“A study of Service Level in Operation Management at Taj Hotels”

Name: Aman Joshi

SAP ID: 77120815920

PGDM, SUPPLY CHAIN MANAGEMENT

(2020-2022)
 ACKNOWLWDGEMENT

In seeking after and culmination of my PGDM-SCM and different responsibilities, I

attempted the undertaking of finishing my venture on “A study of service level in
operations management at taj hotels” , I might want to thank and pass on my
appreciation to the Top Management who permitted me to lead my task and gave
me their entire hearted support.

I am cautioning because of the multitude of representatives of this organization, who

helped me in my undertaking and offered their certified input. To wrap things up, I
might want to thank my generally warm and Beloved Parents and companions
without whose favours and support this undertaking work would not have been
finished.

AMAN JOSHI

77120815920
 DECLARATION

I thusly announce that this Project Report named “A study of service level
operation management at TAJ Hotels” submitted in the halfway satisfaction of
the necessity of PGDM-SCM of NMIMS University depends on essential and
optional information discovered by me in books, magazines and sites and
collected by me under direction of my task control.

AMAN JOSHI
77120815920
TABLE OF CONTENTS

1. ABSTRACT: ........................................................................................................................................... 5
2. INDUSTRY PROFILE: ........................................................................................................................... 6
3. EVOLUTION: .......................................................................................................................................... 7
4. HOTEL INDUSTRY PROFILE: .............................................................................................................. 8
5. ABOUT TAJ HOTELS: .........................................................................................................................11
6. SWOT ANALYSIS: ................................................................................................................................13
6. OBJECTIVES OF THE PROJECT: ......................................................................................................15
7. PROBLEM STATEMENT: ....................................................................................................................16
8. LITERATURE REVIEW: .......................................................................................................................17
9. METHODOLOGY: .................................................................................................................................19
10. RESEARCH DESIGN: ........................................................................................................................20
11. RESEARCH METHODOLOGY: .........................................................................................................21
12. METHOD OF DATA COLLECTION:..................................................................................................22
13. SAMPLING METHOD: ........................................................................................................................23
14. SAMPLE DESIGN: ..............................................................................................................................24
15. DATA ANALYSIS AND INTERPRETATION: ...................................................................................25
15.1 THE HOSPITALITY INDUSTRY: ................................................................................................................. 25
15.2. STANDARDS OF CLASSIFICATION: ......................................................................................................... 25
15.3. MEANING OF RATING BY STARS: ........................................................................................................... 26
15.4. CORPORATE SUSTAINABILITY AND SOCIAL RESPONSIBILITY: ............................................................... 26
15.5. HOTEL: ................................................................................................................................................... 27
15.6. HOTEL SEGMENTATION:....................................................................................................................... 28
15.7. SUPPLEMENTARY SERVICES: ................................................................................................................ 28
15.8. DEPARTMENTS OF HOTEL: ................................................................................................................... 29
15.10. THE CUSTOMER SATISFACTION:......................................................................................................... 31
15.11. FOLLOWING THE INTERPRETATIONS OF THE RESEARCH: .................................................................. 33
16. FINDINGS: ...........................................................................................................................................45
17. LIMITATIONS OF THE STUDY: ........................................................................................................47
18. REFRENCES: .....................................................................................................................................48
19. ANNEXURE: ........................................................................................................................................49
1. ABSTRACT:

In order to guarantee guests a satisfactory service position, the whole supply chains
should be integrated efficiently. The manufacturer needs to measure and control the
influence of supply on client service position. Since the manufacture generally has a
limited capacity, it's important for cost- effectiveness to comprehend how important
value the limited resource possesses. The manufacture needs to identify operation
programs to deliver guaranteed service position with the limited capacity. In his
paper, we review the being inquiries on how to manage capacitated supply chains
while taking into account client service position.
2. INDUSTRY PROFILE:

Hospitality is all about offering warmth to someone who looks for help at a strange or
unfriendly place. It refers to the process of entering and entertaining a guest with
goodwill. Hospitality in the marketable environment refers to the exertion of hospices,
caffs, catering, auberge, resorts or clubs who make a vocation of treating
excursionists. Helped With unique sweats by government and all other stakeholders,
including hostel possessors, resort directors, stint and trip drivers and workers who
work in the sector, Indian hospitality assiduity has gained a position of acceptance
world over. It has yet to go country miles for recognition as a world leader of
hospitality. Numerous take Indian hospitality service not for its quality of service but
India being a cheap destination for rest tourism. With unlimited tourism and untapped
business prospects, in the coming times Indian hospitality is seeing green ranges of
growth. Availability of good human resources and untapped geographical resources
give great prospects to the hospitality industry. The number of excursionists coming
to India is growing time after time. Likewise, internal tourism is another area with
great capabilities. The hospitality assiduity is a3.5 trillion bone service sector within
the global frugality.

It's an marquee term for a broad variety of service diligence including, but not limited
to, hospices, food service, pavilions, and tourism. The hospitality assiduity is
veritably different and global. The assiduity is cyclical; mandated by the oscillations
that do with an frugality every time. Moment hospitality sector is one of the fastest
growing sectors in India.

It's anticipated to grow at the rate of 8 between 2007 and 2016. Numerous
transnational hotels including Sheraton, Hyatt, Radisson, Meridien, Four Seasons
Regent, and Marriott International are formerly established in the Indian requests
and are still expanding. Currently the trip and tourism industry is also included in
hospitality sector. The smash in trip and tourism has led to the farther development
of hospitality industry. In 2003- 04 the hospitality industry contributed only 2 of the
GDP. Still, it's projected to grow at a rate of8.8 between 2007- 16, which would place
India as the alternate-fastest growing tourism request in the world. This time the
number of excursionists visiting India is estimated to have touched the figure of4.4
million. With this huge figure, India is getting the hottest sightseer destination. The
appearance of foreign excursionists has shown a compounded periodic growth of 6
per cent over the once 10 times. Either, trip and tourism is the alternate loftiest
foreign exchange earner for India. Also, it's also estimated that the tourism sector will
regard for nearly 5.3 per cent of GDP and 5.4 per cent of total employment.
3. EVOLUTION:

Hotel keeping can be traced back too many centuries and its evolution through the
ages has been brought about by Britain’s economical and industrial changes and
developments

During the seventh and eight centuries, it was the monasteries that supplied
hospitality to strangers and, as no charge was made for the accommodation; all
travelers were expected to contribute according to their means to the abbey funds.
As more people began to travel their group themselves together, not only for the
Hotel industry, but for mutual protection from highway men and robbers.
Consequently, travelers arrived in groups at a monastery and it was often difficult to
accommodate them all. In the early nineteenth century the concept of a hotel room in
the bedroom, and this period is known as “Golden age of hotel of the Great Britain
and the world”. Hotel proprietors were legally referred to as ‘Common Innkeepers’

