Analysis of Fairmont Royal York Hotel - Assignment Example

Fairmont Royal York Hotel Affilliation Question Fairmont Royal York (FRY) is an iconic hospitality hotel that has epitomized the fundamental strategic planning as its pillar for sustainability. The hotel is an exemplary example of a firm that has corresponded accordingly to the strategic planning recommendation as identified in the previous class. I find the hotel fundamental strategy in six key areas. Firstly, its focus on customers is historic, first the hotel strives to retain its customers through provision of a wide range of services. It has WiFi connectivity that ensures that internet services are free for its customers. Secondly, they have an indoor highly hygienic swimming pool, spa services and gymnastic service as additional services that the customers can access any time (Willie et al., 2013). Ernst & McBeath (2013)states that the presentation of interior design is one in a million, it has magnificent hand-painted ceilings, ornate furnishing, travertine pillars and crystal chandeliers on the walls that gives a touching experience. Its employees are highly trained and offer timely quality services that ensure customers loyalty is upheld. Besides, the hotel management strives to build competencies of its employees through regular training called Learn process, this program has been instrumental in enhancing quality customer service and ethics among employees. Notably, the hotel management offer negotiation platforms with customers through online marketing and inquiries. Today, it is possible to book online conference rom, trade shows and convention venues. In recognition of increased in sales competitiveness, the hotel managers have instituted a consumer followup strategies that allow for feedback and recommendation for future better services. It is part of strategic planning that is anchored in continuous quality improvement strategic goals. It has advances, site visits tour guides, contract negotiations with customers, and a followup after the client completes staying in the hotel. I note that the hotel employees are fast to handle any disagreement that may arise, they are driven by desire to keep the visitors excited and interested with their stay (Cain & Bales 2002). In my view, the hotel is doing exemplary good in handling disputes and negotiations. I find their thanksgiving to the guest an interesting strategy that aims at ensuring a positive relationship is maintained. I have seen come leaflets given to customers after they stay, these are definitely marketing closing services and leaving contacts ensures future partnership. In y view, the hotel has responded impressively to the discussed planning strategies. Question 2 FRY hotel is strategic in handling its products and services. Being a destination of national and international dignitaries products are offered by highly qualified staff. Through learn program, the hotel has institutionalized standards and quality of services as number one priority. Evidently, placing an order will take less than five minutes to be processed and delivered. In ensuring timeliness, each hotelier is placed strategically to each client in order to ensure customers receive personalized service. Adoption of OPERA PMS at Fairmont hotel and incorporation of XML interface technology as part of strategic competitive advantage has given the hotel an edge over its competitors (crofton & Parker 2012). The two-way synchronization is one of its kind that has laid online and technology infrastructure that is unique and competitive in the industry. Coupled with WiFi, spa treatment and many services, the competitive advantage has been on technology and quality of services. Notably, the hospitality workers in the hotel have been established through competence training. I find Hosspitality Workers Training Center (HWTC) established by the hotel a platform of building its workers capabilities both new entrants and incumbent workers. Besides, it places the hotel an edge in competition due to its excellent services that have built a brand for the company. As founded in 1929, the hotel has a competitive advantage as an established hotel with decades of experience (Blayney & Blotnicky 2010). The assets of the hotel have been put into enriching training, diversification of services and most importantly advertisement and marketing cost. The fundamental belief of the management is provision of best service to employees who will in turn offer competitive customer service. Quality and competitiveness are nurtured at employees level. Question 3 FRY is doing quite good in projects recruitment and execution. Notably, the HWTC is an important project that has established a brand of the hotel. It has created an avenue of training competencies in hospitality, and the impact has been increased customer return rate. It has successfully established an icon of hospitality excellence that has been emulated by its competitors. Identifying employees professional and personal development as an integral project of enhancing competitiveness was an excellent step that its result has been positive (Cain & Bales 2002). Evidently, identification of business partnership with Chase card is an exemplary performance in strategic sales decisions. FRY and Chase card partnership in May 2012 has seen the hotel double its sales through credit card services. I highly respect the sales strategic team because of their executable plans. Besides, introduction of premiums and award offers has enabled the hotel establish customers loyalty (Jayawardena et al., 2013). Question 4 As a business entity, the management is faced with critical decisions that are multiple, diverse and sometimes bureaucratic. In my analysis on decision-making patterns, I found out that the company has institution ranging from management boards, the marketing department, quality and assurance and many other departments each with the team of experts. Decision-making has not been a walk on the park and were the same case. However, the general approach is conducting surveys, customers feedbacks and marketing analysis in the competitive markets enables many sales decision to be made. Under departmental duty stipulation, the hotel