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According to Ms. Angela J. Wright there was a gap between the guest's expectations and the perceptions of the services she received in her last visit to the Bellagio in Las Vegas, NV. As a regular guest she knew the quality of services that make the difference between the Bellagio and the other hotels in the same area. Her expectation was high and she was accustomed to that quality of services. When the turnaround of management is frequent it tends to damage the quality of service the property will provide. Regularly, new management might not have the same training and qualifications of the previous management. Another factor could be that when a CEO and/or FEO agree on reducing expenses this tends to lower the quality of service the guest will receive because they will hire new staff with less experience on the field and customer service. …show more content…
Wright was expecting to receive the same high standard customer service that makes the Bellagio apart from the competency. On the other hand, Sharon (reservations), Kate at the VIP check-in desk, Mr. Antonio Aguilar, the Assistant Hotel Manager, Claire and Mr. Randy Morton, we’re not able to stop the escalation of the problem Ms. Wright was experiencing. Also, Katey a Hotel Security and Dellisa Assistant Hotel Manager on duty were unprofessional in their treatment of Ms. Wright and daughter. Smaranda a VIP clerk, try to assist them as the best of her ability, but Miguel a casino security harasses Ms. Wright, daughter, in the casino just because she denied on showing her identification. Ms. Ce-Ce Chiong, a Slot supervisor assist and apologize for Miguel’s behavior and assist her to cash out at the casino. Ms. Wright requested a non-smoking penthouse room that she was interested in the highest floor, more specific, the penthouses on the ends of the building because she likes the panoramic view this room
The first article, “The Best Night $500,000 Can Buy,” portrays the perfect night out in Las Vegas. Devin chronologically takes the reader through a night in one of the famous clubs in Las Vegas, Marquee. He describes the fundamental marketing techniques that promoters use to lure women into the venue, the prices that high-rollers pay to get a VIP access and tables, and the “shitshow” atmosphere where people are dancing as if they are on Ecstasy (some people are actually on drugs). From personal experience, Las Vegas is definitely the Disney World for adults because people can openly consume alcoholic beverages on Fremont Street while enjoying their time at the arcades, night and day clubs, pools, gambling rooms, theme park rides, shopping centers, restaurants, strip clubs, and wedding chapels. Which ultimately le...
The Gaps Model of Service Quality was originally developed for application in the financial service sector. The model was designed to measure components of customer satisfaction by using five dimensions of real or potential gaps in service quality of a hotel (Saleh & Ryan, 1991). The model has been applied to hotels, as well as a number of service agencies, including banking, hotels, restaurants, and healthcare. Even though the services differ greatly, the model is easily adapted to any service industry (Parasuraman, Zeithaml, & Berry, 1985).
...ely strong. Potential entrants have ample access to suppliers and a consumer base willing to visit and spend money at newer and better luxury resorts. Consumers in the in the gambling industry have an exceptional hold on bargaining power, while the bargaining power when it concerns suppliers remain somewhat low. Even though Wynn Resorts has concentrated a vast amount of resources to offer a variety of activities at their resort, the threat of substitutes remains relatively strong. The Las Vegas strip is associated with the massive amount of casinos and luxury resorts, thus making the ease of locating a substitute for consumers high.
This article is about Harrah’s Entertainment; one of the largest casino entertainments made a decision to move away from being a product based company to a strategic marketing company geared towards customer satisfaction by implementing a customer focused rewards program. Bill Harrah, the founder of the company established the company’s reputation on the premise of pride of the employees working for “the best in the business” while given more attention to the condition of the properties. However, when Gary Loveman joined the company as the new Chief operating officer, he made a move towards customer service. Gary Loveman hired Marilyn Winn, the head of Human Resources, to change how the company engaged in people development. Winn came up with a strategic plan to develop Harrah’s human capital. As a result, Winn is faced with the difficult task of improving employee motivation and job satisfaction in a rough economy after 9/11, which changed our nation forever. Although, the company gained market share it did not quite meet the company’s projected level.
At the beginning of the movie the main character Danny Ocean is released from prison. He instantly goes to meet his partner-in-crime and best friend Rusty Ryan. They make a plan to rob three Las Vegas casinos, the Bellagio, The Mirage, and the MGM Grand, in one night. All three casinos are owned by Terry Benedict. Danny and Rusty recruit nine former colleagues and criminal specialists. During the planning phase the team discovers that Danny's ex-wife, Tess, is Benedict's girlfriend. They spy out the casinos, so they are confident to be successful with their plan but then unexpected things happen and the team has to improvise.
