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A PROJECT REPORT ON SERVICE AUDIT

"THE GRAND RESIDENCY"

SUBMITTED TO
Prof T.K Pany

SUBITTED BY
Binayak Mahapatra (11)
Sabyasachi Rout (38)
Trideep Sahu (57)

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CONTENT

1. EXECUTIVE SUMMARY

2. OVERVIEW OF THE INDUSTRY

3. INTRODUCTION ABOUT THE HOTEL

4. ORGANISATIONAL STRUCTURE

5. SCOPE

6. METHODOLOGY

7. MEASURING SERVICE QUALITY

8. OBSERVATION AND ANALYSIS

9. RECOMMENDATIONS

10.CONCLUSION

11.BIBLIOGRAPHY

12.ANNEXURE

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ACKNOWLEDGEMENT

We would like to express our heartfelt gratitude and
immense respect to Prof. T.K Pani (Faculty, Service Marketing).
We wish to thank him for making us understand the services
concepts in a lucid and simple manner and for his patience in
clearing all our doubts.

We would also like to express our thanks to Google and
Microsoft for enabling us in gathering all the facts and making
this project.

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EXECUTIVE SUMMARY

For the purpose of our service audit we have taken the grand
residency situated in the Cuttack city. To fulfil the purpose of
our study we have made the service audit through three
methods such as questionnaire observation and personal
interaction with employees and customers. We interviewed
thirty customers about the service quality provided by grand
residency through twenty one questionnaires. We interviewed
the employer and general manager by interacting with them.
After conducting the research we done the GAP analysis which
gave a glimpse idea about the expectation s of the services
and the service provided by grand residency. And we found
that the service provided by grand are up to the expectation o
fits customers. Then we have done a servqual analysis which
studies the five major dimensions of service quality from
which we found that the gap is very negligible and most of the
dimensions the service provider exceeds the expectations of
the customers. We also did a brief study on the profit and
growth aspect of the hotel, measures adopted for customer
satisfaction, employee loyalty and the path which they are
following to attend the leadership in the industry.

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HOSPITALITY INDUSTRY – AN OVERVIEW
Hospitality is all about offering warmth to someone who looks
for help at a strange or unfriendly place. It refers to the process
of receiving and entertaining a guest with goodwill. Hospitality
in the commercial context refers to the activity of hotels,
restaurants, catering, inn, resorts or clubs who make a vocation
of treating tourists.

Helped With unique efforts by government and all other
stakeholders, including hotel owners, resort managers, tour
and travel operators and employees who work in the sector,
Indian hospitality industry has gained a level of acceptance
world over. It has yet to go miles for recognition as a world
leader of hospitality. Many take Indian hospitality service not
for its quality of service but India being a cheap destination for
leisure tourism.
With unlimited tourism and untapped business prospects, in the
coming years Indian hospitality is seeing green pastures of
growth. Availability of qualified human resources and untapped
geographical resources give great prospects to the hospitality

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industry. The number of tourists coming to India is growing
year after year. Likewise, internal tourism is another area with
great potentials.
The hospitality industry is a 3.5 trillion dollar service sector
within the global economy. It is an umbrella term for a broad
variety of service industries including, but not limited to hotels,
food service, casinos, and tourism. The hospitality industry is
very diverse and global. The industry is cyclical; dictated by the
fluctuations that occur with an economy every year. Today
hospitality sector is one of the fastest growing sectors in India.
It is expected to grow at the rate of 8% between 2007 and
2016. Many international hotels including Sheraton, Hyatt,
Radisson, Meridian, Four Seasons Regent, and Marriott
International are already established in the Indian markets and
are still expanding. Nowadays the travel and tourism industry is
also included in hospitality sector. The boom in travel and
tourism has led to the further development of hospitality
industry.
In 2003-04 the hospitality industry contributed only 2% of the
GDP. However, it is projected to grow at a rate of 8.8% between
2007-16, which would place India as the second-fastest growing
tourism market in the world. This year the number of tourists
visiting India is estimated to have touched the figure of 4.4
million. With this huge figure, India is becoming the hottest
tourist destination. The arrival of foreign tourists has shown a
compounded annual growth of 6 per cent over the past 10
years. Besides, travel and tourism is the second highest foreign
exchange earner for India. Moreover, it is also estimated that
the tourism sector will account for nearly 5.3 per cent of GDP
and 5.4 per cent of total employment.

