Services & Relationship Marketing- Loyality

Produce a Business Report-
Use the case study or C.Fun Parks and produce a well-researched report supported by the relevant academic literature, models/ frameworks.

select a service that requires a moderate or high level of customer participation and then to answer all of the following questions:

1. What service have you selected?
2. Describe your role as a customer in the service delivery process.
3. How did you learn your “role”?
4. How important is the customer to the service delivery process?
5. How would you describe your level of participation (low/medium/high)? Explain.
6. What influence do other customers have on your service experience?
7. When might other customers enhance your experience?
8. When might other customers diminish your experience?
9. Could you be considered a “partial employee” of this organization? Explain.
10. When might you, as the customer, be able to enhance your experience?
11. When might you, as the customer, do something that diminishes your experience?
12. Is this a service that you might be able to provide yourself (without the
service provider’s assistance)? Why or why not

SERVICES AND RELATIONSHIP MARKETING: SEMINAR ACTIVITY

Case Study: Mike Evans Corporation

Over a period of three years, Laura Hollings rose through the ranks of the Front Desk area and Sales Division of the distinguished Cameron Hotel to attain the position of Sales Manager. She worked very hard to achieve this position and had demonstrated an ability to deal effectively with clients and secure new accounts. She had been working as a Sales Manager for approximately a year when the Sales Manager in charges of the Mike Evans account was promoted and transferred to other of the chain’s hotels. Laura took over the account.

The Mike Evans Corporation is basically a motivational and instructional institute that holds seminars at the Cameron Hotel. Mike Evans started the corporation many years ago, and it is a very important client for the hotel accounting for approximately £500,000 per year in rooms, restaurant, and meeting space revenues. The self-development seminars focus on improving managerial and interpersonal skills and time management. The usual size of those seminars is more than 100 people, and all of the staff know when the account is ‘in house’. The clients of Mike Evans are managers from various corporations located in the south-west of England. These guests are considered very important to the hotel, not only during the seminar but after it, as they represent possible future hotel revenues when they are travelling for their own business or pleasure. Mike Evans himself is extremely meticulous and expects those individuals with whom he conducts business to be like minded, with a focus on every detail of a stay or of a request. The level of service is expected to be exceptional, and special effort is made for these meetings to ensure a smooth stay for everyone associated with Mike Evans.

The situation that was now bothering Mr. Evans was cumulative, having built over the period of several months. He first noticed that there were errors being made with some of the specifications of his meeting rooms and with the food items that he had requested. Initially, he did not protest, because the service of the hotel had been so good in the past, and he viewed the problems as abnormalities that did not demand his involvement. However, the errors did not stop, and what was at a minor irritation became a serious issue for Mr Evans. He was not satisfied with the service he was being provided and blamed the hotel. Laura Hollings was the contact for Mr. Evans, and she talked to him some of the problems he was having. He mentioned that the room listings were often incorrect and that the conference room requests he made had not been fulfilled. Laura promised to correct these problems and assured him that they would happen again. Unfortunately, Laura was negligent with her follow-up and the problems continued with the same frequency.

Angered by the lack of attention being given to his seminars, Mr. Evans cancelled his next meeting with the hotel. A shock alarm went throughout the Redbones, as all departments of the hotel would be affected. The Director of Sales became involved at this point and gathered an assortment of managers to work through the problem. Representatives from every department were assembled, and they all went bearing cookies and apologises to the office of Mr. Evans on a sales call to try win back his business. He was impressed with this new attitude, happily accepting the apology, and rescheduled his seminar.

As part of his agreement to return to the hotel, Mr. Evans wanted a guarantee that the recent problems wouldn’t happen again. Laura scheduled a meeting with Mr. Evans to address any specific concerns that he might still have. Laura had to miss that meeting, but she did inform Mr. Evans beforehand and reschedule for a later date, promising at the time that she was interested in hearing his feedback. The rescheduled meeting never took place. Laura had taken the day off the day it was scheduled and completely missed the meeting, not bothering to call Mr. Evans or inform anyone else of the meeting. That was the final straw for Mr. Evans. He vowed never to return and cancelled all future meetings at the hotel.

The General Manager, who had previously been monitoring the situation through the Director of Sales, now took over. He had relied on the Director of Sales to ensure that the situation was under control. With the cancellation of the future seminars, he fired Laura on the spot, reprimanded the Director of Sales, and then prepared himself for a ‘grovel call.’ He personally went to apologize to Mr. Evans and beg him for his business. The General Manager, Bruce Adams, informed Mr. Evans of Laura’s immediate termination and committed himself to be personally responsible for all future contact if Mr. Evans would agree to return. Bruce invoked the hotel’s philosophy of intolerance to service deficiencies, reiterated his desire to exceed customer expectations, stated how important Mr. Evans was to him, and offered major concessions in terms of discounts on room rates and dining. Finally, Bruce begged Mr. Evans for the opportunity to make up for past mistakes and to hole him personally responsible if things went wrong. Bruce was persuasive, and Mr. Evans did relent and return his business to the hotel. The General Manager is still handling the Mike Evans account and will be for some times until Mr. Evans’s respect and confidence are renewed.

1. Critically evaluate the service failures in the case study

2. Apply the theory in question 1 above to discuss how the service breakdown could have been prevented.

3. Provide a critical analysis of the holistic costs of the service failure associated with customer service delivery in this situation

4. How could the hotel improve its relationship with Mike as a result of this service failure in this situation?

 

 

Sample Solution

ACED ESSAYS