radisson hotels and resorts

Introduction

Radisson Hotels and resorts are among the leading and full service global hotel companies. It has over four hundred and twenty locations in seventy three countries. The management of the hotel is based on a philosophy of "Yes I Can", geared towards motivating employees in ensuring that the clients enjoy their stay with the hotel. The goal of the hotels is based on the phrase "one hundred percent guests' satisfaction" (Radisson Hotels and resorts website).

The hotels and resorts' services and amenities include: Restaurant and room service, meeting and banquette facilities, free internet, hotels rewards programs, online meetings, fitness centers and travel agent loyalty program (Radisson Hotels and resorts website).

Radisson hotel was founded by Curtis Carson in 1938. It was one of United States largest privately owned corporation. It had sales totaling to twenty billion by 1997 with 130,000 staff members. The hotel had become a world-wide hospitality industry leader having grown to 360 locations in 47 nations and 100,000 rooms.

Over the last few years, Radisson Hotels approach to new growth at whatever cost left the organization without a clear direction. The brand image was belittled and poor customer services. In an attempt to combat these challenges, the organization has been employing their resources and zeal towards serving their customers through service guarantees guests and employees satisfaction driving at making their organization one of the most trusted in the world (Hill at al., 1998).

The hotels are dedicated to responsible business initiative with focus on environment, culture ethics and community as the four central pillars to the success and supportive responsible business. Upon these pillars all the decision of these hotels are argued and made. The hotels are guided by active stewardship in appropriate decision making and creation of suitable programs and policies. Negative impact on the environment and greater benefit of the community of the hotel locale are key consideration in decision making (Radisson Hotels and resorts website).

How should Radisson define and implement their service guarantee?

Services guarantee can help many businesses in positioning themselves in the market through clear definition of their value proposition towards their customers and employees. Services guarantee manages to stress the frontline workers towards deliverance of high quality services and motivate workers to discover dissatisfied clients so as to recover them. It also encourages clients to voice complains to the management. Strong service guarantee improves client's satisfaction, loyalty and service quality (Hill, at al., 1998). Radisson hotels can define their services guarantee by categorically stating their position towards their clients with clear channels for clients to air their feelings, appreciations and complains.

The hotels can ensure the implementation of service guarantee through following service guarantee model that was developed by Hay and Hills (University of Minnesota). The model discusses how strong service guarantee is capable of improving customers satisfaction. It can be implemented through:

* Marketing communication impact (MCI): with offensive and defensive marketing impact. Offensive approach include proclamation of Hotels reliability and high quality services, thus attracting new clients while defensive will entail recovering of unsatisfied clients (Hill et al., 1998).

* Employee motivation and vision: entails motivation of the employees to fulfilling the customers guarantee while discovering unsatisfied customers. Employees' roles in bettering customers' services should be clearly defined; focus being satisfaction of customer's true needs. Service guarantee should define Hotels mission (Hill et al., 1998).

* Organization service learning: Employees should draw from customers what they feel should be improved as the management responds and implements the customers' needs (Hill et al., 1998).

Role of information technology in enhancing Radisson Hotel's customer services:

In the world we live today, technology is inseparable from day to day running of business activities, those who realize this draws optimally from it. There are several ways that Radisson Hotel organizations can employ Information technology (IT) in improving customers' services. Many tourists get their destination residence from the internet sources. The hotel should ensure that the image of their website is so attractive and competitive that a potential customer should be attracted to 'digging deeper' to check at their services (Chathoth, 2007).

The hotel management should ensure that the listings of the prominent hotels in their member countries' website are inclusive of the Radisson hotel. All the services of the hotel should be clear upon entry into the hotels' website as well as clear location in various countries. All available contacts should be placed strategically such that potential clients will not struggle to access them; these include: telephone numbers, email addresses, and faxes. The communication system should be clear such that the clients are not kept on hold; rather they receive impeccable communication services. The clients should be provided with a website contact where they should air their feelings on the Hotels services; the best comments should be put on the website to attract other customers. Guests' bookings check-in and checkout should be made very convenient such that one can do it online (Chathoth, 2007).

Radisson hotel should use information technology not only for informative purposes but also for advertisement. The presentation of the hotels services over the website should be in such a way that a client will be compelled just to want visit the hotels. Customers' comments should be recorded and aired over the You-tube for access by potential clients (Chathoth, 2007).

Radisson measurement and improvement of customers' and employees' satisfaction

To measure customers satisfaction is needful in ensuring that whatever services are accorded to them are appreciated, in case not, to investigate on better services that will earn the hotel loyalty from the client; such loyalty will consequently win the hotel more customers, as the well served customers will become "adverts billboards" as they air to friends of the great services they received.

