Quality management processes evaluate and monitor the standards for the

deliverables of a project and guarantee that those standards are achieved. This
resource-based theory (RBT) weighs the resources and capabilities of a company to
achieve a sustained competitive advantage. These resources must be valuable, rare,
inimitable, and organized to capture value (Kennedy, 2020). Quality is the highest
priority as it sets the standards of a business and ensures that customers experience
top-notch products and service delivery.

Introduction

This case study centers on Paul Stackhouse, an experienced hotel manager with
Cambridge Suites Halifax, with over 17 years of experience in the hospitality industry.
Based on his experience working with numerous high-end hotels in Halifax, Paul
acknowledged that many of these hotels have lost their competitive advantage and
have almost declined due to the highly perishable nature of the service-based
marketplace. Paul understands the principles of quality management and
organizational change and how long it takes to implement, as they drive productivity,
profitability, and service excellence for the success of a business. He believes these
principles would alter the organizational culture of the hotel in anticipating, meeting,
and exceeding customers' expectations and empowering employees to act
immediately to avoid issues rather than resolve them. So, he obtained $ 30,000 in
funding from the government for training needs and got the approval and commitment
from senior management to initiate the project. The continuous quality improvement
initiative (CQI) was aimed at reducing monthly administrative paper consumption by
50% and annual energy usage by 10%. At the end of the project, the team exceeded the
reduction benchmark and gave the employees a sense of belonging, that their opinions
and feedback were valuable to the hotel (Ross, 1995).

The root problem of this case and its fundamental cause

As a seasoned and experienced hospitality specialist, Paul is aware that the reign and
competitiveness of hotels in Halifax usually decline over time due to the supply-and-
demand nature of the marketplace. When guest rooms are empty, it is a loss, so hotels
must create unique selling points to keep their establishments afloat. After two years at
Cambridge Suites, his past experiences in other hotels and how they became obsolete
over time awakened an urge to prevent such occurrences in Cambridge Suites using
CQI. He believed that total quality management would drive productivity, profitability,
and service excellence for the success of the suites.

Possible alternatives
Cambridge Hotel has an 85% occupancy rate, and 40% of these lodgers spend seven
days or more. Their clientele base range from business to private and public sectors,
leisure travelers, and meeting/convention attendees (Ross, 1995).

 Adding value-added services like free one-night accommodation for long-stay

travelers, 50% off the conference hall for meeting and convention attendees,
free breakfast for families with children and infants, and discounted tour tickets
for leisure travelers. It would increase customer loyalty and patronage, a
competitive advantage strategy that translates to more revenue and longevity.
 The TQM meetings provided an avenue where senior management and
subordinates conversed and gave meaningful feedback, which tremendously
motivated the employees to believe that their opinions were important.
Participative management is a leadership theory that encourages stakeholders
of an organization to be involved in making decisions, strategic management,
problem analysis, managing crises, and implementing solutions (Branch, 2022).
The longevity and success of the hotel are also tied to its employees, as highly
motivated staff are more productive and efficient. So the hotel should
implement an employee-first culture to increase staff retention and efficiency.

Plan of action

 Contact and email clients informing them of the new value-added services and
offer them a discount on their first night.
 Organize an annual end-of-year retreat where all staff, including senior
management, would network, chill, and relax. Everyone will give feedback and
project strategies for the coming year. Also, award and commend outstanding
employees for their contributions.

The importance of the case to the study of business

The case study shows the significance of TQM, as quality is of the highest priority and
sets the standards of a business, ensuring that customers experience top-notch service
delivery. When a service is valuable, rare, inimitable, and organized to capture value, it
translates to more revenue, sustained competitive advantage, and longevity of a
business.

The primary stakeholders’ motivation

Paul Stackhouse's motivation to implement the CQI initiative at Cambridge Hotel was
born from a place of 17 years of experience in the hospitality industry and stereotyping
of Halifax, as a place where hotels become obsolete over time.
Conclusion

Quality management processes evaluate and monitor the standards for the
deliverables of a project and guarantee that those standards are achieved. Paul’s
motivation to change the stereotype of Halifax and to ensure Cambridge Hotels
succeeds under his watch is inspiring, exceeding his target and eventually motivating
employees to deliver their best.

References

Branch, K. M. (2002, August 6). Participative management and employee and

stakeholder involvement. Management Benchmarking Study, 1-27.

Kennedy, R. (2020). Strategic management. Virginia Tech

Publishing. https://vtechworks.lib.vt.edu/handle/10919/99282

Ross, G. (1995). Cambridge Suites Halifax. Acadia Case Study Institute. Acadia University