The Great Transformation From A Casino City To a Resort Destination Atlantic City is the place to gamble on the East Coast. Although this may initially seem to be a positive characteristic, it is evident that this destination has the capability to be so much more than it already is. This point of interest has the world’s first boardwalk, which opened in 1881, has 4 miles of hotels, amusements, and casinos. Atlantic City was originally a resort town, until 1978, when it changed into a gaming city. This popular day-trip destination had over 34 million visitors in 1998 alone. Despite this amazing statistic, along with the revenue that gambling brings in, many steps are being taken in order to further promote the expansion of this great city. The renovations and improvements being made to the Atlantic City Convention Center are already increasing the amount of money coming in. There is a great deal of other things to focus on in the Atlantic City region. In endorsing local attractions in this scenic area, and in shifting the target market of this spot, this city would change back into a resort destination. When most people think of Atlantic City, the first thing that comes to mind is the casino attractions that are available. With the city’s constant shuffle and excitement, gamblers from all over go there dreaming of a big win. Many people consider Atlantic City to be the “Las Vegas of the East Coast”. There are over 12 casinos, with one building as magnificent as the next. At any given second of the day, these hopefuls may have their lives changed in an instant with just one win. These casino hotels gain most of their income from gamblers. Casinos employ almost 49,000 people every year. This number should actually jump when the Marina District opens. Although Atlantic City prospers as a gambler’s paradise, many would love to show others just how much more Atlantic City really has to offer its tourists. The Atlantic City Convention Center, built in 1929, was renovated with $72 million in 1997. With the world’s largest pipe organ, everyone from the Beatles to Pavarotti has played there. It was designated a historic landmark in 1987. Conventions, trade shows, meetings, and public events of the greater Atlantic City area all take place here. When the renovation is finally completed, it will seat up to 12,000 people for special events.
1. The philosophy behind the 100% Satisfaction Guarantee is to have the guests act as quality-assurance inspectors by identifying quality deficiencies and reporting them to hotel employees. I do think that this is a good way to improve service quality; however, I am not sure that it is the best way. While it may seem to consumers that employees will try harder to satisfy them, if employees are empowered to refund a customer’s money, they do not have to answer to management, they can just do it.
Ramada, like most mid-tier hotels, had become stagnant in customer service ratings. Management of Ramada Franchise Systems (RFS) knew that it was only a matter of time before ratings began to drop and true problems developed. RFS knew it was time to address the situation at hand. In doing so, RFS went to some of the leaders in customer service – Disney, Southwest Airlines, and Carlson Hospitality.
We recommend Vikram to use service quality framework (SERVQUAL) as a scale to measure and manage hotel guest’s perception of service quality in terms of five dimensions (session2 slide#45), which are (i) Reliability – OV employee’s ability to dependably and accurately perform the promised service to consistently delight its guests (ii) Assurance – Knowledge and courtesy of OV employees, and their ability to convey trust and confidence. (iii) Empathy – OV’s individualized attention and customized care it offers to its guests and understanding the customer to anticipate guest needs, wants and desires to enlighten the service. (iv)Tangibles – Refers to OV’s lavish tents and other physical facilities, equipment, pleasant appearance of OV personal, etc. (v) Responsiveness – OV’s willingness to help customers and provide prompt
Despite her pleas with her husband to stay in one of the pleasant downstairs
The new business model which developed into the expected norm, is credited to bootlegger Tony Cornero, who was approaching profitability in a novel fashion. “Instead of a small casino for high rollers, Cornero built a big casino for low rollers.” (strip lv and the arc dream) This was at a time when America’s middle class was growing, meaning that a bigger flow of people had money to spend, and found Las Vegas as their awaited haven. Not hiring an architect, Cornero relied on engineers to lay out the designs of the hotels and casinos with maximum efficiency, while still making the consumers “feel like a million bucks for only half the price of rooms at other resorts”.
The Mandarin Oriental Hotel has, since its creation, received a rating of. recognition for providing a level of products and services of the highest quality of the product. With traditions of consistent quality service. delivery are practiced at each of the hotels, the challenge to the Group is to develop an ongoing corporate culture of quality service. drawing upon the strengths of each individual hotel.
A basic and a sensible requirement for most of the customers is to know how much something costs and if they can find it cheaper someplace else. We have come to a point where the cost of the product or service matters more than the quality. We expect to get a lot more for much less cost. Big companies are trying to maximise their profits by reducing labor costs.
“The objective of this phase is to identify events and or future trends that will affect the hotel industry over the next five years. Also, the impact that those events and trends will have on your business in terms of cost and revenue changes and the timing of the impact.” (Fedele, 2010) For each of the external environment, it is also to identify what will affect the performance of the business.
When entering a restaurant, I usually expect to leave full, satisfied, and wanting to come back again. I believe that many people expect the same thing. The way people react to service can be very different from person to person. Depending on the way the customers are feeling, or the way that the server is feeling can be a big factor for the way service comes across. Service is an important part of everyone’s lives because majority of the jobs that people preform are service related. Poor service is an unfortunate part of life that everyone comes across. The way that I react to the poor service I receive is important and can change in the blink of an eye. Whether I react in an outspoken way, by getting loud and voicing my opinion. Or if I react in a quiet or apologetic way, it can affect my server, and the people around me, and myself.