DECISION SHEET

Name: Pulkit Kaura

CASE ANALYSIS
1.1 Problem Statement

Setting room rates was one area in which general managers had no say. The corporate
headquarters in Singapore set all rates. Many of Aman's employees had backgrounds that were
vastly different from the hospitality positions available. There was lack of institutionalization in
the training process was that guests experienced and interacted with the employees as individuals
with unique personalities rather than corporate entities.

1.2 Description

When Zecha visited Phuket, Thailand, he was blown away by the breathtaking views of the
Andaman Sea. He contacted Edward Tuttle, an American architect who had previously designed
his Bali and Hong Kong residences.

Amanpuri ("place of calm") first opened its doors in 1988, with 40 Thai-style bungalows ranging
in size from 1,200 square feet to 2,000 square feet. During the peak season, a pavilion room cost
an unheard-of $300 per day. There were two restaurants serving Thai and Italian cuisine, as well
as a swimming pool and tennis courts. A 55-foot boat, Amanpuri I, was also available for charter
for an additional $720 per day.

To characterize the peaceful and relaxing atmosphere, the word "Aman" (peace) was
incorporated into all new property names. Zecha wanted guests to feel as if they were visiting a
good friend's home. Each Aman resort attempted to blend in with its surroundings by
incorporating local materials and design elements.

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1.3 Assumptions

1) Zecha and the other members of the Aman organisation wanted to create a surprised,
delighted, and ultimately exceeded guests' expectations.

2) Over prior hotel experience, Aman valued personality, enthusiasm, and a willingness to learn.
Zecha desired employees who had no preconceived notions about how things should be done.

3) Aman relied on a limited number of manuals and written training materials.

4) Role-playing was heavily used in training to improve employee perception of guest needs and
ability to learn how to respond to guests in an empathetic manner. Zecha believed that by
understanding what a guest was feeling and why, employees could respond to guests in a more
personalized way.

1.4 Players and Protagonist

Zecha who hired professionals on the basis of Aman philosophy and Aman who focused on
expansion at ground level.

1.5 Criteria to be used for decision making

Zecha selected each head supervisor for their appeal, and devotion to the Aman reasoning. GMs
came from different foundations, incorporating some with lodging the board insight, however
numerous others didn't (e.g., ambassador, naturalist). In spite of the little size of the organization,
staff-to-visitor proportions came to as high as 6:1. Head supervisors were as yet expected to meet
deals targets and monitor costs. More than 70% of Amandari's staff came from towns inside 2
kilometers of the inn.

Zecha Wortelboer wanted representatives who needed assumptions about how things ought to be
finished. Aman seldom employed school graduates with neighborliness or the travel industry
degrees. Worker impression of visitor needs and capacity to answer visitors worked on because
of pretending. Aman resorts' administration demanded utilizing straightforward, dependable,
and, above all, privately obtained materials. Their way of thinking is established on three
principal components: harmony, uniqueness, and family. They were business and costly,
however they additionally centered on individuals' feelings.

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1.6 Alternatives (options) being considered

 Create a warm family culture among employees and a home-like experience for guests
 Given a high degree of autonomy to managers for more better decision making but do
have a compliance check
 Change the policy regarding job performance. The lowest score in each of the guest
contact attribute was simply following the requirements of their job. Motivate employees
on the basis of a better scoring technique.

1.7 Analysis of the options

High degree of autonomy which motivates the GMs to do their work efficiently. They create a
comfortable family atmosphere among the employees by celebrating their birthdays, religious
holidays, birth of children, and other personal occasions

Independent and individualistic leadership attributes are encouraged. The company created three
regional manager positions where each manager was responsible for a particular geographical
area. Managers and staff of Aman properties spend a significant amount of time developing and
nurturing their relationship with local communities.

1.8 Recommendations

 35% of millennial prioritize work-life balance over pay. Many hotel employees do not
have time to exercise or eat healthily. Employee happiness can be fostered through health
and wellness programmes.
 Listen to your hotel employees' needs and create schedules that accommodate them.
 Develop KPI (Key Processing Indicators) to measure the employee performance in each
criteria and do extensive motivation.