For Ann Harris

Hotel Process Mapping and Improvement

Student Name

Institutional Affiliations

Problem Statement

Hotel Escargo chain hotels face different challenges from their customer services in the check-in and check-out systems. It takes time to ascertain and serve their customers when they seek rooms in their hotel. This is an issue that has had a negative impact on the reservation of the hotel rooms for visitors and tourists. Situated in a tourist destination, it is vital to offer assistance and improve the hotel’s check in and check-out systems. The hotel seeks to offer and introduce new ways and systems to increase the time of room allocation and servicing of customers. More importantly, the hotel wants to develop a process of processing customer details and sorting out the necessary hotel resources such as checking on the availability of rooms and electronically assign rooms. Since review indicated there is the need of improving the customer service allocation in the check – in and out systems and services offered to their clients.

Process Check-In Improvement

The process map above indicates the necessary measures and process that could be well-developed to meet the expectations of the hotel in offering improve quality customer services. The different processes to be improved and changed to meet demand and user demands include:

1. Incorporation of Information management system

The aim of an information management system is to collect, analyze and retrieval of data and presenting this data for making final decisions on an issue or business consideration. This is the process of improving the hotel’s customer service experience. The main focus will to increase and educate the company on the resources, systems and ways through which the company can increase retention of its information on its resources and services (Bouncken, 2002). For instance, with minimal retrieval time, the system should be able to present all empty rooms, capture customer details and book a reservation while assigning a room key to the room.

1. Processing customer information

Upon the capturing of the customer details, it is essential to use the information presented by the system to update the company’s hotel management database (Gray & Liguori, 2003). This will automatically update the vacated rooms and reserved. It will increase the quality of time for allocating and saving customer value through timely services.

1. Skilled personnel

In the contemporary community, employing skilled and competent personnel will help and improve the services of a company to meet the needs of the company, while focusing the value generation and sorting the different resources to meet the nature, means and resources of improving quality of services awarded. Skilled personnel will be at the forefront of controlling the hotel’s operations, thus, improving management and allocation of the company’s resources. Skilled personnel in customer services, planning and hotel operations will uplift the hotel’s customer satisfaction.

Process Check-Out Improvement

According to the map process above, it indicates an expert system showing customer and company systems in a coordinated environment. This is the ultimate test of checking and increasing the resources to meet the needs of the customer during the check-out from the hotel’s accommodations.

1. Self-service Systems

Apart from the information management system of storing, accessing and retrieval of information, as a consumer based model for improved quality and value generation for customers, the hotel should develop online systems to help customers to pay for their accommodations and apply to the check-out system of the hotel information management system (Bouncken, 2002). This will prompt the retrieval of customer details captured by the system during check-in processes. It will be an expensive resource for the company to acquire, hence, proper planning should be developed during the adoption of new technologies.

1. Communications systems

This will become an essential aspect when sorting out the check-out processes of a customer. The hotel management and human resources should develop it is system portal for communicating and indicating the retrieval of rooms electronic systems as a customer triggers her/his check-out application. All the customer applications and activities should be captured by the human resource systems as part of the hotel management system (Gray & Liguori, 2003). To enhance communication strategies, the hotel management needs to focus on customer and hotel communication. The hotel should also invest on performance by controlling the hotel’s human resources through supervision to meet the service needs of customers.

1. Financial Allocation

Another important allocation for the hotel is to develop investment resources such as costs for developing information management systems such as self-servicing systems and check-in and out systems for customers and hotel management. The financial costs will engage the hotel from installing and acquiring an information management system for the hotel services. This is an important and crucial aspect of increasing customer satisfaction for quality and value generated by the company. Costs for adopting new technology will be imperative with the project management models the hotel will adopt (Gray & Liguori, 2003). There is also need of ensuring the hotel has a website application to help in self-service and retrieval of information and feedback hotel services. It is important for the hotel to seek an improved system for processing customer details and information.

References

Bouncken, R. B. (2002). Knowledge Management For Quality Improvements In Hotels. Journal Of Quality Assurance In Hospitality & Tourism, 3(3-4), 25-59.

Deeti, S., Manne, S., & Vundavalli, V. (2016). Hotel Management System. Pearson Education.

Gray, W. S., & Liguori, S. C. (2003). Hotel and Motel Management And Operations. Prentice Hall.

Tarí, J. J., Claver-Cortés, E., Pereira-Moliner, J., & Molina-Azorín, J. F. (2010). Levels Of Quality And Environmental Management In The Hotel Industry: Their Joint Influence On Firm Performance. International Journal Of Hospitality Management, 29(3), 500-510.