INDIAN HOTEL INDUSTRY

Hotel industry is an essential part of tourism. The
expansion of tourism is
Well inevitable bringing out development of the hotel industry.
Hotel industry is

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So closely linked with the tourism industry that it is responsible
for about 50% of The foreign exchange earning form tourism
trade and enterprises. The rising Volume of tourism influx
brought into light, the shortage of hotels in important
Tourists centres. Keeping in view the changing standards in the
international hotel
Keeping. The Indian industry to make a number of
improvements. Its not enough
To have adequate hotel accommodations, it is equally
necessary to have at various
Levels, low priced, moderately priced, high priced, and a few
luxury hotels.
Hotels may be categorized depending upon factors such as:

1. Locations
2. Categorization according to plan
3. Categorization according to number of rooms.
4. Categorization by type of clientele.
5. Categorization by the length of stay of guests.
6. Categorization by the facilities that the hotel offers.

CLASSIFICATION OF HOTEL
Hotel can be classified into different categories or classes,
based on their
Operational criteria. For example the type of accommodation
they provide, location of the property, type of services
provided, facilities given and the clientele they cater to can
help categories hotels today.

Hotels today are basically classified into the following
categories:

1 Market segment:

• Economy / limited services hotel
• Mid market hotel
• All suite hotels

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• Time-share hotels
• Condotel / Condominium
• Executive hotels
• Luxury / Deluxe hotels

2. Property type:

• Traditional hotel
• Motels
• Bread and breakfast inns
• Commercial hotel
• Chain hotel
• Casino hotel
• Boutique hotels
• Resort

2 According to size:

• Small hotels [150 rooms]
• Medium hotels [up to 299rooms]
• Large hotels [up to 600rooms]
Other classification can be based on:
a) Market segment
b) Property type
c) Size
d) Level of services
e) Owner ship and application
f) Plans
g) Type of patronage
h) Length of guest stay
i) Location etc

Illustration of Service
"THE GRAND RESIDENCY":-

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Grand Residency Hotels offer different services for different
segments of the target market. Great attention paid to product
positioning, rely on research and publicity

Their effective publicity/advertisement system includes:

•TV advertisement.
• Use of well-conceived slogans
• Greater personal attention to customers
• Quick solutions to problems
○ Over-booking
○ Long customer lines
○ Unresponsiveness
○ Discourteous staff
• Solutions To The Above Problems
○ Offer accommodation for over booking
○ Computerized check-out systems
○ Express checkouts
○ Provide baggage handling etc
Advantage
 Ideal Location
 Finest Accommodation
 Exotic Vegetarian food
 State-of-the-art Conference Hall and Banquet Hall
Grand residency enhances our guest's experience and captures
reputation as one of the Cuttack best business hotel.
Facilities
Discover a definitive hospitality experience with impeccable
service and the latest in modern conveniences and amenities.
While staying with them you will find all the facilities and
services you need to make your stay an enjoyable one.
 Business Services & Facilities
 Well appointed Luxury room
 Conference & Banquet facility
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 Wi-Fi complimentary Internet access( Wi - Fi enabled )
 24/7 front desk, Housekeeping, Room Service
 Foreign Currency Exchange facility
 Car rental service
 Centrally air conditioned
 Same day laundry service
 All major credit/ Debit cards accepted
 Complimentary buffet breakfast
 Travel & sightseeing assistance
 Adequate parking area

Amenities
 Same day laundry service
 LCD colour television with multi channel cable connection
 Laptop size electronic safe in each room
 Tea / Coffee maker in each room
 Iron & ironing board on request
 Hair dryer on request
 Large wardrobe
 Complimentary News paper
 All rooms have well appointed bathrooms with Deluxe &
Premium having -bath tub in each.
 Pre-opening Services Skill offered
• Create and implement the pre-opening marketing plan
• Assemble pre-opening budgets (working capital, food,
beverage, linens, china, etc.)

