Tourism and Hotel

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TO CHANGE OR NOT TO CHANGE:

A CASE STUDY AT THE FRONT DESK

| Morgan Black has been described by the corporate office as the Miracle Worker because of the troubled properties that were turned | |around under 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 weekends 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 observations | |about the hotel’s situation. | |It seems that most of the problems involve the front desk. After 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 perceived 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...
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