Case Study: Blue Mountain Resort
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BLUE MOUNTAIN RESORTS: THE SERVICE QUALITY JOURNEY (Charlotte De Baere) 1. -------------------------------------------------
Service Concept of BMR
The service concept of BMR is trying to cover all aspects of every facility they offer. This means not only improving the service provided in skiing facilities but in the whole ‘four season/village’ concept. Due to the wide range of services BMR provides, they fall short on different areas. 2. -------------------------------------------------
Service quality for BMR
BMR had problems with reliability in the past. The service performance was not consistent. It depended very much on the type of facility, the staff members, the period, … Especially the reliability of their basic levels of service needed improvement.
With responsiveness BMR also had a few difficulties. Staff members were not motivated, lack of communication, waiting lines, ... They introduced training sessions, organised process teams in the call center, check-in, … following a standard process, improved communication between staff members and management. And in the future they’ll try to improve the speed of service.
Competence was being improved by training and new hiring procedures to build better teams.
Courtesy was measured by a rating. Customers had to rank staff friendliness on a ten-point scale.
They also try to improve the access of their service and therefore provide better communication with their customers. Tangibles help to obtain a better access to that service: Mountain guides are put on the hills to better provide service, call centers want to answer 80% of the phonecalls within 20 seconds, Electronic message centers to inform skiers, drive-through information booths, Guides to greet groups, answer questions, …
Communication should also be improved between staff members. The SWOP program wants an integrated system of all independent databases and operating systems.
BLUE MOUNTAIN RESORTS: THE SERVICE QUALITY JOURNEY (Charlotte De Baere) 1. -------------------------------------------------
Service Concept of BMR
The service concept of BMR is trying to cover all aspects of every facility they offer. This means not only improving the service provided in skiing facilities but in the whole ‘four season/village’ concept. Due to the wide range of services BMR provides, they fall short on different areas. 2. -------------------------------------------------
Service quality for BMR
BMR had problems with reliability in the past. The service performance was not consistent. It depended very much on the type of facility, the staff members, the period, … Especially the reliability of their basic levels of service needed improvement.
With responsiveness BMR also had a few difficulties. Staff members were not motivated, lack of communication, waiting lines, ... They introduced training sessions, organised process teams in the call center, check-in, … following a standard process, improved communication between staff members and management. And in the future they’ll try to improve the speed of service.
Competence was being improved by training and new hiring procedures to build better teams.
Courtesy was measured by a rating. Customers had to rank staff friendliness on a ten-point scale.
They also try to improve the access of their service and therefore provide better communication with their customers. Tangibles help to obtain a better access to that service: Mountain guides are put on the hills to better provide service, call centers want to answer 80% of the phonecalls within 20 seconds, Electronic message centers to inform skiers, drive-through information booths, Guides to greet groups, answer questions, …
Communication should also be improved between staff members. The SWOP program wants an integrated system of all independent databases and operating systems.