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• Recruit, interview, and hire all key management and sales
personnel
• Train all key personnel
• Recommend advertising agency
• Establish definitive objectives and action plans for all
departments
• Obtain business licenses
• Develop pricing for rooms, food and beverage
• Develop specifications and bids on building insurance
• Coordinate the procurement of guest supplies and
employee uniforms
• Interface with potential hotel concessionaires
• Develop employee benefit program and policy manual
THE GRAND RESIDENCY
Located in the heart of Cuttack in the old city of Orissa,
Entry & Exit of Cuttack city. , GRAND RESIDENCY is a short
walk from the best of the shopping and entertainment
centers. Its unparalleled style, elegance and proximity to
nature along with its warm hospitality make a stay at
GRAND RESIDENCY feel your comfort with relax zone.

Just three kilometers distance from railway station &
twenty five kilometers from Bhubaneswar airport.

Walking distance from the largest bus terminal of Orissa.

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Location
Located in the heart of
Cuttack in the old city of
Orissa, Entry & Exit of
Cuttack city. , GRAND
RESIDENCY is a short walk
from the best of the shopping
and entertainment centers. Its
unparalleled style, elegance and
proximity to nature along with
its warm hospitality make a stay
at GRAND RESIDENCY feel
your comfort With relax zone.
Just three kilometers distance from railway station &
twenty five kilometers from Bhubaneswar airport.

Walking distance from the largest bus terminal of Orissa.

Mahanadi is the oldest and longest river of Orissa that
starts from the plains of Chhattisgarh and flows
Through Orissa. Along the way it provides water, life and
live hood to lakhs of people.
SIGHT ATTRACTION
Dhabaleswar --: A beautiful island and discover
sculptures that date back to the 11th century AD.

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The Facilities that we have in
the Hotel
GRAND RESIDENCY facilitates all
your personal needs with luxury
amenities to make your stay a
comfortable and memorable one.
Room Facilities

• Tea/coffee maker
• Efficient work area with
ergonomic chair
• Wardrobe and luggage rack
• Centrally air-conditioned with
individual controls
• Executive work desks
• Twin, King and Queen size beds
• In room safe
• Personal bar
• Newspaper of your choice
delivered upon request
• 24-hour cable TV with all major
channels
• DVD and CD player with complimentary music and movie
library
• Data port connections
• ISD, STD and local direct dial
• 'Wi-Fi’ internet connectivity
• Room for physically challenged person

General Services

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• 24-Hour room service
• Multi-cuisine restaurants
• Babysitting/Childcare
• Left luggage services
• Butler service
• Laundry/Valet
• Secretarial services
• Shoe shine
• Doctor on call
• Travel desk
• Valet parking
• Money exchange
• Banking facilities
Bath Room Facilities

• Walk-in powder shower and mist-free
mirrors
• Bathroom amenities
• Hairdryer
• 24 hrs running hot/cold water
• Shower cubicle
• Full size bath towels

Room Security Measures
• Electronic locks
• Doors with dead bolts
• Peephole/View port
• Fire detectors
• Emergency exit maps
• Emergency information in guest rooms
• Restricted access to room floors

Dine and Drink

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GRAND DURBAR-(The multi-cuisine family
restaurant)

This multi cuisine restaurant offers you an extensive selection
of delectable Indian and global cuisines a definite “palate
pleasing” experience, catering to every time at any time of
the day. Savor the range the food that makes it unique
culinary circuit of the city-the salads, the pastas, and more!

Also serving of range of pan-Asian, international and India
cuisines that makes your c choice seek for suggestion,
linger

Over a wide selection of mock tails, fruits iced teas, fruity iced
teas, juices and brew of brown beans.

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JALSA-The Lounge Bar

The exclusive lounge-bar at the Hotel GRAND RESIDENCY
opens up to an infinite realm of indulgence. This elegant
lounge-bar combines gracious service, global gourmet delights
& most premium spirits. Having introduced the refined
pleasures of lounge culture to the city, it gives guests the
perfect venue to relax and unwind with electric beats of
international music.

