Quality Leadership And Management In The Hospitality Industry 1st Edition Robert H. Woods - Solutions

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2. Considering the ethics of surveillance systems, what are some steps hospitality companies can undertake to mitigate the incumbent risks and liabilities?
1. For each of the following types of surveillance technology, identify an application for delivering quality services in hospitality. Also note at least one benefit and one risk for each application.1) Proximity monitoring (e.g., using RFID, beacon, and geofencing)2) Movement heat mapping 3)
3. Detail how they implement and manage quality guest service.
2. Explain why they are considered leaders in quality guest service.
1. Go online and determine at least two other hospitality companies that truly excel in quality guest service. List them.
3. List some of the potential tools or approaches that Stella can suggest the managers use in their fact-finding mission.
2. What preliminary questions might Stella ask?
1. What preliminary information would Stella collect?
3. Three employees work at a front desk. One of them appears to be much faster at checking in and checking out guests than the other employees. This causes problems of equity and resentment among the staff. It also makes customers wonder why others get processed much more quickly.1) List and
2. A coffee shop located near a college campus is having issues with employees chronically being late for their shifts. The manager posts the schedule, and all employees can view the schedule at least two weeks in advance. An app is available to facilitate shift changes and special requests. Apply
1. Using each component of the DMAIC process, outline the application of the five steps in the process. Then, apply them to an issue with your school food service operation. Determine what will be measured and then propose ways in which the experience can be improved.
3. A guest satisfaction survey was administered at an event. The current average score is 71.1 out of a possible 100. The upper and lower control limits are ±3σ. Sigma (σ) was calculated to be 2.33. Compute the upper and lower control limits for analysis of the survey.
2. Discovering problems in the Measure phase of Six Sigma is helpful for the improvement process. However, this phase might bring multiple problems to light. The Analyze phase aims to reveal the magnitude of each presented problem.Many different tools may be used. Fig. 15 presents three problems:
1. Lean and Six Sigma methodologies have been recently blended. This chapter outlines the two methodologies and then begins to explain how they are both used. Think of an example of an organizational problem that might benefit from the blending of these two methodologies.
2. What are some possible strategies to restore the image of the bar/organization?
1. As the owner, how would you manage social media that contains negative opinions about the bar/organization?
3. Suppose that a hotel has been oversold for a night, with five reservations that cannot be accommodated. Consequently, five guests are “walked” to a nearby hotel. The original property offers to pay for transportation to and from the new hotel, for the nightly rate at the new hotel for that
2. At Hotel Greene, 50% of the departed guests are considered Promoters via the NPS survey system. At Hotel Bleu, 60% of the departed guests are considered promoters. Both hotels have an NPS of 30%. How is this possible?
1. Mrs. Smith is looking for a fun restaurant to try in her area, and she searches for reviews online. Photos from Candy Bar catch her eye as she sees examples of extravagant milkshakes enjoyed by diners. She is particularly intrigued by a rave review of a chocolate milkshake adorned with candy
3. Table 4 illustrates the different types of costs that were incurred at a casual dining restaurant for the month of May. Classify all of the different costs into the four categories and calculate the cost of poor quality. Finally, discuss what are some strategies that can drive down the cost of
2. Table 3 illustrates the mean SERVQUAL questionnaire scores for an upperupscale hotel, listed for each dimension. Discuss which areas have the worst service quality and list examples of how the hotel can improve them.Table 3. SERVQUAL Questionnaire Mean Scores.Dimension Expectation Mean
1. Select a hospitality organization of your choice and apply the service gap model to diagnose hospitality service problems. Discuss and suggest the solutions that can close the service quality gaps for the hospitality organization you selected.
