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Joint International Internship Seminar
Study on guest touch points at the front office
Vivanta by Taj Holiday Village Goa
September 18th 2011 – September 30th 2011
Participants Coordinators
Joel Dias (GIM) Prof. C. Fernandes (GIM)
Hitaishi Khullar (GIM) Prof. A. Gonsalves (GIM)
Johan Van Langendonck (UA) Prof. P. Matthyssens (UA)
Lars Vercammen (UA) Prof. K. Vandenbempt (UA)
1
Table of contents
List of figures and tables.......................................................................................................................... 2
Foreword and acknowledgements .......................................................................................................... 3
Preface ..................................................................................................................................................... 4
Company background and presentation ................................................................................................. 5
Problem statement.................................................................................................................................. 6
Research methodology ............................................................................................................................ 6
Analysis and findings ............................................................................................................................... 9
Observations & customer feedback .................................................................................................... 9
SERVQUAL – A service quality framework ........................................................................................ 11
Management perception gap ........................................................................................................ 11
Quality specification gap ............................................................................................................... 11
Service delivery gap ....................................................................................................................... 11
Market communication gap .......................................................................................................... 13
Perceived service quality gap ........................................................................................................ 13
SWOT analysis ................................................................................................................................... 14
Strengths ....................................................................................................................................... 14
Weaknesses ................................................................................................................................... 14
Opportunities ................................................................................................................................ 14
Threats ........................................................................................................................................... 14
Conclusion and recommendations ........................................................................................................ 15
Management recommendations: An overview .................................................................................... 17
References ............................................................................................................................................. 18
Appendices ............................................................................................................................................ 19
Appendix 1: Observations of front office activities at Vivanta by Taj Holiday Village Goa ............... 19
Appendix 2: Observations of front office activities at Marriott’s resort in Goa. .............................. 24
2
List of figures and tables
Figures
Figure 1 Vivanta by Taj Holiday Village Goa…………………………………………………………………………….5
Figure 2 Visualization of the SERVQUAL model – based on that of the OSU……………………………7
Figure 3 Overview of the most important indicators for front office performance based on
guests’ feedback: percentage of guests that rate the respective services excellent.
2008 – 2011….......................................................................................................10
Figure 4 Overview of the recommendations per gap……………………………………………………………17
Tables
Table 1 Overview of the total number of standards, the number of those met – for 100% –
and the overall success rate per general behavior, based on observations……............9
Table 2 Overview of the total number of standards, the number of those met – for 100% –
and the overall success rate per general behavior, based on observations at
Marriot’s Resort in Goa………………………………………………………………………………………….12
3
Foreword and acknowledgements
Prior to starting with our report, we would like
to reflect on this joint international internship
experience and express our sincere thanks to
everyone who made this project – and
experience – possible.
During the project, we did not only learn a lot
about the hospitality industry – in particular
the 5-star resorts in Goa, India – and how to
work in an international team consisting of
people with very different backgrounds, but
we also learned a lot about ourselves in terms
of global mindset. Therefore, we would like to
take the time to explicitly thank everyone
involved in this international experience.
First of all we would like to express our
gratitude to Mr. Yogendra Agnihotri, Learning
& Development Manager at the Goan Holiday
Village, Mr. Prabal Srivastava, the local Front
Office Manager, and General Manager Vishal
Singh for introducing us to the topic. Derek
Monteiro, the resort’s Client Relationship
Manager also deserves our appreciation for all
his insights and providing us with valuable
data on guest satisfaction. Furthermore we
would also like to thank all the front office
associates for spending their quiet times with
us and making us feel at home.
Secondly, we are our professors – being Prof.
P. Matthyssens (University of Antwerp,
Belgium), K. Vandenbempt (University of
Antwerp, Belgium), Prof. A. Gonsalves (GIM,
India) and Prof. C. Fernandes (GIM, India)
respectively – very grateful for their assistance
and insights that helped us a lot during the
project.
Lastly, we would also like to thank our
respective universities – University of
Antwerp, Belgium
and the Goa Institute of Management, India –
for offering us this great opportunity to be
part of the joint international internship
seminar 2011. As mentioned before, it taught
us a lot about international interactions and
global mindset, the Indian hospitality industry
and the different aspects of teamwork.
4
Preface
This report outlines the study on the guest
touch points regarding arrivals and departures
done at the front office of the Goan Vivanta
by Taj Holiday Village. The research conducted
between September 19, 2011 and September
30, 2011 aims to provide insights in the
whether or not wrong specification and/or
implementation of the various brand
experience and international benchmarking
standards employed at this resort and
establish processes and suggestions for better
effectiveness of the front office services in
order to achieve superior guest satisfaction.
The document begins with a brief outline of
the Holiday Village – company background
and presentation – followed by the rationale
for this study. Next the research methodology
will be extensively discussed, from the
employed methods for data gathering – and
the imposed limitations – to an in-depth
specification of the main framework used for
this study. Then, the analysis and various
findings will be discussed, to end with sound
conclusions and clear management
recommendations. Last, a summary of these
recommendations will be given.
Throughout the report some literature insights
will be mentioned to further substantiate the
analysis. This is considered imperative, given
the limitations experienced during data
gathering.
Of course, the researchers of this study are
open to any remarks or questions regarding
the employed methodologies or featured
conclusions and recommendations and are
well willing to openly discuss with whoever
disagrees.
Lastly, it should also be mentioned that this
report can and should be used as an example
or basis for further studies at the respective
resort or other properties of the brand or
group. Further research should include a study
on the various other standards of the front
office as well as those of the several other
departments. In this way, a more general
conclusion and some more refined
recommendations can be made, all of this
with the aim of further improving the staff
performance – and thus service quality – to
make the resort even more a little heaven on
earth.
Company background and presentation
Taj Hotels Resorts and Palaces,
Tata Empire, is considered to be one of Asia’
largest and most prestigious hotel companies
and represents everything Indian hospitality
stands for. Being present in the hotel industry
for over 100 years, they managed to build a
worldwide chain of over 100 hotels in more
than 50 locations. (IHCL, 2011)
The group consists of four branches, covering
most segments of the market:
- Taj is the company’s flagship brand for
the world’s most demanding travelers,
offering the best of services in the
most exciting locations
famous landmarks to idyllic beaches.
- Vivanta by Taj Hotels & Resort
premium hotel experiences to those
having a ‘work-hard-play
style.
- The Gateway Hotel, a pan
hotel network operating
market segment, offers
hotels designed according
modern nomad standards to both
business and leisure travelers.
- Ginger targets the value
premising values like affordability,
intelligent design and consistency.