Spirits with juggler. Private party with varieties of cocktail &
mock tails.

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Banquet

CHANAKYA (2200 Sq. Ft)
The CHANAKYA is the pillar less hall of 2200 Sq.ft. which
can be used for all types of conferences, marriage party,
dinner & lunch buffets, formal meets of companies etc. The
seating capacity for U-shape style 60 pax, class room style
100 pax, theatre style 200 pax, informal 250 pax & round
table 60 pax.

ASHOKA (1500 Sq. Ft.)
The ASHOKA is a 1500 Sq.Ft. hall which can be used for all
types of conferences, marriage party, dinner & lunch
buffets, formal meets of companies etc. The seating
capacity for U-shape style 30 pax, class room style 40 pax,
theatre style 120 pax, informal 150 pax & round table 30
pax

KANISHKA -THE BOARDROOM (500 Sq. Ft)
The KANISHKA- Board Room is a 500 Sq.ft. hall which can
be used for Seminars / Conferences. The seating capacity
for U-Shape style 15 Pax

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TERRA CE – A
PERFECT
PLACE FOR
WEDDING
(4500 Sq. Ft)
The

TERRACE- is a 4500 Sq.ft. area which can be used for Big
get-together & marriage party. A well decorated covered
by tent. Red carpet on the floor

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ORGANISATIONAL STRUCTURE

The owner controls the top most pinnacles.Mr.sandeep Singh is
the owner of the hotel and mostly visits the hotel to keep a
track of the account on the weekends.
There is one general manager who looks after day to day
running of the hotel and most of the decision taking powers
rests with him.
There are as many as six supervisors who control the activities
of the lower workers and mainly take complaint and comes in
face to face interaction with the customers.
There are as many as thirty employees in the hotels including
the waiters, bartendershosekeepers, security guards etc.

Core services-
• Restaurants
• Accommodation

Supplementary services
• First- aid
• Pick and drop
• Laundry
• Entertainment
• Guides for tourist location
• Credit and debit card services

Service encounters:

While doing the research on the grand residency mainly we
have found two types of encounters.

These are;

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1.Telephonic encounter
2.Face to face encounter

Under telephonic encounter we found the following encounters;

i.While booking for the rooms
ii.While giving orders for tables
iii.Room delivery over phone

Under face to face encounter we found the following
encounters

i.House keeping
ii.While giving orders
iii.At the reception

SCOPE

The report covers the entire operations of the modern hotel.
Emphasizing on the following areas.

• Purpose, role and function of each department.
• Departmental hierarchy and interdepartmental co
ordination.
• Key system and procedure adopted for different activities.
• Management information system for each department.

METHODOLOGY
The methodology adopted shown below diagrammatically.

Identifying the existing hotel

Operational Aspects of the Hotel

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Collection and review of existing hotel

Survey of various operations regarding the hotel
industry

Macro level analysis of the various departments

Evaluation of existing operational aspects of
department

Identifying problems faced by the department

Accessing the solution to the problem

The various data collected during the study are classified into
two categories.

1. Primary data

2. Secondary data

Primary data: -

The data was mainly collected by questionnaire from the
customers and the staffs/employees.

Secondary Data:-

Data from broachers published by the hotel, departments of
tourism and from
current data on the status of accommodation and facilities
offered, collected from various magazines, journals and
newspapers etc.

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MEASURING SERVICE QUALITY

When evaluating service quality, consumers examine five
dimensions: tangibles,
reliability, responsiveness, assurance and empathy.
Using SERVQUAL to Measure Service Quality
The SERVQUAL instrument was based on the premise that
service quality is the
difference between customers’ expectations and their
evaluation of the service they
received. The first part of the questionnaire asks customers to
indicate the level of
service they would expect from a firm in a particular industry.
The second part of
the questionnaire asks customers to evaluate the service
performed by a specific
service firm. Gap Theory is the method for calculating service
quality that involves
subtracting a customer’s perceived level of service received
from what was expected. SERVQUAL uses 21 questions to
measure the five dimensions of tangibles, reliability,
responsiveness, assurance and empathy. Through SERVQUAL,
firms can measure customers’ evaluations of their service
performance. For example, if customers consistently give firm
low scores for one dimension, such as reliability,then the firm’s
management can take steps to improve that particular
dimension of their service offering.

