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attached requirement. ATTACHMENT PREVIEW Download attachmentHOSP582 Case Study 1Guest SaTsfacTon at the ConvenTon Center HotelFrank Williams, general manager of the ConvenTon Center Hotel, is very concerned. For the lastthree months, the guest comment cards for his hotel have shown signi±cant downturn in guestsaTsfacTon. ²he primary departments showing reduced guest raTngs are reservaTons, frontdesk, and housekeeping.Frank knows he has to ±nd the reasons for the low raTngs. He and his hotel management teamare evaluated by the hotel’s parent company based on the raTngs gathered through guestcomment cards. If the raTngs are good, he and his team will see an increase in their year-endbonus. If the raTngs are poor, the bonus will be reduced. Of even more concern to Frank is thepotenTal loss of repeat business. If the trend conTnues, the number of guests returning to theproperty may drop signi±cantly. Returning guests are the cornerstone of Frank’s strategy tomake annual occupancy, rate, and revenue budgets. If the hotel begins to lose its bestcustomers, his strategy will fail.Frank has looked at the remarks closely and asked each division head to provide two charts. ²he±rst chart shows the guest comment card raTngs for each department for the last three months.²he second chart shows the group arrival and departure pa³erns for the same period. InaddiTon, each division head has listed each type of guest complaint and its frequency. FrankidenT±ed the following trends a´er meeTng with the room division managers:²he highest guest dissaTsfacTon was evident during major group arrivals anddepartures. Most groups checked in on Monday and departed on ²hursday. Monday and²hursday were also the major arrival and departure days for non-group business.Both group and non-group guests menToned that there was a lack of clean rooms whenthey arrived, and that they had to wait up to three hours for a room.Guests driving to the hotel complained about the traµc and congesTon at the hotelfront door.Special room requests by guests were seldom honored by the hotel– even those fromfrequent guests.Most rooms division personnel (front desk, bellstand, concierge, telephone, andhousekeeping) seemed to know li³le about the groups staying in the hotel. Specialgroup room rates were o´en not posted to guest accounts; master account billings werealso incorrect on several occasions. In addiTon, room division personnel did notrecognize returning non-group guests.

View the AnswerDiscussion Questons1.What appears to be the underlying problem or problems with front oFce operaTons?What hotel informaTon should ±rank be checking?2.What other departments may be a²ecTng front oFce performance and, as aconsequence, the guest raTngs of the front oFce?3.What should the room division management team be doing to turn this situaTonaround? Develop a plan, consisTng of at least ³ve elaborate steps, that will resolve theproblem.ReferenceBalivet, Bi´ner, Johnson, Purvis, Raber (1998).Case Studies in Lodging Management.Lansing, MI: EducaTonal InsTtute of the American Hotel & Lodging AssociaTon.HOSP582 Case STudies Grading RubricCaTegoryPoinTsWeightngDescriptonContent40 pts80%All key elements of the case study are covered in asubstanTve way.Major points are stated clearly, aresupported by speci³c details (examples or analysis),and are organized logically.µhe case study linkstheory to relevant examples of current experienceand industry pracTce. Provided depth and clarity.Grammar and Spelling5 pts10%Case study is well wri´en and is college level wriTng.Rules of grammar, usage, and punctuaTon arefollowed. Spelling is correct. ±ollows APA format.OrganizaTon &Cohesiveness5 pts10%Case study was organized, had topical ¶ow, usedappropriate industry vocabulary, concepts, andtheory.Paragraph transiTons are present andlogical, ¶ow maintained throughout the assignment.Sentences are complete, clear, and concise.Sentence transiTons are present and maintain the

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