Table of Contents Page Part A (Operations) 2 Introduction 2 Marriott’s outputs of the key operational transformation processes 2 The five performance objectives 4 Creation of quality service 5 Speed 6 Dependability 7 Flexibility 7 Cost 8 The impact of four Vs in Marriott’s design of operational processes 8 Volume 9 Variety 10 Variation 10 Visibility 10 Conclusion 11 References 12 Part B (Strategy) 14 Introduction 14 Market positioning strategy 15 Resources based view 18 Corporate strategies and resources 18 Why positioning strategy and resources are complementary?…
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Marriott’s outputs of the key operational transformation processes The business name is Marriott which is carried by Marriott International Incorporated. This company is undeniably has undergone operations strategies over time to ensure that strategic decisions and actions will result to operation’s main role, objectives, and activities (Slack et al, 2007). Why there is a need to transform inputs it is because they cannot automatically be considered final goods or services. This is clear in the case of making a product and using technology for instance to transform raw materials into something useful by undergoing different processing stages (Thomson and Formby, 1993). The same process applies when it comes to coming up with service offering. The whole process requires transformation of available resources into something useful that can be served for the benefit of the target users, customers or markets (Johnston and Clark, 2008; Stevenson, 2008; Looy et al., 2003; Hill, 2005; Jick and Peiperl, 2002). This means that it is not only in manufacturing organisations there is a need to come up with transformation of the inputs which in this case it is common to hear about the raw materials. However, in organisations where the final product is a form of service, it is important to understand that there are also basic inputs that need to be transformed. Marriott Hotels basically need to come up with staffs as its most important resources. In order for the management to effectively promote its vision, these staffs must be fully equipped with the right information so as to elaborately create a business environment that could satisfy customers. According to Slack et al (2007), staffs and facilities belong to the input transforming resources because they have the ability to act upon the input transformed resources which are commonly in a form of materials, information and customers. Due to input processing of material, information and customer, Marriot Hotels were able to come up with hotels with complete amenities and everything that a customer may want to find in a hotel. The five performance objectives The five performance objectives are important for an organisation not just for the purpose of obtaining corporate goals but in order to achieve competitive advantage (Slack et al., 2007). Quality, speed, dependability, flexibility and cost are not only determinants of good performance of an organisation but they are all essential characteristics that can be obviously found in a product or service offering. Outsourcing of service for instance, especially in hotels is found to result to reduce cost, and improve the quality and flexibility of the service (Rodriguez and Robaina, 2004). In reality, there is an observed link between business environment and the choice of operational strategy choice of the five performance objectives especially on dependability (Gyampah and Boye, 2001). Customer service in actual setting always integrates the issue of the service speed and part of it is the determination of customer satisfaction (Davis and Maggard, 1990). Flexibility issue is widely heard among manufacturing org
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