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Gap analysis is a tecnique which determines the steps needs to be taken from a current state to a desired future state. It comprises of the following three steps;
- the listing of characteristics factors such as attributes, competences, performance levels.
- cross lists factors required to achieve the future objectives.
- highlights the gaps which exist and needs to be filled, it is also called need gap.
Gap analysis involves also two main questions;
Where we are we now?
Then you simply ask two questions - where are we now? and where do we want to be?
And then what can be done in order to close the gap between them.
Using tactical approaches like the marketing mix( price, place, production, promotion, people, process, physical evidence) is very ideal for this. So effectively, by modifying the mix you get to where you want to be. That is to say you change price, or promotion to move from where you are today (or in fact any or all of the elements of the market.
In this case study of waterlander hotel, I have observed that experience of the markerting company was quite dreadful. They had to face the series of problems in their Rotterdam hotel branch. First of all it is quite absurd that whatever allegations the marketing company have placed on the waterland hotel has not been taken seriously. I have noticed that almost 10 allegations have been put by the marketing company on the waterland hotel which is obviously a shame. Most shockingly no allegation has been taken seriously by the the management of the wtaerland hote. Everybody somehow justified their mistake in any way. How it could be ever possible that you destroy someone's special event and do a series of blunders and at the end of the day you are not willing to accept one single mistake.
The client had requested for the video projector , which was not supplied, one can imagine the kind of inconvenience on the part of client and the extent of poor professionalism on the part of waterlander hotel. The conference manager has said number of things in order to prove his innocence. First he says he was no given a list of things required by the client. Even it is right it is the job and duty of the conference manager to make sure that he has got that list from the client. Not having the list from the client or not demanding the list shows that unprofessionalism on the part of conference manager.second thing he said that the video projector was faulty and had been sent for repair. He should have mamaged to get another video projector on rent during the time of repair. Video projector is a thing which is always a very important instrument which come to its use frequently. Thirdly he should have realised himself that video projector is likely to use in the meetings where manu delegates come , and it is very much likely that they would use video projector as without it becomes very difficult to make things understandable, and that could be the reason that client might have thought not to let the confernece manager that they require video projector. Nowadays we are not in pen and paper era , people use and rely too much on gadgets and I suggest to the waterland ' owner they need to provide training and the conference manger about the importance of the IT, and should be make sure that they continue to provide such training session time by time as things specialy in IT keeps on cnahnging and developing.
I have notices another part of unprofessionalism when the flowers were not fresh or atleast looking fresh. The electrisions made huge blunder by putting flowers aginst the heating outlet, how professional electrission could do so. After enquiry how it has happened I have found that electrisions don't have any contarct with the waterlander hotel and they don't have proper quilifications which could be expected and should be passed while dealing with the hotel of this high standard. They did not have enough experience dealing with the events of high standard and hotel service manager ust hired them in the last minute without knowing their professional background. And that is the reason of their inexperince and experties thay just commited a very common mistake of putting flowers against heating outlet. It is very much a good luck for the hotel management no body got harm, otherwise the by putting the flowers and table agains the heating could catch fire , resuting in the huge damage and precous lives of the people.
It is recommended that waterlander hotel needs to employee 3 to 5 people who should posses the proper eclertical qualifications and experience or thye must have a kind of contract with any firm who have internal expertise in setting up the electrical equipment in dealing with the events of international standard. Only then we can make sure that we may sure if avoiding such blatent mistakes.
The service picked the colours of the flowers by the hotel service manager was disaster as well. The wife of vice president was involved in the process of arrangements included selection of flowers. I have found that hotel service manager did not pass those information to hotel service manager about the selection of flowers, however what he did was right. He made good selection of flowers but because of heating all the flower arrangements went into disaster.
As far as late food preparation is concerned there are two main reason I have found. First of all the because of the late of food serving which was no more than 10 minutes some of the guests turned rude to the waiters and those waiters got very nervous and caused the delay in serving food. This made the chefs bit slow as food was serving not as fast as it should have been, resulting everything getting messes. It was the dutys of the manager or hotel service manager to be there who should have monitored and controlled the whole situation, he could have told the clients what was causing delayand same time he could have boost the confidence of the chefs and the waiters.second problem was that one chef was on leave and because of they rest of the chefs were under intense pressure, but they did excellent job I would say and hotel service manager should tell about this to the hotels guests. But here manager was absent and thus everybody was working on his own.
And as bout the wiring is concerned , the accusation by the electricians that they were asked to celar out the tables by the foreman was not enough to condone their mistake ,they should have given themselves enough time , because when you do these types of jobs you need to give yourself extra bit of time , but the ecletricians onlu tutned up at the last moment of time and they did not have extra time for thier work.