The turn of the century saw an era that was called ‘Belle Epoch’ when grand and
luxurious hotel flourished. A few hotels are still operating today. In London and some
other cities attempts have been made to recapture some of the grandeur of the past
Vera in the making of the modern hotels, and bring back the memories the grand
hotels and old days.
Hotel Industry in India has witnessed tremendous boom in recent years. Hotel
Industry is inextricably linked to the tourism industry and the growth in the Indian
tourism industry has fueled the growth of

Indian hotel industry. The thriving economy and increased business opportunities in
India have acted as a boon for Indian hotel industry. The arrival of low-cost airlines
and the associated price wars have given
domestic tourists a host of options. The 'Incredible India' destination campaign and
the recently launched 'Atithi Devo Bhava' (ADB) campaign have also helped in the
growth of domestic and international tourism and consequently the hotel industry.
According to a report, Hotel Industry in India currently has supply of 110,000 rooms
and there is a shortage of 150,000 rooms fueling hotel room rates across India.
According to estimates demand is going to exceed supply by at least 100% over the
next 2 years. Five-star hotels in metro cities allot same room, more than once a day
to different guests, receiving almost 24-hour rates from both guests against 6-8
hours usage. With demand-supply disparity, hotel rates in India are likely to rise by
25% annually and occupancy by 80%, over the next two years. This will affect the
competitiveness of India as a cost-effective tourist destination. To overcome, this
shortage Indian hotel industry is adding about 60,000 quality rooms, currently in
different stages of planning and development, which should be ready by 2012. Hotel
Industry in India is also set to get a fillip with Delhi hosting 2010 Commonwealth
Games. The future scenario of Indian hotel industry looks extremely rosy. It is
expected that the budget and mid-market hotel segment will witness huge growth
and expansion while the luxury segment will continue to perform extremely well over
the next few years.
4. HOTEL INDUSTRY PROFILE:

The hotel proprietors Act, 1956, a hotel is an “Establishment held out by the
proprietor as offering food, drink and if so required, sleeping accommodation, without
special contract to any traveler presenting himself who appears able and willing to
pay a reasonable sum for the services and facilities provided and who is in a fit state
to be received”.

Hotel is a place where all who conduct themselves properly, and who being able to
pay and ready to pay for their entertainment, are received, if there be
accommodation for them, who without any stipulated engagement as to the duration
of their stay or as to the compensation, are while there, supplied at reasonable
cause with their meals, lodging and other services and attention as are necessarily
incident to the use as a temporary home.’

The term ‘Hotel’ was used in England in about 1760. Hotel or inn is defined by British
law as a place where a Bonafede travelers can receive food and shelter, provided he
is in a position to pay for and is in a fit condition to be received’.

A Hotel or inn may also be defined as an establishment whose primary business is

providing lodging facilities for the general public and which furnishes one or more of
the following services

o Food and Beverage service

o Room service
o Uniformed service
o Laundry service
o Use of furniture etc.

The Hotel industry was incorporated in INDIA in 1902 and it opened its first hotel,
The Taj-Mahal Palace & Tower, Mumbai, in 1903. The Hotel industry then undertook
major expansion of The Taj Mahal Palace & Tower, Mumbai by constructing an
adjacent tower block and increasing the number of rooms from 225 to 565 rooms.
With the completion of its initial public offering in the early 1970s, the Hotel industry
began a long-term program of geographic expansion and development of new tourist
destinations in India which led to its emergence as a leading hotel chain in India.

From the 1970s to the present day, the Taj Group has played an important role in
launching several of India's key tourist destinations, working in close association with
the Indian Government. The Taj Group has a philosophy of service excellence which
entails providing consistently high levels of personalized service and innovative
means of improving service quality.

The Taj Group has been active in converting former royal palaces in India into world
class luxury hotels such as the Taj Lake Palace in Udaipur, the Rambagh Palace in
Jaipur and Umaid Bhawan Palace in Jodhpur. In 1974, the Taj Group opened India's
first international five-star deluxe beach resort, the Fort Aguada Beach Resort in
Goa. The Taj Group also began its business in metropolitan hotels in the 1970s,
opening the five-star deluxe hotel Taj Coromandel in Chennai in 1974, acquiring an
equity interest and operating contract for the Taj President, a business hotel in
Mumbai, in 1977, and opening the Taj Mahal Hotel in Delhi in 1978.
In 1980, the Taj Group took its first step internationally by opening its first hotel
outside India, the Taj Sheba Hotel in Sana'a, Yemen and in the late 1980s, acquired
interests in the Crown Plaza - James Court, London and 51 Buckingham Gate
Luxury Suites and Apartments in London.

In 1984, the Taj Group acquired under a license agreement each of The Taj West
End, Bangalore, Taj Connemara, Chennai and Savoy Hotel, Ooty, with which the Taj
Group made its foray into Bangalore.
With the opening of the five-star deluxe hotel Taj Bengal in Kolkata in 1989; the Taj
Group became the only hotel chain with a presence in the five major metropolitan
cities of Mumbai, Delhi, Kolkata, Bangalore and Chennai. Concurrently with the
expansion of its luxury hotel chain in the major metropolitan cities, the Taj Group
also expanded its business hotels division in the major metropolitan and large
secondary cities in India.

During the 1990s, the Taj Group continued to expand its geographic and market
coverage in India. It developed specialized operations (such as wildlife lodges) and
consolidated its position in established markets through the upgrading of existing
properties and development of new properties. Taj Kerala Hotels & Resorts Limited
was set up in the early 1990s along with the Kerala Tourism Development
Corporation.
In 1998 the Taj Group opened the Taj Exotica Bentota which strengthened the Taj
Group's market position in Sri Lanka. In 2000, the launch of the 56-acre Taj Exotica,
Goa and the Taj Hari Mahal in Jodhpur were completed.
In 2000, the Taj Group entered into a partnership with the GVK Reddy Group to set
up Taj GVK Hotels and Resorts Limited and thereby obtained a prominent position in
the market in the southern business city of Hyderabad, holding three hotels and a
major share of the market.

In 2001, the Taj Group took on the management contract of Taj Palace Hotel,
Dubai, and has established itself as an up-market hotel in the Middle East region.
The Taj Exotica Resort & Spa, Maldives launched the Taj Group into the premium
luxury hotel market and since its opening in July 2002, has won several international
awards. The Taj Group also obtained licenses to manage and operate two leisure
hotels; the Rawal-Kot, Jaisalmer and Usha Kiran Palace, Gwalior in October 2002.

In September 2002, the Taj Group acquired an equity interest in the former Regent
Hotel in Bandra which gave the Taj Group access to the midtown and North Mumbai
market. The hotel has since been renamed as the Taj Lands’ End, Mumbai. In 2003,
the Hotel industry celebrated the centenary of the opening of its Flagship hotel, the
Taj Mahal Palace & Tower, Mumbai.

