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    Operations Management in Radisson Hotel

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    Vruhali Soni
    This presentation is about the Operations management in Radisson hotel, the management and its strategies!!

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    Operations Management in Radisson Hotel

    Uploaded by

    Vruhali Soni
    896 views23 pages
    This presentation is about the Operations management in Radisson hotel, the management and its strategies!!

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    Operations management in Radisson Hotel

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    This presentation is about the Operations management in Radisson hotel, the management and its strategies!!

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    896 views23 pages

    Operations Management in Radisson Hotel

    Uploaded by

    Vruhali Soni
    This presentation is about the Operations management in Radisson hotel, the management and its strategies!!

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 23
    At a glance
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    The key takeaways are that Radisson initially pursued growth at any cost, leading to inconsistent quality and brand dilution. It then shifted its focus to becoming a 'Champion of the Guest' by increasing customer focus, customized service, and strengthening its global brand presence.

    Radisson experienced vast geographic diversity, inconsistent quality, brand dilution, more alignment with hotel owners than guests, and a decline in customer service and hotel management service when pursuing growth at any cost.

    Radisson increased focus on customers, provided customized service, focused on key hotel locations, and strengthened its global brand presence to become a 'Champion of the Guest'.

    Carlson Wagonlit Travel

    Carlson Marketing Group

    Carlson Hospitality Worldwide

    Carlson Leisure Group

    Country Inns & Suite by Carlson

    TGI Friday's

    Regent Hotels

    Radisson Hotel Worldwide

    Italianni's

    Friday's Front Row Sports Grill

    Friday's American Bar

    Radisson Seven Seas Cruises

    BEFORE GROWTH AT ANY COST

    AFTER CHAMPION OF THE GUEST

    Vast geographic diversity, Inconsistent quality, Brand dilution,

    GROWTH More alignment with hotel AT ANY owners than guests, and COST:
    Decline in customer service and hotel management service.

    Increase focus on customers CHAMPION Customized OF THE service GUEST Hotels in key locations Strengthening global brand presence

    1. DEFINE SERVICE GUARANTEE


    100% GUEST SATISFACTION GUARANTEE

    GENUINE HOSPITALITY PROGRAM

    VALUE PROPOSITIONING: CHAMPION OF THE GUEST

    FULLY INTEGRATED IT SYSTEM

    GUEST RECOGNITION & AWARD PROGRAM

    MEASURE GUEST & EMPLOYEE SATISFACTION PROGRAM

    PLANNING & DELIVERY OF SERVICE GUARANTEE

    * Enhance Yes I can & Second Effort


    training program

    * Training using Train the Trainer approach * Conduct Pilot test on selected hotels * Financial analysis of this program * Implement program on other operating
    groups & worldwide

    2. FULLY INTEGRATED GUEST


    INFORMATION SYSTEM
    MARKETING WITH TECHNOLOGY

    Curtis-C System
    Worldwide Product Distribution

    Customer-KARE Systems

    HARMONY Product Suite

    Knowledge and Relationship Enabling

    Local Service Delivery

    Training-Deployment-Support

    Global Data Network


    Uniform Data Base Structure

    FULLY INTEGRATED GUEST INFORMATION SYSTEM

    * Implement LEAN Culture * Express Yourself pre-arrival online


    check-in

    * Self check-out service

    * Collect more data on competitors from


    Gallup

    3. PROGRAM MEASURING
    GUEST SATISFACTION

    EMPLOYEE SATISFACTION

    GUEST SATISFACTION

    PROGRAM MEASURING EMPLOYEES SATISFACTION:

    * Develop Metric for EMPLOYEE


    MOTIVATION AND VISION (EMV)

    * Developing new loyalty programs

    PROGRAM MEASURING GUEST SATISFACTION

    *Develop Service Quality Performance Metric


    * Willingness to return * Percent advocates * Percent defectors * Percent Complaints

    *Survey *Loyalty Program (Gold Bond Stamps, Frequent flyer


    programs)

    *Measure Financial Impact *Incorporate Email for Complaints/Feedbacks

    4. Radissons commitment to service


    quality in franchise Radisson hotels:

    YES/NO

    *YES! They should provide same


    standard of service quality in all franchise hotels

    Increase brand equity. Brand loyalty

    Training of employees

    100% service guarantee

    Customer recognition and rewards

    CONVINCE HOTEL OWNERS


    Proper research before program implication Introduce if pilot study is successful,

    Take help of data available from


    Customer KARE to support this

    strategy

    CONVINCE HOTEL OWNERS


    (Continued)

    Phased roll out strategy for introducing various franchise hotels in this program

    Meeting with hotel management


    teams and hotel owners about

    their role and ownership in this


    strategy

    5. Aligning the goals of staff and management RADISSONS STEPPING STONES ARE:
    Conducting Employee and Vision (EMV) and Organizational Service Learning (OSL) surveys. Exploring the link between employee satisfaction and customer satisfaction

    RADISSONS STEPPING STONES ARE (Continued):


    Enhancing Yes I can program and Second Effort Program .

    Providing information to hotel management


    teams, managers, owners and district directors.

    PROBABLE PROSPECTIVE STEPS:


    Open to Express work culture for employees to express their views on present strategies and their perspective towards the future changes.

    CORPORATE MANAGEMENT AND STAFF :


    Systems Thinking approach Analyze the profits lying for the Carlson Companies as a whole by incorporating new strategy in Radisson. 1st benefit- Radissons franchise hotels 2nd benefit- Carlson Hospitality Worldwide

    3rd benefit- Carlson Wagonlit Travel

    BY TAKING CARE OF OUR GUESTS, WELL BE ABLE TO TAKE CARE OF OUR OWNERS.

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