At the end the photographer could not be available and I don't find his mistake in this regard because he arrived on time but because everything was si messed up, he could not have waited long enough for the clients.
Under gap analysis we determine where we are now and where we could be if we improve things. We also analysis where this hotel stand, where its performance stands, and where it desires to be. Waterlander hotel possess very good reputation nationally and internationally, it has many branches and it is desired forum considered by many international companies for their business meetings and seminars.
In order to stand as good competer and make sure that any next meetings are held with n mistakes it is important to understand the present mistakes and then to make startegies to clear those mistakes. Fist of all it is very important that staff member recognise what jobs they have to do and what are their responsibilities, and they should not interfere and exceed of their boundry limits of a job. If someone tries to exceed its boundry of opertaions the chances of confusion get bright. For example what should be the role of hotel service manager.
A hotel manager is responsible for his everyday management matters of a hotel and its staff and has commercial accountability for the planning and organising and directing of all the hotel services, including front of house (reception, concierge, reservations), food and beverage operations and the housekeeping etc. In larger hotels, managers often do have a specific remit guest services, accounting, marketing and make up a general management team.
While taking the strategic overview and the planning ahead to maximise the profits, the manager must also pay attention to all the details, setting the example for staff to deliver a standard of service and presentation that meets guests' needs and expectations. Business and people management are equally important elements.
It is very important that following activities he should do;
- planning and organising accommodation, catering and other hotel services;
- promoting and marketing the business;
- managing budgets and financial plans and controlling expenditure;
- maintaining statistical and financial records;
- setting and achieving sales and profit targets;
- recruiting, training and monitoring staff;
- planning work schedules for individuals and teams;
- meeting and greeting customers;
- dealing with customer complaints and comments;
- addressing problems and troubleshooting;
- ensuring events and conferences run smoothly;
- supervising maintenance, supplies, renovations and furnishings;
- dealing with contractors and suppliers;
- ensuring security is effective;
- carrying out inspections of property and services;
- ensuring compliance with licensing laws, health and safety and other statutory regulations.
The manager of a your hotel could have less contact with guests but will spend time meeting heads of departments to coordinate and monitor the progress of business strategies. In a smaller establishment, the manager is much more involved in the day-to-day running of the hotel, which may include carrying out reception duties or serving meals if the need arises.
A significant number of hotel managers are self-employed which often results in a broader set of regular responsibilities, from greeting guests to managing finances
In professional organization the role of food service manager is very important and it is quite imperative that a good competitive food manager is hired, in your hotel I have not seen any role of the food manager , so a good food manager who should have following criteria and trainband what should be his key rolls are follows.
He or she must havee experience in food and beverage preparation and serving jobs is necessary for most food service manager positions. Food service managers coordinate a wide range of activities, but their most difficult task could be dealing with difficult customers and uncooperative employees. Food service managers should be good and smart as the number of outlets of restaurant chains increases to meet customer demand for the convenience and value. We have seem what disaster has happened when clients started turning rude with waiters and then how the chefs could not meet their targets in time.
Food service managers are responsible for the day to day routine operations of the restaurants and other establishments as well that prepare and serve meals and beverages to the customers and so should the job of new food manager be . Besides coordinating the various activities among various departments, such as kitchen, dining room, and banquet operations, food service he must ensure that customers are satisfied at highest level with their dining experience. In addition, he needs to oversee the inventory and ordering of the food, equipment, and supplies and arrange for the routine maintenance and upkeep of the restaurant's equipment and the facilities. Managers are generally are responsible for all of the administrative and human resource functions of the running the business, including recruiting new employees and monitoring employee performance and training as well, these sort jobs or powers could be handed over to him as well. He should be able to recruit the chefs who he thinks are competitive and can work under pressure as at the end of the day he will be responsibe for any output. He should have some sort of freedom in regard of employing and could employ extra chef as sometimes any chef could be on emergency holiday.
Food service managers ensure that diners are served in a proper way and in a timely manner. They investigate and resolve customer's complaints about food quality or service as well. They monitor orders of the kitchen to determine where backups may occur, and they work with the chef to check and sort out any delays in service. Managers also direct the cleaning of the dining areas and the washing of tableware, kitchen utensils, and equipments to comply with company and government sanitation standards and procedure. Managers also monitor the actions of their employees and patrons on a continual basis to ensure the personal safety of everyone. They make sure that health and safety standards and local liquor regulations are obeyed strictly
In addition to their genereal routine duties, food service manager performs a variety of administrative tasks as well, such as keeping up employee work records, preparing the payroll, and completing any other paperwork to comply with licensing laws and tax, wages and work hours, unemployment compensation, and Social Security laws. most general managers retain responsibility for the accuracy of business record. He must also maintain records of supply and equipment purchases and ensure that accounts with suppliers are paid in time.
