“REPORT” INSTRUCTIONS
· ASSIGNMENT: CRITICAL INCIDENT RESPONSE (explanation of Critical Incident in the links provided)
https:
www.monash.edu
lo/assignment-samples/medicine-nursing-and-healthsciences
eflective-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 transfe
ed 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. Ro
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
evenues. 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 cu
ent 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 e
ors 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 e
ors did not stop, and what was at first a minor i
itation
ecame a serious issue for Mr. Jones. He was not satisfied with the service he was
eing 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 inco
ect and that the conference room requests he made had not been
fulfilled. Linda promised to co
ect 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
oom 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
usiness 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
enefit
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?
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Minh