AMAN RESORTS CASE STUDY SOLUTIONS

Submitted by
Arun Kumar-2027125
Aditya Shivaji-2027127
Akhil Abraham-2027121
Tina Anna Chackanad-2027149
Aishwarya M-2027152
Discussion:
1. Most millennials want jobs in which they can learn and grow, so they
often want clear career progression. Ask employees where they see
themselves and help them get there with clear expectations of what needs
to happen - whether it's training, taking on new tasks, and so forth.

In a hotel environment, flexible schedules may be more difficult - as you

cannot have people showing up within a window of time. But you can listen to
your employee needs and create schedules that work around them where
possible.

35% of millennials value schedule flexibility over pay. Many hotel staff don't
have time to work out or eat healthily. Health and wellness programs can create
a culture of happiness for your employees. Some companies offer on-site yoga,
zumba, and long lunches in which employees can work out. As a GM all these
schemes can be implemented.

2.

GMs worked hard to create a warm family culture among staff as well as a
home-like experience for guests.
One method the GM created rapport with personnel was by sharing birthdays,
religious holidays, children's births, and other personal occasions.

Aman anticipated that by doing so, the internal homey dynamics would be
transferred to the staff's interactions with visitors.

3. Management style at Aman Resorts

Managers were given a high degree of autonomy. Independent and

individualistic leadership attributes are encouraged.

The company created three regional manager positions where each manager was
responsible for a particular geographical area.

Managers and staff of Aman properties spend a significant amount of time

developing and nurturing their relationship with local communities.

Many properties were located in rural areas where villagers continued their
traditional cultural and religious practices.

Aman sought to be particularly sensitive to the needs of these villages and tried
to contribute in a constructive manner without importing outside influences and
beliefs.
4. Strategic strength of Aman Resorts

Aman operated differently than most hotels in several significant ways the
company did not offer discounts from the rack room rates.

Dropping prices simply harms a brand. The company did not pursue traditional
advertising and relied heavily on word-of-mouth.

The management of Aman resorts insisted on using simple, durable, and, most
importantly, local materials.

Their philosophy is based on three essential components—peace, uniqueness,

and family. More than being commercial and expensive, they focused on the
emotions of people.

The GMs in Aman resort are given a high degree of autonomy which motivates
the GMs to do their work efficiently. They create a comfortable
family atmosphere among the employees by celebrating their birthdays,
religious holidays, birth of children, and other
personal occasions. All the employees in Aman underwent
extensive training. Aman used very few manuals or written training materials.
Instead of emorizing responses to specific situations, training heavily used role-
playing to enhance employee
perception of guest needs.