In 2004 the Taj Group opened Wellington Mews; its first luxury serviced apartment in
Mumbai. In the same year, the Taj Group also launched the first of its "value-for-
money" hotels in Bangalore branded 'Ginger’, which division has11 hotels in various
locations in India and is owned through its wholly owned subsidiary.
In 2005 the Hotel industry acquired on lease The Pierre, a renowned hotel in New
York City, to enter the luxury end of the developed hotel markets internationally. The
Hotel industry entered into a management contract for Taj Exotica in Palm Island
Jumeirah in Dubai to expand its existing presence in the United Arab Emirates.
The Hotel industry enhanced its position as an operator of converted palaces by
entering into a management contract for Umaid Bhawan Palace, Jodhpur in the
princely state of Rajasthan in India. The Hotel industry, through a subsidiary,
acquired the erstwhile 'W' hotel in Sydney, Australia in February 2006 and renamed
it as 'Blue, Woolloomooloo Bay'. To expand its presence in the US market, the Hotel
industry acquired in early 2007 Ritz Carlton in Boston and Taj Campton Place in San
Francisco.

Hotels operated by the Taj Group internationally are located in US, Australia, Dubai,
Maldives, Malaysia, Sri Lanka, the United Kingdom, South Africa, Bhutan and
Zambia.
5. ABOUT TAJ HOTELS:

The Taj Mahal Palace and Tower, built in 1903, stands on the shores of the Arabian
Sea, a resplendent tribute to the vision of Jamshedji N Tata, founder of the Tata
group, who wished to build the finest hotel that India had ever seen. With a tradition
of commitment to excellence, personal attention and guest delight, the Taj brand
succeeds in making guests feel completely at home. There is a strong focus on
exceeding customer expectations, reinventing service concepts and upgrading
physical products. By benchmarking itself constantly against the best in its class, this
brand, the oldest in the Tata group, has built a solid reputation in the hospitality
industry. The Taj brand, deeply rooted in traditional Indian values of hospitality and
graciousness, and committed to acquainting guests with India’s living heritage, has
evolved with time, assuming a more contemporary avatar. Its appeal therefore cuts
across all generations. With a total of 57 properties in 40 locations across India and
18 international hotels, the Taj family of hotels encompasses iconic city hotels, grand
palaces, modern business hotels, beach resorts and rustic safari lodges. Taj Hotels
is justifiably proud to belong to the Tata group, an association that automatically
elicits trust and esteem from its customers and stakeholders. The brand is a
crowning achievement in the Tata group’s array of brands.

The Indian Hotels Hotel Industry Limited (IHCL) and its subsidiaries are collectively
known as Taj Hotels Resorts and Palaces and is recognized as one of Asia's largest
and finest hotel industry. Incorporated by the founder of the Tata Group, Mr.
Jamshedji N. Tata, the Hotel industry opened its first property, The Taj Mahal Palace
Hotel, Bombay in 1903. The Taj, a symbol of Indian hospitality, completed its
centenary year in 2003.

Taj Hotels Resorts and Palaces comprises 93 hotels in 55 locations across India with
an additional 16 international hotels in the Maldives, Malaysia, Australia, UK,
USA, Bhutan, Sri Lanka, Africa and the Middle East. Spanning the length and
breadth of the country, gracing important industrial towns and cities, beaches, hill
stations, historical and pilgrim centers and wildlife destinations, each Taj hotel offers
the luxury of service, the apogee of Indian hospitality, vantage locations, modern
amenities and business facilities.

IHCL operate in the luxury, premium, mid-market and value segments of the market
through the following:

Taj (luxury full-service hotels, resorts and palaces) is our flagship brand for the
world's most discerning travelers seeking authentic experiences given that luxury is
a way of life to which they are accustomed. Spanning world-renowned landmarks,
modern business hotels, idyllic beach resorts, authentic Rajput palaces and rustic
safari lodges, each Taj hotel reinterprets the tradition of hospitality in a refreshingly
modern way to create unique experiences and lifelong memories.
Taj also encompasses a unique set of iconic properties rooted in history and tradition
that deliver truly unforgettable experiences. A collection of outstanding properties
with strong heritage as hotels or palaces which offer something more than great
physical product and exceptional service.
Taj Exotica is our resort and spa brand found in the most exotic and relaxing locales
of the world. The properties are defined by the privacy and intimacy they provide.
The hotels are clearly differentiated by their product philosophy and service design.
They are centered round high-end accommodation, intimacy and an environment
that allows its guest unrivalled comfort and privacy. They are defined by a sensibility
of intimate design and by their varied and eclectic culinary experiences, impeccable
service and authentic Indian Spa sanctuaries.

Taj Safaris are wildlife lodges that allow travelers to experience the unparalleled
beauty of the Indian jungle amidst luxurious surroundings. They offer India's first and
only wildlife luxury lodge circuit. Taj Safaris provide guests with the ultimate,
interpretive, wild life experience based on a proven sustainable ecotourism model.

Vivanta by Taj Hotels & Resorts - Hailed by Wallpaper UK as a "stroke of genius"

and rated by Conde Nast Traveler US as the 3rd best global hotel brand Vivanta by
Taj offers an imaginative, vivacious and stylish take on 'cool luxury' Work hard and
play hard. Relax and energize. Ideate and confer. Evolve and transform. Revel in a
spirit that presents the normal with an unexpected twist. Stylish and sophisticated,
Vivanta by Taj delivers experiences with imagination, energy and efficiency.
Currently comprised of 29 hotels and resorts in India and the Indian Ocean region,
Vivanta by Taj is represented across key metropolitan capitals as well as popular
vacation destinations like Goa, Kerala, Rajasthan, Coorg, Langkawi, Bentota and the
Maldives. With innovative cuisine, energetic spaces, unique motifs, distinct avatars,
the smart use of technology and experiences that seek to constantly engage,
invigorate and relax, it appeals to the cosmopolitan world-traveler immersed in a
sensory lifestyle.
6. SWOT ANALYSIS:

STRENGTHS:

Ø Natural and cultural diversity: India has a rich artistic heritage. The" concinnity
in diversity" label attracts most excursionists. The plages, sunny strands,
backwoods of Kerala, snowcapped Himalayas and the inert lakes are
inconceivable.

Ø Demand-supply gap: Indian hostel industry is facing a mismatch between the

demand and supply of rooms leading to advanced room rates and residency
situations. With the honor of hosting Commonwealth Games 2010 there's
further demand of rooms in five- star hotels. This has led to the rapid-fire
expansion of the sector.

Ø Government support: The government has realized the significance of tourism

and has proposed a budget of Rs. 540 crores for the development of the
assiduity. The precedence is being given to the development of the structure
and of new sightseer destinations and circuits. The Department of Tourism
(DOT) has formerly started the" Inconceivable India" crusade for the creation
of tourism in India.

