Operation Objectives of the Penang Mutiara Hotel - Coursework Example

Penang Mutiara Appropriateness of the hotel’s operations strategy The general manager in the hotel identifieskey issues that are embarked on citing on their vitality towards strategic growth. Penang’s management stipulates that the customers are the key to success thus; the execution of any activity must conform to the expectations of delivering abundant customer satisfaction. The hotel has over 440 rooms and a multiple number of restaurants hence making it certain to the clientele that efficiency is a guarantee. The hotel seeks to meet prowess in its customer oriented strategy through the implementation of reviews in its business processes (Slack, Chambers, and Johnston 1). For instance, the general manager stipulates that the hotel serves at an international level, thus drawing clients from different parts of the globe. Penang’s abundant interconnection with airline services enables it to serve a broad number of clientele population with utmost efficiency as such facilities lead to prompt responses and accuracies. Further, the hotel engages in the delivery of first-class services to all its clients, a factor that enables it to maintain its class in the industry. According to the manager, the hotel’s clients are knowledgeable of the trend and the abundance services that the hotel delivers whether visiting for the first time or making revisits (1). This aspect leads to the management’s move of inclining its labour force to the business processes as a mode of increasing its production and delivery of customized professionally made services. The management further engages its operations management to delivering customer satisfaction through setting a layout of flexibility in services. Such an approach serves to the best of the set strategy as it enables the consumers to get their orders timely despite the scarcity and experiences born in the employee population. Clients seem to be knowledgeable about the availability of substitutes since whenever they order unavailable products, the skilled workforce challenges them with multiple choices (2). This approach sets the operations management towards the achievement of its goals and objectives since the skilled workforce serves to the benefit of the customer oriented strategy rather than personal goals. Further, the operations management is able to control its objectives towards the delivery of value to the clients as it inclines its operations to a technology based level. Such an approach ensures that clients do not trek around the hotel to order for services since they are able to conduct the reception from their rooms. Further, the provision of menus at an online platform reduces the process of making orders hectic since the room service attendants are able to identify the services required thus; being able to deliver them on a one-way. The operations management ensures a continued process of training upon its permanent and temporary employees. This serves as a resolution of uncertainty in efficiency since the skilled labour force is able to bear adequate knowledge in the delivery of multiple services. Therefore, the hotel’s operations management implementation of multi-skilled employee population rather than a specialised one serves to the best of the organisation’s value delivery programs (2). It is knowledgeable that the operations management monitors its financial budgets and the predicted profits as a way of avoiding overspending. It is factual that the operations management ensures adequate and regular trainings on a wide range of skills as a way of avoiding the hiring of unnecessary staffs who would translate to increased expenses in the hotel’s account to cater for salaries and remuneration. Further, the financial resolution seems abundant in directing the organization towards customer satisfaction as the management is able to research on the changes in tastes and preferences of the consumer in order to deliver services that match the changing market needs. Technology serves as integral in monitoring workforce operations within the organization. Contextually, the operations management in the hotel sets its surveillance and workforce accountability at an enhanced level hence whenever the workforce serve to the best of the set standards, they bear the ability to deliver customer value at the long run (2). In conclusion, it seems that Penang Mutiara’s operations management serves to incorporate all production factors to the business processes, while still evaluating the financial plans. This in turn leads to the inclusion of technology and the hotel is able to deliver objectives in relation to the set strategy. Can the hotel implement changes to the strategy? Penang Mutiara can implement changes to its customer oriented strategy if such an approach would be of service to increase performance and growth in market share in the Malaysian hotel industry, and also at an international level (1). The Singapore based management company seems to dictate its leadership and managerial versions in running the hotel towards achieving successful outcomes in the market. These facts could be changed in the hotel to achieve its long range benefits in the growth and diversification of investments, which is always a goal to achieve in every business. The hotel’s implementation of a leadership approach that is integrated into the current strategy and the use of technology in supervision and evaluation clients’ needs could lead to change in the strategy. Arguably, such processes shall enable the management at Penang Mutiara to realize the number of employees required by the company. Citing to the fact that the hotel has a room capacity of 440 chambers, it is about the salient importance for the management to recruit new employees for room attendance services as such an approach would lead to improved customer satisfaction (1). Contextually, whenever the management risks calling for extra room service attendants from the restaurants, it reduces growth in production and revenue creation in the restaurants since some services become undependable. The fact that the hotel emphasises dependability is an ideal for implementing changes on the strategy to reduce the risk of loss in clientele groups to other hotels in the Malaysian tourism and hotel industry. The Singapore based management should carry out surveys on the changes that occur in the hotel industry in order to serve its clients with the desired optimum satisfaction (2). For instance, if the changes presented by seasonal fluctuations seem to affect restaurants clients’ the management may choose to serve its best for guests residing in the rooms, and subcontract the restaurants. This change shall be of