Again we had a questionnaire testing of the respondents based
on the questions for knowing the various GAPS’. We also
studied the employee satisfaction and owners purview about
them by an subjective questionnaire.
Three methods we followed mainly for auditing and they
are-

• INTERACTION

• OBSERVATION

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• QUESTIONARIES

OBSERVATION AND ANALYSIS:-

Gap 1: Not knowing what Customers Expect

Not knowing what customers expect is one of the root causes
of not delivering to
the customer expectations gap 1 is the difference between
customer expectations
of the service and company understanding of those
expectations.

Strategies for Reducing Gap One:

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Service firms have four strategies available to them to reduce
the size of gap one.
These strategies are: communicating with the customers,
conducting marketing research, encouraging upward
communication in the organization, and decreasing
the number of layers of management. By talking to customers,
management will
learn what buyers expect in terms of service quality and how
they feel about the
service they received. Contact and communication between
customers and management is common in small business
because the owner is often the service
operator. Buyer may not always be honest in their
communication with management of service firm. To ensure
open, honest communication, service firm can use marketing
research, which can either be performed by third parties or, in
case of large cooperation, by the marketing department. To be
effective, the marketing research much focus on service quality
issues and consumer expectations of the service.
For firms where management is separated from the customer
contact personnel, upward communication is vital in reducing
the size of Gap One. Service contact
personnel must be encouraged to communicate with
management in an open, non threatening environment. To be
effective, upward communication must be requested by top
management. Ideas for improvement should not only be sought
from service contact personnel, but employees should be
rewarded for productive
ideas. As the layers of management increase, the chances of
management having a correct understanding of what customer
want in terms of service quality became more difficult. Many
service firms, therefore, are seeking means to reduce the
number of management layers. For much small business,
service quality is the major issue in the selection of their
telecommunications provider. Formal and informal methods to
capture information about customer expectations can be
developed through market research. Techniques involving a
variety of traditional research approaches must be used to stay
close to the customer, among the customer visits, survey
research, complaint systems, and customer panels. More

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innovative techniques such as quality function deployment,
structured brainstorming, and service quality gap analysis are
often needed. Many marketers are achieving success with
niche marketing – targeting segments of customers and
developing services and strategies that fit their needs better
than other companies’ offerings.

In Hotel grand residency we found that there is
more inadequate upward communication and more levels of
management, though the complains reach to the top
management and steps are taken for talking the complains
more emphasis is given on communication with the customer –
Keeping the customer informed of various services in the
language which they can understand .Emphasis is given on
interaction between management and customer for which the
general manager often meet the regular customer
Gap Two: Not Selecting the Right Service Designs Standards:

Accurate perceptions of customers’ expectations are
necessary, but not sufficient,
for delivering superior quality service. Another prerequisite is
the presence of
service designs and performance standards that reflect those
accurate perceptions.
A recurring theme in service companies is the difficulty
executives, managers, and
other policy-setters experience in translating their
understanding of customers’
expectations into service quality specifications.

Strategies for Reducing Gap Two:
To reduce the size of gap two, service firms must have the
commitment of top
management. Many mission statements have references to the
firm being
committed to providing customers with high level of service
quality. However, in
actual practice, firm often emphasis on cost reduction, gross
sales, and net profit

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rather than a high level of quality. There are two reasons for
the discrepancy
between mission statements and actual practice. First is the
difficulty of measuring
service and the ease of measuring costs, sales and profit.
Second the current
reward system is often based on non-service criteria. Most
managers are promoted
and rewarded for generating greater sales, increasing net
profits, reducing costs,
not for enhancing service quality.

As we have discussed earlier the customer complains
taken very seriously. We also found that there is great amount
of task standardisation. Complains are taken seriously and a
great amount of task standardisation is found.