(IHCL, 2011)
The Vivanta by Taj Holiday Village Goa
located in Candolim near Panjim
capital of Goa – is “a luxurious and peaceful
beach resort, offering the best of services,
where people come to relax and de
says Client Relationship Manager Derek
Monteiro. The resort features 142
cottages in Goan-Portugese style
stay for over 200 guests who can
5
background and presentation
and Palaces, part of the
, is considered to be one of Asia’s
hotel companies
and represents everything Indian hospitality
stands for. Being present in the hotel industry
for over 100 years, they managed to build a
hotels in more
ranches, covering
is the company’s flagship brand for
the world’s most demanding travelers,
offering the best of services in the
most exciting locations – from world
famous landmarks to idyllic beaches.
s & Resorts offers
premium hotel experiences to those
play-hard’ life-
, a pan-Indian
hotel network operating in the mid-
s comfortable
hotels designed according to the
modern nomad standards to both
business and leisure travelers.
the value segment by
premising values like affordability,
intelligent design and consistency.
anta by Taj Holiday Village Goa –
Candolim near Panjim, the state
a luxurious and peaceful
beach resort, offering the best of services,
where people come to relax and de-stress,”
ionship Manager Derek
The resort features 142 villas and
Portugese style, providing a
who can enjoy the
spa, swimming pool, fitness center,
restaurants and alike. (IHCL, 2011a
Next to a luxurious and peaceful environment,
the guests can also enjoy the best of services,
provided by around 200 associates who work
around the clock. To offer
experience possible, these employees
spread over several departments from f
office over housekeeping to kitchen
several brand experience, operational and
international benchmarking standards, as
“following these standards leads to an
excellent experience for the people we
welcome in our resort, and that is what we
strive for,” states Monteiro
The international benchmarking standard
utilized by Vivanta by Taj are
Richey International, “the world’s expert in
guiding leading hotels and resorts through the
vital relationships between brand integrity,
guest experience and employee behavior
(Richey International, 2006)
Figure 1 Vivanta by Taj Holiday Village GoaIHCL (2011a), “Quick Peek”, 23th of September 2011,
http://www.vivantabytaj.com/Holiday-Village
“…excellence is what
we strive for.”- Derek Monteiro, Client
pool, fitness center,
(IHCL, 2011a)
Next to a luxurious and peaceful environment,
the guests can also enjoy the best of services,
200 associates who work
To offer the best guest
experience possible, these employees –
spread over several departments from front
office over housekeeping to kitchen – follow
several brand experience, operational and
l benchmarking standards, as
standards leads to an
for the people we
and that is what we
states Monteiro.
The international benchmarking standards
Vivanta by Taj are created by
the world’s expert in
guiding leading hotels and resorts through the
vital relationships between brand integrity,
experience and employee behavior”
(Richey International, 2006). (IHCL, 2011b)
Vivanta by Taj Holiday Village Goa , 23th of September 2011,
Village-Goa/Overview.html
xcellence is what
we strive for.” , Client Relationship Manager
6
Problem statement
As custodians of the Vivanta by Taj brand, the
associates are expected to ensure that the
‘brand comes alive’ by delivering operational
excellence and ensuring detail and quality in
their work. The Vivanta by Taj standards work
as a tool for them to achieve this. Much
thought has gone into creating them and the
standards have been benchmarked to be the
best in the world of hospitality. Hence, the
implementation of these standards is
imperative and the extent of its usage on a
daily basis, determines the Vivanta experience
the guest will have when they come to stay in
the resort.
It is however observed that there is a gap in
the standards ‘expected’ to be delivered and
the final ‘outcome’. This results in a guest
satisfaction below the predetermined
excellence level of 60% or more. For a brand
that is relatively new in the hospitality
industry and aspires to accomplish 100% guest
satisfaction, the effectiveness and consistency
in the specification and implementation of the
standards becomes imperative.
This report will gauge the specification and
implementation of some Vivanta brand
experience standards and Richey international
benchmarking standards at several touch
points – related to arrival and departure – in
the front office of the Vivanta by Taj Holiday
Village Goa. This will eventually aid in
establishing a process and suggestions for
better effectiveness of front office services –
with the aim of increasing guest satisfaction.
Research methodology
In order to establish this report and providing
insights in the whether or not wrong
specification and/or implementation of the
standards at the Goan Vivanta by Taj Holiday
Village, several research phases were
completed, starting with an in-depth study of
the various brand experience and Richey
international benchmarking standards and
ending with the application of the SERVQUAL
model, a framework often used in the
hospitality industry for assessing customer
perceptions of service quality (Parasuraman et
al., 1988, p.12).
To gather data for the use of this model,
observations were done at the resort’s front
office as well as in the lobby of the local
Marriott’s resort – near Panjim, Goa – in order
to be able to make a comparison and get
further insights into the issues faced by the
Holiday Village.
However, the collection of additional objective
data was very difficult, given the limitations
imposed by the Holiday Village’s
management: no interference with guests or
staff if this would keep the latter off their job.
Therefore further data was collected through
informal and spontaneous conversations with
front office associates – during lunchtime or
quiet moments – and guests – outside of the
premises of the resort. Interviews with
managers were also conducted.
The data obtained in this manner was then
employed in the service quality framework
SERVQUAL. This model, which is visualized in
figure 2 on the next page, focuses on the gap
between customer expectations – beforehand
– and their actual experiences (Almossawi,
2008).
The framework consists of five gaps, being
the:
1. Management perception gap that
refers to the difference between
management’s perception of
customers’ expectations and their
actual expectations.
7
Figure 2 Visualization of the SERVQUAL model – based on that of the Oregon State University Oregon State University (s.d.), BA 302 – Cost of Quality, 27
th of September 2011, http://classes.bus.oregonstate.edu/ba302/reitsma/quality.html
8
Possible causes for this gap can be
found in a lack of market research,
insufficient interaction with customers
etc.
2. Quality specification gap describing
how management translates the
customers’ expectations into service
quality specifications. Causes for the
divergence might be insufficient task
standardization, no goal setting etc.
3. Service delivery gap that draws the
attention to the discrepancy between
the quality specification and the
actual delivery. Such a gap can occur
because of no or too less teamwork
amongst the employees, a lack of
control by superiors, the wrong
people on the job etc.
4. Market communication gap
concerning the gap between
marketing activities and the services
delivered. Reasons for this gap can be
a lack of horizontal communication, a
tendency to promise too much and
alike.
5. Perceived service quality gap that is
the consequence of the four foregoing
gaps. It reflects the difference
between guests’ perceptions on the
one hand and their expectations of
service quality on the other hand.
(Almossawi, 2008; Wolfgang G., s.d.)
Even though the SERVQUAL model is originally
further subdivided in several dimensions,
being tangibles, reliability, responsiveness,
assurance and empathy respectively, it will
not be utilized in this manner (Parasuraman et
al., 1988). Reasons can be found in the
insufficient amount of data – due to
limitations imposed on data gathering – for
valid statistical testing. Nevertheless the
application of the SERVQUAL framework will
still give sufficient insight in the underlying
motives regarding the whether or not wrong
specification and/or implementation of the
standards.
After applying the SERVQUAL model on the
various qualitative data – interviews and
informal conversations – the different
strongholds and weaknesses will be identified
as well as the potential opportunities and
threats regarding the front office – and the
resort in general.
Based on this SWOT analysis as well as the
SERVQUAL model, recommendations will be
drawn to further improve the effectiveness –
read: service quality – of the front office with
the ultimate goal of increasing guest
satisfaction and reaching the predetermined
excellence level of 60% or more.
