The Hospitality Management Process of Four Seasons Hotel - Assignment Example

Department Head’s Report Contents Introduction 3 Analysis 3 Conclusion 9 Work Cited 10 of the of the No. Department Head’s Report Introduction This summary tries to focus on the hospitality management process of Four Seasons Hotel in Seattle. The foreign delegates from all over the world would visit the hotel in 2014 for G20 Summit, organized by the World Trade Organization (WTO). Hence, it is highly rational for general manager of the hotel to frame amendments through which he can assure better services to high profile customers. This paper is a report for the department head containing consolidated information about services of different departments of the hotel. Previously, when the Summit was held in 1999, almost 40000 common individuals violently protested against officials of WTO for the new polices undertaken. The Four Seasons Hotel authorities must ensure security as well as high quality services to the visitors. High quality service delivered to the attendees would help to enhance brand value of the hotel in long run. Analysis In the contemporary era, all prominent business organizations operating within the hospitality industry try to improve service quality and customer satisfaction within business. It is found that superior services provided by a hotel helps to increase its aggregate profitability as well as base of loyal customers. Buyers’ loyalty towards a company and satisfaction derived share a directly proportional relationship (Halil and Tanova 33-41). This report would mention that Four Seasons Hotel has an aim to generate 100% occupancy rate from 29th November to 4th December. This is because, in that period of time, foreign delegates from across the globe would visit the hotel for attending the G20 Summit held in Seattle. Thus, in order to achieve the target, the hotel must introduce ways to enhance quality of its service, thereby augmenting customers’ loyalty or satisfaction. The Four Seasons Hotel provides numerous facilities to customers. The basic amenities and services provided by the hotel are: Exotic dining restaurants of different cuisines and superior accommodations Spa, gym, outdoor heated swimming pool and fireplace Conference Halls, ballroom and banquets (“Four Seasons Hotel”). Figure 1: Business Services (Source: “Four Seasons Hotel”) In addition to major services, the hotel also offers special business services to visitors. The above list shows various types of commercial services provided by the company, which renders business tours of corporate officials comfortable and convenient. The manager must ensure that all these services are uninterruptedly delivered to the hotel attendees. Accommodations The accommodations of the hotel are placed on first ten floors. The company owns 147 guest rooms and 13 luxury suites (“Four Seasons Hotel”). The housekeeping officials of the hotel must ensure that facilities available in each room of the hotel can be well-used by attendees. In general, rooms of the hotel are decorated in ways that complement local cultures around the world. The workers of the housekeeping department must adequately clean the rooms at regular intervals (Alonso-Almeida and Rodríguez-Antón 1455-1463). Food Food and dinning services of the hotel must be excellent in terms of quality and wide in terms of diversity. The utility levels of new visitors in a hotel substantially depend on quality of food and drink supplied to them. The chefs of the hotel must provide customized dinning services to high profile visitors. In addition, room, lounge and restaurant dinning services of the hotel must be prompt and efficient. The existing food menus of the hotel must cater to multiple cuisines. The foreign delegates residing in the hotel would come from different parts of the world and hence, would have dissimilar food habits (Halil and Tanova 33-41). The food and beverage department of the hotel must ensure that attendees are comfortable and satisfied with quality and assortment of food served by the hotel. In addition to this, the hotel authorities must ensure that Private Affaire dining rooms are maintained in a good condition and the visitors availing its service are satisfied with service quality. This special dining room accommodates around 22 customers and provides best suited ambiance for corporate dinners (“Four Seasons Hotel”). Transportation The Four Seasons Hotel provides high quality transportation services to its visitors. The standard guests of the hotel commonly avails its 24 hour car service facilities for visiting places in and around Seattle. Furthermore, the hotel also provides its own customized jet service facilities to high profile customers. The foreign delegates who would be attendees of Four Seasons Hotel by way of joining the G20 WTO Summit are high profile corporate or political officials from diverse economies. The hotel authorities must provide these busy professionals with privatized jet services, as and when required (Alonso-Almeida and Rodríguez-Antón 1455-1463). Additional Facilities The authorities of the hotel should incorporate