A Study on Guest Touch Point at the Front Office - Vivanta by Taj Holiday Village Goa

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


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


hand. 1 1 1 1 100 100


mechanical common questions and remarks. 1 1 1 1 100 100


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


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


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



3. Interesting, unique items (sculpture, floral, antiques) will be



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


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


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


expression, gestures or remarks. 3 3 100


hand. 3 2 67

6. Associate anticipates logical guest needs base upon service sequence or

guest comment. 3 3 100


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


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


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





hand. 15 12 80

8. Associate anticipates logical guest needs based upon service sequence

or guest comment. 15 15 100


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


24

Appendix 2: Observations of front office activities at Marriott’s resort in Goa.

Standard #observations #successful Success %

CROSS CUTTING BEHAVIOR


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


1. Interesting, unique items (sculpture, floral arrangement) will be



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



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


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



3. Interesting, unique items (sculpture, floral, antiques) will be



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


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


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




hand. 4 4 100

6. Associate anticipates logical guest needs base upon service sequence or

guest comment. 1 1 100



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


FRONT DESK & BELL DESK EXPERIENCE


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


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





hand. 1 1 100

8. Associate anticipates logical guest needs based upon service sequence

or guest comment. 1 1 100


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


Documents

A Study on Guest Touch Point at the Front Office - Vivanta by Taj Holiday Village Goa