Analysis of Quality of Service at the Dorchester - Case Study Example

An Analysis of Quality of Service at The Dorchester Name: Course: Tutor: Institution: Location: Date: An Analysis of Quality of Service at The Dorchester Introduction Arguably, when evaluating the quality of service and overall customer experience in the service industry, hotels are a credible source of information. Consequently, the paper explores the services offered by the Dorchester with the aim of identifying factors that contribute to an enhanced customer experience. The Dorchester is one of the hotels managed by the Dorchester Collection, a five-star luxury chain that operates in the United Kingdom, Italy, France, and America (Dorchester Collection, 2017). Notably, the hotel’s customer service strategy is worth studying given the several accolades it has received for its outstanding customer service. In 2015, the Dorchester Collection was honored for its customer strategy and customer engagement program by the UK Customer Experience Awards and the Engagement and Loyalty Award respectively (2017). Considering this, the paper evaluates the quality of services, the emotions they elicit, and the hotel’s overall strategy, which facilitates and maintains this service. This is because previous research has indicated a positive correlation between these factors and customer experience (Wu and Liang, 2009). For an in-depth analysis of the factors and clarity in the presentation of results, the paper is divided into various sections. The methodology section highlights the various evaluation and research techniques used and the analysis section, in turn, provides an evaluation of observations made during the visit and information provided by secondary sources such as newspapers and journal articles. In addition, the paper suggests recommendations that might bolster the accomplishment of the hotel's objective of creating and maintaining quality customer service. Table 1: Service Concept – The Dorchester, London Organizing Idea A wide range of quality services that epitomize timeless glamour Service Concept (summary) A hotel that provides the very best in food, beverages, spa treatment, accommodation and unparalleled views of Hyde Park and Mayfair Service Experience Spacious, luxurious and elegant rooms Fine dining at the Alain Ducasse three Michelin-star restaurant Signature spa treatments at the Dorchester spa Deepest baths in all of London Finest pastries and teas at the Promenade Room Service Free Wi-Fi Laundry service Service Outcome Benefits -A wide range of services -Excellent views -Luxury Emotions -Contentment -Relaxed -Confident -Respected -Empowered Values -High value for money -Paid parking Methodology Considering the topic, the research utilizes a qualitative research design to collect and analyze qualitative data. Therefore, the data collected concerns the emotions experienced and perceptions concerning this service during the author's stay at the hotel. Arguably, the reasons for the use of this research design, emotion mapping, Customer Experience Analysis, and service strategy framework are supported by the customers' journey. Figure 1:Customer journey, The Dorchester, London Arguably, mapping these experiences allows for an in-depth analysis of the clients' experiences and factors that bolster or undermine them. In fact, for companies, the mapping is instrumental in translating observations into actionable insight (Kalbach, 2016). Notably, emotion mapping was used in the identification and analysis of various emotions experienced during journey. The evaluation of these emotions provided insight into the efficacy of the various strategies employed by the franchise to ensure quality and sustainable customer service. The Customer Experience Analysis (CEA) tool, on the other hand, facilitated the examination of the perceptions regarding these strategies. To evaluate objectively these measures, the author created and filled a short questionnaire regarding the services offered at different stages. This entailed the rating of the services on a three-item Likert scale. Notably, the ratings assigned to various interventions did reflect bias, which was underpinned by preferences. However, they did also allow for an evaluation of the quality of the measures employed. In addition, the research sought to evaluate the interactions between the staff and guests. Specifically, the study analyzed the approachability of the staff and the quality of the help provided. This is because, in any given organization, employees are instrumental in managing the customer experience and their ability to do so effectively allow a company to improve and maintain high levels of customer satisfaction, loyalty, and profit margins (Rawson, Duncan, and Jones, 2013). Analysis Analysis 1: Service Design Guests' interactions, upon arrival, are predominantly with the hotel's employees. As illustrated in Figure 1, upon arrival the guests first interact with the door attendants at the door before they are checked-in at the reception and escorted to their respective rooms. Notably, each stage of this interaction and the overall journey elicits different emotions. Emotion Mapping