Lara Jessica Mae De Ramos CBET – 18 – 204A

Case Study on “Operations Objectives at the Penang Mutiara”

1. Describe how you think the hotel's management will:

Make sure that the way they manage the hotel is appropriate to the way it competes
forbusiness.

 Penang's Mutiara should develop a competitive edge over its rivals The hotel management is
aware that the clients have every right to expect high-quality services from them. In order to get
an edge, management must first make sure that clients receive exceptional service. This will be
made possible with the assistance of a polite crew that is nice to visitors and highly trained. The
management also ensures that the environment is comfortable for the guests. The hotel
management is aware that keeping existing customers is less expensive than bringing in new
ones, therefore the building and equipment should project a luxurious ambiance, for instance,
attractive design and first-rate materials to generate the correct impression. In order to
maintain high occupancy rates, it thus ensures quality services. Another benefit comes from
anticipating visitors' wants. As an instance, refrain from repeating information that has already
been given to earlier workers in order to minimize annoying delays. Maintaining the business
also depends on quick responses. Quality, timeliness, dependability, adaptability, and
affordability are some metrics that may be used to gauge public representation. The hotel
administration is also aware that their competitive edge is not price but rather first-rate client
service. By having the appropriate number of employees, Penang' Mutiara will also guarantee
an edge. This may be accomplished by having fresh temporary employees as well as regular
employees for flexibility.

Implement any change in strategy.

 The hotel management may improve internal processes fast to adapt changes in strategy and
stay competitive. The quiet and advantageous position of Penang' Mutiara is one of its
strengths. Therefore, the workers may be used by the hotel management to spread information
about improved internal maps. By training employees, keeping them on board, and upgrading
their successes to meet market demands, management may uphold the quality plan while also
implementing new service standards for improved services. While ensuring total protection of
clients' personal information, management is able to provide online rates. Additionally, group
polls can assist in predicting future client demand for services. By paying close attention to staff
public assistance, Penang's Mutiara hotel management may also reduce and stop excessive
employee turnover.

Develop the operation so that it drives the long-term strategy of the hotel.
 The hotel management may give the lowest value warrant by using direct channel tactics, such
as email. This will draw attention to the website of the hotel and encourage visitors to act as
booking agents. Additionally, the direct online distribution technique provides cost-cutting while
maintaining direct online distribution. The tactic will provide the hotel a sustainable competitive
 edge and lessen reliance on obsolete traditional channels. The hotel management may also use
diversification methods by opening more branches to target new markets. The senior
management of Penang' Mutiara should encourage dialogue with the workforce. Given that
they are the ones that have direct touch with the clients, this would encourage feedback and
recommendations to enhance operations and services. If there is to be a significant
restructuring of the hotel's operations, the management must also account for cultural changes.
Long-term plan cost reduction can also be facilitated via public presentations. The management
should also make sure that pricing is maintained under control to allow for lower competition
prices.

2. The case describes how quality, speed, dependability, flexibility and cost impact on the hotel's
external customers. Explain how each of these performance objectives might have internal benefits.

 Quality - As it creates a solid structure, quality fosters reliability. When products and services are
perfect, quality also lowers the cost of fixing faults. Having happy consumers encourages them
to make repeat purchases. Additionally, it boosts employee morale and satisfaction, which gives
staff members a sense of security and belonging as a part of the hotel. Penang' Mutiara achieves
qualitative advantage internally by utilizing their kind personnel and chic design.
 Speed - Internal speed reduces the amount of time it takes to respond while providing services,
which lowers personnel expenses. Additionally, it enables the operations to move information
and make decisions quickly. Moreover, speed lowers inventory. By postponing resource
commitment, it lowers hazards. Additionally, since there won't be any follow-up, the backlog is
reduced.
 Flexibility - Flexibility can assist to shorten reaction times and cut down on changeover times.
Through the use of temporary workers, it also makes job overload less of an issue. For instance,
in the Mutiara hotel in Penang. Additionally, they do this by having employees that can
multitask during periods of high demand. Internally, adaptability upholds dependability.
 Cost - Internally, cost helps the hotel to make high profits, for instance, when the hotel has
minimal operational expenses. A solid performance also aids in cost performance. Reduced
costs also make greater public aid and incentives possible.