How should the hotel handle service recovery and service guarantees? Suggest some options they could implement.
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How should the hotel handle service recovery and service guarantees? Suggest some options they could implement.
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- Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What should Sharon do in this situation?Scenario 4 Sharon Gillespie, a new buyer at Visionex, Inc., was reviewing quotations for a tooling contract submitted by four suppliers. She was evaluating the quotes based on price, target quality levels, and delivery lead time promises. As she was working, her manager, Dave Cox, entered her office. He asked how everything was progressing and if she needed any help. She mentioned she was reviewing quotations from suppliers for a tooling contract. Dave asked who the interested suppliers were and if she had made a decision. Sharon indicated that one supplier, Apex, appeared to fit exactly the requirements Visionex had specified in the proposal. Dave told her to keep up the good work. Later that day Dave again visited Sharons office. He stated that he had done some research on the suppliers and felt that another supplier, Micron, appeared to have the best track record with Visionex. He pointed out that Sharons first choice was a new supplier to Visionex and there was some risk involved with that choice. Dave indicated that it would please him greatly if she selected Micron for the contract. The next day Sharon was having lunch with another buyer, Mark Smith. She mentioned the conversation with Dave and said she honestly felt that Apex was the best choice. When Mark asked Sharon who Dave preferred, she answered, Micron. At that point Mark rolled his eyes and shook his head. Sharon asked what the body language was all about. Mark replied, Look, I know youre new but you should know this. I heard last week that Daves brother-in-law is a new part owner of Micron. I was wondering how soon it would be before he started steering business to that company. He is not the straightest character. Sharon was shocked. After a few moments, she announced that her original choice was still the best selection. At that point Mark reminded Sharon that she was replacing a terminated buyer who did not go along with one of Daves previous preferred suppliers. What does the Institute of Supply Management code of ethics say about financial conflicts of interest?Is there a scale for how innovative a service can be?
- Describe a situation where self-service and technology help create and deliver the customer benefit package to the customer. Provide examples of how such a system can cause a defect, mistake, or service upset. Provide airline examples that illustrate each differenceRyanair Airways analysis: 1)Information about the company 2)How does it perform? Is it profitable? What does it do to drive the profitability? 3)What is the service concept of the company? Summarise its strategic objectives. 4)How is the service concept operationalised in terms of the way the company manages its customers and staff? 5)How does the business model and operations support the Service Value chain? 6)To what extent is the company achieving its strategic objectives and how is this reflected in their financial performance over the past 5 years? 7)To what extent does the service value chain explain the company's performance? Note: Please, Explain the questions related to Ryanair company in a broad and detailed way, first write information about the company and then write detailed answers to the questions. thanks.Explain service quality in fast-food restaurants by real-life example.
- Explain the concept of Quality of Experience (QoE) in network performance measurement and how it differs from Quality of Service (QoS).Relative to the behavioral science discussion, what practical advice do you have for a hotel manager to enhance the ending of a guest’s stay in the hotel?Whait is Guidelines for Successful Service Design?
- Explain , How can service businesses ensure scalability and adaptability in their service capacity to accommodate future growth and changing customer needs?Is the cost volume profit analysis can be applied in service operator companies in making their analysis? Explain.Mini-Case -Hotel Flowchart and Blueprint. One of the ways that services marketers try to understand, manage, and control the service encounter experience is to use flowcharts (they’re also called blueprints). In services flowcharts, there is a delineation between what a customer sees (e.g., a car valet) and what the company needs to do to make that part of the service encounter as flawless as possible (e.g., it needs to have a sufficient number of valets who are well trained to be polite and good drivers, plentiful nearby parking). Each part of the service encounter is described in steps that unfold or flow over time to simulate the process of the customer experience. It’s important for the customer service team to understand that the customer is evaluating the brand every step of the way. Each step along the customer journey is described in layers—some are visible to the customer, or are actions that occur “on stage,” and other services and actions occur “behind the scenes.” The…