management has established functional decision-making units that are both independent, but integrated to the overall management. The use of survey and market reports on sales and investments indicators as a guide has been tremendous in navigating through gatekeepers. Multiple decisions are delegated to departmental heads who engage departmental experts in individual decision-making. Besides, the ultimate decision the hotel in my view strives to ensure teamwork, authority delegation and responsibility to unit heads so as to make more realistic and appropriate decisions (Jayawardena et al., 2013). Question 5 Arguably, I find the FRY sales department is one of the most diverse and strategic in the Canadian hospitality industry. Firstly, the managers believe in marketing as a number pillar of strategic sales. Besides, giving the hotel a competitive advantage over its competitors, the sales department has created online marketing, picture displays of executive rooms, and creation of websites that prospective clients can make inquiries. In my analysis, the provision of the spa treatment, golf field on top of traditional food and beverage product is a systematic plan to raise sales. Many clients rates hospitality based on availability of other services other than food and accommodation. In FRY, they have instituted departmental duties whose aim is to place the hotel strategically to client through emphasizing on quality, friendly welcoming and exceptional guest experience (Hall & Gol’ssling 2013). They build an excellent experience that will ensure customers come again and again. Question 6 FRY has tailored sales to customers is monumental and unique in a number of ways. Firstly, in order to improve sales, they address the diverse customers needs through provision of sporting fields, tour sites and excellent hospitality services that are aimed at linking customers needs to the hotel. I recognize the special steward supervisor department for its concerted efforts to ensure that customers travel and luxury comfort is met in a memorable dining experience. They attract customers in a way that would establish a future relationship with the hotel. Customers are treated with excellent from the reception agents by providing efficient, fast service and friendly welcome that is unique to the hotel. Customers are considered primary agents of increased sales and efforts are put to ensure that there is customer satisfaction. The provision of internet-based inquiries, excellent board rooms with magnificent conference facilities at FRY is part of tailoring customers needs towards desired standards (Hall & Gol’ssling 2013). Service excellence is an attraction avenue to those who visit and future sales sustainability depends on the hospitality treatment accorded to those already inside its compound. Moreover, I realize that the return from services is used primary to repair machinery, laundry replacement and quality improvement through training hoteliers. Training has been identified as a recipe to customer retention and increasing sales volume. Question 7 The FRY has a special network with its customers unlike many hospitality firms that conduct one sale offs. The sustainability we see at this hotel is one of its own that has been built majorly on the solid ground of establishing customers loyalty. Notably, closing of services after completion o stay in the hotel has two elements that I find them strategic in putting the hotel ahead in customer retention. Firstly, I notice they have special attention to customers satisfaction on the quality of services. They employees discharging employees are concern on the feedback and partying shots include provision of printed material displaying hotel vast fields and executive rooms as well as classic bedrooms (Cain & Bales 2002). The emphasis is put on coming back again for more fascinating experience. Also, I notice the hotel has a well-maintained contact list including emails and address of its customers. In ensuring a follow up, they aim at ensuring the customers loyalty is attained as well as establishing the hotel as a monumental landmark in Canada. In my view to a lengthy time taken to explain every detail of the negotiation in when there is a disagreement with the client. I find it a recipe that build trust from consumers as a means of establishing relationship. Also, the hotel has a business partnership with a number of subsidiary industries that include banking firms and credit card companies that ensures that clients can book and pay for services ahead of arrival. Allowing such operation is a critical step of building and establishing relationship with its consumers. For the hotel, it goes beyond one-time business; it is a business relationship with its consumers. References Blayney, C., & Blotnicky, K. (2010). The Impact of Gender on Career Paths and Management Capability in the Hotel Industry in Canada. Journal of Human Resources in Hospitality & Tourism, 9(3), 233-255. Cain, G. D., & Bales, P. (2002). AMERICAN SOCIETY OF PARASITOLOGISTS Ninety-second Annual Council MeetingAugust, 4–9, 2002, Fairmont Waterfront Hotel, Vancouver, British Columbia, Canada. Journal of Tourism, 88(6), 1060-1069. Crofton, S. O., & Parker, R. D. (2012). Do Twitter and Facebook Matter? Examining the Economic Impact of Social Media Marketing in Tourism Websites of Atlantic Canada. Journal of Tourism Research & Hospitality, 01(04), 75-99. Ernst, C., & McBeath, C. (2013). Frommers vancouver and victoria. Hoboken, N.J.: John Wiley & Sons. Hall, C. M., & Gössling, S. (2013). Sustainable culinary systems local foods, innovation, and tourism and hospitality. Abingdon: Routledge. Jayawardena, C. (., Lawlor, F., Grieco, J. C., Savard, M., & Tarnowski, M. (2013). Challenges and innovations in hotel operations in Canada. Worldwide Hospitality and Tourism Themes, 5(2), 177-189. Jayawardena, C. (., Horsfield, A., Gellatly, J., Willie, P., & Sovani, A. (2013). Marketing Canadian hotels in the future. Worldwide Hospitality and Tourism Themes, 5(2), 205-218. Willie, P., Pirani, A., Jayawardena, C. (., Sovani, A., & Davoodi, R. (2013). Trends in hotel investment and financial management in Canada. Worldwide Hospitality and Tourism Themes, 5(2), 190-204. Read More