The Service Quality Program For Blue Mountain Resorts

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Introduction “Dave Sinclair vice-president of human resources at Blue Mountain Resorts, on December 2, 1999, was looking at his service quality program by introducing three new proposals to the company executive team on Monday December 5th” (Analysis of the Case, Campbell). “Blue Mountain had been using the service quality program for the past nine years, and has improved their service rated by the customers every year. The three proposals that Dave is reviewing are ways to enhance the customers experience at Blue Mountain Resorts by making it easier to navigate and reduce stress” (the BMR official cites). As Dave analyzed the three proposals he saw that they were a very logical continuation of the service quality program that he…show more content…
In 1999 Blue Mountain had is second best year in terms of attendance, with 415,920 visits” (the resort official cites). For Blue Mountain to run efficiently is a very labor intensive. The first touch point for most customers is the call center; this is where reservations, directions, tee time, equipment rental and questions are answered. The facility has eight food service facilities, a conference center for large meetings, three retail shops, a day care facility, and three rental and repair shops. To keep the ski runs at their peak, they have to groom them every day, and make snow when needed. BMR has also implemented a number of systems to help skiers while at the resort, including electronic message boards to inform guest of open lifts and waiting times in line. BMR also has mountain guides on the slopes to help answer questions, along with ski patrol to also help answer questions and for medical assistance. With all these different operations working simultaneously together, it was easy to lose track of the number on goal which is servicing the customer. This is exactly what Dave Sinclair came upon when he first joined Blue Mountain in 1991. At this time BMR had developed a reputation for long line and poor service. This is when Dave started to implement the Service Quality program. In taking the focus off revenue growth and facility expansion and had to redefine what value they wanted to give the customer.
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