sufficient meeting and conference facilities for the attendees. These professional visitors are less likely to tour the city or visit places therein. They would be involved in frequent business meetings, which would render the need for special conferencing and meeting facilities high (“Four Seasons Hotel”) Moreover, if additional amenities in the form of free internet or telephone services are provided to the delegates, then their levels of satisfaction would be rendered high. Promotional Facilities The Four Seasons is a five star hotel and consequently, target customers are the elite class individuals. The attendees of the hotel in the year 2014 would be affluent and renowned individuals participating in the G20 Summit. Therefore, the company can establish premium prices for its services to such customers. However, special promotional offers can be added on bulk purchases. For instance, the hotel can provide a complementary guest room with 40 engaged guest rooms (Halil and Tanova 33-41). Safety The management authorities of the hotel must assure that attendees would be able to safely reside during and after the Summit. It was found that after the Summit of 1999, the WTO officials faced problems regarding public protection against its new polices. Such incidents must not create similar problems for the attendees in Four Seasons Hotel during the upcoming Summit. The hotel authorities should maintain strict safety measures for its visitors (Halil and Tanova 33-41). Special emergency alarm facilities should be kept in each room and conference halls. The employees in emergency management team of the hotel must promptly react and respond to any critical situation, which would affect safety standards of the hotel (Alonso-Almeida and Rodríguez-Antón 1455-1463). The hotel must offer world class medical services for the attendees. It is found that Four Seasons Hotel already have own medical service facilities. Even so, since occupancy rate of the hotel would significantly increase during the Summit, authorities must appoint additional doctors and medical facilities. Furthermore, security network of the hotel must be improved during the Summit. These security control systems must be able to resist any public retaliation during and after the Summit. Overall Service Quality Operational processes of hotels appear to justify the economic theory of Veblen Effect (Alonso-Almeida and Rodríguez-Antón 1455-1463). The customers of a hotel generally judge quality of services, in terms of price paid. The price charged for nearly all services offered by a five star rated hotel, as that of Four Seasons Hotel, are premium. This enhances the visitors’ expectations regarding the service quality. It is true that superior quality of safety standards, food, business facilities, accommodations, luxury, communication and transportation facilities of Four Seasons Hotel would help to heighten the attendees’ satisfaction and occupancy rates (“Four Seasons Hotel”) The human resource department of the hotel must introduce new training and knowledge sharing sessions for all employees. The training sessions should contribute towards improving vocational and non-vocational skills of the employees. Such opportunities would make employees of the hotel more productive and efficient at work. Conclusion The Four Seasons Hotel comprises uniquely designed spacious rooms, but the authorities must ensure that all facilities of the rooms can be used by the attendees and hotel premises are cleaned at regular intervals. Food and drink related facilities of the hotel should also reflect great diversity and quality (Alonso-Almeida and Rodríguez-Antón 1455-1463). The chefs of the hotel must prepare food recipes of different cuisines in order to meet requirements of the local food habits of foreign attendees. It is expected that high quality spa, fitness, fireplace and pool amenities of the hotel would successfully satisfy visitors by providing them with more comfort and luxury. Furthermore, improved business conference and meeting services would effectively enhance the level of satisfaction derived by attendees of the hotel. Higher occupancy rates can be achieved with the essence of such diversified services. The authorities of the hotel must secure the fact that safety and security standards required are incorporated appropriately. Even so, it must be noted that without superior services of employees, Four Seasons Hotel authorities would not be able to enhance the occupancy rate to 100% from 29th November to 4th December, during the G20 Summit. Work Cited Alonso-Almeida, María and José Miguel Rodríguez-Antón. "Organisational behaviour and strategies in the adoption of certified management systems: an analysis of the Spanish hotel industry." Journal of Cleaner Production 19.13 (2011): 1455-1463. Print. “Four Seasons Hotel.” Fourseasons. Fourseasons, 2014. Web. 4 June. 2014. Nadiri, Halil and Cem Tanova. "An investigation of the role of justice in turnover intentions, job satisfaction, and organizational citizenship behavior in hospitality industry." International Journal of Hospitality Management 29.1 (2010): 33-41. Print. Read More