Penang Mutiara Essay Example
Appropriate management in competition
The company has to adopt an effective management structure that concentrates on its personnel to deliver quality service (Jones & Lockwood, 2001). The staff has to be well trained and competent to offer excellent services to its esteemed customers. The process begins with effective recruitment and continuous training of staff to upgrade personnel’s technical knowledge (Zhouying & Ying, 2011). The management also has to ensure that the physical assets are well equipped. The hotels assets should be able to provide the excellent service as expected by its customers. This can include quality interior design and equipment, ample parking. The management should also ensure that the products and services delivered are of desired quality. Therefore, in order to attain all these, an effective market research should be conducted.
Implementation of change and strategy
Implementation of change in the hotel can focus on three main resources, which include human resource, physical resources or assets, as well as technology or innovation (Papulova & Papulova, 2006). All these changes require enough information from a well-conducted market research. Penang Mutiara must hire competent personnel or effect knowledge management of the available staff. The entire staff should be set to offer quality service, and the hotel should be ready to appreciate their efforts. The equipment and assets owned by the hotel should be of modern quality. Quality equipment helps the staff to deliver quality service. It also makes customers feel comfortable when in the hotel. State of the art is preferable to attract more customers.
Operation development for long-term strategy
Development of operations ensures that more quality services are incorporated into the company (Zhouying & Ying, 2011). More customers’ need can hence be met at one point in Penang Mutiara hotel. Continuous development ensures continuity of support to customer’s current and changing demands (Jones and Lockwood, 2001). The hotel can also expand its physical operations to convenience mobility of the customers in acquiring Penang Mutiara’s services.
Quality and external customers
According to Ford et al. (2011), Quality involves services, equipment and tools. Quality services do always attract more customers to the hotel. Quality tools and equipment ease the work of the staff to offer quality services to customers. Quality personnel will meet flexible demands that diverse customers possess. Quality interior design, service and equipment ensure customers pay for comfort. According to Ford et al. (2011), it is important to recognize that customers treasure quality time. Deficiency in quality will deprive customers the expected comfort.
Flexibility and external customers
Flexibility ensures that diverse needs of Penang Mutiara’s customers are met. The hotel can work all year round regardless of the seasons. Such trends often translate to increased profit and more customer pull (Papulova & Papulova, 2006). Lack of flexibility will discriminate other customer’s needs and preferences.
Cost impacts and internal benefits
Cost expenditure on food and beverage should be cut down to ensure that enough money is available for more quality services (Dopson & Hayes, 2010). Saving on input cost also allows the hotel cut down prices of its goods and services. Affordable prices will definitely attract more customers. Poor cost management can lead to wastage and losses, which can increase costs of goods and services. Customers can opt for other places if such a situation occurs.
Ford R, Sturman M & Heaton C 2011, Managing Quality Service In Hospitality: How Organizations Achieve Excellence In The Guest Experience. Cengage Learning, Melbourne
Jones P, Lockwood A 2001, the Management of Hotel Operations. Cengage Learning EMEA, Melbourne
Dopson R & Hayes
D 2010, Food and Beverage Cost Control, John Wiley & Sons, New York City
Zhouying J & Ying B 2011, Sustainable Development and Long-term Strategic Management. World Future Review Volume 2, Retrieved on October 17th, 2015 from
Papulova E & Papulova Z 2006, Competitive Strategy and Competitive Advantages of Small and Midsized Manufacturing Enterprises in Slovakia, Retrieved on October 17th, 2015, from < http://www.g-casa.com/download/Papulova- CompetitiveStrategy.pdf>
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