Introduction: The service encounter: Total control of

Introduction:Carlson Rezidor Hotel Group has along track record of impressive growth and far reaching goals for the future.To help ensure  that achieve and the  ambitions, investing in the  compellingportfolio of relevant, contemporary brands.

Its also continuously optimizingythe  operations, focusing onstrategic and the marketing.its globally has a powerful set ofdifferentiators. Its provide  World-ClassHospitality.The company has a long history  being a great responsible business in theworld .

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Its passionate about the caring for consumer , and that extends beyondthe walls of this  hotels. This companybelief that Carlson Rezidor needs to be a prosper and responsible business forthe consumer , communities and the earth . This is a core belief that is at thevery heart of our business. This company looking for a great staff  to manage the consumer.  Organisation for service: Carlsan Rezidor hotel company hasgreat property globally. Being a great hotel group company made many historyand the service was good from the beginning. They provide many style of serviceto the consumer.

The company has a club carlsan service facility to thecustomer. The company has seven major hotels which are very famous around theworld. 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 themembers and good offer also.This company over 75 years hospitality serviceexperience. And the powerful set of brands that deliver world class hospitalityservice experience. The new generation of expertly cured about the luxury hotel inspired by the amny life style ofthe con temporary of global traveller around the world. The carlasanRezidor  hotel company provide worldleading hotels brand and the iconic hotel also.

The hotel brand has a innovativeroom service and the event facility, bar and restaurant facility as well. companyhas social responsible and service driven. The company caring, sharing anddaring for the consumer.

Carlsan Rezidor understands guests asreal people with the very real wants and needs, is truly committed to buildingmeaningful, personal relationships with the customer . With smart engagingservice setting designs consist the energy and style of each individuallocation. This company provide outstanding meeting spaces and guest rooms.

Theservice encounter:Total controlof the service exchange, while important to the consumer, is not possible. The  service of worker is unavoidable even inhighly standardized operations such as Carlsan rezidor. As a result, theconsumer may perceive a reduction in her level of control the manufacturing of process.When the  consumers perceive a reductionin control of the manufacturing process, they seek cues and reassurances thatthey will obtain their desired service outcomes. The consumers attention is directedto 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 consumerof the positive service outcomes.

Individuals may treat the demonstration offair behavior as substitutes for a sense of control (Namasivayam, K. & Hinkin, T. R. (2003) ).

As noted, inthe service encounter the service worker often assumes control of theinteraction, which makes the exhibition of fair behavior important. Research innon-hospitality settings has shown that there is a relationship betweenperceptions of control and satisfaction. The more a guest or customer loses hisor her sense of control, the more likely she will experience uncertainty,stress, and, ultimately, dissatisfaction. The company  propose that to the extent consumers perceivegreater levels of control in the service exchange. Overthere are last two decades, the hospitality industry has witnessed aconsiderable shift of focus towards customer orientation, however, the vastbody of the relevant hospitality research literature  with few exceptions concentrating on theconcept of internal marketing and internal service constructs – is focused onthe external encounters, where one department in the hotel serves another likeas Carlson rezidor.

The purpose of this company was to explore an in three ‘Capacitymanagement is an essential responsibility of the operations function. Theobjective is to match the level of capacity to the level of demand both interms of quantity (how much) and capability (the skill mix to meet theproduct/service specification)’ that distinguish a successful internal service encounter froma non?successful one. Although internal customers were usually not recognised assuch but  it was found that interpersonalrelations affect to a great extent all internal service encounters in a hotel.Other factors influencing the internal service encounters are theprofessionalism, the dependability, the conscientiousness of the internalsuppliers, their communication skills and the consideration they show to theirinternal customers (Beverley Sparks, Karin Weber. 2008). The rooms division service chaininvolves mainly two forms of internal service encounter. In the first, frontoffice requests rooms that are serviced and checked by housekeeping for theexternal customer.

From this perspective, the efficiency of front officelargely depends on the efficiency of housekeeping. In the second form, housekeepingidentifies possible maintenance problems in the guestrooms or in public areasand reports them to maintenance. Housekeeping cannot give a guest room to frontoffice if anything is out of order and, in such a situation, its performancedepends on maintenance’s response. Additionally, some international hotelchains (e.g. Starwood) have adopted a guest service system by which all guest requestsare automatically transferred to housekeeping. In this case, guests will most probablyconsider that housekeeping is responsible for any delay in addressing a maintenancerequest reported by them.

Again, a part of housekeeping’s efficiency this timein the eyes of the guest depends on the response of maintenance. Communication is one of the mostimportant elements in interdepartmental relationships. Therefore listeningcarefully and properly communicating progress of work, plans and problemsare two of the most obvious behaviours for this category. However,apart from these service behaviours, two of the analysts agreed that this categoryshould include another aspect of internal service encounteraccessibility/availability which, according to the incidents reported (24negative incidents ± nine for front office not being able to contact housekeepingand 13 for housekeeping not being able to contact maintenance), is stronglyrelated with communication( Michael Davidson. 2008).Peoplemanagement:The staffmembers of every hospitality and tourism organization are its most importantresource.

How their work is managed (facilitated) directly impacts the successor failure of the organization. The basic management process is the same inalmost any type of organization, and it consists of six basic functions thatrelate to all resources, including staff members. These functions are listed inFigure which also provides an example of human resources responsibilitiesapplicable to each function.Customerrelationship marketingTheappreciation of relationship marketing is in building and retaininglong-standing relationships with customers, which has a huge impression forvarious organizations in the West. In any case, because of standards and ethnicmodifications, the same term cannot be applied in the local context. This studyis mainly drawn from the data collected through an online survey at five starhotels in the city of Bangalore. The purpose of this research is to draw thehoteliers’ attention about relationship marketing and propose the use of thisterm for the existing strategies currently used in hotels.