Gap Three: Not Delivering to Service Standards

Gap 3 is the discrepancy between developments of customer
driven service standards and actual service performance by
company employees. Even when guidelines exist for
performing services well and treating customers correctly, high
quality service performance is not a certainty. Standards must
be backed by appropriate resources (people, systems,
technology) and also must be supported to be effective —that
is, employees must be measured and compensated on the
basis of performance along those standards. Thus, even when
standards accurately reflect customers’ expectations, if the
company fails to provide support for them—if it does not
facilitate, encourage, and require their achievement—
standards do no good. When the level of service delivery
performance falls short of the standards, it falls short of what
customers expect as well. Narrowing Gap 3, by ensuring that all
the resources needed to achieve the standards are in place
reduce the gap.

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Strategies for Reducing Gap Three

A common characteristic of successful service companies is
teamwork. A feeling of teamwork is created when employees
see other employees and management as key members of the
team. The lowest-level employee must feel that management;
from their immediate supervisor to the CEO of the company,
cares about them and that they are a critical part of the firm’s
success. There must be a spirit of cooperation, not competition,
among employees. All of this is achieved when every employee
is involved in the company and committed to providing a high
level of service to customers, to the company, and to other
employees.
The employees are well aware of their roles i.e. very low
role ambiguity and they are very well informed about the
management’s expectation. The roles of the staffs are well
defined and very clearly to avoid role conflict. The top
management inspires team work among the employees.
Supervisors are present on every 5 waiters and the and the
housekeeping and maintenance departments have one
supervisor each. Conformity with management expectations.
and proper role analysis and supervisory control system and
motivation & team work is given more importance.
Gap Four: Mismatch between Promises and Performance

Gap Four is the difference between the service delivered to
customers and the external communications made about the
service. Promises are made to consumers by a firm’s
advertising, sales promotions, and sales staff. These promises
may be explicitly stated or they may be implied. If the firm
does not provide the service that is promised, there is a gap
between what customers expect and the service received.

Strategies for Reducing Gap Four

To reduce the size of Gap Four, service firms must address two
issues: horizontal
communications and propensity to over promise. Service
contact personnel should have input in the firm’s advertising

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and promotional to ensure that messages conveyed to the
prospective customers can be operationally performed. The
reverse is also true; service personnel should be informed prior
to an advertising or promotional campaign. In service
organizations with field sales representatives, there must be
communication between the salespeople and the personnel
performing the service. Salespeople will often make promises
to prospective customers to gain contacts. If promises are
made, the operations department needs to be aware of it so
they can ensure the promises will be delivered.

The tendency to over promise increases with pressure to
achieve greater profits or
to meet competitive claims. In both cases, severe damage to
the firm’s image can occur since it is unlikely the firm can
perform the service as promised. Customers’ service
perceptions may also be enhanced if the company educates
them to be better users of the service. Service companies
frequently fail to capitalize on opportunities to improve
customers’ perceptions. For external communication
advertising in local magazines and newspapers are given. For
internal communication education or the employees and good
coordination between various departments is given sheer
importance. Customer awareness is also given much
importance for knowing what they can be given for the money
they give.
THE SERVICE-PROFIT CHAIN

The increased emphasis on customer satisfaction begs the
question whether Improvements in customer satisfaction lead
to improvements in the economic performance of firms. Heavy
expenditures and importance attached to customer satisfaction
measurement suggest that the link between customer
satisfaction and economic performance is presumed by
companies. Increasing levels of research is going into
understanding the nature of the service-profit chain. There is
considerable support for a link between improvements in
service quality and improvements in service quality and
improvements in financial performance. Grant reports that the

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American Customer Satisfaction Index studies found a positive
correlation between customer satisfaction and stock market
returns. Muchof the literature has sort to establish a link
between satisfaction and loyalty.

