Hilton London Paddington research report--Report代写范文

Report代写范文:“Hilton London Paddington research report”，这篇论文主要描述的是质量是我们用来衡量商品或服务的标准，质量的好坏也将影响了顾客的再次购买和企业竞争力，本文以伦敦帕丁顿希尔顿酒店的质量为例，对酒店行业的质量进行讲述和比较，并介绍了产品质量与服务质量之间存在的差异问题。

This report is based on quality models in hospitality, business health check and strategic action plan on Hilton London Paddington.This report looks at various definition of quality and the difference when they are compared, difference between product quality and service quality and also looks at the case study on the organisation. The characteristics of the business health check are also considered in this report and also suggest the policy and procedure to be improved in the organisation.

KEY TASK 1:

An introduction and definitions:

'Quality' is an important competitive factor and in some markets a prerequisite of survival. This is why more and more organisations are implementing total quality management (TQM). The 'quality' field is dominated by a number of scholars, the so-called gurus of 'quality'.

Quality definition and there comparisons:

According to Guru Bill Conway, Quality is 'development, manufacture, administration and distribution of consistent low products and services that customers want and/or need.

Whereas Philip B Crosby is known for the concepts of "Quality is Free" and "Zero Defects", and his quality improvement process is based on his four absolutes of quality:

Quality is conformance to requirements

The system of quality is prevention

The performance standard is zero defects

The measurement of quality is the price of non-conformance

The above two definitions and differences are extracted from the site(..)

When compared:

According to Philip Crosby Quality is 'Conforming to requirements'. Having numerous customers in the hospitality industry, "Quality" can mean different things to each Customer. To satisfy every customer "Quality Requirement" it simply comes down to "Conformance to Customer Specified Requirements where to be valid the requirements must be proven.

Whereas Guru Bill Conway believes, Quality is 'development and manufacture of consistent low products and services that customers want.

On the other hand, the , a business site defines Quality as all the features and characteristics of a product or service that affect its ability to meet stated or implied needs. Quality can be assessed in terms of conforming to specification, being fit for purpose, having zero defects, and producing customer satisfaction. Quality can be managed through total quality management, quality standards, and performance indicators. Thus when this definition analysed combines some elements from both the above stated gurus.

Also when the above two guru's definitions are compared to the Quality Model ISO which defines Quality as the totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs. (ISO 8402: 1986, 3.1), it's different as this model relies mainly on the characteristics of ability of a product or service.

产品质量与服务质量之间的差异一Difference between product quality and service quality

In her journal "Concepts of Service Quality Measurements in Hotel Industry", Dr Jasmina Grzinic states that Service quality is a way to manage business processes in order to ensure total satisfaction to the customer on all levels (internal and external).

Some of the differences are as mentioned below as an outcome of an interview conducted with the General Manager of Hilton Paddington and also derived from the site f.html

Product quality:

A product or process that is Reliable, and that performs its intended function is said to be a quality product》

Product quality is tangible.

IS0 9000 is used to measure and increase the quality of the product.

Product is imperishable.

A product warranty promises to repair or replace the faulty item.

A service guarantee typically offers the unsatisfied customer a refund, discount, or free service.

Service quality:

When expectations are exceeded, service is perceived to be of exceptional quality and also to be a pleasant surprise.

Service quality is intangible

TQM total quality management is used to measure and increase the quality of the service

Service is a time perishable experience

A service guarantee typically offers the unsatisfied customer a refund, discount, or free service.

Quality model:

Quality Model helps business for improvement in various ways like to increasing customer satisfaction, reducing mistakes, increasing business efficiency by effective utilisation of various resources and also continuous improvement in product, process and system.

研究伦敦帕丁斯顿海尔顿的例子一Case study for Hilton London Paddington

The following case study and all its details are based on my personal industry placement experience and also extracted from the interview conducted by me with the HR Officer Ms. Gillian. The Hilton London Paddington believes in the following to provide fair and consistent hotel evaluation that clearly outlines actions necessary for improvement and to assist/support management and ownership with product and service delivery at their hotel.