The extensiveliterature review related to strategies practiced in the hotel industrysupports the mapping of strategies into one distinguished term: RelationshipMarketing. The primary aim of the study is to develop a framework based onliterature for hoteliers to implement and practice the new term in the hotelindustry. The study ends with a blueprint as well as recommendations in usingthe new term to enhance customer relationship and loyalty. The proposed of this attempts toinvestigate the relationship of employees’ branding, employees’ behaviors andservice quality. Therehas been a considerable improvement in the service delivery system of the hotelindustry and the concept of CRM has taken a new dimension and is gainingmomentum in this sector. The present study on CRM concludes that almost all theowners/managers of the selected hotels in Ludhiana were aware about the CRMconcept and are practicing it in their respective hotels. However, high/mediumtariff hotels are practicing it at a greater extent and low tariff hotels arepracticing it according to their convenience.

The companies are undertakingvarious activities for acquiring customers, for customer development through personalizationand customization, and for customer retention. Further, CRM practices help thehoteliers to increase customer satisfaction, win customer loyalty and retainthe customers which results in increased market share and high profitability.Relationship marketing is a topic that extensively deals with customerloyalty. By satisfying customers, it is the aim of relationship marketingto make customers loyal to buy further products from the company and recommendothers to do the same. It is an essential marketing strategy that has to beused in tandem with almost all products and services today for the parentcompany to remain successful.

Relationship marketing is one of the areas withthe most expression in the field of marketing, recognized not only by academicsbut also by practitioners. Its application in the business world is ever morevisible. It is not only the multiple direct marketing configurations that arebeing increasingly utilized and which enter the field (not being restricted tophysical mail) as mobile marketing; rather, it is also the individualization ofproducts, it is the increasing use of services, it is loyalty programs, and infact it is the multiple channels of interaction with the customer. The presentwork is an open book of information for newcomers in the hotel sector. Thisstudy is an auxiliary information tool to consider as one of the elements forservice delivery in the hotel sector.

This study concept can be applied inother industries by adding the common secondary terms used in that particularindustry.  Service communicationsCommunication may be defined as theactivity aiming to constitute an arrangement to convey information as one ofthe fundamental pillars of social life and organizational structure as well asthe activity of forming relationships between organizations and groups. Ahealthy communication is needed for people to know and understand each otherbetter, to create better functioning organizations and to resolve problemseasier (Sabuncuo?lu & Tüz, 2001; Ruck & Welch, 2012). If an adequateimportance is not placed on communication problems in an organization, it maynot be possible, for example, for people to have better relationships withinthat organization. Communication has various definitions and descriptions inthe literature.

Writers have suggested that communication is the activity ofexchanging messages or thoughts through speaking, pointing or writing; onreciprocal terms, however, they define it as a message exchange process andthey suggest that communication event happens when messages have beencompletely conveyed. Communication has also been defined as the process ofconveying a message containing information from a source to a recipient and hasbeen indicated to be a term expressing the exchange of feelings and thoughtsbetween people. Human factor comes forth as the mostimportant factor for the organizations in hospitality sector due to itslabor-intensive quality. Communication is considered as an important factor intourism establishments and especially in accommodation establishments wherehuman factor is significantly important for the constancy and regularity of theactivity of workers as well as sustainability and efficiency of organizations.An accommodation establishment which does not use communication channelsproperly may not be able to conduct operations regularly and correctly as well,since this specific sector provides services for human beings by human beingsas a labor-intensive sector.

Human beings who are positively or negativelyaffected by any behavior, spoken word and attitude make their decisions as aresult of these interactions. And communication is one of the fundamentalcharacteristics differentiating human beings from all other living creatures(?ener, 2001; Öztürk & Seyhan, 2005).Demand and capacity managementCapacitymanagement is an essential responsibility of the operations function.

Theobjective is to match the level of capacity to the level of demand both interms of quantity (how much) and capability (the skill mix to meet the product/servicespecification(Hill, 2000, p. 184). The increasing competition in the hotel market is a great challenge forhotel managers. Hoteliers are forced to respond, because simply sellinglandscape, nature or comfortable hotel beds is no longer sufficient.

Hotelsthus need to adopt appropriate strategies in order to succeed. Several strategies are used by hoteliers to ensure the survival andgrowth of their hotels through profitability in this competitive era. One ofsuch strategies is capacity management. Capacity management isthe ability to balance demand from customers and the ability of the servicedelivery 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 dealingwith the issue of fixed capacity, a balance between occupancy rate and averageroom rate must be achieved in order to achieve optimal revenue. The focus mustnot only be on high occupancy rates, attention must also be paid to the revenuethat is generated.

Selling too many rooms at a low rate may not be a goodsolution (Inkpen, 1998). Performance measurement •        An ideal performance management system is one that energizes the peoplein an organization to focus effort on•         Improving things that reallymatter •        One that gives people the information and freedom that they need torealize•        Their potential within their own roles and that aligns their contributionwith the success of the enterprise. ConclusionThere is no pretence that strivingfor service excellence is easy, but it is possible to excel as many small andlarge enterprises have shown to be the case.

However, it is a longer termjourney, one fuelled by passion and commitment, a structured approach, engagedemployees and total customer focus. The principles described here are readilyapplicable in any business and should help to revise and enhance the existing approach of Identifying servicemanagement excellence . 


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