9
Analysis and findings
Observations & customer feedback
In the hospitality industry “guest experience
can make or break any business
(hotel-industry.co.uk, 2011).” The same is true
for Goa’s Vivanta by Taj Holiday Village, where
they strive for an excellent customer
experience by following several brand
experience, operational and international
benchmarking standards. Observations,
focusing on the first and the latter ones,
indicate that most of these standards are
being met at the front office – see appendix 1
for a full overview and table 1 for a brief one –
but that some significant improvements can
still be realized, most of which are related to
the front desk activities – check-in and check-
out – during stressful situations. At times
when there are for instance numerous arrivals
or departures, several associates fail to meet
the standards as prescribed in ‘the book’,
affecting the overall front office experience of
the guests.
“Striving for an excellence rate of 60% or
more”, figure 3 on the next page shows that –
although most standards are being met and
despite there has been a slight increase in
excellent overall guest satisfaction of on
average 2.67 percent annually over the last
three years – there is still a long way to go to
reach this goal, “which is even significantly
lower than the pre-renovation satisfaction
level,” says General Manager Vishal Singh.
Next to the overall guest satisfaction, figure 3
also demonstrates that the most important
contentment indicators with regard to front
office activities have gone up over the last
three years. On average the rating for check-
in, check-out, airport transfer, performance of
the reception associate and that of the travel
desk associate increased annually with
Table 1 Overview of the total number of standards, the
number of those met – for 100% – and the overall
success rate per general behavior, based on
observations. (1B stands for Bus and C for Car.)
General
behavior(s)
Total
number of
standards
Number of
standards
met (100%)
Success
rate (%)
Cross cutting
behaviour 7 4 57
Limousine
Guest
Experience1
B C B C B C
40 40 28 38 70 95
General Front
Door & Lobby
Experience
19 19 100
Hotel Arrival
Experience 27 23 85
Front Desk &
Bell Desk
Experience
22 18 82
3.00, 2.67, 4.33, 3.33 and 2.33 percent
respectively. Nevertheless only the courtesy,
competence and responsiveness of the
reception associate managed to reach the
60% excellence level, the others lagging
behind at respectively an excellence level of
51% for the check-in experience, 54% for the
check-out experience, 50% for the airport or
station transfers and 54% for the travel desk
associate’s performance. In order to identify
the reasons for the underperformance of
these contentment barometers, the
SERVQUAL model will be used, as mentioned
in the previous section.
“…guest experience
can make or break
any business”
- Hotel-industry.co.uk
43 45
35
40
45
50
55
2008 2009 2010
Taking into account all the products and
services you have experienced
42 45
0
20
40
60
2008 2009 2010
Experience at the time of check
51 59
0
50
100
2008 2009 2010
Courtesy, competence and
responsiveness of the reception
associate
3744
0
20
40
60
2008 2009 2010
Airport/Station transfer provided by the
resort
Figure 3 Overview of the most important indicators for front office performance based on
guests’ feedback: percentage of guests that rate the respective services excellent.
A trend line is also included for the convenience of the reader.Source: Taj’s Guest Satisfaction Tracking System
10
49 51
2010 2011
Taking into account all the products and
services you have experienced
31 34
0
10
20
30
40
50
2008 2009
Value for money
52 51
2010 2011
Experience at the time of check-in
4650
40
45
50
55
60
2008 2009
Experience at the time of check
47 47
40
45
50
55
2008 2009
Courtesy, compentence and
responsiveness of travel desk associate
64 61
2010 2011
responsiveness of the reception
4150
2010 2011
Airport/Station transfer provided by the
the most important indicators for front office performance based on
: percentage of guests that rate the respective services excellent. 2008
A trend line is also included for the convenience of the reader.action Tracking System
39 41
2010 2011
53 54
2010 2011
Experience at the time of check-out
53 54
2010 2011
Courtesy, compentence and
responsiveness of travel desk associate
the most important indicators for front office performance based on
2008 – 2011.
A trend line is also included for the convenience of the reader.
11
SERVQUAL – A service quality framework
In the following paragraphs the different gaps
of the model will be discussed, based on the
observations, management interviews and
informal conversations with staff and guests.
Management perception gap
At Vivanta by Taj Holiday Village Goa, the
management’s perception regarding the guest
expectations of the front office is aligned with
the actual guest expectations, as the
managers perceive that “while some guests
prefer a relaxed check-in, others want a
speedy and efficient one.” Nevertheless
management admits that staff needs some
further training to gauge guest preferences
and provide them with the check-in or check-
out pace they prefer.
In case of the overall experience,
management understands well that guests,
visiting the Goan Holiday Village, come to de-
stress and have a relaxed stay: they come to
enjoy the best of services in a peaceful
environment. Given this understanding,
management does not focus on any particular
service, as “every service is equally important,”
states Customer Relationship Manager Derek
Monteiro. They feel that personalized guest
services and making an extra effort to treat
guests in a very special way and make them
feel at home is an important objective of the
resort.
With increasing competition witnessed by the
luxury resort, the guest expectations are
increasing over the years. The understanding
of this paradigm shift in the customer
expectation is of due significance by the
management.
Given the foregoing arguments, it seems
reasonable to conclude that there is no
management perception gap.
Quality specification gap
All over the Vivanta by Taj Hotels and Resorts
brand the same standards are being utilized –
both in business and leisure hotels, which
might indicate an incorrect quality
specification, as customer expectations differ
depending on the purpose of the stay. This is
however not entirely true. Obviously
standards need to be more or less the same to
create a clear brand image. Nevertheless,
minor differences exist between the different
locations and hotels to fall in as good as
possible with the local guests’ needs and
expectations.
“There are [however still] some standards that
need to be revised,” says Derek Monteiro. “For
instance the check-in standard should be more
flexible – adapted to each guest.” General
Manager Vishal Singh on the other hand states
that standards are updated regularly.
Taking the two above mentioned statements
in mind, there are sufficient reasons to
assume that there is no significant quality
specification gap present at the Vivanta by Taj
Holiday Village Goa.
Service delivery gap
During observations it became clear that the
brand’s standards as well as the international
benchmarking standards are not always met.
This is especially the case at the front desk –
check-in and check-out – during stressful and
busy moments, as mentioned before. At such
times several front office associates show
signs of stress, forget to project positive body
language, raise their voices too much – so that
privacy is at stake, forget to offer welcome
drinks or wet towels etc. In quiet times
however, these associates do succeed in
meeting all the prescribed standards.
12
The above mentioned events suggest that
several associates lack experience and
training, making them feel insecure and
forgetting to follow the standards when they
are needed most. This assumption was
confirmed when doing observations at
Marriott’s holiday resort near Panjim, Goa.
Success rates for all of the standards – being
the amount of successful observations per
standards divided by the total amount of
observations of that particular standard –
were higher over there – see appendix 2 for a
full overview and table 2 for a brief one. This is
due to “[the] intensive on-the-job-training,
combined with several practical classes –
instead of theoretical ones,” says Marriott’s
local Assistant Front Office Manager Ashwani.
Table 2 Overview of the total number of standards, the
number of those met – for 100% – and the overall
success rate per general behavior, based on
observations at Marriot’s Resort in Goa. (
1B stands for Bus and C for Car.)