The Hilton London Paddington has 365 bedrooms, one restaurant, 24 hours room service, Steam Bar and a lounge with a bar. Hence the policies and procedures implemented have to be quality oriented in order to meet customer requirements and law adherence so that the hotel in the end as such meets the Hilton Quality Brand requirements.

The Quality Model used by the Hilton Paddington is the Service Quality Gap Model by Parasuraman and Berry (1985). The service quality gap model defines five distinctive gaps between what the customer expects and what they perceive and they receive.

The first four gaps affect the way in which is delivered, and the existence of these four gaps leads to gap 5, which is the difference between customer expectation and perceptions. However, the service performance (Gap 3), which occurs when there is difference between service quality specifications and the service actually delivered, stresses the influence of the behaviour of the service provider on the service quality.

The first gap is the discrepancy between customer expectations and management perceptions of these expectations.

Gap 1 arises from Management's lack of full understanding about how customer formulates their expectations on the basis of a number of sources: advertising, past experience with firms and its competitors, personal needs and communications with friends.

Hilton Paddington has used strategies for closing this gap which includes improved market research, fostering better communication between management and its contact employees.

The second gap results from management's inability to formulate target levels of service quality to meet perceptions of customer expectations. It is due to lack of management commitment to service quality or a perception of the unfeasibility of meeting customer's expectations. Hilton Paddington has overcome this by setting goals standardising service delivery gap.

The third gap is referred to as the service performance gap because actual delivery of the service does not meet the specifications set by management .Gap 3 can arise for a number of reasons, including lack of teamwork, poor employee selection, inadequate training and inappropriate job design Hilton Paddington has various employee programmes proper training and induction facility as well as proper recruitment process. Customer expectations of the service are formed by media advertising and other communications from the company.

The fourth Gap is the discrepancy between service delivery and external communications in the form of exaggerated promises and lack of information.

Gap 5 is calculated by computing the difference between the ratings that customers assign to the expectation and perception statements which is calculated by the Hotel through the below questionnaire.

The above information is as extracted from:

Managing Employee Attitudes and Behaviours in the Tourism and Hospitality by Salih Kusluvan.

Service Quality Management in Hospitality, Tourism, and Leisure By Jay Kandampully, Connie Mok, Beverley Sparks

Characteristics of a business health check relative to business improvement:

Enablers: As extracted from the site,

Enablers are people who help in the process of the product/service. They are staff, management, owner and stakeholders.

The management uses the policies and strategies and required resources with the involvement of staff to get the desired result/key performance results (customer result, people result and society result). Enablers are the internal and external factors affecting the business. Enablers help in taking the right decision for the smooth functioning of the business. (For e.g. top management are the enablers who make decision for the smooth functioning of business). It includes people, policies and strategies and partnerships and resources.

People: - motivated staff can help in improving the business of the organisation.

Policies and strategies: - policy and strategies are made by the top management to meet organisational goal.

Partnership and resources: - resources used by the organisation to achieve the goals.

Development: As extracted from the sources, and the book, "Service Quality Management in Hospitality, Tourism, and Leisure by Jay Kandampully, Connie Mok, Beverley Sparks.

To provide Customer Input at the product design stage, a process called quality function deployment is developed.

The central idea of deployment is the belief that the product should be designed to reflect the customer's desires and tastes. Thus the functions of marketing, design engineering and manufacturing must be coordinated.

The main benefit of deployment for hotel market is the total integration of TV broadcast, radio, Pay-TV, hotel services, local information services, shopping, gaming, private and business communication, served over a modern system platform.

Leadership:

Excellent Leadership style is the epitome of the company culture needed for an organisation to make a success of total quality management.

When supervisor acts as controllers telling employees what to do at every issue, staff feels powerless, morale suffers, job satisfaction decreases.

People management:

The method used by organizations and managers to manage and motivate employees is called people management. People management include techniques for selecting employees, giving performance reviews, training and compensating.

