Interstate Hotels and Resorts, Hotel at Wakefield Management System - Case Study Example

The paper "Interstate Hotels and Resorts, Hotel at Wakefield Management System " is an outstanding example of a management case study. The aim of every organization is to improve the efficiency of its operations. Operations management is a fundamental requirement for any organization that would like to succeed in a competitive and changing business environment. Operations management is a process that plays a major role in driving the growth and profitability of the business. It involves coming up with an operations strategy that lowers the operation costs, reduces waste and comes up with sustainable programs that are aimed at achieving dependable outcomes. An operation strategy is a plan that specifies the allocation of resources for a particular company to support product and infrastructure(Russell and Taylor).

Interstate Hotels and resorts are a hotel management company. It has 480 hotels, resorts, and conference centers with a capacity of over 77800 rooms that are located in the USA and other parts of the world. Interstate Hotels and Resorts, just like any other business, have a strategy for improving its service delivery to the customers. The company aims to provide the right services to its clients in a fast and efficient way. It also seeks to be flexible in its service delivery to meet the varying customer demands.

Interstate Hotels and Resorts assumed management of an upscale that was located in Wakefield in 2016. Previously, the hotel was managed by a third party management company. Before the takeover, customers, guests, and even employees had lost confidence in the hotel. It was understaffed, the associate morale was low, and the guest service scores went below the recommended brand average.

The transition oversaw the immediate deployment of directors from a dedicated task force of Interstate hotels and resorts. The hotel staff and its leaders assembled and created success for its associates, the clients and the owners from the first day of the transition. The hotel was able to make use of market intelligence and business insights that were collected by Interstate. The intelligence was used in the analysis of the firm, examination of market conditions, an inspection of competitors and identifying areas that needed to be improved to attain profitability goals.

The task force team put a lot of effort into reviving the glory of the hotel. They improved the engagement of associates and provided them with the right tools and information that enhanced the effectiveness of their job. The task force team additionally controlled labor expenses through efficient scheduling and forecasting. It deployed a 30-day program for cleaning and putting in place preventive maintenance strategies throughout the hotel.

Interstate instituted a change in management of the hotel by focusing on the development and recognition of the best talent. The hotel promoted a few employees in the hotel to top management and grew the talent of the hotel. Consequently, the focus on the customer improved. The new management came up with strategies that focus on giving customers the best service by emphasizing the importance of excellent customer service("Case Study - Interstate Hotels & Resorts"). The administration came up with major operation procedures that were aimed at improving customer satisfaction.

Interstate came up with internal wit controls by utilizing its scale and purchasing power. The internal controls served to decrease the cost of sales in food and beverage hence achieving a 10% decline in the hotel’s foods from the previous year.