In today's era the technology influences the jobs of food service managers in many ways, enhancing efficiency and productivity. Many restaurants use computers to track orders, inventory, and the seating of patrons. Point-of-service POS systems allows servers to key in a customer's order, either at the table using a hand held device, or from a computer terminal in the dining room, and send the order to the kitchen instantaneously so preparation can begin. The same system totals and prints checks, functions like a cash register, connects to the credit card authorizers, and tracks sales. To minimize food costs and spoilage, many managers use inventory-tracking software to compare sales records with a record of the current inventory. Some establishments enter an inventory of standard ingredients and suppliers into their POS system. When supplies of particular ingredients run low, they can be ordered directly from the supplier using pre programmed system. Computers also help the restaurant and food service managers to keep up the track of employee schedules and pay checks more efficiently.
Food service managers do use a lot Internet to track industry news, find recipes, conduct market researches, purchase supplies or equipments, recruit employees, and train staff. Internet access also makes service to customers more efficient. Many restaurants maintain Web sites that include menus and online promotions, provide information about the restaurant's location, and offer patrons the option of making a reservation. It is very important that he is given the proper training to get the full expertise of the IT, as big oraganiation like waterlander hotel it is very important to keep the speed very fast with the modern era ruirements.
Finally the role and place of the is very importance and as we have seen that how miserably the confernce manager has failed and because of that lot of humilaiation had to be faced.
It is important and needs to be realised as what is the purpose of the conference manager. Well basically conference manager looks after the any event. Seminar, weddings and conferences which is coducted in hotel.
To handle requests for seminars, weddings, conference, etc.
A conference manager precisely meets that expectations of the customers.
He should check the availability of the meeting rooms, bedrooms, video projectors and any other related equipment making sure that it is in working order and if something is out of order then he must make it available on rent or by ther available mean and in case if something is not ready or available then he must take the clients into confidence beforehand.
His key responsibilities must be
Making sure the success of the event
Delivering customer satisfaction service
Making sure that customer promise is kept all the time.
Handling any complaints and following-up debtors
Using the Windows environment
Sales ability: negotiating and selling the product
Adaptability: coping with the diversity of customers and their needs
Good relationship skills
Self-control: handling complaints
I have found that their price is high than the other likewise products in the market. In order to survice and compete in the market they will have to do extensive work in the field of price. Price is the basic aspect of a product , people go after which. There are different stratergies which they will have to follow. The marketing mix is the medium which can be used ti implementa and pfrmulate the price strategy.
In order to get control and to gain more customers they need first off all price penetration, price penetration is a thing in which lower price is offered. They need to offer a price which is lower than the price offered by their competitors for the same product, that low price may be lower than even cost price, but they need to offer that in order to attarct the customers. In this strategy they may loose the the money, but this strategy is adopted for a very short period of time. This price is only dangerous where the competitor alos adoapt the likewise strategy in order to beat it competitor. The other startehy they might adopt by maintaing the economy proice. Economy price means the possible minimum price . It is the price where there is very low margin but again it could help in attracting the customers and beat the competitors. In this strategy they may have less margim, but on the other hand they would have a large number of customers and hence coulf gain good business. When they will have good number of customers and have good substantial business and then they can launch the strategy of price skimming , in which they can meet the loss which they had suffered during the attraction of the custromer by offering minimum and sometimes very low proce. In skimming price high price is put and customer are likely to pay that price. However they must keep on looking the health of their business and their comptetitors as they could use the stratgies and policices which could attarct their clients as well.
- Top-performer firms have put in place the needed resources to undertake new products: that is, senior management has made the necessary resource commitment, and kept it.
- It's almost too obvious, but a dominant success factor is having a unbeatable product: a superior product; a differentiated product; and a product that delivers unique benefits and better value to the customer.
- The right organizational structure, design, and climate are key factors in success.
- Look to the world product: an international orientation in product design, development, and target marketing provides the edge in product innovation.
- Leverage your core competencies. Synergy with the base business and its strengths is vital to success; "step-out" projects tend to fail more often. 6. Market attractiveness is a key criterion for project selection and prioritization.
- Speed is everything! But not at the expense of quality of execution
Businesses that are most likely to succeed in the development and launch of new products are those that implement a company-specific approach, driven by business objectives and strategies, with a welldefined new product strategy at its core. This was one of the findings of an extensive study of new product practices by Booz-Allen & Hamilton: the new product strategy was viewed as instrumental to the effective identification of market and product opportunities.