Example: Hotels give weekly, monthly training to its employees and check on their performances and give them reviews accordingly.They conduct proper recruitment process to employee a right employee for right position. People are the backbone of the business. Company should look after their training and development with in the organisation. Employees should be motivated for the good work done and should be trained for their future growth with the company.

Innovation:

Hotels have also used technology to make web reservations easier - and match rates with those from independent sites like

Travelocity.

Hotels have check-in/check-out kiosks to streamline those often tedious processes and also disabled check in desk.

Example: From electronic room keys to point of sale terminals in restaurants to computerized energy management systems to enhanced security, technology is making hotels much more efficient and enjoyable.

The above information is extracted from the book, "International Hospitality Management: Concepts and Cases by Alan Clarke, Wee Chen".

商业正常检测实施计划一Action Plan on Business Health Check:

商业正常检测的结果一Findings of the business health check:

As required, we have already conducted the Business Health Check on our hotel using Glazers Key Issues Diagnostics which is universally acknowledged. Please find attached copy of the check. The areas in red identify the areas for improvement, the areas in yellow are a caution and as such if addressed immediately will avoid future losses and finally the areas in green signify our success of the implemented strategies to date.

Hence after analysing and reviewing the outcome it is quite relevant that Personal Development and Staff Morale aspects require immediate action whereas Leadership also requires strategic planning to maintain our consistency in success for the future. The recent SATISFACTION TABLE attached with the diagnostics serves as an evidence to the above outcome in the way that it highlights our areas of weaknesses in red like the hospitality of front desk staff, overall service, value for price paid, return to brand and many others which all eventually prove that there is poor people management, poor personal development and low staff morale as it's the Front Line Staff which are responsible for the satisfaction of the guest to the utmost. And as established earlier in the report with the instance of the case study, Leadership or Management is responsible for shaping this category of staff.

Also the new quality model of Parsuraman is implemented along with the characteristics of business health check relative to business improvement as identified earlier.

Thus the following New Policies and Procedures are recommended overcome the above identified issues and reflected in the Action Plan.

New policy/procedures for improvement of quality:

Awareness of brand standards: Brand standards are the minimum standards that have been put in a place to insure customers to receive consistent and superior level of service, so guest will always expect Hilton experience. According to Juran, quality is associated with customer's satisfaction and dissatisfaction of the product hence brand standards deals with service quality.

According to SATISFACTION TABLE Return to Brand falls in red zone which means that it needs improvement. Awareness of brand standards would finally improve return to brand category and can be obtained as stated in the action plan.

Staff Morale: The aim of Hilton University is to provide employees learning and development opportunities and let them recognize their full potential. Every Hilton hotel is provided with a learning centre. Hilton employees have privilege to access Hilton University with login ID which can be available from human resource department. As Hilton University is accessible, employees can access it from home as well. The completion of the courses as suggested by the Training Officer would lead to personal development of the staff and as such increase their morale. Also rewards and star points awarded would keep staff happy.

Leadership Improvement: As identified in the Business Health Check, the Leadership is a caution area and as such requires attention as well. So If Supervisors and Management are trained well eventually they transmit those skills to the staff. This plan of action is suggested on the basis of the previous case study and Quality Model of Service Gap by Parsuraman. Hence it is highly recommended that after reviewing the entire research report Parsuraman's Quality Model be implemented for all aspects of business as it relates with service quality and the issues identified in the business health check relate to service quality as well.

总结一Conclusion

Eventually it can be concluded that the research case study has contributed significantly in drafting the new policies and procedures and the action plan as it served to be a good example for addressing the issues as identified.

Also the entire research conducted in drafting this report as well as the theoretical notes have helped to a greater understanding of the Quality Concept in general along with relating it to our organisation's identified practical issues like that of the leadership and management. (As stated in characteristics of business health check).

We would like to express our gratitude towards the Management of the Hilton London Paddington Hotel in giving us the required support by answering our queries and confirming the facts stated in the research journal.

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