Service quality is the key factor that determines the competitive rewards & economic benefits in hotels. It combines from tangible to intangible products & services like the equipment, facilities, food & beverage to intangible stuff akin to environment, atmosphere & quality of products
Munaza Kazmi
The
hospitality industry has perhaps been hit harder than any other in this current
COVID-19. Folks around the globe have fewer flexible income, threat of disease,
blocking of airlines, as a result are not traveling & spending as much.
Hotels & Resorts are somehow on the edge of bankruptcy. This tornado has
created a great deal of insecurity as to if these hotels can continue to operate
& end off in solvency.
Hospitality
companies whether giant or small are eyeing ways to keep budgets low, & to
become more efficient just to stay floating in this very challenging
situation. Cutting labor costs has been
a popular theme during times of economic downturn in all industries. But this
seems acutely risky turn in the hotel enterprises where service quality could
be at stake by cutting cost. It is
because though customer would be spending less but quality of services would be
scrutinized by the customer more than ever due to the fact that customers are
fewer & quality conscious.
Service
quality is the key factor that determines the competitive rewards &
economic benefits in hotels. It combines from tangible to intangible products &
services like the equipment, facilities, food & beverage to intangible
stuff akin to environment, atmosphere & quality of products. Though, it is
an established fact, that any error might lead to drop in sale, a valuable
customer & off-course the hotel’s image.
Following
the introduction of TQM & ISO9000 standards, the services quality of hotels
has been moving towards the positive direction with the touch of sophistication
in service management. Although the chart is going upwards nevertheless there
are some loopholes to be found, e.g. high staff turnover, tribulations in
technical quality, unstable functional quality, meager timeliness &
pertinence of service. Compared with international
hotels, there are still widespread problems in the service quality of Pakistani
hotels, which ultimately demands for improvement.
In
contemporary times & specially in this era of pandemic, everyone is
besieged for delivering the best, competition has become stronger & tougher.
Unless you’re in the industry, you probably won’t know what Six Sigma is or why
it is so imperative.
Let
me solve this mystery. Six Sigma is a tool that is being used by outsized &
extremely profitable companies to assist their businesses run better & smoother
than ever before. The fundamental
concept behind its development
was to abet companies in dropping waste, moreover
it has helped many save millions of dollars since its inception. As General
Electric’s CEO, Jack Welch wrote in the annual report that in immediate three
years, Six Sigma had saved the company more than $2 billion. “We didn’t invent
Six Sigma we learned it”. The cumulative
impact on the company’s numbers is not anecdotal, nor a product of charts. It
is the product of 276,000 people executing & delivering the result of Six
Sigma to our bottom line.
Though the success stories of Six Sigma can be heard worldwide, but it’s fame
is not so high in the hospitality industry due to the myths associated but a
successful example could be quoted from the celebrated & world renown Starwood Hotels & Resorts, according to
the management of Starwood Hotels, in the year
2012 programs that had developed under the technique of
Six Sigma have
delivered more than $100 million in profit, as a result the
company became one of the profitable hotel
operators of the
world: having net margin
approximately 15%, higher those of
rivals Hilton Hotels & Marriott International, as well as the
industry average of 9%.
Form
the facts demonstrated it seems a prolific proposal that for the hotels
operating in Pakistan should invest in Service Quality for getting recognition
among the leading hotels of the world to make an edge in the international
market, moreover to counter the shortcomings of COVID-19. Six Sigma may add
value to the hotel enterprises in various areas including: greater customer
loyalty, improved productivity, efficiency in F&B production, reduction in losses,
lower turnover among employees, lessening wait time during peak hours,
standardization of cleaning, reduction in inventory surplus, lessen turnaround
time of making room, increase in employee satisfaction level.
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