Ritz-Carlton Hotel Operations

Executive Summary

This essay looks at the Ritz-Carlton hotel operations, marketing strategies and service qualities. The essay will also include the transformational process model (including inputs and outputs) like shown in the Hospitality Operations A system approach book by Ball et al. (2003), also market segmentation, differentiation and position in the market. The information was obtained from different literature such as academic journals and topic related books.

RITZ-Carlton Operations

By using the transformational process model which is shown below (input-transformation-output) will illustrate the range of operations in Ritz and how they can be described.

(The model)

Transformational process model is used to describe the nature of operations. ‘Operations processes take in a set of input resources which are then used to transform something, or are transformed themselves, into outputs of goods and services which satisfy customer needs'. (Slack et al 2001, p.9) By looking at the model, it is seen that the Ritz hotel is a service operation. The inputs to an operation are classified as either – transformed or transforming resources. ‘Transformed resources-are the resources that are treated, transformed or converted. Transforming resources- are the resources that act upon the transformed resources. The output from (and purpose of) transformation processes are products and services. ' (Slack et al 2001,p.10). The importance of using the transformational process is to, as written by (M.Drljaca, p. 754)

 Understanding and meeting of guest's requests,

 Need of supervision of business processes in value added conditions;

 Achieving results of business process in value and their efficiency, and

 Permanent improvement of business, based on impartial estimation.

When analysing the transformational model ‘A systems model of hotel operations' by Jones, 1996 from hospitality operations A system approach, by Ball, Jones, Kirk & Lockwood, 2003) is very useful model to use in order to give examples about different departments when analysing the transformational process model.

• Reservations

• Reception

• Overnight stay

• Restaurants and bars

• Room service

• Business services

• Leisure services

• Laundry

• Billing

(Slack et al 2001, p.31)

Process