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Report On Service Quality Analysis And Improvement Strategies

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The Service organisation faces difficulties in delivering quality service to the customers. It is imperative to note that the customer’s perception & expectation determine the dimensions of the quality of service. There are some unique features like intangibility, perishability, heterogeneity & inseparability that bring challenges for the service providers (, 2013). The service providers always remain alert to offer the customers best services and understand the expectations & perceptions of the customers.  In this report, the Banks Boutique Hotel (BBH) has been studied and an assessment of the customers service management of the hotel has been made. The report also makes recommendations to the management of BBH for the improvement of the customers' experience.


Evaluation Key Hotel Service Quality Dimensions Demonstrated at BBH

Banks of Boutique Hotel is located in Sydney’s Central Business District and it overlooks Darling Harbour. The hotel offers the customers a perfect setting for the business & for the guests’ leisure.  The hotel offers the customers cosmopolitan experience and the guests enjoy the sophisticated facilities in the hotel.  The visitors get attracted to its artwork and cocktail lounge.  The rooms offer excellent harbour views.  The hotel has witnessed a moderate to high levels of the service quality & satisfaction of the customers that have been found from the customers’ feedback. The executive board is keen to make an analysis of the services and assesses the pros and cons of the present service strategies of the hotel (, 2013).

The evaluation of the feedback given by the visitors of the hotel shows that there are some areas in which the hotel offers excellent services and the visitors and satisfied with the services. In some areas, the hotel requires some improvement and these improvements have to be made strategically.

While making an analysis of the key dimensions of the quality services of the hotel this has been found that the reliability dimensions are below higher level as one of the feedback commented on the delay in offering the correct room to the guests.  In the context of assurance, this has been found that it is also in the same status. At one hand there are employees like Andrew and Sarah who are very keen to help the guests and at the other hand the special discounts and provisions like the free drink, hot chocolates, toothpaste etc. have not been supplied although the employees have been informed. The tangible service dimension is absolutely fine although there are some guests who raise on the old look of the rooms. The responsive dimensions show that some of the employees are well praised by the visitors for the good responses and some have observed that it differs (, 2017).

The quality assessment of the service dimensions shows that the employees are not skilled and they require training and orientation for the enhancing their ability to deal the customers. The job and responsibility of the employees are not well defined. The employees do not get appropriate scripts for the communication to the guests. This creates confusion for the employees. The pattern of the communication varies as they do not get information how to deal with the guests. This assessment shows the employees are not involved in the process of the decision making. They are not given freedom to take any decision to resolve the problems immediately (Bhasan, 2016).

Analyse Existing Service Management Strategies

The existing service management strategies are required to be evaluated before making any recommendation to the hotel. This has been found that the employees of the hotel have a different opinion about the service management strategies of the hotel.


Framing of Guidelines of Dealing with Guests are there with the Supervisors and the Duty Managers

The hotel offers more autonomy to the duty managers and the supervisors to determine the rules and regulations for the Guests service agent how to deal with the guests in the service counters.  There are strict rules for them to follow the strict time frames and the employees follow them. The employees follow the scripts as designed by the senior managers. They cannot take decisions on their own (Jane, 2013).

This becomes a challenging job for the guest service agents as they face some immediate issues which can be easily sorted out by them. A simple service like offering a thirty and tired customer a glass of water improves customers’ experience.

Services to the Guests is made as per the Designed Service Process

The employees of the hotel are not given freedom to talk to the guests beyond the scripts offered by the manager of the hotel. The employees are asked in the way they have offered to speak at nay situation.  Jerry, the Front Office Duty Manager says that the employees are not allowed to speak beyond the scripts in order to avoid any differences and discrepancies.  No confusion will be there if they follow the scripts offered to them. The breach of the policy is a serious offense. The employees are penalised for speaking differently to the script (Cristina, 2007). The employees are also directed to follow the code of conducts. Any breach of the code of conduct and behaviour results in the penalty on the employee during the process of the formal performance appraisal. Jerry had conveyed in his feedback that to avoid any kind of issues they design & regulate the services that are to be used.


Employee Discretion Policy

The employee discretion policy is there in the hotel. But this has been found that the management of the hotel is not willing to offer the autonomy to the employees to use their freedom in dealing with the guests of the hotel.  The management becomes very strict in this regard and the employees are advised to follow as per the directions.

‘We Trust You’ Policy

Ellen, LHS General Manager of the hotel says that the hotel follows a policy called ‘We Trust You”.  This policy focuses on inviting new employees to the hotel as the service providers.  The policy guides the new employees what to do and what not to do (Mc Cartan, 2017).  This policy is meant to keep engaging the employees with the guests.  This is the most important strategic advantage of the hotel.

Strategy for the Innovation in Service

The hotel encourages its employees to make innovation in the service pattern.  The hotel does not consider mistakes as the negative reflection.  The management believes that the employees try to improve the experience of the guests and while doing this they may fail and it becomes wrong. The team learns from the situations and amend the policy in the next time (Ivanov, 2012).