2. The COVID-19 pandemic posed an interesting challenge to queueing in that many governments required “social distancing” or the physical spacing of people to allow personal radiuses that reduced the risk of disease spread. What tactics did hospitality business use to queue guests, for security
1. While security lines are fairly ubiquitous around the world, the visible presence of security efforts in some unique places can negatively affect guest experiences.When Disney, Universal, SeaWorld, and other theme park operators introduced metal detectors for park entry around 2015, the
3. Tim owns a travel agency that operates a call center to help customers plan their vacations. His current system is fairly unsophisticated. When a guest calls, they are added to a queue that gets served on a first-come, first-served basis. Until an agent answers the call, guests only hear a basic
2. Suppose you are the front office manager of a busy hotel neighboring an international airport. There is a fairly steady stream of guests arriving and departing throughout the day. On average, 60 guests visit the desk every hour.Also on average, there are five guests either in line or being
1. When Tom opened Super-Stuffed Subs, he thought hard about the capacity of his restaurant. He bought enough grills, designed sufficient prep stations, and hired a team of staff members to cook and transact sales. He estimated that his restaurant could serve 90 guests per hour, on average. As he
3. Consider a typical concierge desk at a luxury hotel. In this case, a single concierge is on-duty during any given shift, with no overlap. Usually, a concierge is in the process of assisting a guest while a line of five guests queues for service. A new customer enters the line every minute, on
2. Suppose there is a fast-food restaurant with a single cashier taking orders. On average, the cashier can transact 60 orders an hour. If three customers arrive every four minutes, typically, what is the server utilization of the cashier?What is the probability that the cashier is not serving a
1. After reading this chapter and understanding how lines form and can be mitigated, do you think companies should try to eliminate lines in every case?What should a company consider when deciding how hard it should try to get rid of waits?
3. The 186-room Bayles Royal Hotel is in the process of revising their current processes for determining the housekeeping schedule. Based on the information provided below, use your best judgment to answer the following problem sets and create a potential shift schedule for the housekeeping staff
2. The Palace Hotel is known among business travelers for its cleanliness. The hotel houseperson provides housekeepers with the items needed to clean guest rooms and helps stock their carts. In addition, they take care of the common areas of the Palace, such as the lobby area, the corridors, and
1. The following two questions refer to the fancy Hungarian Goulash Restaurant.The labor standard for servers at dinner is: fixed: eight hours, variable:add four hours for every additional 30 covers, above a minimum of 30 covers. Assume that each server is scheduled for four hours. Rounding rule:
3. As the general manager of the American Diner restaurant, the full-time employees are scheduled to work 40 hours/week. During the month of May, you employed 30 full-time employees and 20 part-time employees, each scheduled for 18 hours, according to the labor report. Calculate the number of FTEs.
2. Louie’s Restaurant has forecasted 350 covers for Friday evening; the standard is 22 covers per server. Perform the calculation to determine the number of servers that can management schedule. Round fractions to the nearest whole number.
1. Provide a reason(s) why CPOR, as an economic standard, should not be used when planning a staff schedule.
2. Under what normal circumstances, excluding crisis situations, would hotels experience zero-base staffing?
1. The “new normal” after COVID-19 has found hotel stayover clean time to be shrinking and the departure clean time to be increasing. Explain.
3. A hotel with around 154 guest rooms obtains one of its key toiletries – shampoo(30 ml per bottle) – from a famous supplier of luxury goods. The hotel’s demand is reasonably constant throughout the year, and last year, the hotel consumed 105,300 bottles of this product. When orders are
2. Considering the scenario in the last question, it is recommended that a crossfunctional team be used to select new suppliers, with members from different hotel departments that may have interaction with the selected supplier or who will have some responsibility for the use of the new goods.1)
1. The global COVID-19 pandemic necessitated that many hospitality organizations take additional steps to ensure cleanliness and hygiene. These changes and others cascaded new operating needs – and thus new procurement needs –for such resources as PPE for hotel staff, enhanced cleaning products
3. Considering the scenario in question 2 above, assume each product comes from a different supplier.1) Draw the ABC curve and critically discuss the current product structure in terms of value distribution (consider whether they follow the standard Pareto principle, and if any further improvement
2. Table 3 contains information regarding the price and sales volume of the wine selling in a restaurant. Conduct an ABC analysis on the stock based on the total sales value:1) Calculate the sales value for each type of wine and the percentage of each wine’s value accounted out of the total sales
1. Consider two hotel chains, one that strives to provide a luxurious offering and another that aims to compete on cost. How might their general procurement and sourcing activities and approaches differ? Discuss the similarities and differences between their likely approaches and priorities.
3. Suppose the COVID-19 pandemic is over. What actions would you take to prepare your hotel for future unforeseeable crises using lessons learned during the COVID-19 pandemic?
2. Suppose you were the general manager of a hotel during the COVID-19 pandemic.After the initial lockdown period ended, what challenges were you likely to face? How would you maintain or generate revenue post-COVID-19?
1. In what ways did food and beverage operations adapt to cope with the COVID-19 capacity constraints?
3. Limits on dine-in capacity are also bringing opportunities. What are different and alternative ways you would find to generate ancillary revenue for your hotel restaurant during or post pandemic? More specifically, research and suggest at least three different ways how has the pandemic changed
2. What are the implications which reduced capacity brings in terms of kitchen, staffing levels, equipment, or restaurant space (e.g., reduced number of tables)? Explain a couple of these aspects.
