Service Quality and Customer Satisfaction In the Hotel Industry

The findings in his article were that increase in customer satisfaction can result in an increased financial impact for the organization because lifetime revenues from an individual customer depend on the period of the relationship with the organization. Harsha E. Chacko, 1998 discussed the drawbacks of the current organizational structure of hotels and presented a model for the smooth running of a hotel organization. The new structure is more favorable to the creation of an atmosphere where better customer service excellence is provided in hotels. Leyland F. Pitt, Richard T. Watson and C. Bruce Kavan[1995], discussed the appropriateness of SERVQUAL to assess Information System service excellence. The appropriateness of SERVQUAL was analyzed in different types of organizations in three countries. After applying various tools the study stated that SERVQUAL is a suitable instrument for researchers. [Maria Joao Carneiro & Carlos Costa, 2000] have analyzed the impact of Service Excellence on the Positioning of Five Star Hotels in Lisbon area. They have highlighted the importance of understanding the preferences attributed by Batra,Apeejaysaid that consumers to a given product [“perception”] and how and why products and services are evaluated and purchased. They analyzed three attributes related to services [room service, front-desk service and kindness/hospitality of the staff are very important to both operators and companies, with the kindness/hospitality of the staff being even more significant than the efficiency services [either room service or front-desk service] [Barbara A. Gutek, Markus Growth and Bennett Cherry, 2002] presented a practical approach for understanding the relationship between the customers, employees and organization. They stated that these entities are interconnected through strong or loose bonds and the strength of these bonds has immediate implications in designing a service approach. Thanika Devi principal component factor analysis with a Varimax rotation technique, this study identified nine hotel factors out of 39 hotel attributes and determines the levels of satisfaction among international tourists and their overall evaluation of service excellence prevailing in the hotels. The results from the study depicted that the level of service excellence is mainly derived from the “Reliability” factor. Rayka Presbury, Anneke Fitzgerald, Ross Chapman [2005] identified the key factors that impede service excellence delivery in the context of luxury hotels [four- and five-star properties] in Sydney, Australia. They analyzed a number of factors in improving service excellence. These impediments fell into four broad categories: budget constraint, staff attitude, lack of mentoring and high customer expectations. Asad Mohsin, Tim Lockyer [2010] analyzed the service excellence perception of customers of luxury hotels, New Delhi in India. The results indicated a significant difference between the expectations of the guests and actual experiences which means a gap in service excellence. Usha Ramanathan, Ramakrishnan Ramanathan [2011] explored the performance of UK hotels, in terms of various service parameters and then analyzed the the impact of service excellence on customers' intention to stay again. The findings revealed that “Value for money” was the most important parameter, while “Customer service”, “Room excellence” and “Excellence of food” were dissatisfies. Industry guests also exhibit similar behavior, but for leisure guests, and chain hotel guests, “Value for money” was a dissatisfied.

HOTEL MARKET ANALYSIS:

It is an effective way to assess the potential market demand within an area. It is especially useful for entering new locations or for decisions relating to expansion or growth. Our feasibility study will include detailed information on the following:

• Market area analysis of primary and secondary competitors

• Market area demand analysis and forecasted demand patterns

• Complete area overview of city/location

• Economic overview of immediate area

• Conclusions on market opportunity within the identified hotel sector

This study remains the most trusted way of assessing the likely future trading for an intended hotel / resort project. The study provides a detailed analysis of the

• Site and support cluster information

• Market area supply and demand analysis

• Area overview of city/location

• Economic overview of immediate area

• Hotel sector overview

• Statement of estimated annual operating results

• Industry model with investment returns

The Indian Hotels Company Limited [IHCL] and its subsidiaries are collectively known as Taj Hotels Resorts and Palaces and are recognized as one of Asia's largest and finest hotel company. Incorporated by the founder of the Tata Group, Mr. Jamsetji N. Tata, the company opened its first property, The Taj Mahal Palace Hotel, Bombay in 1903. The Taj, a symbol of Indian hospitality, completed its centenary year in 2003. Taj also encompasses a unique set of iconic properties rooted in history and tradition that deliver truly unforgettable experiences. A collection of outstanding properties are strong heritage as hotels or palaces which offer something more than great physical product and exceptional service. This group is defined by the emotional and unique equity of its iconic properties that are authentic, non- replicable with great potential to create memories and stories.

