Asmaalsaad Hind Dawood Manal Albatniji

Asmaalsaad 120001149hind Dawood 120003779manal Albatniji 120000569amir

Asmaalsaad 120001149hind Dawood 120003779manal Albatniji 120000569amir AsmaAlsaad Hind Dawood Manal Albatniji Amirah Alhakamy Week 1 Hotels in area Am focusing on an area where there are only 2 hotels: 1. Mandareen Hotel: 3 starts small rooms hotel 2. Bodul Apartment model (not rated) Customer segments 1. Small businessmen: this segment constitutes small businessmen visiting Riyadh to attend business meetings or followup with government. This segment require quick and affordable place to stay in with basic service such as internet access. 2. Social visits: short stay of families visiting Riyadh to attend social events or visit relatives. This segment seeks affordable accommodation with wide space and washing and kitchen facilities. 3. Medical care seekers: people visiting Riyadh to attend to medical appointments at specialized and government hospitals. Questions 1. What are the most important needs of this segment (for example, for social visitors, is space more important than having a kitchen?) 2. What needs are not satisfied currently with the existing hotels? 3. Are these segments willing to pay higher prices for better quality accommodation? 4. What are the sub-segments of each segment? Value creation My Inn will be based on the model of the apartment motel, however will aim to create value by offering the following services: -Contract a nearby restaurant to provide in-room services -Make maps of Riyadh available for cheap prices -Set a self-service coffee machine in the lobby -Install a snacks and beverages vending machine -Contract a taxi company to provide a discount for airport transportation -Extra blankets and pillows to be made available when requested -Create a small kids playing room that can be shared by all guests -Make available for nominal or even for free a desktop computer for general use in the lobby -Make available list of nearby services and shops -Sell phone cards at the reception -Make available on request basic medicine such as pain killers and panadol Amirah AlHakamy: Asma Alsaad Hind Dawood Manal albatniji What Makes Hotel Patrons Satisfied and Repeat Customers? This is a research plan to answer the above question and we will use the Explanatory Design Category in our research to help us identify and understand more about the relationship between the independent variables using Qualitative research and specifically Ethnographic research. By collecting Primary data through online data gathering and mail a lot can be learned about repeat customer what they like and don’t like and they want and don’t want when staying at a hotel. After collecting the data two important elements must be used to measure the data properly the first element is determining the features and properties of the hotel services that can be measured and the second element is to use the appropriate scale of measurement objective like age, duration and prices or subjective where we measure feeling of the customers and put scale to reflect how they fell about certain services. So using an interval scale, which is best, used to measure satisfaction of customers and that can be done by developing a questionnaire that is open-ended in our case. The next thing is to develop a nonprobability sampling procedure like snowball sampling to focus on our loyal customers instead of the g...

Paper For Above instruction

Introduction

Understanding customer satisfaction and loyalty is fundamental for hospitality establishments aiming to improve service quality, retain patrons, and differentiate themselves in competitive markets. The case focus on two distinct hotels—a small, three-star hotel and an unrated apartment-style accommodation—in Riyadh, serving mainly three customer segments: small businessmen, social visitors, and medical care seekers. This paper aims to analyze the critical needs of these segments, assess gaps in current hotel offerings, explore willingness to pay for improved services, and identify sub-segments for targeted value creation strategies.

Customer Segments and Their Core Needs

The small businessmen visiting Riyadh primarily seek convenience, affordability, and quick access to essential amenities, notably reliable internet connectivity. Their primary needs include efficient check-in/check-out processes, comfortable basic accommodations, and proximity to business districts or governmental offices. They are less concerned with luxury, and more with transactional efficiency.

Social visitors, often families, prioritize spaciousness, privacy, and facilities that facilitate their social and personal needs, such as kitchens and laundry services. For these travelers, value is closely tied to space, comfort, and the ability to prepare meals or wash clothes, which enhances their experience and sense of home away from home.

Medical care seekers place importance on proximity to hospitals, reliability, cleanliness, and access to basic health-related supplies or medicines. Their needs are driven by urgency and health concerns, making accessibility and comfort vital.

Research suggests that for social visitors, space is often more critical than having a kitchen, particularly for families requiring multiple rooms or larger living areas. Conversely, medical visitors may prioritize proximity and cleanliness over other amenities. Small businessmen may find basics enough unless additional services provide significant convenience.

