The Hotel Paris Case

330 Words2 Pages
Case Study- Chapter 3 Translating strategy Step 1: management is to use superior guest services to differentiate their properties, and increase the length of stays and return rate of guests, thereby boosting revenues and profitability. Step 2: Inbound logistics activities (getting guests from the airport and checked in, operations activities (cleaning the guest’s room); outbound logistics activities (picking up baggage), marketing and sales activities (attracting guests to the hotel), service activities (travel awards) and support activities (purchasing, information systems, HR). Step 3: The Strategically Required Organizational Outcomes – the outcomes that the Hotel International is seeking includes fewer customer complaints, more written compliments, more frequent guest returns, longer stays, and higher guest expenditures per visit. Step 4: The Strategically Relevant Workforce Competencies and Behaviors – Based on the value chain analysis, competencies and behaviors identified are “high quality front-desk customer service”, “taking calls for reservations in a friendly manner”, “greeting guests at the front door”, and “processing guests’ room service meals efficiently”. Step 5: The Strategically Relevant HR System Policies and Activities – Here HR deliverables are identified to produce the crucial workforce competencies and behavior. For example, in order to produce “high quality front-desk customer service”, an HR deliverable of instituting practices to improve disciplinary fairness and justice in the company with the aim of improving employee morale is identified. Step 6: The HR Scorecard – Metrics are selected to show the links among the HR activities, workforce behaviors and organizational outcomes. For example, metrics of grievance activity, scores on attitude surveys, and customer complaints are chosen for inclusion in the scorecard. Improving

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