Located on the bank of Lake Pichola, The Oberoi, Udaivilas stands on the 200 year old hunting grounds of the Maharana of Mewar. Spread over a luxurious fifty acres, which includes a twenty-acre wildlife sanctuary with deer and wild boar, The Oberoi Udaivilas affords spectacular views across the verdant gardens and sparkling Lake Pichola. The hotel’s intricate layout of interconnecting domes and corridors reflects the layout of Udaipur itself - whose seven lakes are linked by canals. These domes and walkways are flooded with sunlight, caressed by balmy breezes and offer magnificent views of the lake and gardens. The Oberoi Udaivilas is one of the most luxurious hotels in entire India. It’s located at the historical land of Udipur Rajasthan which shows the traditional

transparent pools, boat riding, and outdoor activities. You will feel like you are living in the palace with Rajput [Kings] style. Although it is costliest too, if you have good budget, the Oberoi Udaivilas hotel is must recommended for you. Don’t forget to visit here most popular travel destinations in India. Guests enter the Kohinoor Suite through a private courtyard bathed in sunlight. Within the suite, a natural palette is lifted by subtle gold furnishings and wall frescoes. A master bedroom, twin bedroom and living room afford access to a private pool with outside dining, while inside is another dining room and work space.

• The Oberoi Amarvilas, Agra

• The Oberoi, Bengaluru

• The Oberoi, Gurgaon

• The Oberoi Rajvilas, Jaipur

• The Oberoi Grand, Kolkata

• The Oberoi, Mumbai

• The Oberoi, New Delhi

• The Oberoi Vanyavilas, Ranthambhore

• Wildflower Hall, Shimla in the Himalayas

• The Oberoi Cecil, Shimla

• The Oberoi Udaivilas, Udaipur

• The Oberoi Motor Vessel Vrinda, Kerala

The hotel industries that are able to provide excellence services to its ever demanding customers in a warm and efficient manner, are those industries which will be more likely to obtain a long term competitive advantage over their rivals. However, since the hotels are offering intangible and perishable personal service encounters, managing these services in terms of offering excellence experience to their guests, it must be of a paramount concern of any hotel industry, and the way which personalized services are provided. Hotels that chose the application of excellence concept as a key factor of success should experience

It can be inferred from the study that the hotel execute continuous improvement process and excellence administration tools to remain competitive in the market. The ever changing perception of customer for hotel diligence requires the hotels to match the perception of customer by delivering excellence services.

1. Harsha E. Chacko, [1998] "Designing a seamless hotel organization", International Journal of Contemporary Hospitality Administration , Vol. 10 Iss: 4, pp.133 – 138 2. Leyland F. Pitt, Richard T. Watson and C. Bruce Kavan [1995], Service Excellence : a measure of information systems effectiveness, Society for Information Administration and The Administration Information Systems Research CenterMinneapolis, MN, USA, Volume 19 Issue 2, June 1995, Pages 173-187 3. Carneiro, Maria Joao. The influence of service excellence on the positioning of five star hotels - the case of the Lisbon area / Maria Joao Carneiro, Carlos Costa. - 2000. // Journal of excellence assurance in hospitality & tourism. Vol. 1 [2000], No. 4 4. Manika Batra, Analysing Service Excellence of Five Star Hotels in National Capital Region from Customers Perspective ,Apeejay - Journal of Administration Sciences and Technology 3 [1], June- 2014 [ISSN -2347-5005] 5. Barbara A. Gutek, Markus Groth and Bennett Cherry “Achieving Service Success through Relationships and Enhanced Encounters” 6. Thanika Devi Juwaheer, [2004] "Exploring international tourists' perceptions of hotel operations by using a modified SERVQUAL approach – a case study of Mauritius, Managing service excellence , 14[ 5], 350 – 364. 7. Rayka Presbury, Anneke Fitzgerald, Ross Champan, [2005], “Impediments to improvements in service excellence in luxury hotels", Managing Service Excellence , 15[4], 357 – 373. 8. Asad Mohsin, Tim Lockyer, [2010] "Customer perceptions of service excellence in luxury hotels in New Delhi, India: an exploratory study", International Journal of Contemporary Hospitality Administration, 22[ 2],160 – 173. 9. Usha Ramanathan, Ramakrishnan Ramanathan, [2011] "Guests' perceptions on factors influencing customer loyalty: An analysis for UK hotels", International Journal of Contemporary Hospitality Administration, 23[1], 7 – 25.