Assess Technical Innovation in Quality Improvement

Assess Technical Innovation in Quality Improvement

Introduction

The hotels of Radisson started in the early years of 1900s in Minneapolis by comprising a partnership with the goods store, which was located on the next door of the hotel. It has been observed that the entrepreneur of the hotel called upon millions of people to the downtown Minneapolis area, which deeply boosted the economy in this area. In the year of 1997, the Radisson's strategy of “growth at any cost” was withdrawing their quality and dimming the meeting point of customer satisfaction to line up with hotel owners. The president of Radisson, Brain Stage and Maureen O'Hanlon, executive vice president understood the damaging effects of this strategy, which not only spoiled the quality but also the image of brand. This made them to take few initiatives in the year of 1997 (Schroeder, 2008). These initiatives thus played great role in the growth of diminished hotel once again and deeply focused on customer satisfaction that become the reason of worldwide reputation of the Radisson Hotels as a “customer-driven learning organization.”

Discussion Analysis

The motto was changed from “growth at any cost” to “champion of the guests.” For bringing this change, the hotel management needed to really work hard for devising the 100% guest satisfaction guarantee program. The huge responsibility was handed to Sue Geurs, who appointed as a director for this program, for improving the overall service quality of Radisson via analysis of all factors that can affect operations, for example, marketing with technology and financial justification. This new strategy was supported by guest information system that introduced the 3 supports of information technology by Schroeder (2008): the (Curtis-C system) worldwide distribution reservation system, the customer database (Customer-KARE Systems), and the Harmony property management system. In the year of 2007, Radisson had four hundred hotels in sixty three countries, where they enforced numerous initiatives having the ambition of finding and holding satisfied customers (Kaplan, 1996).

Service Quality Performance Metrics

It has been observed that Radisson uses four performance metrics for service quality, which were grounded on comment cards for guests.

Willingness to return

Percent advocates

Percent defectors

Percent complaints

It estimates the percentage of customers who shows their will to return in the hotel and also contain the option that highlights the willingness to recommend Radisson hotel to others. The cards were helpful to find out the ratio of unwilling customers, who does not want to return back. It also describes the ratio of complaints regarding room services.

Implementation of Their Service Guarantee

Under the management of Radisson's Vice President, information systems develop a “dashboard” for every hotel that comprises these financial evaluations. These assesses are usually complemented with ad hoc tool of marketing research. The service guarantee initiative with four strategic service quality performance metrics hold the evaluation and implementation of that initiative with new appraise known as “employee motivation and vision” (Hart, 1993). It has been found to associate highly with service quality performance metrics of Radisson.

Radisson Hotels had to implement a wide-ranging training program to ...