Ø Increase in the market share: India's share in transnational tourism and

hospitality market is anticipated to increase over the long- term. New budget
and star hospices are being established. Also, foreign hospitality players are
heading towards Indian markets.

WEAKNESS:

Ø Poor support infrastructure: Though the government is taking necessary

steps, many more things need to be done to improve the infrastructure. In
2003, the total expenditure made in this regard was US $150 billion in China
compared to US$ 21 billion in India.

Ø Slow implementation: The lack of adequate recognition for the tourism

industry has been hampering its growth prospects. Whatever steps are being
taken by the government are implemented at a slower pace.

Ø Susceptible to political events: The internal security scenario and social unrest
also hamper the foreign tourist arrival rates.
OPPURTUNITIES:

Ø Rising income: Owing to the rise in income levels, Indians have more spare
money to spend, which is expected to enhance leisure tourism.
Ø Open sky benefits: With the open sky policy, the trip and tourism industry has
seen an increase in business. Increased airline exertion has stimulated
demand and has helped ameliorate the structure. It has served both
transnational and domestic journey.

THREATS:

Ø Fluctuations in international tourist arrivals: The total reliance on foreign

excursionists can be parlous, as there are wide fluctuations in transnational
tourism. Domestic tourism needs to be given equal significance and measures
should be taken to promote it.

Ø Increasing competition: Several transnational majors like the Four Seasons,

Shangri- La and Aman Resorts are entering the Indian requests. Two other
groups- the Carlson Group and the Marriott chain- are also looking forward to
join this race. This will increase the competition for the being Indian hostel
majors.
6. OBJECTIVES OF THE PROJECT:

• To have an insight into the attributes and behavior of customers.

• To find out the differences among perceived service and expected service.

• To produce an executive service report to upgrade service characteristics.

• To understand customer preferences.

• To access the degree of satisfaction of the customers.

7. PROBLEM STATEMENT:

Due to the lack of other sources for a custom component, the we prefer and is willing
to pay more to a supplier with higher flexibility who can deliver unusually large orders
in a short notice. However, it is usually not straightforward to estimate how much
value the supplier flexibility possesses in the sense that it helps the manufacturer
achieve a target customer service level. We look into existing researches regarding
the problem of estimating the value of flexibility in assemble-to-order systems with a
custom component. Another interesting problem in capacitated supply chains is how
to guarantee customer service levels with limited resources.
8. LITERATURE REVIEW:

The four commonly used market segments- identifiable groups of customers with
similar needs for products and services - are full service, all - suites, limited service,
and extended stay. There is a great deal of overlap among these divisions, and
much confusion, some of which occurs because leaders in the hotel industry do not
agree on terminology. Some industry leaders avoid the “budget” tag because of its
connotations of cheapness and poor quality. Others welcome the label because it
appeals to those travelers who are looking for basic accommodations at very
inexpensive rates.

Nevertheless, the following definitions provide some idea of what is offered at each
level of service.

a) Harvinder Soni, Yashwant Singh Rawal (2014): Conducted a study on the

Hotel Industry is known for its lengthy occupancies and long working hours. It is
the industry with the most uncertain duty roasters, strict professional
environment and heavy and sudden work pressures inducing lot of physical
and mental labour. This often causes the employees to undergo major personal
life adjustments and self-psychological adaptations causing permanent
transitions in personality.
b) Milind A. Peshave1, Dr. Rajashree Gujarathi (2014): In the recent years, the
word productivity has gained popularity in the business world and it is no longer
a secret that productivity is positively linked to the Work-Life Balance (WLB)
situation of the concerned employees. Hotel industry is characterized by
provision of services round the clock. Moreover, due to the seasonal nature of
hotel business and high attrition rate in the industry, hotels face manpower
shortage.
c) Rajesh K. Yadav, Nishant Dabhade (2014): Study is done on Work life
balance and job satisfaction is not a problem to be solved. These are ongoing
issues to be managed. Both are not impossible, but it does take some
consistent effort and 198 Volume 21 revaluation on an ongoing basis. Work
can dominate your life. Recognizing what is important and necessary and
striving for what is valued will make a work-life balance feasible. Utilizing
management skills will enable you to have a job satisfaction and balance
between work and home life. For the employers, Work-life balance and Job
satisfaction of employees will be an important input in designing appropriate
policies for employees to address work - life balance and job satisfaction
issues. Apart from it, another significant objective is to study effects of work life
balance on job satisfaction and initiatives taken by the organizations for
effective work life balance and its relation with the job satisfaction. Standard
Deviation is applied in this paper to check the authenticity of data given by the
respondents of both the sectors.
Full service is a level that provides a wide range of conveniences for the guest.
These services include, but are not limited to, reservations, on - premise dining,
banquet and meeting facilities, and recreational facilities. Examples of a full - service
hotel include Marriott Hotels and Resorts, Renaissance Hotels, and Holiday Inns.
As discussed earlier, all - suites indicates a level of service for a guest who will
desire a more at - home atmosphere. Services include separate sleeping and living
areas or working areas, kitchenette facilities, wet bars, and other amenities at the
mid-price level. This concept appeals to the business traveler as well as to families.
Marriott Suites and Embassy Suite Hotels are examples of all - suite hotels. It is
interesting to note that this concept is also employed in older center – city
commercial hotels, in which adjoining rooms alongside the bedroom and bath have
been remodeled into living rooms and kitchenettes to create suites.

Limited service emphasizes basic room accommodations, guest amenities, and

minimal public areas. A continental breakfast and / or an evening cocktail is often
included in the price of the room. The guest has the opportunity to trade the public
meeting room for free in - room movies, the dining room for free local phone calls.
Hampton Inns and Ramada Limited are examples of limited - service hotels.

Extended stay is a level of service that offers a “home away from home” atmosphere
for business executives, visitors, and families who are planning to visit an area for an
extended period of time. A fully equipped kitchenette allows international guests to
prepare foods that provide comfort in a new environment. Also, the spacious
bedrooms and living areas provide work and recreational areas. Light breakfast and
evening meals are also included. An example of this level of service is Hilton’s Home
wood Suite’s hotels.

There is little existing literature concerning service differentiation with advance arrival
information. One of notable research streams is the study of queueing systems with
scheduled arrivals. Scheduled arrivals are related to our study in the sense the
service order is determined by the time on the arrival schedule not by the time when
a customer actually arrives. Mercer considers a queueing system in which customers
are scheduled to arrive during equal time intervals and must arrive within the
scheduled interval. He analyzes the waiting time distribution when the service time is
exponential. Sabria and Daganzo consider a model where late customers still join
the system and the service may take place in an order different from that of arrivals.
They provide light traffic approximations of the expected waiting time for general
lateness and service distributions. Doi et al study a queuing model with general
scheduled interracial times and exponential distributions for delay and service time.
The customer arriving after the next scheduled arrival must leave the system
immediately. For this model, they provide the steady-state distribution of waiting
time.
9. METHODOLOGY:

The procedure adopted for conducting the research requires a lot of attention as it
has direct bearing on the accuracy, reliability and adequacy of results obtained. It is
due to this reason that research methodology, which we used at the time of
conducting; the research needs to be elaborated upon. It provides the researcher
criteria by which we can decide which techniques and procedures will be applicable
to a given problem. At the same times it helps the researcher to clearly state what
course of action he selects at the time of conducting the research and why he
selects then so that they can be evaluated by others also.

