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Table of Contents
Introduction.................................................................................................................................................2
Company Overview.....................................................................................................................................3
Company History.........................................................................................................................................3
Mission........................................................................................................................................................3
Vision...........................................................................................................................................................3
Organizational Structure of Hotel Graver Inn International........................................................................4
Objectives....................................................................................................................................................5
Methodology...............................................................................................................................................5
Findings.......................................................................................................................................................6
Services Gap of Hotel Graver Inn International...........................................................................................7
Service Failure and Recovery of Hotel Graver Inn International..................................................................9
Recommendations.....................................................................................................................................11
Conclusion.................................................................................................................................................12
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Introduction
Tourism is the fastest and the largest growing industry in the world. The tourism sector
has enormous potential to make a huge contribution in the economy of Bangladesh. With
the proper investment and development, this sector could bring in a large amount of
foreign currency, which could provide a much-needed boost to other sectors. It's also the
way to put the country on the world map for positive reasons.
With proper management of tourism activities, this sector also helps provide employment
opportunities and reduce the wage gap in the country. There is plenty in this country with
potential for the tourism industry to flourish. The world's largest unbroken stretch of
natural beach resides in our own Cox's Bazaar, where development is going on
unchecked. The lush green slopes of the Chittagong Hill Tracts are treasured locations for
eco-tourism and wildlife watchers. Also in the south are the Sundarbans, home to
mangrove forests and the Bengal Tiger. Up in the north-east lies our tea capital in the
form of Srimongol, Sylhet. Dotted around the country are ancient Buddhist monasteries
and old Hindu temples. Our capital city Dhaka is called the City of Mosques for its
impressive collection of mosques. As such, Bangladesh itself is home to quite a few
World Heritage Sites which remain vulnerable, but with with proper management could
bring a lot of tourist traffic.

Recently, Bangladeshi tourists have taken to travelling abroad instead of travelling inside
the country. With each outgoing Bangladeshi tourist, a lot of currency flows out of the
country. Of late, Bangladeshi tourists are looking beyond Cox’s Bazar, Bandarban,
Rangamati, Kuakata, Dhaka, Sylhet, Dinajpur and are grabbing foreign holiday deals like
never before. The main cause of Bangladeshi tourists seeking holidays abroad is high
aviation cost in the domestic sector. When a tourist in Bangladesh can get cheaper return
tickets to Malaysia, Nepal or Thailand than to Cox’s Bazar or the Sundarbans, he will
obviously go abroad.
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Company Overview
Located in Kuakata, Hotel Graver Inn International is one of the leading luxury hotels in
Bangladesh. They provide quality service to their customers through proper utilization of their
resources and a trained and expert manpower.

They have 24 well furnished rooms divided in 5 different categories and one large conference
hall for any sort of function or business meetings. Whether someone is staying the night for
business purpose or just there for the pleasure, it is an ideal hotel to stay in.

Company History
Established in 2008, Hotel Graver Inn International is a sister concern of Mazim group of
companies. There are 13 companies in total under Mazim group of companies. In order to target
and capture the tourism and hospitality industry of Bangladesh Mazim launched the hotel. They
have been providing quality service to their customers ever since. It is the second most popular
hotel in Kuakata.

Mission
The mission of Hotel Graver Inn International is to provide maximum facilities that customers
expect from a luxury hotel.

Vision
The vision of Hotel Graver Inn International is to become the leading luxury name in the tourism
and hospitality industry through quality service and maintaining a standard. They want to
provide the customers with all the experiences a luxury hotel can arrange for. They have placed
themselves as premium hotels in the industry.
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Organizational Structure of Hotel Graver Inn International


In terms of organizational structure, the hotel is headed by a Chairman under whom exists a
Managing Director. Two executive directors report to the managing director and they have the
General Manager under their command. Under the GM resides the other departments in an
organized hierarchy. The three main departments in the hotel organization are,

1. Human resources
2. Operations
3. Restaurant
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Objectives
The objective of this study is-

 To find out service gaps within an organization


 To understand service failure and recovery
 To analyze whether the recovery strategy is sufficient or not

Methodology
The whole paper is prepared using both primary and secondary data. The presentation of
secondary data is very minimal. Primary type of data is collected through presenting a
questionnaire and Assistant Operational Manager of the company helped us to get a portion of
the answers from the managing director of the company and rest of the portion were answered by
himself. Secondary type of data is collected from the company website such as company history,
product related information from advertisements etc.
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Findings
This part of the paper involves the information we have collected regarding the Hotel Graver Inn
International.

Facilities and Services Provided by the Hotel:

 Free Wi-Fi, Indoor Gym, Kids Zone 24/7.


 Conference Hall.
 Open Air Concert Facility.
 Business Centre Facility.
 Credit Card Facility.
 Fire Protection System.
 Standby Generator.
 Large Car Parking.
 24/7 Security Guard. CC Camera Protected.
 On early booking, we arrange Tour & Sight Seeing (Sunrise, Lal Kakrar Chor, Kotka,
Sonarchor, Fatrar Bon, Shutki Polli, Lebur Bon, Misripara, Fakirer Hatt, Rakhain Polli &
Eco Park).
 Warm Welcome All Time.
 Drinks on Arrival.
 Round the Clock Room Service.
 24 Well-furnished Rooms.
 Almirah, LCD TV, Fridge & Bathtub.
 Complementary: Breakfast, Newspaper, Mineral Water & Bath room amenities.
 Hot & Cold Running Water.
 Extra Bed & Baby Cot (payable).
 Multi Cuisine Restaurant.
 Deshi & Chinese Food, Bar-B-Q, Koral Fish, Mutton & Chicken, Food on Demand
(depends on availability in the market which is payable).
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 Safe Deposit Box in Every Room.