General
behaviour(s)
Total
number of
standards
Number of
standards
met (100%)
Success
rate (%)
Cross cutting
behaviour 7 7 100
General Front
Door & Lobby
Experience
19 19 100
Hotel Arrival
Experience 27 25 93
Front Desk &
Bell Desk
Experience
22 22 100
This last statement is supported by several
staff members of the Vivanta by Taj Holiday
Village Goa, stating that they need more
trainings – especially more practical ones – in
order to gain further experience and to be
able to feel more comfortable when such
stressful situations occur. “It is like they want
us to cut with a blend knife, but in this way, we
will only hurt ourselves. We need sharper
ones,” said a front office associate.
Observations have also indicated that foreign
language proficiency is not always adequate.
Especially buggy drivers and bellboys – ‘the
outdoor front office staff’ – showed
insufficient knowledge of English. This might
cause an unsatisfying experience for the
guests during for instance the property
orientation.
Next to the possible unsatisfying property
orientation because of insufficient language
knowledge, observations also revealed that
several guests were experiencing problems in
understanding the lay-out of the property,
despite being explained broadly during check-
in.
The research has also unveiled that there is a
certain inequality and insecurity amongst the
employees. Temporaries and trainees are
experiencing less job security and a lower
salary in comparison to the associates working
on a fixed contract, making them less
motivated – resulting in a weaker job
performance, which could translate itself in a
poorer guest experience.
It should also be mentioned that there is a
need of more interaction and free flow of
communication between the supervisors and
the associates – at least more than the
present level.
Last, night arrivals experience a lower quality
in service delivery, as “[the] skeleton staff [is
missing], which means that not all standards
are performed as prescribed,” says Monteiro.
“It’s like they want us to cut with a
blend knife, but in this way, we
will only hurt ourselves. We need
sharper ones.”
- Front office associate
13
Based on the foregoing arguments, it seems
realistic to believe that there is a gap between
the standards defined by management and
the real service delivery. This can be
considered to be an indication for not
reaching the predetermined 60% excellence
level.
Market communication gap
Observations and informal conversations with
guests – outside the premises of the resort –
have shown that the Holiday Village in Goa
needs to focus on the right marketing
initiatives to clearly communicate the brand
Vivanta by Taj – which is different from the
brand ‘Taj’ – to guests, as these last ones
associate the resort’s brand name with the
high-end luxury Taj resorts. However, Vivanta
by Taj targets a different market segment –
focusing more on services than on over-the-
top facilities.
Guest insights indicate that unawareness of
the difference between ‘Taj’ and ‘Vivanta by
Taj’ – thus guests associating the Holiday
Village with the brand ‘Taj’ – leads to
expectations that cannot be met, as these
customers expect an ultimate luxury resort
which the Goan Holiday Village is not.
However, guests aware of the difference –
Vivanta by Taj focusing more on personalized
services than on absolute luxury – experience
what they expect, resulting in higher
satisfaction levels for front office as well as
the resort in general.
Although the connection with Taj is of crucial
importance – as stated by General Manager
Vishal Singh, a higher focus on the ‘Vivanta’
concept is needed. It will make guests
associate the resort with what it actually
stands for and will reduce the gap between
their expectations and their actual experience.
Hence, the chance that the brand image of Taj
gets negatively affected decreases by focusing
more on ‘Vivanta’ and less on ‘Taj’ (Martinez,
Pina, 2003, abstract).
Also, the marketing on the website, in terms
of descriptions and pictures should not be
misleading in any way. For instance, the
website states that the accommodations have
recently been renovated, where in reality this
already dates back from 2005 to 2006 (IHCL,
2011c).
Based on the above analysis, it can be argued
that the Vivanta by Taj Holiday Village Goa
suffers from a market communication gap.
Perceived service quality gap
The subsection on the first gap – being the
management perception gap – pointed out
that the hotel management has a clear
understanding of the customer expectations
of front office activities as well as in general.
Their bright view on these last ones, allowed
them to translate the expectations in correct
and comprehensible standard operating
procedures (SOPs). Yet the discrepancy
between offered service quality and guest
experience occurs at the boundary of
specification and delivery. The staff, lacking
experience and practical training, is not able
to deliver the services as required, translating
itself in a substandard quality which
consequently does not result in the
predetermined excellence level of 60% or
above.
Furthermore there is also the unclear brand
image of Vivanta by Taj. Guests not being
aware of the difference between Vivanta by
Taj and the high-end Taj brand might set their
expectations too high. This makes it difficult
for staff and management to meet all the
wishes of their respective customers.
Given the statements above, it is reasonable
to conclude that there is a certain gap
between the guests’ expectations beforehand
and their actual experience at the time of the
14
stay in the resort. This result is not surprisingly
though, as it is experienced in various Indian
luxury hotels (Mohsin, Lockyer, 2010,
abstract). The gap at the Holiday Village
however does not significantly impact the
loyalty of the guests, proven by the “retention
rate of one out of two,” says Monteiro.
SWOT analysis
This subsection will give an overview of the
overall strengths and weaknesses of the
resort, in particular those of the front office.
Furthermore the possible external
opportunities and threats will be discussed.
Strengths
Management has a clear view on the guests’
expectations and succeeds in translating them
in correct and understandable SOPs.
Furthermore the resort differentiates itself
from competitors by going an extra mile to
make the guests feel special and at home –
both proven by the Holiday Village’s high
retention rate.
Weaknesses
Although the Vivanta by Taj concept is highly
innovative – focusing on experiences and a
personal approach – this message has not yet
been clearly captured in its marketing
communication. As a result, people welcomed
in the Holiday Village Goa have a limited
understanding of what the resort stands for.
Next to the lack of a clear message, the Village
does not succeed in offering all of the
promised services because of inexperienced
and undertrained staff.
Furthermore, the limited lobby space makes it
inconvenient to facilitate numerous arrivals or
departures at the same time.
Opportunities
If the resort succeeds in communicating its
message clearly and manages to train its staff
to the required performance level – or attract
a more experienced workforce – it should be
able to attract more guests over time, as
Indian economy is witnessing high growth,
allowing more people to enjoy the luxury of
such a resort. (Euromonitor international,
2011)
Threats
Given the number of Goan competitors in the
premium hotel segment, there is a chance
that they cannibalize guests by offering better
services at comparable rates. This statement is
supported by guest insights.
Next, the income inequality amongst the front
office associates – contractual versus fixed –
might lead to high turnover rate, forcing high
potential temporaries to go elsewhere where
salary conditions are better.
15
Conclusion and recommendations
The research conducted at the Vivanta by Taj
Holiday Village Goa on topic of the guest
touch points at the front office, has brought
out some interesting insights. Based on data
collected through observations, management
interviews and informal conversations with
staff and guests, the SERVQUAL model – a
framework on service quality that consists of
five gaps – identified two gaps that affect
service quality. More specifically the gaps
were found in service delivery and market
communication.
