Blue mountain resorts
Individual case report
Student name: Sejan Bhaju
Founded in 1941, BMR was Canada’s one of most popular ski resort. As the sport gained in popularity, BMR has expanded and modernized and in the 1980s the company added a year round four-star resort hotel and conference Centre, a condominium development and the Monterra golf course. By 1999 it was a four-season resort. However, winter sports, skiing and snowboarding, were still its dominant activities, accounting for approximately 65 pc of total revenue.
Blue mountain resort enjoyed very good times during the 1980s. However, the focus had been revenue growth and facility expansion. They began to focus on enhanced service and ignored the fundamental aspects of good operations necessary for high levels of quality service. Although the company had been profitable, it began to develop the reputation for long lineups and poor service. It seemed like BMR was trying to achieve high levels of service quality without adequate process and systems.
In 1990,Gordan canning decided to survey the employee’s satisfaction and the results indicated problems with morale. The issues that came up during the course of the meetings indicated employee concerns about a number of issues ranging from working conditions to frustration concerning service quality levels. As a quality employee produces quality service, it was important that company focuses on fixing employee morale and improve communication, team performance and supervision techniques.
Fixing service quality issue was not easy task as it was a complicated process and needed a long-term commitment from senior management. Taking that in consideration a consulting company was hired. At the end of two days seminar with senior management team, they considered the future vision of the company, focusing on vision for the organization and values that considered critical for creating supportive corporate culture. They weighted advantages of service oriented culture and potential
Student name: Sejan Bhaju
Founded in 1941, BMR was Canada’s one of most popular ski resort. As the sport gained in popularity, BMR has expanded and modernized and in the 1980s the company added a year round four-star resort hotel and conference Centre, a condominium development and the Monterra golf course. By 1999 it was a four-season resort. However, winter sports, skiing and snowboarding, were still its dominant activities, accounting for approximately 65 pc of total revenue.
Blue mountain resort enjoyed very good times during the 1980s. However, the focus had been revenue growth and facility expansion. They began to focus on enhanced service and ignored the fundamental aspects of good operations necessary for high levels of quality service. Although the company had been profitable, it began to develop the reputation for long lineups and poor service. It seemed like BMR was trying to achieve high levels of service quality without adequate process and systems.
In 1990,Gordan canning decided to survey the employee’s satisfaction and the results indicated problems with morale. The issues that came up during the course of the meetings indicated employee concerns about a number of issues ranging from working conditions to frustration concerning service quality levels. As a quality employee produces quality service, it was important that company focuses on fixing employee morale and improve communication, team performance and supervision techniques.
Fixing service quality issue was not easy task as it was a complicated process and needed a long-term commitment from senior management. Taking that in consideration a consulting company was hired. At the end of two days seminar with senior management team, they considered the future vision of the company, focusing on vision for the organization and values that considered critical for creating supportive corporate culture. They weighted advantages of service oriented culture and potential