Assumptions
• Room service is not available in The Riverbank Hotel as the kitchen closes at 10.30 p.m
• The remaining 8 members of staff do not include the new cooks that were hired to replace the chef and his team
• An existing I.T system was in place after the renovation in 2008. However, this system was too costly to maintain and Mr. Smith and his staff reverted to a book system.
• An old website page for the hotel was in place
• It is assumed due to cutbacks in marketing in 2010 by Mr. Smith that little investment has been made into online marketing
• There is very little presence of The Riverbank Hotel online
• The hotel does not currently use price comparison websites
Introduction
While Mr. Smith has saved money reducing …show more content…
For example, if the restaurant is full when customers arrive, they can be diverted into the bar to wait for a table to become available instead of being turned away. This is not only profitable for both the bar and restaurant, but will also soothe anxious customers.
Targeted advertising may also help manage demand. During the week the hotel’s advertising could be aimed at corporate/business people and the over 60’s whereas at the weekend their advertising could be focused on families and couples. If Mr. Smith foresees that bookings are down for a particular night he could advertise ‘last minute deals’ for The Riverbank Hotel. This will entice customers and ensure that the hotel is as close to full capacity as often as possible.
There are also many strategies for managing supply. One example of this is cross-training employees. Mr. Smith could ensure his staff are fully trained in multiple areas of the hotel such as working on the reception desk, behind the bar, and as a waiter/waitress in the restaurant. When one area becomes particularly busy, staff can rotate and assist in another area ensuring that the hotel continues to run efficiently. Hiring part time employees can also manage supply as they can be scheduled for peak times …show more content…
(2007). The impact of information technology on hotel operations, service management and transaction costs: A conceptual framework for full-service hotel firms. International Journal of Hospitality Management, 26(2), pp.395--408.
Davis, M. and Heineke, J., 2010. Service Innovation II Designing Service Processes. [online] Summersoc. Available at: <http://www.summersoc.eu/summersoc2011/wp-content/uploads/2011/01/Service-Innovation-II-Designing-Service-Processes-september-27-2009.pdf> [Accessed 19 Apr. 2014].
Donaghy, K., McMahon, U. and McDowell, D. 1995. Yield management: an overview. International Journal of Hospitality Management, 14 (2), pp. 139--150
Fitzsimmons, J, Fitzsimmons, M., Bordoloi, S. 2013/14 Service Management: Operations, Strategy, and Information Technology, 8th Ed., McGraw Hill
Garces, S., Gorgemans, S., Martínez S'anchez, A. and P'erez P'erez, M., 2004. Implications of the Internet—an analysis of the Aragonese hospitality industry, 2002. Tourism Management, 25(5), pp.603--613.
Martins, F. and Plus, F., 2014. 5 Hospitality Tips for Achieving Top Rated Customer Satisfaction. [online] Business 2 Community. Available at: <http://www.business2community.com/customer-experience/5-hospitality-tips-for-achieving-top-rated-customer-satisfaction-0497746#!E9WfO> [Accessed 21 Apr.
• Room service is not available in The Riverbank Hotel as the kitchen closes at 10.30 p.m
• The remaining 8 members of staff do not include the new cooks that were hired to replace the chef and his team
• An existing I.T system was in place after the renovation in 2008. However, this system was too costly to maintain and Mr. Smith and his staff reverted to a book system.
• An old website page for the hotel was in place
• It is assumed due to cutbacks in marketing in 2010 by Mr. Smith that little investment has been made into online marketing
• There is very little presence of The Riverbank Hotel online
• The hotel does not currently use price comparison websites
Introduction
While Mr. Smith has saved money reducing …show more content…
For example, if the restaurant is full when customers arrive, they can be diverted into the bar to wait for a table to become available instead of being turned away. This is not only profitable for both the bar and restaurant, but will also soothe anxious customers.
Targeted advertising may also help manage demand. During the week the hotel’s advertising could be aimed at corporate/business people and the over 60’s whereas at the weekend their advertising could be focused on families and couples. If Mr. Smith foresees that bookings are down for a particular night he could advertise ‘last minute deals’ for The Riverbank Hotel. This will entice customers and ensure that the hotel is as close to full capacity as often as possible.
There are also many strategies for managing supply. One example of this is cross-training employees. Mr. Smith could ensure his staff are fully trained in multiple areas of the hotel such as working on the reception desk, behind the bar, and as a waiter/waitress in the restaurant. When one area becomes particularly busy, staff can rotate and assist in another area ensuring that the hotel continues to run efficiently. Hiring part time employees can also manage supply as they can be scheduled for peak times …show more content…
(2007). The impact of information technology on hotel operations, service management and transaction costs: A conceptual framework for full-service hotel firms. International Journal of Hospitality Management, 26(2), pp.395--408.
Davis, M. and Heineke, J., 2010. Service Innovation II Designing Service Processes. [online] Summersoc. Available at: <http://www.summersoc.eu/summersoc2011/wp-content/uploads/2011/01/Service-Innovation-II-Designing-Service-Processes-september-27-2009.pdf> [Accessed 19 Apr. 2014].
Donaghy, K., McMahon, U. and McDowell, D. 1995. Yield management: an overview. International Journal of Hospitality Management, 14 (2), pp. 139--150
Fitzsimmons, J, Fitzsimmons, M., Bordoloi, S. 2013/14 Service Management: Operations, Strategy, and Information Technology, 8th Ed., McGraw Hill
Garces, S., Gorgemans, S., Martínez S'anchez, A. and P'erez P'erez, M., 2004. Implications of the Internet—an analysis of the Aragonese hospitality industry, 2002. Tourism Management, 25(5), pp.603--613.
Martins, F. and Plus, F., 2014. 5 Hospitality Tips for Achieving Top Rated Customer Satisfaction. [online] Business 2 Community. Available at: <http://www.business2community.com/customer-experience/5-hospitality-tips-for-achieving-top-rated-customer-satisfaction-0497746#!E9WfO> [Accessed 21 Apr.