A service delivery gap, focusing on the
discrepancy between the service
specifications – being the SOPs – and
implementation, was found because of the
following reasons:
- A lack of experience and insufficient
training,
- A certain feeling of inequality and
insecurity amongst some of the staff
members,
- An insufficient knowledge of foreign
languages in case of buggy drivers and
bellboys and
- A limited interaction and free flow of
communication between the
associates and supervisors.
In order to reduce this respective gap, it is
recommendable to introduce a more practical
approach towards training so that front office
associates can relate the training sessions to
the real life situations – for instance
simulations or assessments on unexpected
and numerous guest arrivals or departures.
Hence, it will make them feel more
comfortable, allowing them to focus on the
finer details – serving welcome drinks and wet
towels without exception – as well.
Furthermore an atmosphere of free
communication and interaction with superiors
should be promoted. In this way, managers
also get a better insight on the needs and
requirements of the front office employees.
Next, Bellboys, buggy drivers and other front
office members should be given more
opportunities to further strengthen their
communication skills in foreign languages –
mainly English.
Last, management should strive for more
equality – in terms of salary – and job security
amongst trainees, temporaries and those
working on a fixed contract. For instance, they
could employ a system of performance based
pay. Hereby, temporaries and trainees can
earn more if they perform well and hence, a
better service is delivered, increasing the
customer experience.
Next to the service delivery gap, there was
also found a market communication gap,
focusing on the difference between marketing
initiatives and the actual delivered services.
This gap can be attributed to:
- An insufficient brand awareness –
people not knowing the distinction
between Vivanta by Taj and the high-
end luxury Taj brand and
- A discrepancy between the display on
the website and the actual guest
experience.
This obviously leads to expectations that can
be hardly met. To reduce this gap the resort –
and in fact the entire Vivanta by Taj brand –
should adopt a two-pronged strategy.
First it is recommendable that marketing
increases efforts to clearly communicate the
Vivanta by Taj concept that stands for an
experience-oriented and personal approach
for those who ‘work-hard-play-hard’.
Otherwise guests may come with the
16
expectation of absolute luxury and face
disappointment, and the Taj brand image
might get affected as well.
Secondly a clear and fair communication
through the website or other marketing
channels is mandatory to avoid ambiguity and
misconception in the minds of the guests.
Lastly the resort can make the front office
operations more effective – and thus the
guest experience more pleasant – by taking
some additional operational measures:
- As the research suggests it is advisable
to improve the property orientation
for the convenience of the guests. This
can be done by providing maps during
check-in, which give a more detailed
overview of the facilities and their
respective locations.
- The lobby could be re-designed to
accommodate large in- or outflows of
guests. For instance a separate check-
in counter for group check-ins might
be considered.
- The night shift should consist of
experienced staff members who can
assure that all standards can and will
be met, even during night check-ins
and check-outs.
17
Management recommendations:
An overview
Figure 4 below shows the various recommen-
dations per gap to further enhance
service quality at the Vivanta by Taj Holiday
Village Goa. However, for a full overview, it is
advisable to read through the previous section
as that is more detailed and puts forward
some possible implementations.
Figure 4 Overview of the recommendations per gap.
18
References
Almossawi (2008), Analyzing service quality in the
hospitality industry: the case of Bahrain, 20th
of
September 2011, http://findarticles.com/p/
articles/mi_m1TSD/is_2_7/ai_n31524538/pg_5/?t
ag=mantle_skin;content
Euromonitor International (2011), Travel and
tourism in India, 28th
of September 2011,
http://www.euromonitor.com/travel-and-tourism-
in-india/report
Hotel-industry.co.uk (2011), Customer experience:
latest trends in customer experience, 25th
of
September 2011, http://www.hotel-
industry.co.uk/2011/03/customer-experience/
IHCL (2011), Company introduction, 26th
of
September 2011, http://www.tajhotels.com
/About-Taj/Company-Information/Default.html
IHCL (2011a), Quick Peek, 23rd
of September 2011,
http://www.vivantabytaj.com/Holiday-Village-
Goa/Overview.html
IHCL (2011b), Key initiatives, 24th
of September
2011, http://www.tajhotels.com/About-Taj/
Investor-Relations/Key-Initiatives.html
IHCL (2011c), Retreat, 26th
of September 2011,
http://www.vivantabytaj.com/holiday-village-
goa/Accommodation.html
Martínez, Pina (2003), "The negative impact of
brand extensions on parent brand image", Journal
of Product & Brand Management, Vol. 12 nr. 7,
p.432 – 448
Mohsin, Lockyer (2010), “Customer perceptions of
service quality in luxury hotels in New Delhi, India:
an exploratory study”, International journal of
contemporary hospitality management, Vol. 22 nr.
2-3, p.160 – 173
Oregon State University (s.d.), BA 302 – Cost of
Quality, 27th
of September 2011,
http://classes.bus.oregonstate.edu/ba302/reitsma
/quality.html
Parasuraman et al. (1988), “SERVQUAL: A Multiple-
Item Scale for Measuring Consumer Perceptions of
Service Quality”, Journal of Retailing, Vol. 64 nr. 7,
p.12-40
Richey International (2006), About Richey, 24th
of
September 2011, http://www.richeyint.com
/About.aspx
Wolfgang G. (s.d.), the basis of the Servqual model,
presentation, 26th
of September 2011,
http://www.arlt-lectures.com/servqual.ppt
19
Appendices
Appendix 1: Observations of front office activities at Vivanta by Taj Holiday Village Goa
Standard #observations #successful Success %
CROSS CUTTING BEHAVIOR
BRAND EXPERIENCE STANDARDS
1. Associate will project positive body language towards guests and
interact with discretion and confidence. 12 10 83
2. We greet guests in a friendly, informal manner including the guest
name if known. (Hint: Start with a Good Morning / greeting of the day,
emphasis is on using the guest’s surname. “Good Morning, Mr. Sampat”.
While meeting the same guest during the day, a hello could be used:
“Hello Mr. Sampat, trust you have been having a great day”. Emphasis on
using guest’s surname but avoid ‘sir’ or ‘ma’am/madam’)
14 10 71
3. We will talk to our guests with empathy and personality, and avoid
mechanical and common questions and remarks. (Hint: This means we
don’t ask every guest “How was your trip?) 5 5 100
4. We will be knowledgeable about local current events, culture and
technology and respond to guest with genuine interest and helpfulness.
(Hint: Doesn’t mean everybody has to know everything, but should have a
good basic knowledge, and refer to an expert when necessary)
4 3 75
5. We will escort our guests to the location or an appropriate landmark
when directions are requested. 4 4 100
6. We will take ownership of guest requests or needs without the guest
having to repeat it. 4 4 100
7. When visiting occupied guest rooms the associate will introduce
themselves and explain the purpose of the visit. 2 2 100
LIMOUSINE GUEST EXPERIENCE
BRAND EXPERIENCE STANDARDS
BUS CAR BUS CAR BUS CAR
1. Limousine guests are welcomed by an associate holding a digitized
board with the Vivanta brand logo. 1 1 1 1 100 100
2. Limousine amenities will include a massage seat and a self-service
presentation of cell phone, cell phone chargers (this may be one charger
with multiple pins for main brands like Nokia, Blackberry, iPhone) and wet
wipes.