1. Today, capacity management is under tremendous and unprecedented pressure. Based on these inventory-based restrictions outlined above and what you have learned before, elaborate on the specific tactics to maximize occupancy or at certain times, to decrease its clientele processing time. Explain
3. The conditions described below challenge the capability to generate revenues and maintain profitability. How can hospitality businesses maintain profitability given their reduced capacity? Use your critical thinking to provide at least three different alternatives, in the lodging, F&B, or any
2. In Table 5, the 200-room hotel has availability each day. However, if a guest looks for a Friday arrival for two or three nights, they are met with no availability as there isn’t any room type that has rooms for the two consecutive days. Also consider the same situation if the presidential
1. In Table 4, the hotel correctly decides to put an overbooking limit on Friday and Saturday in order to capture extra demand for both days. The hotel also decides to put a CTA on Saturday in an effort to stimulate activity for Friday.1) What is a problem with instituting a CTA in this or in other
3. Unlike leisure travelers, many conference attendees do not pay for their stays at a hotel as they are often sponsored by their companies to attend large conferences. This type of group guests prefers to stay at conference hotels due to the hotels’ proximity to the meeting locations and are
2. The hotel “The Burg” is a 120-room and independent, limited service, midscale property located in the suburbs of a city. The Burg has an agreement with a nearby hotel, The Ville, to accept each other’s walks at $80 per night when there is availability. In addition to the room rate, The
1. Overbooking is an important strategy for hospitality firms to prevent loss of revenue due to guest no-shows. To determine the number of overbooked rooms, revenue managers need to rely on historical data. The historical data on the number of no-shows and its corresponding probability for a small
3. Continuing with the Kensington Hotel. You have a chat with the hotel’s sales department, and the VP of Sales offers up, I know that it’s tough to get visitors to vacation in Toronto in the dead of winter, but I don’t have the numbers to show how much seasonality impacts demand and
2. The Kensington is an iconic, 1,325-room luxury hotel located in downtown Toronto. One year of monthly room revenue and occupancy data are provided in Table 10 above.1) Starting with January, calculate the following moving average forecasts of occupied rooms for each month through to December:a.
1. The Kensington is an iconic, 1,325-room luxury hotel located in downtown Toronto. One year of monthly room revenue and occupancy data are provided in Table 10.1) Assume that the rack rate (the maximum room rate) is $225/night. Calculate the Kensington’s yield for each month. Based on your
3. You are the revenue manager for the Max hotel, an iconic 800-room luxury hotel located in downtown Los Angeles. Applying the exponential smoothing method, what is the demand forecast for the Max hotel for weeks 2, 3, and 4 for the month of May in Table 9? Make sure to show your calculations for
2. Hotel A is a convention hotel located in Seattle with a total number of 600 rooms. Applying the weighted moving average method, what is the average daily demand forecast for Hotel A for months 4, 5, and 6 in Table 8, where W1 = 0.5, W2 = 0.3, and W3 = 0.2? Make sure to show your calculations for
1. Customer arrival variability complicates a hospitality organization’s ability to service customers efficiently because different segments of customers desire services at different times. For each of the following industries, think of two examples of customer arrival variability and two tactics
2. As hotels embrace the “new normal” following a crisis like COVID-19, what changes, in your opinion, would be the most effective for signaling to guests that a hospitality facility is a safe environment for patronage?
1. COVID-19 posed challenges that required the entire hospitality industry to rapidly develop new business models to keep both guests and staff safe. New approaches placed more focus on reassuring everyone that the organizations do all they can to maintain safe and hygienic environments. What are
3. Melissa is the president of the Star Hotel Group hotel development company.Her company recently purchased an old condominium building in a busy downtown area of a major US city. They intend to convert the building into a branded select service hotel. Melissa is working with the design team to
2. Jason is a Banquet Manager at the Winds hotel. The Winds is hosting a conference for 150 guests and Jason was asked to organize the layout of the breakfast buffet with server stations. The order of the server stations is not fixed; however, customers need to pick up their tray and plate before
1. Sometimes expanding an existing hotel at the present site can make more sense than developing a new site; other times, it is exactly the opposite. In some urban cities, a modest new construction project can cost more than $3 million before a shovel is even put in the ground, with the price per
3. The sandwich shop owners are looking to expand to a different location in town that should have the seating capacity of 23 seats. They know that the kitchen and storage space for their concept need to occupy 35% of the total restaurant area. What is the minimum area (in ft2) needed for the new
2. A hotel developer is interested in building a suburban select service hotel and is looking at potential sites. What is the minimum hotel building gross area (in ft2) needed for a select service hotel with 100 rooms?
