Blue Mountain Service Quality program
Dave Sinclair (Vice President of Blue Mountain Resort) was concerned with bringing the service quality in the ski season for building a good reputation in the market and facilitating visitors to attract them. There was a need for high service quality program in the existing operations to improve the services quality of the resort and satisfy the customers at large. It was a crucial time to improve the service quality as a large number of visitors were expected to welcome at that time (Klassen & Menor, 2006). The management of the company tried to provide their best services to their clients, and they need to focus on enhancing their performances by providing speedy services. There was a risk or challenge of serving a large number of visitors at a time.
Service Quality Approach
The approach selected for the program was opportunistic for the company as it was essential to conduct SWOP analysis to find out the reliable ways to overcome the challenge. The managers of different department of the resort were invited in the meeting. The approach was reasonable and goal-oriented as the operational managers of these departments have sufficient knowledge to deal with critical situations, and they have a direct link with customer complaints. The managers are entitled to report on the performance of staff, and their complete profile is in the hand of their team leader. These managers address the behavior, opinion, and suggestions, and complaints of the staff. Managers can provide reliable and relevant solution to the problem or challenge faced by the upper management of the company.
Evaluation of Three-SWOP Proposal
The three SWOP proposal presented at the meeting were reliable and relevant, but the aim of the resort was to move towards perfection. The Information System (IS) of the company was effective in managing all the system automatically. Although there was a need for upgrade system to manage all the operations efficiently, the major problem was the speed of service in dealing with the staff. Visitors demand quick and fast services regardless of the traffic in parking or lobby of the resort. On the other hand, the proposal of customer flow was beneficial but not necessary at that time. The attention of staff should be on both the quality and the quantity to maintain standards. Visitors may not find it difficult to access the resort, but they need high-quality standards service to enjoy their journey.
Action Required (Recommendation)
The speed of service was the best proposal that could increase the efficiency level of the staff in the resort. The dealing with visitors should be fast to gain a competitive advantage in the hospitality industry. In fact, services organizations are entitled to provide their best services to their client for the purpose of repurchasing. Quick and high-quality service is beneficial in attracting visitors to approach the resort in the next visit. The competition in the hospitality industry is based on the quality service, and it should be followed accordingly. The main action required is to provide training to staff in dealing with visitors to achieve the goal of high quality with the quantity as the sales increase in seasons. The perfection in the service quality is attributed to the performance of staff that can increase the productivity while dealing with more than one client at a time.
Reference
Klassen, R. D., & Menor, L. J. (2006). Cases in operations management: Building customer value through World-Class Operations. London: SAGE.
