Project objective

The consulting assignment had as its goal to establish the gaps that needed to be addressed by the executive and management team and to assist in the prioritisation of change programmes.    The output was a gap analysis: 

·        for brand touch points, against generally defined "Luxury Standards"� using Asian Five Star hotels as a goal 

·        for back office departments, against best practice in international hotel management companies.

 

Project scope 

Both front of house and back of house processes. 

  Methodology   

·        Brand touchpoints 

Prior to travel to the hotel, the team worked virtually to develop a completely customised questionnaire based on the type of questionnaire used by Mystery Shopping service providers; the resultant questionnaire sought to evaluate more than 3,000 touchpoints that could be expected to define the brand to the customer. During their stay at the hotel each consultant scored their actual experience and these were then summarised by the team's subject matter expert and fed back to the client.   The evaluation showed the client where the current guest and customer experience fell short of or exceeded that which might reasonably be expected at an Asian Luxury hotel.      

• Back office processes

   

   

  
  
  Knowledge was gathered from more than 70 separate structured 1 to 2 hour interviews conducted by Hotel Solutions Partnership subject-matter experts with hotel management in a week and a half. The interviews provided the consultants with a high level understanding the present business methods.

   

   

   An evaluation was made for each department that compared the processes used, the organisation and the technology deployed against the standard expected by an international operator.

   

   

In making recommendations, the consultants made reference to their individual and collective professional and consulting experiences with global and regional Luxury hotel brands including Ritz Carlton, Conrad, InterContinental, Fairmont, Luxury Collection, Preferred, W Hotels, and Peninsula.

 

Results   

The business has started to invest and change is recognised. The business will require a steady hand the tiller through what will be necessarily be a turbulent period is obvious. Our experience with current business leadership suggests that leadership and the team has started the process of change and understands well the route to be followed. 

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