importance to the organization as the company shall bear the dictate the services rendered at the restaurants to meet the internal planning objectives. The hotel can also implement changes in the strategy in order to widen its span of services to the clients. In emphasis, the hotel’s resolution to implement a change in the strategy through subletting its restaurants to exclusive hoteliers who would produce in accordance to the hotel’s standards shall serve to reduce the overall costs of production. This is a clear indication that Penang Mutiara’s management may re4solve to changing some of its programs and plans in order to make adequate changes to the customer oriented strategy. The approach seems advantageous to the organisation since it will be able to increase its span of services over its competitors, and to the advantage of improved customer satisfaction (2). If the hotel’s management deems to implement changes to the strategy, the process will be easy since its internal environment comprises of a unified group of personnel who form the ideal and necessary factor of production and delivery of satisfaction. According to the general manager, the organisation stipulates that each permanent employee should bear multiple skills as a key to competence in performing different tasks. Arguably, this attribute can allow for a change in the strategy since the newly implemented shall serve to increase performance holding to the flexibility of the employees. It is factual that the consumer markets change with time. Therefore, Penang rests holding minute options in dictating whether or not to make changes to its customer oriented approach (2). Notably, the improvement in technology is vital if the hotel is to match the desired consumer needs. Actually, the emergence of social networks is a force to reckon in the hotel industry since it has led to the birth of a new hotel culture. Through planning to accommodate the new trends in the market, the hotel shall find implementation of changes in the strategy vital for success. Lastly, Penang’s management can enforce changes to its strategy if such an approach shall enforce a reduction in the overall costs while still managing risks at reduced levels. Effects of quality, speed, flexibility, and cost on the hotel’s external customers Effects of quality and its internal benefits to the hotel Penang offers first-class services, hence it tops in the South-East Asian hotel industry as the leading producer of recommendable services. Secondly, the hotel’s provision of services is evident in its luxurious accommodation and the application of an outside-in strategy that enables its production to target in delivering consumer needs. The management is knowledgeable that it is in heart of quality production that the organization has been able to define an independent and a rather successful market segment in the Malaysian hotel industry (1). Not only does the provision of quality services draw clients from the local market, but also seems to be the destination for the region’s international tourists. This fact is evident through the implemented information of the clients’ arrivals via airlines. Therefore, quality translates to increased growth in clientele and market share, thus yielding competitive advantages and profitability as internal benefits to the company. Effects of speed and its internal benefits to the hotel According to Penang Mutiara’s general manager, speed is an effective tool in enhancing efficiency in the delivery of value in the organisation. This approach is centred in the organisation and every employee bears abundant knowledge about the services that draw clients. Speed enables the organisation to conform to its goal of delivering first class services to its international and domestic clients (2). The management stipulates that the tool is vital in ensuring that all its guests get access to their desired services promptly upon every request. Holding to the fact that Penang Mutiara runs a broad spectrum of services, it is through the inclusion of speed that the organisation is capable of ensuring efficiency in its entire product provision network. The approach is saliently beneficial to the organisation as it draws all its objectives to match the set goals thus; Penang rests assured of achieving its long term plans with a level of abundance and success. Therefore, clients continue to decipher Penang Mutiara as the uncontested destination in the region, an aspect that contributes to increased profits in the company. Effects of flexibility and its internal benefits to the hotel Flexibility is vital in Penang Mutiara as it enables the hotel to adapt to seasonal changes without incurring extra costs in catering for remuneration expenses. It is evident that the organisation’s management encourages the employees to adapt a multi-skilled approaches since such would enable them to serve clients satisfactorily in different fields. For instance, the management asserts that the permanent employees have the capability of delivering services ranging from reception, room services, and restaurant services. This factor affects the company positively since it is assured of certainty in the acquisition of the set goals since clients are able to acquire the set range of services from any employee (2). Lastly, the aspect of flexibility serves as a reassurance to the clients that they will not face difficulties in accessing the hotel’s services at any given point. In emphasis, flexibility leads to an increment in clientele loyalty and growth in the market share. Effects of cost and its internal benefits to the hotel The organisation stipulates costs as a solution to enhance relevance in the hotel industry. Penang’s general manager adopts an approach on cost, citing that the strategy is clarity to deciphering knowledge on the availability of quality services in the organisation. Since the hotel targets external clients, the use of cost is saleable at an international service delivery platform for customers will seek high-end services through cost evaluation approaches. Through the cost approach, the hotel’s staffs are restrained from targeting personal goals since they are knowledgeable of the clients’ expectations, a resolution that engages every task to perfection. In turn, cost serves in steering efficiency and increased customer value in relation to the set goals (1). Therefore, Penang Mutiara’s external customer market segments continue to expand despite the threat of competition from cheap-priced hotels in the region. Work cited Slack, S Chambers and R Johnston. Operations Management: Operations objectives at the Penang Matiara, 7th edition, pg64-65 Prentice-Hall, London, 2013. 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