1 1 0 1 0 100
3. We will feature an in car service directory (backseat) which will detail all
the available in car amenities and services. 1 1 0 1 0 100
4. Drivers will not make inquiries about arriving guest’s itinerary while in
town, nor inquire about return trips to the airport. 1 1 1 1 100 100
5. Shortly after the journey begins, the driver will ascertain the guest’s
comfort with the temperature, and offer a selection of music. 1 1 0 1 0 100
RICHEY INTERNATIONAL BENCHMARKIN STANDARDS
A. Arrival
1. Phones will be answered before four rings, and not on recording or hold
no longer than 30 seconds. Associate demonstrates a polite and positive
attitude, for example by expression, gestures or remarks. 1 1 1 1 100 100
2. Associate is engaged, unhurried and focused, giving attention to task at
hand. 1 1 1 1 100 100
3. We will talk to our guests with empathy and personality avoiding
mechanical common questions and remarks. 1 1 1 1 100 100
4. We will project positive body language towards guests and interact with
discretion and confidence. 1 1 1 1 100 100
20
5. Associate has a clean and crisp appearance. 1 1 1 1 100 100
6. Driver operates the vehicle safely and comfortably. 1 1 1 1 100 100 7. Guests arriving at the hotel by limousine arranged through the hotel
will be met at curbside. 1 1 0 1 0 100
8. Guests will be offered water or other refreshments or other towels. 1 1 1 1 100 100
9. Guests are asked about music volume, selection and offered choices. 1 1 0 1 0 100 10. Guests are asked about comfort with the temperature and offered
adjustments. 1 1 1 1 100 100
11. Associate will perform all luggage unloading and loading, she will assist
to the next luggage, destination, such as calling bellman, finding luggage
trolley, etc. and not simply dropping off at pavement. 1 1 1 1 100 100
12. Reading material will include current newspaper or magazines. 1 1 0 1 0 100
13. Reading material will include information about property. 1 1 0 1 0 100
14. Temperature and air quality are comfortable and odor-free. 1 1 1 1 100 100 15. Sound system operating at comfortable volume, with good sound
quality and an appropriate selection. 1 1 0 1 0 100
16. Vehicle is in good condition, free of damage, wear, inside and outside. 1 1 1 1 100 100
17. Vehicle is clean and well organized, inside and outside. 1 1 1 1 100 100 18. Vehicle access and seating is comfortable. Charge is properly totaled
and, if charged to guest room, properly posted to hotel bill. 1 1 1 1 100 100
B. Departure
1. Associate demonstrates a polite and positive attitude, for example by
expression, gestures or remarks. 1 1 1 1 100 100
2. Associate is engaged, unhurried and focused, giving attention to task at
hand. 1 1 1 1 100 100
3. We will talk to our guests with empathy and personality avoiding
mechanical common questions and remarks. 1 1 1 1 100 100
4. We will project positive body language towards guests and interact with
discretion, confidence and offered adjustments. 1 1 1 1 100 100
5. Associate has a clean and crisp appearance. 1 1 1 1 100 100
6. Driver operates the vehicle safely and comfortably. 1 1 1 1 100 100 7. Guests will be offered water or other refreshments or refreshing
towels. 1 1 0 0 0 0
8. Guests are asked about music volume, selection and offered choices. 1 1 0 1 0 100 9. Guests are asked about comfort with the temperature and offered
adjustments. 1 1 1 1 100 100
10. Associate will perform all luggage unloading and loading, she will assist
to the next luggage, destination, such as calling bellman, finding luggage
trolley, etc. and not simply dropping off at pavement. 1 1 1 1 100 100
11. Reading material will include current newspaper or magazines. 1 1 0 0 0 0
12. Temperature and air quality are comfortable and odor-free. 1 1 1 1 100 100 13. Sound system operating at comfortable volume, with good sound
quality and an appropriate selection. 1 1 0 1 0 100
14. Vehicle is in good condition, free of damage, wear, inside and outside. 1 1 1 1 100 100
15. Vehicle is clean and well organized, inside and outside. 1 1 1 1 100 100
16. Vehicle access and seating is comfortable. 1 1 1 1 100 100 17. Charge is properly totaled and, if charged, properly posted to hotel bill
and the receipt was provided to the agent. 1 1 1 1 100 100
GENERAL FRONT DOOR & LOBBY EXPERIENCE
BRAND EXPERIENCE STANDARDS
1. Interesting, unique items (sculpture, floral arrangement) will be
prominently displayed in our lobby. 1 1 100
2. Contemporary, stylish designer bathrooms will be featured in our lobby. 1 1 100 3. We will attractively display complimentary, non-fortified natural energy
in our lobby from morning through late evening. (Hint: The non-fortified
drinks should have a twist) 2 2 100
4. Our lobby and public areas will feature Brand scent and signature
music. 1 1 100
21
5. Our lobby will have a comfortable, relaxed atmosphere with Wi-Fi
capabilities. 1 1 100
A. Public spaces
1. Hotel front area, including curbside, porte-cochere and front doors
should be clean, free of stains & debris, in good repair and free of wear
and damage. 1 1 100
2. Furnishings & workstations should be tidy, well organized, clean, in
good condition and free of wear & damage. 1 1 100
3. Lightning, wall fittings and artwork should be clean, tidy in good repair
(no burned out bulbs), free of wear & damage. 1 1 100
4. Window frames, glass and treatments should be clean, in good repair
and free of wear & damage. 7 7 100
5. Floors, walls, ceilings and doors should be clean, hygienic, in good
repair, free of wear & damage. 1 1 100
6. Brochures or printed materials, if present, should be neat and
professional in arrangement. 2 2 100
7. Temperature and air quality should be comfortable and odor-free. 1 1 100 8. Windows and window treatments should be clean and hygienic
(especially if exterior view is featured). 1 1 100
RICHEY INTERNATIONAL BENCHMARKIN STANDARDS
1. Doormen will welcome guests with a warm, unique gesture (physical or
verbal), tailored locally (could be a salute, Namaste or wei). 5 5 100
2. Our lobby will have a comfortable, relaxed atmosphere with Wi-Fi
capabilities. 1 1 100
3. Interesting, unique items (sculpture, floral, antiques) will be
prominently displayed in our lobby. 1 1 100
4. Contemporary, stylish designer bathrooms will be featured in our lobby. 1 1 100 5. We will attractively display complimentary, non-fortified natural energy
drinks in our lobby from morning through late evening. 2 2 100
6. Our lobby and public areas will feature a Taj Premium scent and
signature music. 1 1 100
HOTEL ARRIVAL EXPERIENCE
BRAND EXPERIENCE STANDARDS
1. Every guest will be offered eye glass cleaning service immediately when
they arrive. 12 0 0
2. At least one bag per arrival delivered by the bellman will be tagged with
a laminated personalized souvenir luggage tag. 3 3 100
3. All FIT guests will receive a personalized card or note on the day of
arrival hand signed by senior management. 0 0 N/A
4. We will offer to remove TSA security straps and airline baggage tags
upon delivery of the luggage to the room. (Hint: Those are the tags they
strap around the luggage when flying within India, and also the bag claim
tags)
3 3 100
5. Single female travelers are offered an option of check-in at the desk or
in the room. 0 0 N/A
A. Arrival at Main Porch
1. Arrival should be efficient at front door and reception desk (less than
one minute spent at front door, four minutes to complete check in,
including queuing). 12 1 8
2. Guests arriving at the hotel by limousine arranged through the hotel
should be met curbside. 3 3 100
3. Guests should be escorted, or given direction from porch to reception.
When departing, associate should be well positioned to conveniently
attend to guests. 3 3 100
4. Baggage should be efficiently handled by associates from porch to
room, without prompting by guest (automatic or offered at each step). 3 3 100
RICHEY INTERNATIONAL BENCHMARKIN STANDARDS
1. Arrival is efficient at front door and reception desk (less than one
minute spent at front door, four minutes to complete check-in, including
queuing; may not be applicable in the event of resort style seating / 12 1 N/A
22
refreshment ritual).