 Pickup-drop service

Services Gap of Hotel Graver Inn International


Hotel Graver Inn International being one of the luxurious and popular hotel it fails to provide
few major services one hospitality organization should be provided with.

Hotel Graver Inn International has following services gap according to their facilities and
responses.

Provider Gap 1: the Listening Gap

 Inadequate customer research orientation:

The hotel authority doesn’t focus on the responses from the customers. They don’t collect
information on whether the customers are satisfied with the existing service or not. As a leading
name in the industry they should conduct research or collect data on whether their service is able
to satisfy the needs of the customers or not.

 Lack of upward Communication:

There is no communication between the authority and the customers. If the customers ever have
any complaints, they are unable to contact the top management to convey their concerns. Thus
creating a gap. This often results in unheard complaints and unresolved problems.

Provider Gap 2: the Service Design and Standards Gap

 Absence of customer-driven standards:

Hotel Graver Inn International often believes that the customer expectations are too
unreasonable. They focus on the service they believe is best for the customers and often fail to
give customers what they need.

 Poor service design:


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The hotel management sometimes tries to provide new services for the customers. But these new
ideas are rushed and not well thought of. There is less systematic development. One example for
this would be the attempt to introduce a massage parlor without expert masseurs.

Provider Gap 3: the Service Performance Gap

 Deficiencies in human resource policies

Often the hotel fails to recruit effective employees. Hospitality is a service that requires
dedication and motivation from employees to be carried out properly. Not all the employees
understand this or try to maintain the idea. Thus these failed recruits result in poor service
delivery. Also the employees are not always properly trained to use the technology that is
available to deliver the service.

 Customers not fulfilling roles

Sometimes the customers fail to fulfill their roles. They don’t always properly read and follow
instructions which jeopardizes the service quality. Also when a customer takes too much time of
the service provider other customers are hampered.

 Problems with service intermediaries

The intermediaries that deliver the service to the end customer sometimes fail to understand their
objectives. The employees that have direct contact with the customers don’t always play their
roles properly. The bell boys always at the disposal of the customers, the waiters at the restaurant
sometimes fail to perform.

Provider Gap 4: the Communication Gap


 Lack of integrated services marketing communications:

Hotel Graver Inn International tends to oversee the external communications as independent.
It is highly reliable on third party for external communications and often creates
Miscommunications. From the last 3-4 years, there have been no visible interactive marketing
communication plan. Therefore the customer feel detached and not connected.
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 Ineffective management of customer expectations:

Hotel Graver Inn International fails to manage customers’ expectations through all form of
external communications. Customers are not well driven as the hotel fails to educate about their
unique facilities.

Service Failure and Recovery of Hotel Graver Inn International


Service Failures

From the provider gaps, we can identify the failures that Hotel Graver Inn International faces in
terms of delivering their desired service to the customers. They are,

 Failure to ensure customer satisfaction


 Failure to communicate with the customers
 Failure to meet customer expectations
 Failure to deliver the service properly
 Failure to communicate the service to the customers

Service Recovery

As Hotel Graver Inn International aims to be the leading name in luxury hotel category they are
most certain to adopt recovery strategies to overcome said failures and provide the best service
possible to the customers. They have adopted the strategy “Fixing the Customer”.

Service Recovery Strategy: Fixing the Customer

 Respond Quickly:

The management of the hotel have started taking customer complaints more seriously and now
try to respond to the customer complaints and quickly and effectively as possible. They have set-
up a separate complaint section where the customers can complain directly about the problems
they are facing and that complaint is forwarded immediately to the responsible authority.
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 Provide Appropriate Communication:

The management has taken up the responsibility to communicate properly with the customers. If
any inconvenience occurs then they take responsibility and explain the reasons behind the said
inconvenience. Sometimes problems occur because of technical difficulties. Such problems can’t
always be solved by the management. But the management need to take responsibility and give
proper explanation as to why it happened.

 Treat Customers Fairly:

The hotel management provides the customers with compensations for any inconvenience
incurred because of the hotel authority. They ensure that the customers feel fairly treated.

The hotel authority have adopted certain policies in terms of customer inconvenience so that the
customers know when and how they will be compensated or whether they will be compensated
at all. The customers have a clear view of the entire process.

 Cultivate Relationships with Customers

By properly communicating the service with the customers, the management ensures building a
relationship with the customers. Customers who have a strong relationship with the organization
often tend to overlook failures. Marketing activities and campaigns tailored to the customer base
ensures that they feel one with the service and eventually build long lasting relationships.
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Recommendations
Even though the hotel management have taken up a strategy to recover from its failures, we
believe that the strategy won’t suffice as not all failures are being addressed. The strategy
adopted by the management involves only listening to the complaints and then finding a solution
to the problems. But the problems still remain the service delivery. We believe that by adopting
the “Fixing the Problem” strategy along with the existing strategy will help in a complete service
recovery.

Service Recovery Strategy: Fixing the Problem

 Encourage and Track Complaints

Customer research can be designed specifically for this purpose through satisfaction surveys,
critical incident studies, and lost customer research.

 Learn from Recovery Experiences

By tracking service recovery efforts and solutions, managers can often learn about systematic
problems in the delivery system that need fixing.

 Learn from Lost Customers

Another key component of this strategy is to learn from the customers who defect or decide to
leave. Formal marketing research to discover the reasons customers have left can assist in
preventing failures in the future.
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Conclusion
To provide quality service, any service organization must first find out its own service gaps and
close those gaps. Only doing so can ensure proper service delivery to the customers.

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