Morgan Black has been described by the corpo- rate office as the Miracle Worker because of...
Fantastic news! We've Found the answer you've been seeking!
Question:
Transcribed Image Text:
Morgan Black has been described by the corpo- rate office as the Miracle Worker because of the troubled properties that were turned around un- der Morgan's leadership. It is hoped the story at the Coug Inn will have the same happy ending. however, the Coug Inn is in a remote location. hundreds of miles from any other corporate properties. The Coug Inn is a 150-room full-service property with several medium-sized conference rooms; it caters mostly to business travelers and visitors affiliated with the local university. The bulk of the revenue is generated between August and May, with periods when classes are not in session being extremely slow. The hotel is at full occupancy only during football week- ends and commencement. Occupancy has been declining for the last year or so, with last month's RevPAR at a record low. Since arriving at the Coug Inn, Morgan has made several observa- tions about the hotel's situation. It seems that most of the problems involve the front desk. Af- ter analyzing several previous months' comment cards and informally chatting with guests at the hotel, Morgan has sensed real dissatisfaction with the check-in process. Several common themes have emerged: The process seems to take forever, the paperwork at check-in is per- ceived as lengthy and hard to fill out, the front desk clerks always appear to be running around "like chickens with their heads cut off," and guests have been checked into rooms that were not clean. After discussing the problems with the front desk manager, Morgan is in a quandary about how best to move toward a solution. The front desk manager complains that the reserva- tions staff does not always submit the day's res- ervations to the front desk in a timely manner. Thus, guests arrive, and the desk clerks have no idea what rate was quoted or the room prefer- ence of the guest. This results in the guest hav- ing to refurnish information that was previ- ously given when making the reservation. Many times, clerks are forced to leave the guest at the counter while they attempt to retrieve missing information from the reservations. Further, with over 65 percent of the house- keeping staff speaking a first language other than English, communication is difficult at best. and room status is often mistaken. The front desk manager suggests that the hotel advertise its check-in time to be from "say around 1:00 P.M. or 2:00 P.M. to 7:00 P.M." to reduce the crunch time and allow front desk clerks more time to work with each guest's check-in needs. The front desk manager further states that the new hotel in town, the Suite to Sleep Inn, has an earlier check-in time and "it seems to work okay for them" Morgan asks the front desk. manager how the staff might respond to mov- ing to a fully automated property management system. The response was not favorable; the front desk manager mumbled something about "old dogs and new tricks" and that the corpo- rate office had not put any money into the place in years. What would make Morgan think they would put out the cash now? In an attempt to reach a compromise. Morgan considers changing the check-in time in exchange for the front desk manager's support of the conversion to an automated system. 1. What must Morgan take into consideration before final decisions are made to adjust check- in time and install a fully automated property management system? 2. How should Morgan proceed in resolving the communication issue? 3. Who needs to be involved in the final deci- sions? Why? 4. How might Morgan present the case to the corporate office? Morgan Black has been described by the corpo- rate office as the Miracle Worker because of the troubled properties that were turned around un- der Morgan's leadership. It is hoped the story at the Coug Inn will have the same happy ending. however, the Coug Inn is in a remote location. hundreds of miles from any other corporate properties. The Coug Inn is a 150-room full-service property with several medium-sized conference rooms; it caters mostly to business travelers and visitors affiliated with the local university. The bulk of the revenue is generated between August and May, with periods when classes are not in session being extremely slow. The hotel is at full occupancy only during football week- ends and commencement. Occupancy has been declining for the last year or so, with last month's RevPAR at a record low. Since arriving at the Coug Inn, Morgan has made several observa- tions about the hotel's situation. It seems that most of the problems involve the front desk. Af- ter analyzing several previous months' comment cards and informally chatting with guests at the hotel, Morgan has sensed real dissatisfaction with the check-in process. Several common themes have emerged: The process seems to take forever, the paperwork at check-in is per- ceived as lengthy and hard to fill out, the front desk clerks always appear to be running around "like chickens with their heads cut off," and guests have been checked into rooms that were not clean. After discussing the problems with the front desk manager, Morgan is in a quandary about how best to move toward a solution. The front desk manager complains that the reserva- tions staff does not always submit the day's res- ervations to the front desk in a timely manner. Thus, guests arrive, and the desk clerks have no idea what rate was quoted or the room prefer- ence of the guest. This results in the guest hav- ing to refurnish information that was previ- ously given when making the reservation. Many times, clerks are forced to leave the guest at the counter while they attempt to retrieve missing information from the reservations. Further, with over 65 percent of the house- keeping staff speaking a first language other than English, communication is difficult at best. and room status is often mistaken. The front desk manager suggests that the hotel advertise its check-in time to be from "say around 1:00 P.M. or 2:00 P.M. to 7:00 P.M." to reduce the crunch time and allow front desk clerks more time to work with each guest's check-in needs. The front desk manager further states that the new hotel in town, the Suite to Sleep Inn, has an earlier check-in time and "it seems to work okay for them" Morgan asks the front desk. manager how the staff might respond to mov- ing to a fully automated property management system. The response was not favorable; the front desk manager mumbled something about "old dogs and new tricks" and that the corpo- rate office had not put any money into the place in years. What would make Morgan think they would put out the cash now? In an attempt to reach a compromise. Morgan considers changing the check-in time in exchange for the front desk manager's support of the conversion to an automated system. 1. What must Morgan take into consideration before final decisions are made to adjust check- in time and install a fully automated property management system? 2. How should Morgan proceed in resolving the communication issue? 3. Who needs to be involved in the final deci- sions? Why? 4. How might Morgan present the case to the corporate office?