The analysis of the strategic principles of the hotel shows that the management of the hotel offers strict principles for the customers service management. The managers are given more autonomy to lead the people and they guide the people as per the demand of the hotel. The employees have not specific duty and responsibility designed job chart and there is no guideline or them. The employees work as per the scripts of the duty managers or the supervisors (, 2014). This has resulted in some negativity among the workers. This has been also remarked by the guests that different employees speak differently (Hoffman & Bateson, 2008). This shows that the employees are not aware of their duties and also they are not properly communicated the information. They are also not involved in the process of the decision making. Thus there is a need some immediate amendments in the customers’ service strategies of the hotel.


Defined Roles and Responsibility for the Service Providers

 A clear and well-defined job specification will help the employee to work appropriately. This helps the service provider to get engaged and build quick relationships with the guests. Sarah has told that she is not happy with the management as she has not been given clear job responsibility. The employees require getting their duty and responsibilities instructions so that there will be confusion and they will work as per the policy. This will not bring any confusion and the service provision will be clear (Dawson, 2017).


Offering Opportunity to take Decision and Applying Problem-Solving Ability

Service providing industry faces every day a new kind of challenge (Avinal, 2007). This may not be as per the policy based. Here the employee of the organisation takes immediate action to solve the issue and makes the customer happy. Sarah is unhappy with the management as she does not get the scope to take her own decision and solve the problems. She can’t attend the complaints of the guests and the negative experience of the guests become more (O'Mahony, 2015).The autonomy to the employees will help the customers and visitors best experience. This will contribute to the development of the customers satisfaction strategies.

Developing Efficiency in Dealing Customers and Offering them Services

Employees lack the knowledge of customers’ service as per the training imparted to them.  Lack of experience of dealing customers service (Noonea, 2011).  The employee’s induction in the hotel is also skeptical as the people do not know how to deal with customers. Mike, Guest Service Agent has found that most employees do not know how to deal with customers. They are not efficient and cannot deal the customers well.

Lack of efficiency among the employees creates a very dissatisfactory situation in the workplace. The employees should be aware of the techniques of dealing with the customers in an innovative way. But in the hotel, this has been found by Mike that most of the staff have no formal and skilled attitude although the hotel has a strict procedure of recruitment. Thus the employees should be given adequate training to deal the customers well so that the experience of the visitors will be there (Study lecture notes, 2017).

Clear Service Script

The manager cannot make the service script that will help the Concierge to deal the customers (KImes, 2011). The communication required for the frontline staff is not made which becomes difficult to deal the customers.  The employees are required to be involved before the decision is taken.

The hotel requires developing service scripts. The service scripts should be prepared by taking the experience and suggestions of the frontline employees (Pearce, 2009). The script should be flexible at the complex situations. The service agent will be given scope to deal the situations and offer services to the guests as per the need. Thus the service script should be clear and the script should be prepared with the help of frontline employees and they should also be given freedom to improve the customers experience.

Employee Discretion Policy

 The manager cannot make the service script that will help the Concierge to deal the patients. The communication required for the frontline staff is not made which becomes difficult to deal the customers.  The employees are required to be involved before the decision is taken.

The freedom to the employee will help the hotel to solve some issues instantly. The management will not be involved in small cases. The service agent will bring more familiarity to the hotel.



Avinal, E. A. (2007). Revenue Management in Hotels: Journal of Foodservice Business . Retrieved 05 07, 2017, from

Bhasan, H. (2016, 07 05). Four key elements of marketing. Retrieved from

Cristina, S. (2007). Customer expectations and perceptions of service quality in retail banking: A comparative study of macua and Guangzhous banking consu,ers2002. Macau: University of macau.

Dawson, K. (2017, 01 5). Opportunities for growth on wishlist. Retrieved 05 07, 2017, from

Hoffman, K. D., & Bateson, J. E. (2008). Services marketing: Concepts, strategies and cases, 3rd Edition. Ohio: Thomas South Western.

Ivanov, S. (2012, 05 20). Hotel revenue management–a critical literature review. Retrieved 05 07, 2017, from

Jane, A. (2013, 10 08). 5 Effective Ways to Promote Your Hotel, Restaurant or Bar. Retrieved from YFS magazine:

KImes, S. K. (2011). The Future of Hotel Revenue Management - The Scholarly Commons. Retrieved 05 07, 2017, from

Mc Cartan, M. (2017). Distribution Challenges: Perspective From Hotels. Retrieved from

Noonea, B. N. (2011, 05 06). Social media meets hotel revenue management ... - Semantic Scholar. Retrieved 05 07, 2017, from

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Pearce, D. G. (2009). Channel Design for Effective Tourism Distribution Strategies. Journal of Travel and Tourism Marketing, 26: 507-521.

Pike, S., & Page, S. (2014). DESTINATION MARKETING ORGANIZATIONS AND DESTINATION MARKETING: A NARRATIVE ANALYSIS OF THE LITERATURE. Tourism Management, 41, 1-26. (2017). Chapter 2: Service Characteristics of Hospitality and Tourism Marketing. Retrieved 05 05, 2017, from prenhall: (2014, April 9). Service Characteristics of Hospitality and Tourism Marketing. Retrieved 05 07, 2017, from

Study lecture notes. (2017). Five porters model of competitions. Retrieved 05 07, 2017, from (2013, October 13). Characteristics of the Hospitality Industry | Winhotel. Retrieved 05 07, 2017, from

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