The University of Michigan's American Customer Satisfaction Index (ACSI) is the

scientific standard of customer satisfaction. Academic research has shown that the
national ACSI score is a strong predictor of Gross Domestic Product (GDP) growth,
and an even stronger predictor of Personal Consumption Expenditure (PCE) growth.
On the microeconomic level, research has shown that ACSI data predicts stock
market performance, both for market indices and for individually traded companies.
Increasing ACSI scores has been shown to predict loyalty, word-of-mouth
recommendations, and purchase behavior.
10. RESEARCH DESIGN:

A research design is the arrangement of conditions for collection and analysis of

data in a manner that aims to combine relevance to the research purpose with
economy in procedure. In fact, research is the conceptual structure within which
research is conducted; it constitutes the blueprint for the collection, measurement
and analysis of data.

Different research designs can be categorized as: -

• Research design in case of exploratory research studies

• Research design in case of descriptive research studies
• Research design in case of diagnostic research studies
• Research design in case of hypothesis-testing research studies

In this study Empirical research studies is used because Empirical research relies on
experience or observation alone, often without due regard for system and theory. It is
data-based research, coming up with conclusions which are capable of being verified
by observation or experiment and in this report the empirical research design is used
to find out the effect of service level.
11. RESEARCH METHODOLOGY:

A descriptive study tries to discover answers to the questions who, what, when, and,
sometimes, how. The researcher attempts to describe or define a subject, often by
creating a profile of a group of problems, people, or events.

‘Research refers to search for knowledge. In fact, research is an act of scientific

investigation’. Any effort which is directed to a detailed study for better results is
known as ‘Research’.

A system of models, procedures and techniques used to find the results of a

research problem is called ‘Research Methodology’. The research methodology used
by researcher is an ‘Analytical Type’; where in critical evaluation of the data is done
to explore the possibility of obtaining as many relationships as possible between
variables.

The survey was carried out by circulating questionnaire to the customers and
conducting personal observations and talks with the authorities of the hotel.
12. METHOD OF DATA COLLECTION:

Primary data are those collected by the investigator himself for the first time and
thus they are original in character, they are collected for a particular purpose.

Secondary data are those, which have already been collected by some other
persons for their purpose and published. Secondary data are usually in the shape of
finished products.

Two types of secondary data are collected for the preparation of project work:

Ø Internal data was generated from hotel industry’s brochures, manuals and
annual reports.
Ø External data, on the other hand, was generated from the magazines,
research books, internet and intranet.

Here the method of data collection was Primary data collection.

13. SAMPLING METHOD:

A sample is a representative part of the population. In sampling technique,

information is collected only from a representative part of the universe and the
conclusions are drawn on that basis for the entire universe.

There are 5 types of sampling method:

• Random
• Systematic
• Convenience
• Cluster
• Stratified

Random sampling, or probability sampling, is a sampling method that allows for the
randomization of sample selection, i.e., each sample has the same probability as
other samples to be selected to serve as a representation of an entire population.

Random sampling is considered one of the most popular and simple data collection
methods in research fields (probability and statistics, mathematics, etc.). It allows for
unbiased data collection, which lets studies arrive at unbiased conclusions.

Here we have used simple random sampling method to gather the information we
need to make this report.
14. SAMPLE DESIGN:

A sample design is a definite plan for obtaining a sample from a given population. It
refers to the technique or the procedure the researcher would adopt in selecting
items for the sample.

Steps in Sample Design:

• Type of Universe
• Sampling Unit
• Sampling Frame
• Size of Sample
• Budgetary Constraints
• Sampling Procedure

Sample size denotes the number of elements selected for the present study, 100
customers were selected at random in 15 days. The sample size was 100 for both
the catering and accommodation respectively.
15. DATA ANALYSIS AND INTERPRETATION:
15.1 THE HOSPITALITY INDUSTRY:

Hospitality is the relationship between a guest and a host, or the act or practice of
being hospitable. That is, the reception and entertainment of guests, visitors, or
strangers, with liberality and goodwill. Hospitality frequently refers to the hospitality
industry, which includes hotels, restaurants, casinos, catering, resorts, membership
clubs, conventions, attractions, special events, and other services for travelers
and tourists.

Hospitality is also known as the act of generously providing care and kindness to
whoever is in need. In the Homeric ages, hospitality was under the protection of
Zeus, the chief deity of the Greek pantheon. Zeus was also attributed with the title
'Xenios Zeus' ('xenos' means stranger); emphasizing the fact that hospitality was of
the utmost importance. A stranger passing outside a Greek house could be invited
inside the house by the family. The host washed the stranger's feet, offered him/her
food and wine, and only after he/she was comfortable could be asked to tell his/her
name.

India is one of the oldest civilizations on earth, and like every culture has its own
favorite stories including quite a few on hospitality. That of a simpleton readily
sharing his meager morsels with an uninvited guest, only to discover that the guest is
a God in disguise, who rewards his generosity with abundance.

15.2. STANDARDS OF CLASSIFICATION:

Stars are often used as symbol for classification purposes. A set of one to five stars
is to categorize hotels. Some countries have official body with standard criteria for
classifying hotels, but in many other there are none. There have been attempts at
unifying the classification system so that it becomes an internationally recognized &
reliable standard but large differences exist in the quality of the accommodation &
the food within one category of hotel, sometimes even in the same country.
 15.3. MEANING OF RATING BY STARS:

Ø * (One stars) –low budget hotel; it’s less expensive; may not have maid
service or room service.

Ø ** (two stars) – budget hotel; slightly more expensive; have maid service.

Ø *** (three stars) – middle class hotel; moderately priced; daily room service
available; may have – internet, swimming pool, etc.

Ø **** (four stars) – first class hotel; it’s expensive; it contains all previously
mentioned services; it has many luxury services.

Ø ***** (five stars) – luxury hotel; most expensive hotel; various extras to
enhance the quality of the clients.

15.4. CORPORATE SUSTAINABILITY AND SOCIAL RESPONSIBILITY:

As part of Tata's; India's premier business house; we at the Taj Group, have always
believed in society and environment being integral stakeholders in our business.
Over the last 112 years, we have endeavored to uphold the belief of our founder,
'Jamshedji Tata' that the 'purpose of business' is rooted in the advancement of the
society in which it operates in.