Fig 2: Emotion Mapping The map indicates that factors that characterize this interaction affect the emotions that guests experience during their stay. This is because personal factors and the interventions in place either heighten or maintain positive and negative emotions respectively. Notably, upon arrival, I was predictably nervous due to the novelty of the situation and apprehensions about how the actual experience would compare to my expectations. Interestingly, the same factors that made me nervous also contributed to my excited state. This excitement was further increased by the existence of paid parking and the approachability of the door attendants. This bolstered emotional state indicates that both operational and staff components of a company contribute to a quality and memorable customer experience. In addition, the map indicates that information is instrumental in assuaging anxiety. As indicated by the emotions map, my emotional state did change during checking, the stay, and checkout processes. Arguably, this change in emotions resulted from the information provided by the staff. The comprehensive information provided during the check-in process and as guests are being escorted to their rooms allow the individuals to learn more about the available services, the room they will be staying, and the hotel in general. Predictably, this information and the friendly way it is communicated bolsters confidence and indicates that the guest is a valued customer. Moreover, the services provided also contribute to the overall positive emotions. Upon check-in, the staff provides a wide range of teas and snacks to their guests. Furthermore, depending on the suite booked, it also provides butlers who help with the parking. Arguably, both services promote and maintain the relaxed and valued emotions experienced by guests. This is because they create the perception that guests’ wellbeing and comfort are the hotel’s priority. Customer Experience Analysis Notably, the quality of each customer’s experience is dependent on the service concept, customer's journey, and emotion map, which are interrelated as illustrated by the CEA. This is because the efforts utilized by the hotel to create a memorable experience and the guests' perceptions of these efforts determine the emotional state experienced by these customers. Subsequently, a positive perception of the measures implemented at each stage of a client's journey promotes positive emotion. A negative perception, on the other hand, indicated by a negative score, demonstrates dissatisfaction with the services offered. Predictably, as indicated in Table 2, the overall customer experience provided by the hotel is superb. Table 2: CEA, The Dorchester Service concept Organization The Dorchester Customer journey score messages emotions 0 x arrival * The staff is approachable informed Entry into the hotel * The information provided is helpful confident Check in * Anxious Escort to the room * Stay * Relaxed and satisfied Check out * valued Overall evaluation The service provided is superb and it enhances the emotional wellbeing of the guests The hotel provides quality services at each stage of a guest’s journey. These services, in turn enhance the customers’ experiences. These measures include the provision of paid parking, training of employees, and well developed and communicated objectives and strategies. Each measure contributes to the overall quality of customer service in a different way. The paid parking provides clients with a safe place where they can leave their cars and subsequently reduces their anxiety levels. Arguably, staff training and communication of the hotel’s strategies, mission, and objectives inculcate desired values and behavior in employees and accounts for the consistent helpfulness and approachability of the staff during the duration of the stay. Analysis 2: Service Strategy The hotel’s ability to provide quality services is reliant on its implemented service strategy and the efficacy of its service value chain. This chain consists of the hotel’s overall strategy, service concept, and its target market. Fig 3: Service Value Chain, The Dorchester As indicated in Fig 3, each of the aforementioned factors affects the quality of services offered, customers’ perceptions, and the hotel’s competitive advantage. Additionally, each element in the chain has a positive correlation with the other items. For example, the performance and satisfaction of the employees influences their ability to provide quality services and consequently the satisfaction of the customers. The guests’ contentment, in turn, allows the hotel to retain and expand its existing customer service and increase its profit margins. Notably, the various strategies implemented by the hotel in its service value chain have contributed to these benefits. These measures include the training of the staff and the provision of career progression opportunities to facilitate the employees’ performance and job satisfaction. Furthermore, they entail the creation of a mission and objectives’ underpinned strategy that is communicated to the staff at all levels of the organizational hierarchy allowing for uniformity