Essays on Gap Analysis ( Between The Hotel And External Environment) Article

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GAP ANALYSISThis section focuses on the gap analysis of the present internal and external environment of Ramsden Alpha Hotel versus its strategic goal of turning it into a boutique hotel while retaining its original function as a business hotel for travelers. It also analyzes the gap between its present operations versus its strategic goal of becoming the leading hotel in Adelaide targeting both business and leisure customers. It focuses on narrowing the gap between these two in terms of intangible assets to ensure maintaining the hotel’s competitiveness in the hotel and tourism industry in the long run. A boutique hotel is differentiated from other genres of hotels by emphasizing the following aspects in its operations: (a) distinctive, stylistic, warmth and intimate architectural design (Anhar, 2001); (b) personalized level of accommodation, facilities and service (Wikipedia); and (c) accessible location.

Overall, boutique hotel focuses on individuality of the service it provides making the experience of guests different every time they stay at the hotel. OrganizationAchieving a personalized service oriented operation distinctive of a boutique hotel requires a lot of organizational changes from Ramsden Alpha Hotel which unilaterally requires infusion of capital into its operations particularly if it involves beefing up the capabilities of its staff to provide the type of service orientation that the hotel wanted.

Such is the brand of service that the hotel wants for its customers to differentiate them from other hotels consequently establishing it as its brand in the tourism industry in order to maintain its level of competitiveness. Organizational Structure and ProcessesThe infusion of new members to top management with the introduction of a new investor creates an organizational gap within the hotel in terms of management familiarity towards staff who are used to the previous type of management.

Also, the goals of the new members of management might not be in line with the expectations of the rest of the employees; hence creating conflict or distrust between them. This problem can seriously affect the level of service implementation that employees provide towards customers affecting the long term goal of the hotel’s management to be competitive within the hotel industry. Further, current structures within the hotel’s organizational set up becomes a bottleneck for its employees to provide professionalize and personalized service to its clients such as lack of coordination among departments, conflicts between heads of some departments, and poor training allocation.

These aspects are very crucial for any organization to succeed longer in the industry since its main product to deliver service is reliant on these aspects. Human ResourceThe new investor of the hotel is focused on cost cutting particularly in training of employees and cutting wages which can be detrimental to widen the gap towards achieving the overall goal of the hotel to gain service oriented competitiveness.

Such moves could lead to highly skilled employees leaving the hotel to find high paying works to other companies or hire employees with substandard skills. Highly experienced and well trained hotel employees are key to the provision of personalized service to customers which require a lot of capital investment to constantly professionalize the service of Hotel Ramsden thereby meeting its goal to be highly competitive in the hotel industry. Outsourcing some duties salient to create professionalize service might backlash on the hotel’s reputation if what is outsourced particularly customer representation is not delivered by regular hotel employees when customers are actually staying in the hotel already due to lack of training which is currently evidenced by poor customers’ feedback on employees ability to provide quality, fast, and efficient service.

The hotel provided training to its employees as a start to improve their skills and knowledge. However, there is lack of follow through to monitor how well employees were able to assimilate the learning they got from the training to consequently determine whether re-training is necessary.

Again follow through and monitoring relies heavily on the quality of managerial skills supervising or conducting the follow through of employees training which again goes back to the quality of the pool of professionals maintained by the hotel.

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