2. Remarks by associate indicate genuine welcome and appreciation. 3 3 100 3. Reservation information is efficiently available and accurate; room
assigned match or exceed request. 3 3 100
4. Associate demonstrates a polite and positive attitude, for example by
expression, gestures or remarks. 3 3 100
5. Associate is engaged, unhurried and focused, giving attention to task at
hand. 3 2 67
6. Associate anticipates logical guest needs base upon service sequence or
guest comment. 3 3 100
7. We will project positive body language towards guests and interact with
discretion and confidence. 3 3 100
8. Associate has a clean and crisp appearance. 3 3 100 9. Guests are offered complimentary refreshments or other welcome
amenity, and they are conveniently provided. 3 3 100
10. Conversations will be conducted with some privacy and comfort,
without crowding and being easily overheard. 3 2 67
11. Guests are escorted, or given directions from curb to reception and
from reception to room. 3 3 100
12. Guests are fully escorted to their room. 3 3 100 13. Baggage is efficiently handled by associate from curb to room, without
prompting by guest (automatic or offered at each step). 3 3 100
14. Associate asks for and receives permission before entering room (or
guest invites them in). 0 0 N/A
15. Baggage is hung or placed conveniently, ready for guest to unpack (or
porter asks for instructions). 0 0 N/A
16. Orientation to property facilities is brief and helpful, at least partly
tailored guest’s personal needs, not overly detailed such as hours of
operation and easy to remember. 0 0 N/A
17. Orientation to room is brief and helpful, is at least partly tailored to
the guest’s personal needs, and is not overly detailed or obvious. 0 0 N/A
18. Workstations are well organized, clean and tidy. 3 3 100
FRONT DESK & BELL DESK EXPERIENCE
BRAND EXPERIENCE STANDARDS
1. We will fully ascertain the guest needs by asking relevant questions to
ensure a complete experience. 15 15 100
2. We will offer an option of ‘unique’ pre-arranged packages available at
various time allotments, for example one hour tours, two hours tours etc.
that will be stylishly presented. 1 1 100
3. All bookings will be confirmed either via SMS, voicemail, verbally or
written. 112 112 100
A. Problem resolution guest experience
1. Front line associates will be empowered to own and resolve all minor
guest problems immediately (rebates of less than US$ 50 associate, duty
manager US$ 100). 4 4 100
2. Serious guest complaints will be immediately responded to by a
manager. 1 1 100
3. We will respond to all guest complaint within the promised time frame
or within 15 minutes. 5 5 100
4. Managers who have handled a serious complaint will follow up with an
additional call or note sometime prior to the guest’s departure. 1 1 100
RICHEY INTERNATIONAL BENCHMARKIN STANDARDS
A. Bell desk
1. Greet guests in a friendly, informal manner including the guest name if
known. 12 12 100
2. Take ownership of guest requests or needs without the guest having to
repeat it. 7 7 100
3. Full ascertain the guest needs by asking relevant questions to ensure a
complete experience. 4 4 100
4. Talk to our guests with empathy and personality avoiding mechanical
common questions and remarks. 16 16 100
23
5. Project positive body language towards guests and interact with
discretion and confidence. 15 13 87
6. Associate demonstrates a polite and positive attitude, for example by
expression, gestures or remarks. 15 13 87
7. Associate is engaged, unhurried and focused, giving attention to task at
hand. 15 12 80
8. Associate anticipates logical guest needs based upon service sequence
or guest comment. 15 15 100
9. We will talk to our guests with empathy and personality avoiding
mechanical common questions and remarks. 15 15 100
10. We will project positive body language towards guests and interact
with discretion and confidence. 15 14 93
11. Associate has a clean and crisp appearance. 8 8 100 12. Concierge demonstrates superior, specialized knowledge or endeavors
to learn it. 1 1 100
13. No significant delays or interruptions occur (less than one minute
waiting for service; only brief and excused interruptions). 8 7 88
14. Assistance given thoroughly addresses the guest’s objectives and
needs. 7 7 100
15. Workstations are well organized, clean and tidy. 5 5 100
24
Appendix 2: Observations of front office activities at Marriott’s resort in Goa.
Standard #observations #successful Success %
CROSS CUTTING BEHAVIOR
BRAND EXPERIENCE STANDARDS
1. Associate will project positive body language towards guests and
interact with discretion and confidence. 4 4 100
2. We greet guests in a friendly, informal manner including the guest
name if known. (Hint: Start with a Good Morning / greeting of the day,
emphasis is on using the guest’s surname. “Good Morning, Mr. Sampat”.
While meeting the same guest during the day, a hello could be used:
“Hello Mr. Sampat, trust you have been having a great day”. Emphasis on
using guest’s surname but avoid ‘sir’ or ‘ma’am/madam’)
12 12 100
3. We will talk to our guests with empathy and personality, and avoid
mechanical and common questions and remarks. (Hint: This means we
don’t ask every guest “How was your trip?) 3 3 100
4. We will be knowledgeable about local current events, culture and
technology and respond to guest with genuine interest and helpfulness.
