Provide FOUR (4) KPI and the corresponding tool(s) that can be adopted by Baros to monitor the productivity, efficiency, quality and flexibility of its business. Explain how each index is applied in Baros. Read the following case and answer all the questions that follow.Baros, The MaldivesThe Republic of the Maldives is a small country lying 700 kilometres south-west of SriLanka in the Indian Ocean. It consists of over 1,000 small islands grouped together inatolls. Spread over an area of about 90,000 square kilometres, this country stretchesfrom the equator to 1,000 kilometres north, yet it has a total land mass of less than470 square kilometres. With its coral reefs, white sandy beaches and a climate ofbetween 28 and 32 degrees it is a holiday paradise and a destination for the affluenttraveller. The tiny island of Baros is a five-star deluxeresort, owned and operated by Universal Resorts. which run eight secluded islandresorts in the Maldives, Seychelles and Sri Lanka. Baros is just a 25-minutespeedboat ride from the island airport which is close to the main island containing thecapital Malé. Guests are met in the airport and escorted to the resort's awaiting boat.There are just 75 luxury villas on the island. Some are beach villas, sheltered andsecluded in lush tropical vegetation, with direct access to the beach. Other villas arewater villas, built above the water, each with their own private balcony and sea view.All the villas are spacious and air-conditioned. The resort has its own spa, diving andsnorkelling centre, gym, bars and three restaurants, including the famous LighthouseRestaurant.In charge of all back office and front office operations is Ahmed Jihad, a Maldivian withinternational experience in hotel management. From the point of view of the gueststhe place is stunning, peaceful and quiet and their expectations are well met, if notexceeded. Although Baros looks the perfect posting for an operations manager, MrJihad explained that there was a lot of hard work behind the scenes. responsibility is the front office operations to make sure the guests are happy; fromairport receiving through their stay here to their departure at the airport. I usually greetthe guests and talk to them during their stay. I make sure we have all the right SOPs(standard operating procedures) to create the high standards of this resort and I makesure they are all implemented correctly, from check-in to catering to cleaning. I alsooversee the food and beverage operations and the sales and marketing; I check alltheir materials and provide my ideas. I conduct daily and weekly meetings andbriefings with the staff, and with contractors, and oversee the training of staff. There isno typical day, but if we take yesterday, Monday, for example, I started at 7.30 in themorning. This is one of our very busy days so my key objective was to make sure allthe rooms were ready for our incoming guests, make sure reception goes smoothlyfor them, and that all the facilities they bookedare ready for them. I also like to know who the returning guests are. The first thing Idid was to check my emails, then I had a breakfast meeting with our chef. I held ameeting with all my departmental managers where we deal with any issues and briefthem about the day's activities. This was followed by the general staff meeting at 10.00.I then spent some time talking to guests around the site, followed by a meeting withthe Spa Manager at 11.30; we discussed how we can increase utilisation of this facility.This was followed with a similar meeting with the Diving Centre Manager. I then wentoff to my room, had a shower and freshened up. I had lunch at 1.30. I usually have itwith one of my managers; yesterday it was with the HR Manager. We are in the middleof developing our fi re and safety training programme so I was checking how it wasgoing and also the new SOPs we had recently put in place. These meetings areimportant, it gives me time to check things and discuss issues. I then went to my officeand signed all the cocktail party invitations for all our guests and the personal welcomeletters for our arriving guests; I also checked the special arrangements for thehoneymoon guests. Throughout the afternoon I then met the boats bringing in thearriving guests. At 5.30 I went back to my room and had a shower and watched theBBC and CNN for a while. At 7.30 I went back to the office and checked the emailsagain. I then went over to the Lighthouse to talk to guests, and checked over one ofthe other restaurants; it's important for the staff to see managers around. I then wentto reception to talk about today's (Tuesday's) departures. I had dinner around 9.30with my chief engineer and the HR manager, again about the fi re and safety training.This is quite a big projectfor us at the moment. I then went back to the office, checked the emails and went tobed at 10.30. No two days are the same, but every one of them is enjoyable.

Key performance indicators can be elaborated as the blend of quantifiable measurements mainly used…

Provide FOUR (4) KPI and the corresponding tool(s) that can be adopted by Baros to monitor the productivity, efficiency, quality and flexibility of its business. Explain how each index is applied in Baros.

Provide FOUR (4) KPI and the corresponding tool(s) that can be adopted by Baros to monitor the productivity, efficiency, quality and flexibility of its business. Explain how each index is applied in Baros.

Principles Of Marketing

17th Edition

ISBN:9780134492513

Author:Kotler, Philip, Armstrong, Gary (gary M.)

Publisher:Kotler, Philip, Armstrong, Gary (gary M.)

Chapter1: Marketing: Creating Customer Value And Engagement

Section: Chapter Questions

Problem 1.1DQ

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