1. Both Baker (1986) and Bitner (1992) have developed typologies to investigate the role of the physical environment on human behavior. What are the main differences between these two typologies?
2. As hotels embrace the “new normal” following a crisis like COVID-19, what changes, in your opinion, would be the most effective for signaling to guests that a hospitality facility is a safe environment for patronage?
1. COVID-19 posed challenges that required the entire hospitality industry to rapidly develop new business models to keep both guests and staff safe. New approaches placed more focus on reassuring everyone that the organizations do all they can to maintain safe and hygienic environments. What are
2. Research the restaurant industry’s response to COVID-19. Explore revised service delivery policies and practices of major restaurant chains and hotel food and beverage departments. How did restaurants minimize the impact of coronavirus in the six stages listed in Table 3?
1. Identify ways to prevent service failures concerning the listed service fail points, under normal circumstances.
3. Can technology completely replace human assistance in the hospitality industry?
2. Technology has to solve operational problems and assist customers.Furthermore, hospitality organizations can leverage the dimension of hospitableness by using recent technology. What are the drawbacks of the overreliance on technology?
1. To improve customer experiences, the creative use of technology is gaining momentum. Go online and find innovative industry examples.
3. In a team of two or three students, eat out in a restaurant where you have never been before. Then, develop a detailed service blueprint diagram, showing the interaction between different players (see Fig. 2 in this chapter). Please focus on the components above the “line of internal
2. Consider this example and use capacity analysis to answer the questions that follow.Table 2 below summarizes the service delivery steps of the fast-paced Mex-Tex Tortilla Shoppe. To assemble orders, six associates are assigned to the six stations on the line; each associate is allocated one or
1. Select a hospitality brand. Using each component of the service marketing mix, outline some of the elements in the brand’s guest experience. Select two of the seven components and propose ways in which the experience can be improved.
3. Hospitality companies are constantly seeking ways to transform services from “transactions” into “interactions.” How can firms leverage technology to humanize the guest experience?
2. Coproduction is a technique employed by many hospitality companies to involve guests in the creation of the experiences in which they partake. Some degree of coproduction is guaranteed in hospitality, since guests engage directly with service organizations and staff. What are some advantages and
1. Many hospitality companies employ the use of theming to flavor the guest experience. This chapter highlights some prominent examples, including Hard Rock Café, Rainforest Café, and theme parks within Walt Disney World Resort and Universal Orlando Resort. Is theming appropriate for all
2. What type of service recovery actions can hospitality businesses take to improve guest perceptions in case of a data breach?
1. How can hospitality businesses prepare, adapt, and respond to data hacks and information security incidents?
3. Alejandra Terano plans to open a boutique hotel on Miami Beach, appealing to a fashion-forward guest with art deco design, a fine dining restaurant, and a luxurious spa. She needs help unifying her strategy for service operations.Help her develop a service concept by defining her organizing
2. Jenna Wong has just opened a new fast-casual salad shop downtown. She finds that the shop gets particularly busy during the lunch meal period and around dinnertime, but otherwise demand is low. A consequence of these peak times is that service becomes slower when her team reaches or exceeds
1. Bill Townsend is the General Manager of the Wild West Grill, a moderately priced, single-site steakhouse appealing to families. The restaurant is decorated in the styles of the American frontier, with sit-down service and cuisine derived from the Southwest. Across Katzan’s five dimensions of
3. Select a hospitality organization of your choice and research each competitive dimension of operations strategy for that company. Discuss how these dimensions can gain strategic advantages for the hospitality organization you selected
2. Select a hospitality organization of your choice and apply the strategic service vision for both customers and employees. Discuss how the elements maximize the firm’s performance.
1. Select two hospitality organizations that offer similar services. Define the service concept for each organization and discuss the similarities and differences of the key elements. Finally, develop a new service concept to drive strategic advantages for both organizations.
What steps are part of the "continuous improvement" phase of the change model?
How can an organization monitor an organizational change?
What are some of the power strategies change agents can use when imple- menting change?
What are three positions, identified by Joseph M. Juran, that individuals may take when an organization undergoes large-scale change?
How can an organizational change be implemented?
What is a force field analysis?
How can an organization plan change?
What role does a change agent play in the change process?
What is the role of the change sponsor in the change process?

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