There are many ways employable to gather information from the client on their perception to the services offered to them, but the most appropriate is ask them, if possible by a neutral person, from without the hotel who will take the information to the hotel management for a consequential response. Asking them enables the questioner to have a personal "feel" of their expression, the vitality of nonverbal communication. This is even easier if the clients develop a rapport with the staff such that they will not find it hard to open-up. This is also applicable to employees, though a little bit more hard since fear of losing their jobs may compel them to be untruthful. A neutral person who does not employees by name should be better placed to gather staff's opinions. Some of the things that the information seeker should be geared towards gaining include: quality of service, pricing, other services needed, complaints or problems, clients rating on management (NBRI, n.d.).

The hotel's best approach to improvement of customer and staff services is to respond to the client's perceptions. Whatever information is gathered should not be discarded, rather, the management should see to it that an immediate response is engaged.

Honesty is an important virtue in improvement of customer and staff services. If the hotel management is lacking in one of the things that had drawn the client to the hotel, they should be open from the onset not to wait until the customer launches complain that he/she is bombarded with explanations; trust should not be lost. Other virtues such as accountability, rapport development, anticipation of clients needs, respect, apology for errors, are key to improving the client and employees needs (Evans, 2009).

Approach towards driving commitment to service quality through Radissons franchise organization

In order to drive commitment to quality services, the management of Radisson should ensure that employees are made and parcel of the process. The success of an organization is dependent on the resources available such as human resource. The employees should be given a platform to air their feelings and suggestions, and what they feel should given a thought in the analysis of the strategies to be employed.

After an approach has been agreed, it's incumbent to take the employees through training. The employees training should be geared towards improving their loyalty to the Hotels consequently devoting themselves to the success of the organization. Loyalty will make the employees treat clients in the best way possible so as to attract them in the future, as well as sell the name of the organization. The training should define Radisson service guarantee while clearly indicating the implementation strategy. All the employees should receive same training so as to align Radisson organization's goals. Appropriate training is necessary on how the staff will use the technology identified towards achieving the set goals. Customers' satisfaction will be heightened if all the employees undergo consistent training and application of the knowledge acquired (Radisson Final paper, 2008).

There is a need for the leadership to show commitment through inclusion of Radisson's goals in the measurable business objectives. The departments should be equipped with message of commitment to the course of the organization. The leadership should ensure that the culture of the organization is changed eventually so as to be fully focused to customers' satisfaction.

How should Radisson align the goals of the management team, hotel workers, owners, corporate management, and corporate staff with their new brand strategy?

This is achievable through incorporation of the global brand identity plan into the organizations strategic plan. All the organization's management levels should be involved in execution of target metrics; this will be done through documentation of the quality services into the strategic plan. This calls for commitment from all the leaders of diverse levels and departments (Hill at al., 1998). No goal should be left vague; neither should any be left unattended. In setting of the strategic plans all factors should be laid on the table so as to determine the approach for each.

The issue that should be of great concern is whether the all the stake holders hopes in the organization are inline with the goals of the management, if not; the challenge should be addressed even before taking an initiative to implement. The implementation of the management goals should be initiated upon consent with the human resource; otherwise success is not guaranteed.

Conclusion

Radisson Organization that was founded in 1938 has over the years been very successful in its establishment such that it has managed to be in 49 countries, with about 130,000 employees and over 100,000rooms all over the world. The success line changed during 90's with a strategy to expand at all cost. This was at the expense of customer service and employees welfare.

In an endeavor to get back to its leading position, the Hotels' management has employed service guarantees approach aiming at ensuring the customers receive best services. To do this it has been identified the need of making use of information technology in publicity and restoration of the organizations image.

The paper has observed that to improve customers service there is a need of strategic planning, leadership commitment and ensuring the employees loyalty to the organization is won. The employees need to be trained so that they can handle the customers appropriately consequently winning customers' loyalty. The communication system should also be worked on so that the customers can air their perceptions on the services offered. The management shall follow up those observations and implement them position the organization back to its leading hospitality hotels.

References

Chathoth. P. (2007). The impact of information technology on hotel operations, service management and transaction costs: A conceptual framework for full-service hotel firms. International Journal of Hospitality Management, 26(2), (395-408)

Evans. L. (2009). "10 Ways to Improve CustomerSatisfaction." Retrieved on 20th February, 2010 from: http://www.life123.com/career-money/freelancing/difficult-clients/customer-satisfaction.shtml

Hill. A., Geurs. S, Hays. J, John. G., Johnson. D. & Swason. R. (1998). Services Guarantee and Strategic Service Quality Performance, Metric at Radisson Hotel worldwide.

National Business Research Institute (NBRI). Why and How to Measure Customer Satisfaction. Retrieved on 20th February, 2010 from: http://www.nbrii.com/Customer_Surveys/Measure_Satisfaction.html

Radisson Final Paper. (2008). Retrieved on 20th February, 2010 from: http://radisson.wikispaces.com/RADISSON+FINAL+PAPER

Radisson Hotels and resorts website. Retrieved on 20th February, 2010 from: http://www.radisson.com/

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