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Case Study--Mandarin Oriental Hotel

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Introduction

Case Study--Mandarin Oriental Hotel The company Established in Hong Kong in 1963, Mandarin Oriental Hotel Group is and international hotel investment and management group operating ten hotels in the Asia-Pacific region. The company manages each of these hotels and has significant ownership interests in all but Mandarin Oriental, San Francisco and the Phuket Yacht Club Hotel and Beach Resort, Thailand. Mandarin Oriental's overall corporate quality goal is to achieve a level of excellence that sets the group apart from all of its competitors in the eyes of customers, investors and staff. In order to achieve this level of excellence it strives for total customer satisfaction in its service delivery, and to consistently be a leader in the industry in terms of profitability and the creation of a rewarding working environment for all of its staff. The Mandarin Oriental Hotel has, from its creation, received recognition for providing a level of products and services of the highest quality. While 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. At the beginning of 1993, the company introduced a new Group Mission Statement that has been rolled out to every member of staff through personal presentations by the Managing Director at every hotel and corporate office. This Mission Statement has been published in English, Chinese, Thai and Indonesian, and serves as a model in that it conveys guidelines and criteria that can be used by hoteliers who wish to monitor and evaluate their own leadership and quality improvement efforts. ...read more.

Middle

Legendary People was conceived as a result of a series of discussions among the Group executive directors in search of quantifying "quality" and then creating a programme to maintain it. Their goal was to lead the hotels in developing more process-oriented systems which would help carry forward each hotel's quality values and processes to future generations of management and staff. They also wanted to develop ways to transfer successful processes at one property into the systems and cultures in other Group hotels. Finally, they wanted an overt and ongoing programme focusing on quality service delivery in recognition of the improvement in the competition, the changing expectation of the customer and the evolving needs of our employees. Their desire was not to introduce a programme that was designed by and outsider, packaged and served to the management and staff at each hotel in a patronizing way. They decided, therefore, to go slowly, to be experimental and to make sure we accommodated the different work ethic and cultures at each hotel. Thus, a period of several months was dedicated by the entire organization to develop and reach agreement on the following principles of their Legendary People programme. "Legendary People"- Mandarin Oriental Hotels for the delivery of consistent, distinctive, personal service to customers must be maintained and even enhanced in the face of the coming competition in most of our markets. In doing so we must focus upon certain agreed policies and principles, and articulate specific methods for their implementation: 1. ...read more.

Conclusion

Information and analysis The data and information they select to build their information base is that which measures customers' perceived value for money; customer satisfaction; level of service; the hotels themselves; market information. The criteria for selecting data to be included in the customer information base includes every aspect of the use of our hotel from the time of arrival at the airport to the moment of departure. They measure each contact with personnel for efficiency, product knowledge and courtesy. They measure all facilities and the range of services offered. They also ask their customers to provide information regarding their potential use of new and alternative products and services. They ask them to rank these items in order of preference to facilitate our prioritizing for future decisions. They also track demographic and market information which we can compare from interpretation of variances from the group norm. Customer satisfaction Customer satisfaction and results Their current level for key measures of product and service quality is high. In addition their surveys are providing us with information that indicates in which areas our high quality trends continue and alerts them to specific areas where additional work is necessary. Finally, their comments from their customers have both reflected a positive trend in certain process improvements and alerted them to areas needing improvement. Customer relationship management They have determined that the key factors in maintaining and building their relationships with customers are to provide a problem free experience at their hotels and reaturants and to give each customer personal recognition. Their strategies to build these relationships are the same as those employed to build their business, they are tied to each other. ...read more.

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