Expert Answer:
Answer rating: 100% (QA)
Answer 1INTRODUCTION M should forecast the increase in the number of clients after the change in che... View the full answer
Related Book For
Posted Date:
Students also viewed these general management questions
-
Rural County is an agricultural community located hundreds of miles from any metropolitan center. The County established a Television Reception Improvement Fund to serve the public interest by...
-
The Inn at Penn hotel has 150 rooms with standard queen-size beds and two rates: a full price of $200 and a discount price of $120. To receive the discount price, a customer must purchase the room at...
-
A May 20, 2002, Business Week story by Stanley Holmes and Mike France entitled Boeings Secret discusses issues surrounding the timing of the disclosure of information at the giant airplane...
-
Some observers maintain that not all politicians move toward the middle of the political spectrum in order to obtain votes. They often cite Barry Goldwater in the 1964 presidential election and...
-
AirAssurance Corporation provides on-site air quality testing services. The company has provided the following data concerning its operations: The company uses the number of jobs as its measure of...
-
Helium at a free stream temperature of \(T_{\infty}=25^{\circ} \mathrm{C}\) is in parallel flow over a flat plate of length \(L=3 \mathrm{~m}\) and temperature \(T_{s}=85^{\circ} \mathrm{C}\)....
-
Your client, Special Cases, Inc., took its physical inventory at November 30, one month before its December 31, year-end. The client compiled the inventory as of November 30 and "carriedforward" the...
-
Define a system and simplify the open-system energy balance (Equation 7.4-15) for each of the following cases. State when possible whether nonzero heat and shaft work terms are positive or negative....
-
The income statement for Westbound Manufacturing is provided in the table below (all values are in million dollars): Gross sales less Cost of goods sold: Labour Raw materials Production overhead...
-
Amherst Networking Systems adjusts and closes its books and then prepares financial statements monthly. Amherst uses the perpetual inventory system and all sales on credit have terms of n/30. The...
-
Consider the function of P'(t) given in the graph below. Given that P (0) = 3, find P (4). dp/dt 18+ O -18 1 P (4)= -31 P(4) =-34 P(4) = -35 P (4)= -33 2 3 4 +t
-
Consider a bond with annual payments of $100, a principal payment of $1,000 in 10 years, and a cost of $1000. The Duration of the bond is 6.759 and the Convexity of the bond is 52.792, assuming a...
-
Boyd Crowder signed loan papers agreeing to borrow $40,000 at 4 percent compounded monthly. The first monthly loan payment of $625.81 is due one month from today. How many loan payments must Boyd...
-
You check your credit card balance, and notice that the interest rate is quoted as 20.6% APR. You also know that interest is compounded monthly. What is the Effective Annual Rate on your credit card?
-
A project that will provde annual cash flows of $2,800 for nine years costs $9,200 today. a. At a required return of 11 percent, what is the NPV of the project? b. At a required return of 27 percent,...
-
A mining company purchased $5 million in new construction equipment for a new project to begin in the current year. It is expected that the project will yield revenues of $10 million in the first...
-
In the response and recovery phases, there will likely be a failure of traditional communication methods. Explain how this communication issue should be addressed in these two phases (methods and...
-
One hundred pounds of water at atmospheric pressure are heated from 60F to 200F. What is the enthalpy change? The internal energy change? Why is the difference between the internal energy change and...
-
1. Did the district court determine that the decision to rescore the components of the exam was not a race- and gender-conscious act? 2. How did the Commissions decision to rescore the components of...
-
The Chrysler Corporation sold its marine engine division to the U.S. Marine Corporation (USM) on January 13, 1984. USM estimated, based on data provided by its marketing and manufacturing...
-
1. What agreement did the Hitchman Company ask its employees to abide by? 2. At the time of this case, what states were mining coal on a closed-shop basis? 3. What is a closed shop? 4. Were the...
-
What do you really enjoy doing? What is your passion? Can your passion be a platform for a viable opportunity?
-
What do your friends and family envision you doing? What strengths and weaknesses do they observe? How do their insights help lead you to an opportunity that is right for you?
-
Put several of your ideas through the opportunity checklist in Figure 3.10. Which ideas seem to have the highest potential? Customer Identifiable Demographics Psychographics Trends Macromarket Target...
Study smarter with the SolutionInn App