This belief has driven our corporate sustainability endeavors where we have striven
to make a positive impact in the destinations of our hotel locations.

Supporting the local communities in the areas of our operations and reducing the
carbon footprint of our hotels has been at the forefront of our sustainability
endeavors.

We have continuously reviewed and evolved our programs to ensure our support
meets the current needs of the locally based communities and is relevant to the
ever-changing environment. In 2008-09, we further evolved our programs to
undertake initiatives based on our core competencies. This led to the initiation of our
corporate social responsibility theme of 'Building Sustainable Livelihoods' and the
EARTH (Environment Awareness and Renewal at Taj Hotels) program.
Under 'Building Sustainable Livelihoods', we support enterprise development of
farmers, women self-help groups and small-scale entrepreneurs. We promote
indigenous artisans and craftsmen through our revival of indigenous art and culture
program. And in partnership with like-minded organizations, we work towards
enhancing the employability of less privileged rural youth through our Hospitality Skill
Training Program. Over the last five years, we have trained and certified over 12,000
youth, 97% of who have received employment in the hospitality industry. Our hotels
year on year support over 300 artisans and source products and services worth over
two cores through our sensitive vendor tie-ups.

While community development is important, we understand our environmental

footprint plays a key role in ensuring the locations of our operations are well
maintained. Through our EARTH program, we have furthered our efforts towards
reducing our energy, waste and water footprint. To help reduce the impact of our
daily operations, we partnered with Earth Check - the world's leading environmental
management, benchmarking and certification program for the travel and tourism
industry. Through EarthCheck, our 100 plus hotels environmental and social
performance is benchmarked against their peers and certified post evaluation. Over
the last 5 years, all our hotels have achieved silver certification & eight of our hotels
have achieved Gold Certification - which is the second highest EarthCheck
certification standard.

Resort and Spa, Maldives, Vivanta by Taj - MG Road, Bangalore, Rambagh Palace,
Jaipur, Vivanta by Taj - President, Mumbai and Vivanta by Taj - Ambassador, Delhi.
More than 24 hotels are striving to achieve gold certification by 2016.

For us at the Taj Group, our sustainability journey is a continuous and evolving
endeavor. We relentlessly strive to positively impact the destinations in which we
operate as we understand our survival and well-being is dependent on the natural
environment. Like every year, it has been developed based on the GRI G3.1
Guidelines, conforming to the requirements of application-level A+ having received
external assurance. It also serves as a Communication on Progress towards our
commitment to United Nations Global Compact (UNGC) principles and is aligned to
the National Voluntary Guidelines on Social, Environmental and Economic
Responsibilities of Business (NVG-SEE).

15.5. HOTEL:

In general hotels offer two major services:

(a) accommodation
(b) dining services.

Based on the quality and extend of services provided, location, bedroom, food and
beverage, general facilities, and special facilities like business center, airport
transfer, etc. hotels are further classified into Deluxe, First class, standard and
economy. A hotel is an establishment that renders lodging in lieu of payment. This
lodging is usually given in exchange for a specified predetermined amount of money.
Hotel guests can expect a room with private bath, telephone, radio, and television.

15.6. HOTEL SEGMENTATION:

15.7. SUPPLEMENTARY SERVICES:

Ø Restaurant and Bar

• Starboard
• Wasabi
• Golden Dragon
• Souk
• The Zodiac Grill
• Harbor Bar
•
Ø Meeting Room and Banquet Facility
Gym, Spa and Salon

Ø Courier
 Ø Laundry

Ø Travel Guide & Pick–up and drop–in facility

Child Care Facilities & Wakeup Call.

Ø Currency Exchange

15.8. DEPARTMENTS OF HOTEL:

Ø PERSONNEL

Ø SALES

Ø LAUNDRY

Ø HOUSEKEEPING

Ø MAINTAINENCE

Ø CREDIT

Ø COMPUTER CENTRE

Ø SECURITY

Ø PURCHASE AND RECEIVING

Ø MAIN STORES

Ø ACCOUNTS

Ø HEALTH CLUB

Ø PRODUCTION
ü MAIN KITCHEN
ü SATELLITE KITCHEN
ü BAKERY

Ø FOOD AND BEVERAGE SERVICES

ü RESTAURENTS
ü BANQUETS
ü COFFEE SHOP
ü ROOM SERVICE
ü BARS
ü 15.9. SERVICE PROCESS:
15.10. THE CUSTOMER SATISFACTION:

Guest Speak 2015

Lyn Middlehurst and David Maslin

Managing Director, the Gallivanter's Guide
Vivanta by Taj, Surajkund
Thank you for taking such excellent care of us. Caring professional staff and great F&B.

Mr.Hinrek Topsoe
Chairman, Haldore Topsoe
Vivanta by Taj, Surajkund
Thank you for great service to the whole Topsoe group.

Mr. Shiv Khera

Educator, Author, Business Consultant
Vivanta by Taj, Surajkund
Your hospitality and courtesy makes the country proud.

Mr. Mukund Rajan

Group Executive Council- Brand Custodian and Chief Ethics officer, Tata Sons Ltd
Vivanta by Taj, Surajkund
Short, but very comfortable stay. Certainly tempts one to consider this option on further visits to the National Capital
region, distance withstanding. Keep up the god work.

Mr. Naushad Forbes

Director, Spirax Marshall Private Limited
 Vivanta by Taj, Surajkund
Thank you for a very nice stay. Excellent service by all and stay too short. Will be back!

Mr. R. K. Aggarwal
Joint Director, Cultural Government of Chhattisgarh
Vivanta by Taj, Surajkund
You are wonderful. Thank you.

Guest Speak 2014

HE the right honorable David Johnston and Mrs. Sharon Johnston

The Governor General of Canada
The Taj Mahal Palace, Mumbai
27th Feb - 2nd March 2014
With admiration for the professionalism and creativity legendary at the Taj. We were particularly touched by the memorial
to those who lost their lives in the terrible terror attack and the opportunity for us to pay the respects of the people of
Canada.

Mr. Waheed Hassan and Mrs. Ilham Hassan, President and First Lady of
Maldives The Taj West End, Bangalore
February 2014
Thank you for the hospitality. My wife and I enjoyed staying here. The gardens and the general atmosphere is very
relaxing. The service was excellent. We look forward to visiting again.

Mr. Joachim Gauck & Ms. Daniela Schadt, President and First Lady of Germany
The Taj West End, Bangalore
February 2014
This is a very special place - wonderful! Thank you for your hospitality and the excellent service!