GAP-5-SERVQUAL METHOD (PERCEPTIONS-EXPECTATIONS)

As discussed earlier in the article what is servqual method we
proceed with the analysis

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The above dimension of service quality- Assurance, Empathy,
Reliability, Responsiveness, Tangible, the expectations level of
30 respondent were found to be 7,8,11,10,3, with an average
equal to 7.8

Similarly the value of perceptions were found to be 5, 4,9,7,1
with an average equal to 5.2

And the servqual gap average was found to be -2.6

So from this we found that the gap-5- the perception gap shows
the customer understand what services has been done for
them.

Analyzing from the view of following point

Customer locality-We found there are multiple visits by the
same customer in their restaurant by asking the customer.
Similarly there was great amount of repeat purchase data
found from the hotel database, The profit by reference from

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other regular customer head shown significant increase over
time.

PROFIT GROWTH

Growth- From our observation we came to the conclusion the
growth potential is very low due to unavailability of space
around the hotel.

Customersati fiction-For the purpose satisfying the customer
front line staff who deals with the client everyday try to collect
organize and interpret the client comments and feedback.
Again we found that the staffs are involved in systematic way
to ensure client feedback in regular basic, which implies that
the hotel is serious about connecting with customer and
respect their wisdom and ability.

For ensuring the maximum utilization of the feedback of the
customer data mining application attencity is used. The
software mainly helps in analysis of the various reports and
accounts regularly which helps in decision making ,ascertain
trends services and practices which need to be faced out,
checking out the errant staff ,managing customer like and
dislike and device lastly to device new class for services,

External service value

Firms measurement tool-The hotel mainly follow the complaint
register and steps are taken to rectify the complains.

Customer perceived value-We found there is a less gap
between the dimensions which in term means they are
providing better service.

Employee productivity- from our observations and
interactions we found the hotel ensure the employee
productivity by the following way-

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1. Right person for the right job-mainly the reason behind this

2. Functional organizations-the hotel follows this type of
organizational structures which fosters team work, efficiency,
co-ordination

3. Job description- in the grand residency when an employee
joins he is described about the types of work and the ours of
work and different procedures of work.

4. Job redesigning-jobs are redesigned regularly to increase the
productivity and service quality.

5. Job enrichment- the employees are given more authority
related to the job activities and flexible work schedules

EMPLOYEE LOYALITY
1. Rigorous selection procedures-the company follows a
rigorous selection procedure like studying the mindset of
the interviews so that which implies their longevity in the
organization.

2. Employees day-a special employee day is celebrated in a
year where employees are awarded for their
performances in various fields.

3. Intensive training-during probation period a rigorous on
job training is given to prepare their mindsets for the job.

4. Improves job design-to ensure the employee loyalty job
redesigning is done regularly

5. Providing travel allowance.

6. Employment security guarantees-which enhance the
employee attrition rate in the organisation, the hotel
follows the following career development plan

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i. Assistant manager of the reservations department
ii. Reservations department manager
iii. Rooms department manager
iv.Resident manager
v. General manager

FIRMS LEADERSHIP

1. Vision-providing a preferred hospitality experience by
providing out of the way unexpected services
2. Caring-well being of guest and their belongings is given
prime importance
3. Fairness-employees are treated according to their
performance
4. Empowerment-employees are empowered with tools
and authority to ensure the expectations are exceeded
of the guest
5. Growth-commitment to manage change creates
opportunities for people and proceeds to develop

Recommendations:

1. Some measure should be taken to reduce the
communication gap.

2. Carefully choosing the personnel's who interact with the
customers

3. More robust database development

4. Emphasis on standardisation

5. Diversity management should be given importance

6. More flexibility in the management system

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7. Globally oriented mindset

8. Focus on Growth potential

9. Management levels should be reduced

10. Emphasis on clear billing facilities and payment facilities.

Conclusion:

1. Maintains consistent high quality product and service.

2. Training and development to raise the service quality
standard.

3. Training employees in interpersonal skills, communication
skills.

4. Constant feedback given to the employees to develop the
employees skill to treat well to the customers.

5. Constantly and visibly expressing management’s
commitment to increase the service quality.

6. Preset specific service quality goals to the employees.

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BIBILOGRAPHY

1. Google

2. Various journals

3. Hotel database

4. www.grandresidency.com

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ANNEXURE

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