Table of Contents
Recommendation and service recovery strategy.
There is one such circumstance I had a 3-day stay at Meriton suites Brisbane Roma street place being the Date of stay 19th May 2020. Not only is this I and my fellow traveler had the worst hotel stay experience during the post-Covid 19 scenario. It is an incomplete contrast with the experience we had enjoyed previous to the Covid19 scenario. It seems that their service level contrasted a lot in comparison to both scenarios. This is a situation that is created whereby one doesn't get the facility expected. When people complain of not getting the promised service during a sensitive time like COVID 19 they feel deprived of their hard-earned money and security (Hamilton et al. 2018). This paper is instrumental in introducing the scene in this part. It also describes the scenario according to the facts that are true to my sense and closer to my feelings. The service they require if not catered adequately then the customers are not satisfied. The present MOD of the hotel is very unprofessional with little to no knowledge of service delivery. This is what I consider to be a failure of service. Not only is this insulting bust also none cooperating. Service failure is of different types from poor service. After covid19 the comparison that came up with those of the previous ones is mainly based on the aspect of the service gaps. This is as will be described in the following part that is the discussion in detail. The discussion includes a different aspect that makes or evaluates customer experiences under different but contextual parameters. It undertakes the aspect of online operations as a considerable amount of changes can be observed in the context of both scenarios. Next comes the aspect of cleanliness as described previously and the larger chunk of discussion is embedded under the shadow of appropriate tilter. The consecutive part considers the aspect of hygiene as it's demand has grown up in terms of priority during and post the spread of the pandemic. Not only is this the aspect of performance associated with those of the staff are brought under the light. The most important part is loyalty in the form of discounts. This paper concentrates its effort on the aspect of covid 19 and pre covid 19 scenarios in context to the hospitality industry by considering a service experience scenario. Although this true that everybody while traveling faces service disappointments.
Like this, we know this year that is 2020 has been highly affected by the spread of pandemic Covid l9. Almost all the sectors of the business as well as the business get disturbed. They are even highly affected by this sudden rise in aggregate demand and a steep fall in aggregate supply. This pandemic has been instrumental in showing as well as creating the best and most difficult time for everyone. It has forced the world around not just from losing the job or their own business but also led to a heavy degradation of the service levels. It has come as a booming industry in terms of providing the safety gear that was forced to go down during the COVID scenario. It is maybe due to the rise of demands associated with the catered services or the product that are created to be produced and supply e d to the markets. In terms of the hospitality industry, it seems from my experiences that the scenarios had changed a lot. There has been a considerable amount of difference in service delivery for example previous to the post covid 19 scenarios (Zeithaml et al. 2018).
During one of my pre covid 19 visits to this property I was made to experience a treatment delicacy while waiting there with my fellow traveler in the lobby to check-in. Now I saw just opposite to a sitting couch one dignified lady with his son was sitting and she was trying to make her son fall asleep. In due course, she felt so tired due to some journey or for some other reasons as was depicted from her facial expression and body language. She fell half asleep and started to talk of something else her eyes were all closed but her lips were moving with the robotic utterings of the self-state like “she stated to tell a story of a race between a turtle and the rabbit but in between when the come times that the rabbit was taking rest at that point my wife also started to describe the way of sleeping rather she was talking about the state of her mind. Now one of the attended who was good looking and well dressed maybe the front desk manager came along by their side of the lobby where they were sitting. Reaching the point to my surprise she watched all those things or rather can be said to experience the weight of the situation and went away. This behavior was quite unusual for me being a regular customer at the esteemed hotel in the countries (Baker and Magnini, 2016).
During my Post Covid visit I was accompanied by a person from the front desk Mr. David introducing himself as the lone lobby manager. He was instrumental in describing his job role as the Manager on Duty tonight (in reality throughout my stay with my wife). One incident amongst many I face during my stay at the hotel this time of the year was that they did not provide fresh towels during the stay this time of COVID. Apart from that, I failed to have the complimentary breakfast this time without any evening snacks and tea as booked under reference number 20516Adg9 on the payment of AUD 2586. The bathrooms smelled due to open-overflooded sewage. The water was flowing outside the bathroom from a dent in the bathroom wall. This accompanies an impolite behavior in the direction of availing a late delivery of the orders. Not only is this I required some antiseptic lubricant to bruise my cuts but my call went in vain. Several times there was the disruption of many services as well a lead to ultimate failure. Not only this had they missed providing basic amenities this time and do not provide the complimentary welcome drink and water bottle. That person or Front of office Executive with little or no knowledge of customer handling did not even bother to escort properly the guests to their respective hotel rooms. I was very upset when I compared to those of the previous pre-COVID pandemic scenario (Wirtz and Lovelock, 2016).