Seema and Vir Sanghvi

Vivanta by Taj - Connemara, Chennai
9th February 2014
So glad to see The Connemara looking better than ever. Lovely hotel, excellently managed. Great food. Will be back.
 15.11. FOLLOWING THE INTERPRETATIONS OF THE RESEARCH:

The specialist took determined endeavours to gather direct and bona fide information
to find the current state of the country market. Above all else, 100 objective
respondents from the hotel premises were short-recorded dependent on a random
testing method. As expressed over, the apparatus for information assortment utilized
was ‘Survey.’ It is planned in a precise and logical way. The divulgence of
namelessness, secrecy was given orally and the reason for research was likewise
imparted to them as a piece of examination morals. The information is deciphered in
the accompanying way.

Q1. How did you get to know about THE TAJ HOTELS?

This question was asked to the respondent to know the source of awareness about
the hotel and make necessary conclusions about the marketing strategy.

The table mentioned below shows the results,

Parameters Frequency Percentage

Brochures/pamphlets - -

Television - -

Magazine/News papers 24 24%

Word of mouth 68 68%

Any other 8 8%

Total 100 100

 80

70

60

50
Percentage

40

30

20

10

0
Brochures / Television Magazine / Word of mouth Any other
pamphlets News papers
Parameters

Interpretation:

The answer to this question revealed that most of the customers got to know about
THE TAJ HOTELS from friends, relative’s etc. other marketing strategies such as
circulating brochures and pamphlets were not adopted by the respondents.

Q2. Reasons that made the guest prefer THE TAJ HOTELS?

The response to this particular question would help the researcher to know why the
customers preferred to stay at THE TAJ HOTELS.

The table mentioned below shows the results,

Parameters Frequency Percentage

Profile of the hotel 24 24%

Value for money 16 16%

Facilities 8 8%

Service 4 4%

Location 44 44%

Proximity 4 4%

Total 100 100

 45

40

35

30
Percentage

25

20

15

10

0
Profile of Value for Facilities Service Location Proximity
the hotel money
Parameters

Interpretation:

Most of the customers preferred THE TAJ HOTELS because of the convenience due
to location and profile of the hotel.

Q3. Customer Satisfaction regarding the facilities / service (accommodation).

This question helped the researcher to know if the guests are satisfied with the
facilities or not.

The table shows the results,

Parameters Frequency Percentage

Yes 72 72%

No 28 28%

Total 100 100

 28%

Yes
No

72%

Interpretation:

The study revealed that 72% of the customers were not satisfied with the facilities
provided at HE TAJ HOTELS but 28% were dissatisfied too.

Q4. Attractive facilities or services at THE TAJ HOTELS (open ended question)

The table shows the results,

Parameters Frequency Percentage

24 hrs room service 20 20

Doctor on call 4 4

Laundry services 6 6

Shopping arcade 10 10

Health club/Ayurvedic centre 28 28

STD/ISD calling from room 12 12

Currency exchange 4 4
 Secretarial Service 16 16

Total 100 100

30

25

20
Percentage

15

10

0
ll

ge
de

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e

om
re
ca

ice
ic

nt

vi
an
ca
rv

ro
on

rv

er
ce
se

ar

ch
se

lS
or

ex
ng
om

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di

ia
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ct

dr

ve
pi

ar
Do
ro

nc
op
un

et
llin
ur
s

rre
Sh

cr
Ay
La
hr

ca

Se
Cu
b/
24

D
clu

IS
D/
th

ST
al
He

Parameters

Interpretation:

32% of the respondents were of the opinion that 24hrs room service and internets
are the facilities that they found attractive. While the remaining 68% found none of
the facilities attractive.

Q5. Are there any complaint against the hotel?

This is to know how many guests had complaints with regard the facilities and
services.

The table mentioned below shows the results,

parameters frequency percentage

Yes 44 44%

No 56 56%

Total 100 100

 44%
Yes
No
56%

Interpretation:

44% of the guests had some number of complaints while the remaining 56% didn’t
have any complaints.

Q6. Would you like to stay again?

The response of this question will help the researcher to know the customer
retention at THE TAJ HOTELS heritage and also the dissatisfaction level regarding
the facilities and services.

The table mentioned below shows the results,

parameters frequency percentage

Yes 72 72%

No 28 28%

Total 100 100

 28%

Yes
No

72%

Interpretation:

72% were in the opinion that they would come over again and the remaining 28%
were of the opinion that they won’t come back.

Q7. What was level of comfort at the restaurant or at the coffee shop.

This will help to know whether the customers are comfortable at the restaurant or at
the coffee shop.

The table mentioned below shows the results,

Parameters Frequency Percentage

Yes 95 95%

No 5 5%

Total 100 100

 5%

Yes
No

95%

Interpretation:

95% felt comfortable at the restaurant as the other 5% were not comfortable.

Q8. Have you been to The Benhur Restaurant or The Coffee Shop at THE TAJ
HOTELS?

This will help the researcher to know the number of customer in the restaurant and
the coffee shop.

The table mentioned below shows the results,

Parameters Frequency Percentage

Benhur Restaurant 75 75%

Coffee Shop 25 25%

total 100 100

 80

70

60

50
Percentage

40

30

20

10

0
Benhur Restaurant Coffee Shop
Parameters

Interpretation:

75% visited Benhur Restaurant and the remaining 25% visited the coffee shop.

Q9. You visited THE TAJ HOTELS with your______?

This question was prepared to know the type of customers visiting the hotel.

The table mentioned below shows the results,

Parameters Frequency Percentage

Relatives 10 10%

Friends 25 25%

Family 48 48%

Colleagues 12 12%

Any other 5 5%

Total 100 100

 60

50

40
Percentage

30

20

10

0
Relatives Friends Family Colleagues Any other
Parameters

Interpretation:

48% of the customers visited THE TAJ HOTELS with their family, 25% of them
visited with their friends, 12% with the colleagues and 10% with their relatives.

Q10. Timing Convenience?

This question was asked to the customers to know whether they found the time
taken convenient or whether there was any delay.

The table mentioned below shows the results,

Parameters Frequency Percentage

Yes 85 85%

No 15 15%

Total 100 100

 15%

Yes
No

85%

Interpretation:

85% of the customers found that the timing was convenient and the 15% found that
the timing was not convenient.

Q11. What would you like to rate the hotel?

The questionnaire included a question in which the guests were asked to rate on
some of the aspects which are certain basic requirements to make their visit to the
restaurant pleasurable and worth.