(Hint: Doesn’t mean everybody has to know everything, but should have a
good basic knowledge, and refer to an expert when necessary)
1 1 100
5. We will escort our guests to the location or an appropriate landmark
when directions are requested. 1 1 100
6. We will take ownership of guest requests or needs without the guest
having to repeat it. 2 2 100
7. When visiting occupied guest rooms the associate will introduce
themselves and explain the purpose of the visit. 0 0 N/A
GENERAL FRONT DOOR & LOBBY EXPERIENCE
BRAND EXPERIENCE STANDARDS
1. Interesting, unique items (sculpture, floral arrangement) will be
prominently displayed in our lobby. 1 1 100
2. Contemporary, stylish designer bathrooms will be featured in our lobby. 1 1 100 3. We will attractively display complimentary, non-fortified natural energy
in our lobby from morning through late evening. (Hint: The non-fortified
drinks should have a twist) 1 1 100
4. Our lobby and public areas will feature Brand scent and signature
music. 1 1 100
5. Our lobby will have a comfortable, relaxed atmosphere with Wi-Fi
capabilities. 1 1 100
B. Public spaces
1. Hotel front area, including curbside, porte-cochere and front doors
should be clean, free of stains & debris, in good repair and free of wear
and damage. 1 1 100
2. Furnishings & workstations should be tidy, well organized, clean, in
good condition and free of wear & damage. 1 1 100
3. Lightning, wall fittings and artwork should be clean, tidy in good repair
(no burned out bulbs), free of wear & damage. 1 1 100
4. Window frames, glass and treatments should be clean, in good repair
and free of wear & damage. 6 6 100
5. Floors, walls, ceilings and doors should be clean, hygienic, in good
repair, free of wear & damage. 1 1 100
6. Brochures or printed materials, if present, should be neat and
professional in arrangement. 4 4 100
7. Temperature and air quality should be comfortable and odor-free. 1 1 100 8. Windows and window treatments should be clean and hygienic
(especially if exterior view is featured). 1 1 100
RICHEY INTERNATIONAL BENCHMARKIN STANDARDS
1. Doormen will welcome guests with a warm, unique gesture (physical or
verbal), tailored locally (could be a salute, Namaste or wei). 7 7 100
25
2. Our lobby will have a comfortable, relaxed atmosphere with Wi-Fi
capabilities. 1 1 100
3. Interesting, unique items (sculpture, floral, antiques) will be
prominently displayed in our lobby. 1 1 100
4. Contemporary, stylish designer bathrooms will be featured in our lobby. 1 1 100 5. We will attractively display complimentary, non-fortified natural energy
drinks in our lobby from morning through late evening. 1 1 100
6. Our lobby and public areas will feature a Taj Premium scent and
signature music. 1 1 100
HOTEL ARRIVAL EXPERIENCE
BRAND EXPERIENCE STANDARDS
1. Every guest will be offered eye glass cleaning service immediately when
they arrive. 1 0 0
2. At least one bag per arrival delivered by the bellman will be tagged with
a laminated personalized souvenir luggage tag. 3 3 100
3. All FIT guests will receive a personalized card or note on the day of
arrival hand signed by senior management. 0 0 N/A
4. We will offer to remove TSA security straps and airline baggage tags
upon delivery of the luggage to the room. (Hint: Those are the tags they
strap around the luggage when flying within India, and also the bag claim
tags)
3 3 100
5. Single female travelers are offered an option of check-in at the desk or
in the room. 0 0 N/A
B. Arrival at Main Porch
1. Arrival should be efficient at front door and reception desk (less than
one minute spent at front door, four minutes to complete check in,
including queuing). 4 2 50
2. Guests arriving at the hotel by limousine arranged through the hotel
should be met curbside. 3 3 100
3. Guests should be escorted, or given direction from porch to reception.
When departing, associate should be well positioned to conveniently
attend to guests. 12 12 100
4. Baggage should be efficiently handled by associates from porch to
room, without prompting by guest (automatic or offered at each step). 4 4 100
RICHEY INTERNATIONAL BENCHMARKIN STANDARDS
1. Arrival is efficient at front door and reception desk (less than one
minute spent at front door, four minutes to complete check-in, including
queuing; may not be applicable in the event of resort style seating /
refreshment ritual).
4 2 N/A
2. Remarks by associate indicate genuine welcome and appreciation. 4 4 100 3. Reservation information is efficiently available and accurate; room
assigned match or exceed request. 0 à N/A
4. Associate demonstrates a polite and positive attitude, for example by
expression, gestures or remarks. 7 7 100
5. Associate is engaged, unhurried and focused, giving attention to task at
hand. 4 4 100
6. Associate anticipates logical guest needs base upon service sequence or
guest comment. 1 1 100
7. We will project positive body language towards guests and interact with
discretion and confidence. 5 5 100
8. Associate has a clean and crisp appearance. 7 7 100 9. Guests are offered complimentary refreshments or other welcome
amenity, and they are conveniently provided. 3 3 100
10. Conversations will be conducted with some privacy and comfort,
without crowding and being easily overheard. 3 3 100
11. Guests are escorted, or given directions from curb to reception and
from reception to room. 9 9 100
12. Guests are fully escorted to their room. 7 7 100 13. Baggage is efficiently handled by associate from curb to room, without
prompting by guest (automatic or offered at each step). 5 5 100
14. Associate asks for and receives permission before entering room (or
guest invites them in). 0 0 N/A
26
15. Baggage is hung or placed conveniently, ready for guest to unpack (or
porter asks for instructions). 0 0 N/A
16. Orientation to property facilities is brief and helpful, at least partly
tailored guest’s personal needs, not overly detailed such as hours of
operation and easy to remember. 2 2 100
17. Orientation to room is brief and helpful, is at least partly tailored to
the guest’s personal needs, and is not overly detailed or obvious. 2 2 100
18. Workstations are well organized, clean and tidy. 4 4 100
FRONT DESK & BELL DESK EXPERIENCE
BRAND EXPERIENCE STANDARDS
1. We will fully ascertain the guest needs by asking relevant questions to
ensure a complete experience. 0 0 N/A
2. We will offer an option of ‘unique’ pre-arranged packages available at
various time allotments, for example one hour tours, two hours tours etc.
that will be stylishly presented. 1 1 100
3. All bookings will be confirmed either via SMS, voicemail, verbally or
written. 0 0 N/A
B. Problem resolution guest experience
1. Front line associates will be empowered to own and resolve all minor
guest problems immediately (rebates of less than US$ 50 associate, duty
manager US$ 100). 0 0 N/A
2. Serious guest complaints will be immediately responded to by a
manager. 0 0 N/A
3. We will respond to all guest complaint within the promised time frame
or within 15 minutes. 0 0 N/A
4. Managers who have handled a serious complaint will follow up with an
additional call or note sometime prior to the guest’s departure. 0 0 N/A
RICHEY INTERNATIONAL BENCHMARKIN STANDARDS
B. Bell desk
1. Greet guests in a friendly, informal manner including the guest name if
known. 2 2 100
2. Take ownership of guest requests or needs without the guest having to
repeat it. 0 0 N/A
3. Full ascertain the guest needs by asking relevant questions to ensure a
complete experience. 0 0 N/A
4. Talk to our guests with empathy and personality avoiding mechanical
common questions and remarks. 2 2 100
5. Project positive body language towards guests and interact with
discretion and confidence. 4 4 100
6. Associate demonstrates a polite and positive attitude, for example by
expression, gestures or remarks. 4 4 100
7. Associate is engaged, unhurried and focused, giving attention to task at
hand. 1 1 100
8. Associate anticipates logical guest needs based upon service sequence
or guest comment. 1 1 100
9. We will talk to our guests with empathy and personality avoiding
mechanical common questions and remarks. 7 7 100
10. We will project positive body language towards guests and interact
with discretion and confidence. 18 18 100
11. Associate has a clean and crisp appearance. 7 7 100 12. Concierge demonstrates superior, specialized knowledge or endeavors
to learn it. 0 0 N/A
13. No significant delays or interruptions occur (less than one minute
waiting for service; only brief and excused interruptions). 4 4 100
14. Assistance given thoroughly addresses the guest’s objectives and
needs. 3 3 100
15. Workstations are well organized, clean and tidy. 3 3 100