoms. Once in the medical floor the patient got very aggressive, and was a threat to himself and the staff. One doctor happened to recognize the patient, this doctor knew that the patient had psychiatric problems so he informed the other doctors and the staff who did not know about his psychiatric problems. This was the reason the patient got so aggressive was because he did not take his psychiatric medications. In the meeting they tried to come up

special attention should be given to maintain quality in the case of the Hotel and

6.Field guest complaints, conducting thorough research to develop the most effective solutions and negotiate results. Listen and extend assistance in order to resolve problems such as price conflicts, insufficient heating or air conditioning, etc. Remain calm and alert especially during emergency situations and heavy hotel activity. Plan and implement detailed steps by using experienced judgment and discretion.

During this assignment, he rediscovered what he knew from childhood about committing to the satisfaction of the guest: "I grew up in the restaurant business, and my parents taught me to be close to the customer. It seems that when you become a manager, you start to focus on how to manage versus how to live a commitment to customers." Rather than viewing guest concerns as problems, he discovered through interaction with customers that one could trust their experiences and get something valuable and satisfying from responding to their concerns. He also noticed that most customers were present in the hotel at very specific times in the morning and evening, and these were the times it was most important for the manager to be available to talk with guests. An everyday commitment to listening to guests was one powerful way of committing to their satisfaction. These projects gave Green a new way of thinking and feeling about the hotel business. He began to feel his way toward a new management philosophy, but the quality of his personal life was suffering. After a year of living on the road and away from his family, Green wanted a stable position. However, to become a general manager again was not very appealing to him. As a GM, he had grown tired of the frustrations that came with the job. He was tired of the long hours, the constant people problems, and the cyclical nature of the business. In bad times, even when he worked very hard, the overleveraged

Lecturer, Hotel Management Program, Faculty of Economics, Petra Christian University Email: dwidjaja@peter.petra.ac.id Abstract: Hospitality industry is one of the service businesses that pays so much attention to service quality as it is the main intangible product that it produces. This short article examines how to manage service quality in hospitality industry through managing the ‘moment of truth’ or service encounter. The analysis is done by referring to some problems and challenges in managing service encounters. The results of the analysis show some important points to consider when managing

There is much truth to the above statement; therefore achieving customer satisfaction is an important basis to any business organisation, especially hotels.

To commence, the focus of this very first section is placed on the discussion concerning the supervision functions of room division, as well as the role of supervisors to the run of this division in other words. In general, rooms division is basically made up by such sub-departments as front office and housekeeping. Front office is often referred to as the heart of the house, which not only plays the role of communication hub and revenue generating department, but also bears responsibility for first and last impression of guests as well as their satisfaction during their stay with the properties. Meanwhile, housekeeping could also be taken as an integral and elementary part contributing to the total experience and satisfaction of guests. (Fallon & Rutherford, 2011) Acknowledging the high level of interaction between guests and those working under the management of rooms division, as well as the dependence of service quality perceived by guests on these

Hospitality operation management can be well-defined as one of classification of transmitting the contribution that can be resources, products, services into an necessary output as in goods and better performance of services and healthier utilization of assets by going through some of the management process such as planning, controlling, forming and accomplishing them for a business 's strategy in hospitality.

“Customer is King, if your business lacks customers, it cannot succeed”. Four Seasons have been able to create a recognizable brand that provides luxury and ambience for its customers in attractive locations around the world. Their target market is clients who understand the value of a luxurious environment coupled with quality services. This paper will focus on various service theories, implement them on Four Seasons Hotel, and look into how well they fit in their model.

Service in hotel business pools both the procedure and the inferred consequence. Through these facets the organisation is competent to construe the extent and way of deviation among customers' insights on services delivered and their anticipations.