Column 1- Parameters
Column 2- Cleanliness
Column 3- Quality of food
Column 4- Value of money
Column 5- Attitude of staff
Column 6- Standard of service
Column 7- House keeping
Column 8- Lighting
Column 9- Reservations
Column 10- Safety
1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

Excellent 25% 32% 20% 42% 45% 12% 20% 28% 35%

Good 60% 53% 35% 48% 39% 60% 60% 42% 47%

Average 14% 12% 38% 8% 12% 24% 18% 21% 15%

Poor 1% 3% 7% 2% 4% 4% 2% 9% 3%

Total 100 100 100 100 100 100 100 100 100

Interpretation:

Ø On the parameter of cleanliness 25% said it was excellent, 60% said it was
good, 14% said it was average, and 1% said it was poor.
Ø On the parameter of quality of food 32% said it was excellent, 53% said it
was good, 12% said it was average, and 7% said it was poor.
Ø On the parameter of value of money 20% said it was excellent, 35% said it
was good, 38% said it was average, and 7% said it was poor.
Ø On the parameter of attitude of staff 42% said it was excellent, 48% said it
was good, 8% said it was average, and 2% said it was poor.
Ø On the parameter of standard of service 45% said it was excellent, 39%
said it was good, 12% said it was average, and 4% said it was poor.
Ø On the parameter of housekeeping 12% said it was excellent, 60% said it
was good, 24% said it was average, and 2% said it was poor.
Ø On the parameter of lighting 20% said it was excellent, 60% said it was
good, 18% said it was average, and 2% said it was poor.
Ø On the parameter of reservations 28% said it was excellent, 42% said it was
good, 21% said it was average, and 9% said it was poor.
Ø On the parameter of safety 35% said it was excellent, 47% said it was good,
15% said it was average, and 3% said it was poor.
16. FINDINGS:
TAJ Hotels, Resorts and Palaces, wherein TAJ remaining the old world, luxury brand
in the five-star category, the umbrella branding was diluting the image of the TAJ
brand because although the different hotels such as Vivanta by Taj- the four star
category, Gateway in the three star category and Ginger the two star economy
brand, were positioned and categorised differently, customers still expected the high
quality of Taj from all their properties.

The measurement of subjective aspects of customer service depends on the

conformity of the expected benefit with the perceived result. This in turns depends
upon the customer's expectation in terms of service, they might receive and the
service provider's ability and talent to present this expected service. Successful
Companies add benefits to their offering that not only satisfy the customers but also
surprise and delight them. Delighting customers is a matter of exceeding their
expectations.

Pre-defined objective criteria may be unattainable in practice, in which case, the

best possible achievable result becomes the ideal. The objective ideal may still be
poor, in subjective terms.

Service quality can be related to service potential (for example, worker's

qualifications); service process (for example, the quickness of service) and service
result (customer satisfaction).

Service operations has always been a tough business. Traditionally viewed as a

back-office cost centre to be contained, service operations had an evergreen
expectation for annual cost reduction while continuously meeting service levels that
delight customers at all times. Nothing has changed, but the pressure is mounting
and next level improvement is getting ever tougher at higher customer expectation
levels. “Five percent cheaper and just as good” isn’t good enough anymore. Old and
new competitors are aiming for “50 percent cheaper – and a lot better.” Service
operations is becoming part of the customer experience in a way that it never was
before. Service operations productivity has not really improved and customer
satisfaction levels have barely budged over time.

Service operations managers must adopt six personalities to rise to the challenge.
For service operations, the information age is arriving fast. Every customer
interaction, process step, and multi-channel communication can be tracked, stored,
analysed, and used to drive improvement. Yet often they are not.

Operations professionals who realize the potential not only identify, diagnose, and fix
customer problems before they emerge, but also make better business decisions, for
example pinpointing unprofitable delivery chain segments.
Today, top performers are creating major impact with the data they have already but
have not exploited. Consider this Service Industry situation: Telecoms have
traditionally built one-size-fits-all networks. But with the increasing importance of
data and increased competition, smart companies fine tune their network design and
performance, and the offer they make to customers, sometimes even to the level of
discrete devices.
17. LIMITATIONS OF THE STUDY:

Ø Time constraints: The stipulated time for the project to be completed is less
and thus there are chances that some information might have been left out,
however due care is been taken to include all the relevant information
needed.

Ø Sample size: Due to the time constraints the sample size was relatively small
and would definitely have been more representative if I had collected
information from more respondents.

Ø Accuracy: It is difficult to know if all the respondents gave accurate

information; some respondents tend to give misleading information.

Ø It was difficult to find respondents as they were busy in their schedule, and
collection of data was very difficult. Therefore, the study had to be carried out
based on the availability of respondents.

Ø Time and money is also one of the important limitations.

18. REFRENCES:

WEBSITES:

• http://www.tajhotels.com/about-taj/Hotel industry-
information/default.html

• http://www.tajhotels.com/about-taj/Hotel industry-information/history-of-
taj.html

• http://www.tajhotels.com/about-taj/Hotel industry-information/our-
hotels.html

• http://www.tajhotels.com/press-room/awards.html

• http://www.tajhotels.com/press-room/guest-speak.html

• http://www.tajhotels.com/press-room/taj-publications.html

• WWW.GOOGLE.COM

• types of sampling - Google Search

• Determining Sample Design (bujhansi.ac.in)

Ø CASE STUDIES ON TAJ HOTELS:

• WWW.SLIDESHARE.COM

• WWW.GOOGLE.IMAGES.COM
19. ANNEXURE:

QUESTIONNAIRE:

Please answer the following questions by choosing the correct option:

Q1. How did you get to know about THE TAJ HOTELS?
A. Brochures/pamphlets
B. Television
C. Magazine/News papers
D. Word of mouth
E. Any other

Q2. Reasons that made the guest prefer THE TAJ HOTELS?
A. Profile of the hotel
B. Value for money
C. Facilities
D. Service
E. Location
F. Proximity

Q3. Customer Satisfaction regarding the facilities / service (accommodation).

A. YES
B. NO

Q4. Attractive facilities or services at THE TAJ HOTELS (open ended question)
A. 24 hrs room service
B. Doctor on call
C. Laundry services
D. Shopping arcade
E. Health club/Ayurvedic centre
F. STD/ISD calling from room
G. Currency exchange

Q5. Are there any complaint against the hotel?

A. YES
B. NO

Q6. Would you like to stay again?

A. YES
B. NO

Q7. What was the level of comfort at the restaurant or at the coffee shop?
A. YES
B. NO
Q8. Have you been to The Benhur Restaurant or The Coffee Shop at THE TAJ
HOTELS?
A. Benhur restaurant
B. Coffee shop

Q9. You visited THE TAJ HOTELS with your______?

A. Relatives
B. Friends
C. Family
D. Colleagues
E. Any other

Q10. Timing Convenience?

A. YES
B. NO

Q11. What would you like to rate the hotel on the basis of?

Cleanliness
A. excellent. B. good. C. average. D. poor

Quality of food
A. excellent. B. good. C. average. D. poor

Value of money
A. excellent. B. good. C. average. D. poor

Attitude of staff
A. excellent. B. good. C. average. D. poor

Standard of service
A. excellent. B. good. C. average. D. poor

House keeping
A. excellent. B. good. C. average. D. poor.

Lighting
A. excellent. B. good. C. average. D. poor

Reservations
A. excellent. B. good. C. average. D. poor

Safety
A. excellent. B. good. C. average. D. poor