Our benchmarking studies also reveal that having an articulated new product strategy for the business is one of the three important drivers of new product performance. Recall the three cornerstones of performance from Chapters 1 and 2. Businesses with a defined new product strategy -- one that specifies goals and the role of new products, defines arenas of strategic thrust, and has a longer-term orientation -- achieve better new product results: these businesses meet their new product sales and profit objectives more; they boast new product efforts with a much greater positive impact on the business; and they achieve higher success rates at launch.
A new product strategy is a strategic master plan that guides your business's new product war efforts. But how does one define or describe a new product strategy? The term "strategy" is widely used in business circles today. The word is derived from the ancient Greek word meaning "the art of the general." Until comparatively recently, its use was confined to the military. In a business context, strategy has been defined as "the schemes whereby a firm's resources and advantages are managed (deployed) in order to surprise and surpass competitors or to exploit opportunities." More specifically, strategic change is defined as "a realignment of firm's product/market environment." Strategy is closely tied to product and market specification: Corey argues that strategy is about choosing your markets to target, and choosing the products to target them with. Business strategy here refers to the business unit's strategy; and new product strategy is a component of that business strategy. By business and new product strategy, I do not mean a vaguely worded statement of intent, one that approaches a vision or mission statement. Rather, I mean operational, action-specific strategies. Recall from Chapter 6 that strategy is about where you spend money. Thus, a business's new product strategy includes:
- the goals for your business's total product development efforts;
- the role of product development: how new products tie into your business's overall goals;
- arenas of strategic focus, including priorities;
- spending splits across these arenas (R&D funds, possibly marketing and capital funds for developments); and
- how to attack each arena.
- Goals and role: The business's new product strategy specifies the goals of the new product effort, and it indicates the role that product innovation will play in helping the business achieve its business objectives. It answers the question: how do new products and product innovation fit into your business's overall plan? A statement such as "By the year 2005, 30 percent of our business's sales will come from new products" is a typical goal. Performance goals can also be stated, such as the desired number of new product introductions, expected success rates, and acceptable financial returns from new products.
- Arenas and strategic thrust: The concept of strategic arenas is at the heart of a new product strategy. A business and new product strategy, at minimum, specifies clearly defined strategic arenas for the business to focus on, including how it will focus its product development efforts. That is, it defines the types of markets, applications, technologies, and products on which the business's new product efforts will focus. The specification of these arenas -- what's "in bounds" and what's "out of bounds" -- is fundamental to spelling out the direction or strategic thrust of the business's product development effort, and is the result of identifying and assessing new product opportunities at the strategic level.These strategic arenas can be defined in terms of dimensions such as:0
- markets or market segments; and/or
- product types, product lines, or product categories; and/or
- technologies and technology platforms.
Running an innovation program without a strategy is like conducting a war without a military strategy. There's no rudder, there's no direction, and the results are often highly unsatisfactory. You simply drift. On occasion, such unplanned efforts do succeed, largely owing to good luck or perhaps brilliant tactics.
A new product initiative without a strategy will inevitably lead to a number of ad hoc decisions made independently of one another. New product and R&D projects are initiated solely on their own merits and with little regard to their fit into the grander scheme (portfolio management is all but impossible, for example). The result is that the business finds itself in unrelated or unwanted markets, products, and technologies: there is no focus.
Adequate resources is one of the three cornerstones of superior performance: resource commitment drives both the profitability of the business's total new product efforts, as well as the impact that this effort has on the business .There are three main facets of resource deployment that top performers have in common:
In top-performing enterprises, senior management has devoted the necessary resources people and money, marketing and technical to achieve the business's new product objectives. By contrast, average and poorer performers tend to be very short on resources and have few dedicated players; marketing resources devoted to new products is a particular area of weakness.
lack of resources continues to plague new product projects, and is often the culprit underlying poor quality of execution: there simply aren't the necessary people in place nor the time available to do a quality job. The result is that corners are cut, activities are done in haste, tasks are left out . . . and the results are predicable. One frustrated new product project leader at her company's technology conference exclaimed: I don't deliberately set out to do a bad job. Yet, when you look at the job that the project leaders around here do, it's almost as though our goal is mediocrity. But that's not true we're good project leaders, but we're being set up for failure
Launching a product , budget maintining is very important, they must make sure they are in position to launch a new product as it takes lot of expenses and business resources.
The last thing they need to focus on is the technology.They lack in their IT field. They must bring in their procedure in line with modern day IT requirement in order to compete with their competitors. It is impossible to compete their competitors.