A CASE STUDY

SUBMITTED BY:
VARUN KUMAR CHAUHAN
MBA- GENERAL ‘B’
190101010004
 CASE OVERVIEW

 Case is of the year 2008.

 Perceived customer service.
 Mid-tier hotels showing recent downward trend
 Ramada holds steady but bracing for problems.
 Ramada embraces three areas of customer
satisfaction:
 Hiring
 Training
 Motivation
 COMPANY BACKGROUND

 9000 properties.
 More than 50
countries.
 31000 employees.
 Businesses
 Hotel

 Event Management
 LEARNING INSPIRATION

 Three Business’s Ramada

learned from:
 Disney
 Set benchmark for
exceptional customer
service
 Southwest Airlines
 Captured an essence of
“fun” in air travel
 TGI Friday’s
 Low employee turnover,
and high employee loyalty
 MANAGEMENT DILEMMA

 Management dilemma is
generally the symptom of Shifflet’s 10- point scale.
an actual problem.
 Customers frequenting
mid-tier hotels noted
declining service levels,
which is 7 or even lower
than 7 in the rating of
Shifflet’s 10- point scale.
 RFS needed to prevent
this industry trend.
 MANAGEMENT QUESTION

Since the level of customer satisfaction highly

depends on employees’ delivery of service the
management question for Ramada is:
 What programs in hiring, training, and motivation
should Ramada develop and implement in order to
prevent declining service?
 RESEARCH QUESTIONS

 What can be done to self- motivate employees?

 What skills and capabilities should the management focus
on while hiring the employees?
 How are the benchmarked companies providing training to
their employees resulting exceptional customer
satisfaction?
 What are the approaches and ways for Ramada to motivate
employees to deliver exceptional customer service?
 HYPOTHESIS
 New training techniques
and employee satisfaction
equals exceptional
customer service.
 Data collection
 Hired Unifocus.
 In-depth guest surveys at
every property.
 D.K. Shifflet’s syndicated
research on customer
service.
 Use 10-point scale
 HOW DATA WAS COLLECTED ?

 STEP 1:- The research process includes systematic

identification-
 Ramada identified the problem which was declining customer
satisfaction and employees hiring, training and motivating
program as a source.
 STEP 2:- Collection-
 Ramada collected the information through secondary sources
from Shifflet’s research survey.
 Target Audience
 31,000 employees at 900 Ramada properties
 Face-to-face (Open-ended) employee input
 HOW DATA WAS COLLECTED ?

 STEP 3:- Designing the Research Project.

 Plan of Action
 Rather than have a stereotypical meeting, they created an
atmosphere similar to a hotel grand opening
 Festive atmosphere, food, comedy

 Headquarters staff arrived:

 Morning: Extracted information from management, hearing issues
 Afternoon: Employees invited to share their ideas and concerns
about the three initiatives
 STEP 4:- Data collection and Preparation.
 Each property taken as benchmark was visited.
 Employees as well as management was interviewed.
 HOW DATA WAS COLLECTED ?

 STEP 5:- Data Analysis

and interpretation.
 All answers from
management and
employees:
 Recorded on a detailed
summary form for record
and analysis
 STEP 6:- Reporting the
Results.
 RESULTS OF RESEARCH
 Hiring
 characteristics of self-motivated
employees discovered by
Predictive Index used as
hiring screens
 Training
 Boring & Ineffective
 RFS’s Benchmarking states:
 Exceptional customer service
stems from a more interactive
(fun) training approach
 Higher employee involvement
generates more knowledgeable
employees
 Happy customers
 RESULTS OF RESEARCH

 Prior Rewards for accomplishment

 Originally big ticket rewards, over long period
 Employee Response
 Became lackluster as time progressed
 Solution:
 Create more incentives over a shorter period of time for greater
inspiration and involvement
 MANAGEMENT DECISIONS

 Establish what factors influence employees (Hiring)

 Screen prospective employees for characteristics revealed by Predictive
Index
 RFS Training
 Traditional method scrapped, integrated new interactive, multimedia
training. Additionally, self- paced learning has been established at less busy
Ramada’s
 Motivation Program
 Focuses on rewarding employees on different levels of accomplishment
 Performance
 Supervisor
 Peer Nomination
 Completion of Training Modules
 Continued self-directed efforts for personal development by employees
 ACCOMPLISHMENTS

 Hiring
 Allowed for RFS to understand what to look for in a
prospective hire, personality and mentality
 Training
 Discovered that traditional methods became outdated and that
establishing newer, more interactive and modern techniques,
could catalyze employees
 Motivating
 Smaller awards over a shorter term were more attainable than
larger over long term.
 POST RESEARCH RESULTS

Ramada now scores in the good to exceptional range within the


D.K Shifflet service ratings
Increase of 30.5%
Employees are more interactive and using their point system to

gain rewards and gifts
The motto of “Personal Best” is company wide rather than just

an HR term.
As a result of their efforts:

Named to the 2009 Fortune World’s Most Admired Companies
Wyndham Worldwide ranked second on the list in the hotels,
casinos and resorts category
 REFERENCES

 Case taken from : Business Research Methods,

12/e (SIE) By Donald R. Cooper, Pamela S.
Schindler, J.K. Sharma.
 https://
www.termpaperwarehouse.com/essay-on/Ramada-
Case-Study/339958
 https://www.chegg.com/homework-help/questions-
and-answers/1-explain-role-process-exploration-ra
mada-s-research-role-secondary-data-play-explorati
on--
q30792643
 https://
www.coursehero.com/file/51618156/Business-Resea