in staff actions and consequently, the satisfaction and loyalty of the clients. Serving Existing Customers The hotel employees are both competent and approachable. In fact, the staff not only provides the services necessary to ensure a comfortable stay that is in line with the hotel's objectives but it also personalizes this experience. This is primarily through learning and consistently using the name of the guests in future interactions. These personalized services demonstrate to the guests that they are valued customers who actively contribute to the overall Arguably, the guests-employees' interactions are enhanced by the continued training provided by the corporation. The Dorchester Collection Academy provides training geared towards promoting learning and leadership. This training entails familiarizing new employees, with the company's mission, vision, history, employees, and the various rooms. This information, in turn, shapes the behavior demonstrated by these employees and allows them to provide relevant information to the guests that they interact with. Additionally, this training also emphasizes on the hotel's core skills, which are the delivery of ultimate guest experiences, communication skills, and recovery of service skills in case things go wrong (Dorchester Collection). Notably, advanced communication skills allow the staff to interact meaningfully with the diverse guests. In addition, given the importance of employees in ensuring the effectiveness of the services provided, the hotel also provides leadership training. This training focuses on the leaders at all level of the management hierarchy. The Lead program is aimed at training team members that are relatively new to leadership. The Expand program, on the other hand, is aimed at department heads and high potential managers. The last program, Inspire, in turn, is aimed at executives and it seeks to increase the executives' awareness of their management styles and the efficacy of these styles using 3600 feedback tools. Furthermore, the program also bolsters self-awareness using personality tests. However, apart from training the hotel also needs to focus on the emotional and psychological wellbeing of its employees. This may be through the implementation of fair rules that do not constitute the discrimination of a group of employees. Discriminate rules may entail the requirements for one group to follow rules that their peers are exempt from. For example, the new female employees grooming rules introduced last year. Notably, these rules treated the female employees unfavorably (Khommami, 2016). Moreover, they affected the commitment and undermined the quality of services provided by these employees. Picture 2: Doormen at The Dorchester Integration of Company Objectives, Mission, and Strategy Companies in the service industry are people and service oriented. Arguably, the staffs' behaviour and environment at The Dorchester are promoted by the integration of the hotel's objectives and mission in its strategy. According to the hotel's website, the hotel aims to be the ultimate hotel management company that is driven by a passion for excellence. This integration facilitates the training of the staff and overall satisfaction of the customers. Notably, the furniture selected for the various rooms emphasizes the company's objective to provide a timeless experience. In regards to training, the hotel realizes and appreciates the role of employees in ensuring quality services. In fact, on its website, it asserts that the achievement of its mission is dependent on the highly skilled and decisive leadership demonstrated by its employees. Notably, this integration promotes the guests experience and fosters loyalty as illustrated by the number of guests such as Si Frew who choose to stay in the hotel during their future visits to the city. Notably, this integration and the subsequent employees' training have created sustainable tailored services that cater to the needs and wants of its diverse customers. Moreover, these factors have contributed to the overall attractiveness of the hotel to potential customers and its ability to compete with other luxury hotels such as the Ritz. In fact, as demonstrated by the Forbes travel guide rating, these measures have allowed the hotel to surpass its competitors. This is because, in 2013, while the guide awarded it a five-star rating, its counterpart, the Ritz was awarded a four-star rating (Frith, 2013). Customer Insight Strategy The quality of service provided at the hotel illustrates its attention to the insights provided by customers. This attention is evident in the employees’ ability to anticipate the clients' needs. Notably, observations are the company's primary customer insight collection tool (Brant, 2017) and they allow the company to identify what the customers want vs. what the management think the clients wants. This customer-centric view, in turn facilitates the provision of food, beverages, and rooms that are in line with the guests' preferences. Interestingly, the hotel also uses observations on various social media platforms to monitor the progress of various implemented strategies. For example, the