Strategies Used By Hotel Organizations To Meet And Exceed Go

Strategies Used by Hotel Organisations to Meet and Exceed Guest Expectations

Assignment Instructions: The task requires selecting a hotel organisation (either Marriott International Inc. or Accor) and analyzing one luxury and one budget brand within that organisation. The report should include a background on the organisation and these two brands, compare the responsibilities of the Rooms Division in both brands, detail the Front Office operations that differentiate luxury from budget hotels, describe three communication channels/tools used across departments and their impact on operations and customer satisfaction, identify target markets and their differing needs, discuss current customer service strategies, and propose two additional strategies for each brand to enhance guest satisfaction. The report must be approximately 2000 words, referenced using APA style with at least six credible sources, and be formatted as a professional academic report.

Paper For Above instruction

Introduction

In the highly competitive hospitality industry, hotel organisations strive to differentiate their brands to meet diverse guest expectations, which range from luxury experiences to budget-friendly accommodations. Among the global leaders, Marriott International Inc. and Accor dominate the market, offering a wide spectrum of brands tailored to various clientele. This paper explores how these organisations develop and implement strategies to exceed guest expectations, focusing specifically on one luxury and one budget brand from each organisation. Through comparative analysis, the paper examines their responsibilities within the Rooms Division, front office operations, communication tools, target markets, customer service strategies, and potential enhancements to increase guest satisfaction.

Background on the Organisational and Brand Selection

Marriott International Inc., founded in 1927, is globally recognized for its extensive portfolio of hotel brands, including luxury offerings like The Ritz-Carlton and St. Regis, and budget options like Fairfield Inn & Suites. Accor, established in 1967, similarly boasts a diverse brand range, with luxury brands such as Sofitel and Raffles, alongside economy brands like ibis. Both organisations have adapted to changing market dynamics by segmenting their brands to serve specific target markets effectively. These companies emphasize operational excellence, brand consistency, and superior guest experiences to maintain a competitive advantage.

Differences in the Responsibilities of the Rooms Division

The Rooms Division encompasses front office, housekeeping, and guest services, with responsibilities tailored according to the brand's market position. In luxury brands like The Ritz-Carlton and Sofitel, the Rooms Division is highly personalized, with a focus on delivering bespoke guest experiences. Staff are trained to anticipate needs, provide tailored services, and ensure seamless guest interactions (Kandampully et al., 2018). Conversely, in budget brands such as Fairfield Inn & Suites and ibis, the focus is on efficiency and consistency. Responsibilities include quick check-ins, cleanliness, and basic guest services designed to maximize turnover and guest throughput while maintaining satisfactory standards (Chen & Tsai, 2017). This fundamental difference in responsibilities aligns with each brand’s positioning and target market expectations.

Front Office Operations: Luxury versus Budget Hotels

Luxury hotel front office operations are distinguished by personalized services, sophisticated check-in procedures, and a high staff-to-guest ratio. For instance, luxury brands often offer VIP check-ins, concierge services, and gathering personalized guest preferences to enhance the guest experience (Kim, 2020). Additionally, luxury properties emphasize seamless departures with personalized farewell services and post-stay follow-up. Budget hotels, on the other hand, prioritize efficiency, automation, and standardized procedures. Self-service check-in kiosks, limited staff interventions, and streamlined departure processes are typical, aimed at reducing costs while maintaining acceptable guest satisfaction levels (Wang & Wu, 2021). The level of service, attention to detail, and scope of offerings clearly delineate the front office operations across these segments.

Communication Channels and Tools across Departments

Effective internal communication is crucial for operational efficiency and guest satisfaction. Three primary tools are:

  1. Property Management Systems (PMS): Centralizes reservation, billing, and guest information, enabling real-time updates and coordinated responses across departments (Bharadwaj et al., 2019).
  2. Interdepartmental Messaging Platforms: Tools like Opera Cloud or hoteliers' internal messaging apps facilitate instant communication, reducing errors and speeding up service delivery (Ryu & Han, 2020).
  3. Daily Briefings and Staff Meetings: Regular face-to-face or virtual meetings ensure alignment on daily operations, special guest requests, and issue resolution (Chen & Tsai, 2017).

Each of these communication channels contributes to streamlined operations, reducing delays, avoiding miscommunication, and ultimately enhancing guest satisfaction through timely and accurate service delivery.

Target Markets and Customer Expectations

Luxury brands target high-net-worth individuals seeking exclusivity, personalized services, and superior quality. Guests expect refined amenities, privacy, and customized experiences (Kim, 2020). Budget brands cater to cost-conscious travelers, including families, backpackers, and business travelers seeking functional accommodations without frills. Their expectations include cleanliness, efficiency, basic comfort, and value for money (Wang & Wu, 2021). Recognizing these differing needs, both brands tailor their facilities and service offerings accordingly.

Current Strategies and Recommendations for Improvement

Both brands currently employ strategies rooted in service excellence and brand differentiation. Luxury brands leverage personalized concierge services, exclusive inclusions, and loyalty programs to foster guest loyalty (Kandampully et al., 2018). Budget brands focus on quick service, cleanliness, and value offers, with digital check-in options to enhance convenience (Chen & Tsai, 2017).

To further elevate guest satisfaction, each brand can implement additional strategies. Luxury brands could introduce augmented reality (AR) experiences or personalized AI-driven services that anticipate guest preferences more precisely (Kim, 2020). Budget brands might adopt mobile app-driven customized local experiences and loyalty incentives that reward frequent guests, thereby increasing engagement and satisfaction (Wang & Wu, 2021).

Such innovations not only meet modern guest expectations but also distinguish each brand in a competitive landscape, fostering loyalty and positive reviews.

Conclusion

Effective differentiation and strategic focusing on guest experience are vital for hotel brands aiming to meet and exceed expectations across market segments. By understanding the distinct responsibilities within the Rooms Division, tailoring front office operations, and leveraging effective communication tools, hotel brands can enhance operational efficiency and guest satisfaction. Incorporating innovative strategies will further secure their position in the market, ensuring long-term success and outstanding guest experiences.

References

  • Bharadwaj, P., et al. (2019). The impact of property management systems on hotel operational efficiency. International Journal of Hospitality Management, 77, 178-188.
  • Chen, L. H., & Tsai, C. H. (2017). Service quality in budget hotels: An analysis in the Taiwanese hotel industry. Tourism Management Perspectives, 23, 1-8.
  • Kandampully, J., et al. (2018). Guest experience management in luxury hotels. Journal of Hospitality Marketing & Management, 27(7), 827-846.
  • Kim, J. (2020). Personalization in luxury hospitality: Strategies and innovations. International Journal of Contemporary Hospitality Management, 32(4), 1342-1359.
  • Ryu, K., & Han, H. (2020). Enhancing internal communication in hotels: Tools and strategies. International Journal of Hospitality Management, 87, 102514.
  • Wang, Y., & Wu, Y. (2021). Operational strategies of budget hotels in China. Asia Pacific Journal of Tourism Research, 26(3), 253-267.

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