Assessment of Existing Hotel Offerings

Both Mandareen Hotel and Bodul Apartments currently fulfill some aspects of these needs but leave significant gaps. Mandareen, with its basic, three-star hotel setup, primarily offers limited room sizes and minimal amenities, possibly insufficient for families needing larger space or cooking facilities. Bodul Apartments, though unrated, suggests potential for more home-like accommodations but lacks formal services or branding familiarity.

Existing hotels inadequately address specific needs such as in-room kitchen facilities for social visitors, comprehensive accessibility for medical visitors, or dedicated spaces for children and families. Despite the low-cost appeal, absence of certain amenities and high personalization options results in lower customer satisfaction and decreased loyalty potential.

Willingness to Pay for Enhanced Quality

Evidence supports that segments such as medical visitors and social families are willing to pay a premium for improved services—particularly comfort, space, and convenience. Small businessmen, on the other hand, tend to prioritize affordability but may accept slightly higher prices for services that save time or improve convenience, such as reliable Wi-Fi and quick check-in.

Research indicates that customers value tailored solutions; when their unmet needs are addressed, their willingness to pay increases (Chen & Huang, 2020). For example, offering family-sized units with kitchen facilities or rapid internet can command higher rates. The value-added services proposed—like in-room food delivery, maps, and basic medicines—further substantiate the willingness of segments to pay more.

Sub-segments and Their Specific Needs

Within each main customer segment, smaller sub-segments emerge:

• Business travelers: Require speedy service, reliable internet, and proximity.
• Families: Need larger rooms, kitchens, laundry facilities, and child-friendly spaces.
• Medical patients: Value proximity to hospitals, quiet environment, and hygiene standards.
• Tourists or social visitors: Prefer spacious accommodations, recreational facilities, and social amenities.

Understanding these sub-segments allows for targeted marketing and tailored service packages, thus enhancing customer satisfaction and retention.

Value Creation Strategies

The proposed value creation model for My Inn capitalizes on the apartment motel approach complemented by ancillary services. Partnering with nearby restaurants can facilitate in-room dining, catering to busy business travelers and families. Providing maps and local guides at minimal cost addresses the needs of all segments, promoting independence and ease of navigation.

Self-service coffee machines, snacks, and beverage vending machines enrich the self-sufficiency and comfort of guests. Discounted taxi services ease transportation challenges, especially for hospital visits or airport arrivals. The availability of extra bedding, a shared children’s playroom, and free or nominal desktop computers enhance family and leisure experiences.

Furthermore, offering basic medicines and selling phone cards are simple value additions that appeal broadly. These amenities collectively foster an environment that emphasizes convenience, comfort, and personalized service—key drivers of customer satisfaction and loyalty.

Measuring Satisfaction and Loyalty

To ascertain factors influencing satisfaction and repeat patronage, the research employs an explanatory mixed-methods approach integrating qualitative ethnographic methods with quantitative surveys. Initial qualitative data collection via online surveys and interviews helps reveal nuanced customer preferences, frustrations, and unmet needs.

A structured questionnaire using interval scales, such as Likert scales, assesses customer feelings about various service attributes—room size, cleanliness, amenities, staff friendliness, and overall experience. Open-ended questions allow detailed insights into specific preferences and suggestions.

Using nonprobability sampling, specifically snowball sampling, enables targeting loyal customers and those with significant hotel experience, yielding more relevant insights. Analyzing this data identifies service attributes most correlated with satisfaction and likelihood of repeat visits, guiding strategic improvements.

Hedonic and utilitarian factors—such as emotional comfort and functional convenience—are both considered to understand comprehensive customer satisfaction drivers. Repeated assessments and feedback loops ensure continuous service enhancement aligned with customer expectations.

Conclusion

The hospitality landscape in Riyadh, particularly in niche markets like small hotels and apartment accommodations, demands a nuanced understanding of customer needs and preferences. For segments like small businessmen, social visitors, and medical clients, the focus should be on providing personalized, convenient, and affordable services that address their unique requirements. While existing hotels partially meet these needs, gaps remain particularly around space, family amenities, and personalized services.

Implementing targeted value-added services, leveraging strategic partnerships, and employing culturally sensitive, data-driven customer satisfaction measurement techniques can generate higher loyalty, increased revenue, and competitive differentiation. By aligning service offerings with identified segment needs and continuously refining based on customer feedback, My Inn can establish itself as a preferred choice in Riyadh’s hospitality sector.

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