management utilizes the Local Measure tool to identify dishes that are popular with the hotel's target market. In general, this emphasis on the wants and needs expressed by the target market bolsters the satisfaction and loyalty of the guests. Conclusion In conclusion, the report provides an analysis of the quality of the services offered at the Dorchester and factors that promote their quality. Notably, the hotel recognizes that the customers' satisfaction is dependent on the service they receive before and after check-in. Therefore, it provides paid parking and has a well-trained staff that is informed and approachable to facilitate customers’ experiences at each stage of their journey. In addition, the hotel utilizes its decor to create a milieu that is both inviting and luxurious. In addition, the various strategies employed by the management are informed by observations about the needs, wants, and preferences expressed by the target market. These tools include Local Measure and they allow the hotel to collect relevant and accurate information about what the clients want and bolster its customer-centric orientation. Additionally, observation of trends on various social media platforms such as Instagram and Facebook provide a feasible method of monitoring the effectiveness of implemented strategies. In general, the study illustrates that the success of businesses in the service sector is reliant on the implementation of various factors. Notably, it is determined by a company's ability to cater to the needs of clients at each stage of their journey and the utilization of customer insight to identify these needs. Moreover, it is reliant on the training of employees to ensure their effectiveness in their performance and the integration of an organization's mission and objectives in its strategies. Recommendations Arguably, the measures implemented by the company have been successful in ensuring that all guests receive quality service. However, the policies implemented, by the management, foster inequality in the treatment of different employees. Arguably, this disparity in treatment affects the performance of the employees and in general the customer experience. This is because discriminated employees are less committed to their work and to the set objectives and mission (Dipboye and Colella, 2013; Puhl, Andreyeva, and Brownell, 2008). This low morale and commitment is due to the perceptions that discriminated employees are less valuable to the company. Consequently, the hotel needs to work on creating inclusive policies that promote equality and the satisfaction of its employees. Predictably, the implementation of these measures would further bolster the customer experience efforts employed by the hotel. This is because informed and satisfied employees are an asset any organization. Moreover, their commitment to their work promotes the creation of positive relationships with guests contributing to an increase in the quality of the clients' experience. References Brant Ana. (2017). 'The Customer Insight Strategy of the Dorchester Collection'. Interview by Zarina de Ruiter for the CX Network, January 16, 2017. Available from: https://www.cxnetwork.com/cx-insight/interviews/the-customer-insight-strategy-of-the-dorchester Dipboye, L. and Colella, A. eds., 2013. “Discrimination at work: The psychological and organizational bases”. Psychology Press. “Dorchester collection profile”. (2017). Dorchester Collection. Available from: https://www.dorchestercollection.com/wp-content/uploads/Dorchester-Collection-Brand-Profile-Feburary-2017.pdf Frith, M., 2013. “Ritz loses out as London hotels win 5-star rating in top US guide.” Evening Standard. Available from: http://www.standard.co.uk/news/london/ritz-loses-out-as-london-hotels-win-5-star-rating-in-top-us-guide-8589390.html Kalbach, J., 2016. “Mapping experiences: A complete guide to creating value through journeys, blueprints, and diagrams.” O'Reilly Media, Inc. Khomami, N., 2016, Dorchester hotel 'could be sued' over grooming rules for female staff. The Guardian, https://www.theguardian.com/society/2016/dec/02/dorchester-hotel-could-be-sued-over-grooming-rules-for-female-staff Puhl, M., Andreyeva, T. and Brownell, D., 2008. “Perceptions of weight discrimination: prevalence and comparison to race and gender discrimination in America.” International journal of obesity, 32(6), p.992. Available from https://search.proquest.com/openview/026ff66ff374ea01e4aa677aa0bc0e3e/1?pq-origsite=gscholar&cbl=38864 Rawson, A., Duncan, E. and Jones, C., 2013. “The truth about customer experience.” Harvard Business Review, 91(9), pp.90-98. Available from: http://www.sma.nl/wp-content/uploads/2015/02/The-Truth-About-Customer-Experience-Harvard-Business-Review.pdf Wu, C. and Liang, R., 2009. “Effect of experiential value on customer satisfaction with service encounters in luxury-hotel restaurants.” International Journal of Hospitality Management, 28(4), pp.586-593. Available from http://www.sciencedirect.com/science/article/pii/S0278431909000401 'Your development”. 2017. Dorchester Collection. Available from: https://www.dorchestercollection.com/en/careers/your-future/your-development/ Read More