Instructions and Report case are attached in the file below :D
“REPORT” INSTRUCTIONS · ASSIGNMENT: CRITICAL INCIDENT RESPONSE (explanation of Critical Incident in the links provided) https://www.monash.edu/rlo/assignment-samples/medicine-nursing-and-healthsciences/reflective-writing-and-critical-incidents · WORD COUNT: 1000 WORDS · TASK: THE CASE STUDY IS RELATED TO THE ROB JONES CORPORATION CASE ROB JONES CORPORATION CASE “Over a period of three years, Linda Hall rose through the ranks of the Front Desk area and Sales Division of the distinguished Cameron Hotel to attain the position of Sales Manager. She had worked very hard to achieve this position and had demonstrated an ability to deal effectively with clients and secure new accounts. She had been working as a Sales Manager for approximately a year when the Sales Manager in charge of the Rob Jones account was promoted and transferred to another of the chain's hotels. Linda took over the account. The Rob Jones Corporation is basically a motivational and instructional organization that holds residential and non-residential seminars and conferences at the Cameron Hotel. Rob Jones started the corporation many years ago, and it is a very important client for the hotel, accounting for approximately $500,000 per year in rooms, restaurant, and meeting space revenues. They are also amongst the hotel’s top 20 roomnight producing accounts. The self-development seminars focus on improving managerial and interpersonal skills and time management. The usual size of these seminars is more than 100 people, and all of the staff knows when this account is "in house." The clients of Rob Jones range from junior to middle and senior managers from various corporations located in Australia and around the Asia Pacific region. Some of these corporations are also regular supporters of the hotel and contribute substantial roomnights and revenue to the hotel. As such, these guests are considered very important to the hotel, not only during the seminars and conferences, but after it, as they represent possible increases in current and future hotel revenues when they are traveling for their own business or pleasure. Rob Jones himself is extremely meticulous and expects those individuals with whom he conducts business to be likeminded, with a focus on every detail of a stay or of a request. The level of service is expected to be exceptional, and special effort is made for these meetings to ensure a smooth stay for everyone associated with Rob Jones. The situation that was now bothering Mr. Jones was cumulative, having built over the period of several months. He first noticed that there were errors being made with some of the specifications of his meeting rooms and with the food items that he had requested, and with the growing lack of attention to the requests of some of the room reservations for his participants. Initially, he did not protest, because the service of the hotel had been so good in the past, and he viewed the problems as abnormalities that did not demand his involvement. However, the errors did not stop, and what was at first a minor irritation became a serious issue for Mr. Jones. He was not satisfied with the service he was being provided and blamed the hotel. Linda Hall was the contact for Mr. Jones, and she talked to him about some of the problems he was having. He mentioned that the room listings were often incorrect and that the conference room requests he made had not been fulfilled. Linda promised to correct these problems and assured him that they would not happen again. Unfortunately, Linda was negligent with her follow-up and the problems continued with the same frequency. Angered by the lack of attention being given to his seminars, Mr. Jones canceled his next conference with the hotel. A shock alarm went throughout the Cameron, as all departments of the hotel would be affected. The Director of Sales became involved at this point and gathered an assortment of managers to work through the problem. Representatives from every department were assembled, and they all went bearing cookies and apologies to the office of Mr. Jones on a sales call to try to win back his business. He was impressed with this new attitude, happily accepted the apology, and rescheduled his conference. As part of his agreement to return to the hotel, Mr. Jones wanted a guarantee that the recent problems would not happen again. Linda scheduled a meeting with Mr. Jones to address any specific concerns that he might still have. Linda had to miss that meeting due to a medical emergency, but she did inform Mr. Jones beforehand and rescheduled for a later date, promising at the time that she was interested in hearing his feedback. The rescheduled meeting never took place. Linda had taken the day off the day it was rescheduled and completely missed the meeting, not bothering to call Mr. Jones or inform anyone else of the meeting. That was the final straw for Mr. Jones. He vowed never to return and canceled all future events and room reservations at the hotel. The General Manager, who had previously been monitoring the situation through the Director of Sales, now took over. He had relied on the Director of Sales to ensure that the situation was under control. With the cancellation of the future events, he fired Linda on the spot, reprimanded the Director of Sales, and then prepared himself for a "grovel call." He personally went to apologize to Mr. Jones and begged him to return and reinstate his business with the hotel. The General Manager, Bruce Adams, informed Mr. Jones of Linda's immediate termination and committed himself to be personally responsible for all future contact if Mr. Jones would agree to return. Bruce invoked the hotel's philosophy of intolerance to service deficiencies, reiterated his desire to exceed customer expectations, stated how important Mr. Jones was to him, and offered major concessions in terms of discounts on room rates and dining. Finally, Bruce begged Mr. Jones for the opportunity to make up for the past mistakes and to hold him personally responsible if things went wrong. Bruce was persuasive, and Mr. Jones did relent and return his business to the hotel. The General Manager is still handling the Rob Jones account and will be for some time until Mr. Jones's respect and confidence are renewed.” REPORT INSTRUCTION Having read the Rob Jones Corporation case-study and in relation to the critical incident(s) that set off a chain of events resulting in customer dissatisfaction you are required to: A) Analyze the Critical Incident(s) and evaluate the various stages of service delivery failures in this case study. Discuss the service delivery failures in relation to the Service Encounter Triad (Bateson 1985). B) Propose alternative feasible service recovery strategies, associated cost/benefit analysis and perceived justice redress. Demonstrate how these strategies will prevent similar future conflicts and service delivery failures. It is expected that you will apply and relate academic theories to your assertions, discussions and arguments. A minimum of 4 (four) separate academic references (from peer-reviewed Journals) and two industry references are required. (PLEASE USE THE REFERENCES FROM 2011 – NOW) MARKING CRITERIA (IMPORTANT) · Identified the critical incident(s) that have given rise to the dispute in this case study. · The various stages of the service delivery failures have been identified. · Discussion of the service failures in relation to the Service Encounter Triad (Bateson 1985). · How could it have been prevented? · Evaluate the seriousness and the tangible and intangible related and unrelated associated costs of the critical incident. · Propose a strategy and make recommendations to ensure that these issues do not recur in the future? 4 Minh