Tourism and Hotel
TO CHANGE OR NOT TO CHANGE:
A CASE STUDY AT THE FRONT DESK
| Morgan Black has been described by the corporate office as the Miracle Worker because of the troubled properties that were turned |
|around under Morgan’s leadership. It is hoped the story at the Coug Inn will have the same happy ending; however, the Coug Inn is in a |
|remote location, hundreds of miles from any other corporate properties. The Coug Inn is a 150-room full-service |
|property with several medium-sized conference rooms; it caters mostly to business travelers and visitors affiliated with the local |
|university. |
|The bulk of the revenue is generated between August and May, with periods when classes are not in session being extremely slow. The hotel is|
|at full occupancy only during football weekends and commencement. Occupancy has been declining |
|for the last year or so, with last month’s RevPAR at a record low. Since arriving at the Coug Inn, Morgan has made several observations |
|about the hotel’s situation. |
|It seems that most of the problems involve the front desk. After analyzing several previous months’comment cards and informally chatting |
|with guests at the hotel, Morgan has sensed real dissatisfaction with the check-in process. Several common themes have emerged: The process |
|seems to take forever, the paperwork at check-in is perceived as lengthy and hard to fill out, the front desk clerks always appear to be |
|running around “like chickens with their heads cut off,” and guests have been checked into rooms that were not clean. |
|After discussing the problems with the front desk manager,
A CASE STUDY AT THE FRONT DESK
| Morgan Black has been described by the corporate office as the Miracle Worker because of the troubled properties that were turned |
|around under Morgan’s leadership. It is hoped the story at the Coug Inn will have the same happy ending; however, the Coug Inn is in a |
|remote location, hundreds of miles from any other corporate properties. The Coug Inn is a 150-room full-service |
|property with several medium-sized conference rooms; it caters mostly to business travelers and visitors affiliated with the local |
|university. |
|The bulk of the revenue is generated between August and May, with periods when classes are not in session being extremely slow. The hotel is|
|at full occupancy only during football weekends and commencement. Occupancy has been declining |
|for the last year or so, with last month’s RevPAR at a record low. Since arriving at the Coug Inn, Morgan has made several observations |
|about the hotel’s situation. |
|It seems that most of the problems involve the front desk. After analyzing several previous months’comment cards and informally chatting |
|with guests at the hotel, Morgan has sensed real dissatisfaction with the check-in process. Several common themes have emerged: The process |
|seems to take forever, the paperwork at check-in is perceived as lengthy and hard to fill out, the front desk clerks always appear to be |
|running around “like chickens with their heads cut off,” and guests have been checked into rooms that were not clean. |
|After discussing the problems with the front desk manager,