Being hospitality professional they should know how to deal with people. Hotel staff should know this entire specialty for those who need it urgently at the time of emergency. This was instrumental in the creation of a service delivery gap. However the service gap majorly lied in context to online operations, cleanliness, and hygiene, the performance of staff, loyalty, and discounts (Valtakoski, 2019).
The first and foremost advice or recommendation that I can provide is that they need to improve their marketing service to reduce their problems of service failures and improve market goodwill. by promoting them. They can use social media, marketing for this thing as in my opinion their IT department is capable of handling this much bulk. During my 3 days stay at Meriton suites Brisbane Roma street client service is considered to be very imperative capable of solving extremely hard to replace situations. With maximum marketing channels, they can promote themselves to deliver the right service as per increased market demand in terms of security against the virus. They can introduce a loyalty program to increase brand awareness amongst other regular clients like me so that they can access a base of loyal yet service hungry clientele. (Franceschini and Mastrogiacomo, 2018)
The SERVQUAL model is designed for a service firm's used in measuring service quality where reliability being the company's main skill in the direction of achieving potential service that too, precisely. Thus by providing services at a consistent level the company is not called reliable if they do not help their customer. Company's responsiveness toward the customers through the responding of enquires promptly hence building a staff assurance/trust in them. This will encourage revisiting a promotion through WOM and goodwill. Employee’s aptitude gives attention and concern toward showing Empathy (Prentkovskis et al. 2018).
The main aim of this program is to maintaining customer loyalty and retention. The connection must be built with the customer making the service failure recovery a business imperative. Addressing customer redressals and responding accordingly to the queries or complaints of the customer is considered to be the best loyalty program. This has to be included in the next level. This level of service recovery program includes the retaining of the consumers. Introducing a genuine service recovery culture include talking with the customers or vendors with a polite tone. This will help to create a general better understanding of the customer's grievances (Stringam and Gerdes, 2019).
This will be good to conclude that every customer tends to possess a difference in terms of its perception as well as its expectation from the service provider. Any form of service failure as discussed in context to this topic was based on a comparative study to bring about teh aspect of change in this process of service delivery. This way the company loses loyal customers. The above-mentioned two contexts provide a clear description associated with the successful and unsuccessful delivery of service within the hospitality industry. These two mentioned incidents or scenario tend to analyze roles as well as the levels of the housekeeping and hotel's management based service personnel.
Baker, M.A. and Magnini, V.P., 2016. The evolution of services marketing, hospitality marketing and building the constituency model for hospitality marketing. International Journal of Contemporary Hospitality Management.
Franceschini, F. and Mastrogiacomo, L., 2018. Service gap deployment: a framework to link quality gaps to service activities. International Journal of Services and Operations Management, 29(1), pp.85-99.
Hamilton, S., Mills, B., McRae, S. and Thompson, S., 2018. Evidence to service gap: cardiac rehabilitation and secondary prevention in rural and remote Western Australia. BMC health services research, 18(1), p.64.
Prentkovskis, O., Erceg, Ž., Stević, Ž., Tanackov, I., Vasiljević, M. and Gavranović, M., 2018. A new methodology for improving service quality measurement: Delphi-FUCOM-SERVQUAL model. Symmetry, 10(12), p.757.
Stringam, B. and Gerdes, J., 2019. Service gap in hotel website load performance. International Hospitality Review.
Valtakoski, A., 2019. The evolution and impact of qualitative research in Journal of Services Marketing. Journal of Services Marketing.
Wirtz, J. and Lovelock, C., 2016. Services marketing: People, technology. World Scientific Publishing Company.
Zeithaml, V.A., Bitner, M.J. and Gremler, D.D., 2018. Services marketing: Integrating customer focus across the firm. McGraw-Hill Education,
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