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    Hotel Paris Case Group6 20.2.23

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    The Hotel Paris International started as a single hotel in 1995 and has since expanded to nine hotels across major cities in Europe and North America. To capitalize on their reputation for good service, their corporate strategy is to expand geographically. However, their reputation for good service has been deteriorating. To address this, their competitive strategy will be to use superior guest services to differentiate themselves. This will help increase length of stays, return rates, and revenues while improving profitability and satisfying guests. Key workforce competencies include high-quality front desk customer service. HR policies aim to improve disciplinary fairness and enhance employee morale to improve front desk service and guest satisfaction. HR metrics will measure the effectiveness of these strategies and HR practices.

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    Hotel Paris Case Group6 20.2.23

    Uploaded by

    kaungsu thar
    14 views10 pages
    The Hotel Paris International started as a single hotel in 1995 and has since expanded to nine hotels across major cities in Europe and North America. To capitalize on their reputation for good service, their corporate strategy is to expand geographically. However, their reputation for good service has been deteriorating. To address this, their competitive strategy will be to use superior guest services to differentiate themselves. This will help increase length of stays, return rates, and revenues while improving profitability and satisfying guests. Key workforce competencies include high-quality front desk customer service. HR policies aim to improve disciplinary fairness and enhance employee morale to improve front desk service and guest satisfaction. HR metrics will measure the effectiveness of these strategies and HR practices.

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    The Hotel Paris International started as a single hotel in 1995 and has since expanded to nine hotels across major cities in Europe and North America. To capitalize on their reputation for good service, their corporate strategy is to expand geographically. However, their reputation for good service has been deteriorating. To address this, their competitive strategy will be to use superior guest services to differentiate themselves. This will help increase length of stays, return rates, and revenues while improving profitability and satisfying guests. Key workforce competencies include high-quality front desk customer service. HR policies aim to improve disciplinary fairness and enhance employee morale to improve front desk service and guest satisfaction. HR metrics will measure the effectiveness of these strategies and HR practices.

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    Download as pptx, pdf, or txt
    14 views10 pages

    Hotel Paris Case Group6 20.2.23

    Uploaded by

    kaungsu thar
    The Hotel Paris International started as a single hotel in 1995 and has since expanded to nine hotels across major cities in Europe and North America. To capitalize on their reputation for good service, their corporate strategy is to expand geographically. However, their reputation for good service has been deteriorating. To address this, their competitive strategy will be to use superior guest services to differentiate themselves. This will help increase length of stays, return rates, and revenues while improving profitability and satisfying guests. Key workforce competencies include high-quality front desk customer service. HR policies aim to improve disciplinary fairness and enhance employee morale to improve front desk service and guest satisfaction. HR metrics will measure the effectiveness of these strategies and HR practices.

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    of 10

    THE HOTEL PARIS INTERNATIONAL

    Case Study

    MBF (Day) 4th Batch, Group-6


    26 Feb 2023
    Group 6 – 11 Members

    MBFI-44, Pann Mu Yar Bo (EC)

    MBFI-1, Aung Myat Min MBFI-16, Ei Mon Shwe MBFI-18, Han Ni Pyae Phyoe

    MBFI-20, Hnin Yu Wai MBFI-22, Kaung Su Thar MBFI-27, Khine Soe Wai

    MBFI-34/3rd,May Myat Thu MBFI-39, Myat Wuttyee MBFI-48, Sandar Winn

    MBFI-51, Shun Lai Phyu


    Hotel Paris International
    • The Hotel Paris International starting as a single hotel in a Paris suburb in 1995,
    • Now a chain of nine hotels
    • With 2 in France, one each in London and Rome, and others in New York, Miami,
    Washington, Chicago and Los Angeles

    Corporate Strategy
    • To expand hotel’s boundaries geographically
    • Capitalize on their reputation for good service
    by providing multi-city alternatives for their
    satisfied guests

    Problem
    Their reputation for good services has been
    deteriorating
    Competitive Strategy
    • The Hotel Paris will use superior guest services to differentiate the hotel Paris
    properties
    • Increase the length of stays and return rate of guests thus boost revenues
    • Profitability

    Organizational Outcomes
    • Satisfied guests for providing good services
    • Fewer customer complaints more written compliments
    • More frequent guests returns, Longer stays
    • Higher guest expenditures per room
    Workforce Competencies and Behavior
    • High-quality front-desk customer service
    • Taking calls for reservation in a friendly manner
    • Greeting guests at the front door
    • Processing guests room service meals efficiently
    • high-morale employees

    HR Policies and Activities


    • Improve the disciplinary fairness and justice in the company
    • Improving employee morale
    • Enhanced fairness > Higher morale > improve front-desk service
    Strategy Map For Hotel Paris
    Geographic
    Expansion

    Business goals Capitalize


    Increase Revenues Profitability
    Reputation

    High guest Frequently returns, Fewer customer


    expenditures Longer stays complaints
    Organizational outcomes
    Satisfied Guests

    Superior guest High-end customer


    Competitive strategies services service

    High-quality Offer greeting and


    Efficient room
    front-desk talking calls with
    service meals
    Workforce competencies customer services friendly manners

    and behaviors Motivated


    High-morale
    employees

    Improving
    employee morale
    and behaviors
    Required HR Policies and
    activities Improving
    disciplinary fairness
    and justice

    Customer
    HR Metrics linkage Employee
    grievances
    Attitude survey
    scores
    complaints per
    month
    with strategy map
    HR metrics for Hotel Paris
    • Building a high-performance work system required HR metrics to measure their
    effectiveness and HR practices lead to improved organizational outcomes

    • For Hotel Paris, HR metrics can be classified into:


    Job analysis: Employee with updated job description
    Benefits: Employee satisfied with benefits
    Pay: Workforce eligible for merit pay
    Ethics: Employee able to quote ethics code
    Appraisal: Employee getting feedback appraisals completed at time
    HR metrics for Hotel Paris (Cont’d)
    The overall metrics of Hotel Paris that could use to measure its HR practices are as follows;

    1. Overall employee turnover 8. Performance management yield ratio


    2. Early turnover 9. Average time until promotion
    3. HR-to-Employee ratio 10. Revenue or profit per employee
    4. Training spent per employee 11. Overtime cost
    5. Diversity metrics 12. Timesheet/scheduling match
    6. Time to hire/average time to hire 13. Healthcare costs per employee
    7. Offer acceptance ratio 14. Billable hours per employee
    15. Annual salary increase
    Conclusion
    A strategy map is to create better HR policies and practices by using various concepts
    and techniques to develop a succession plan of increasing the hotel’s performance
    overall.
    • Create new policies and practices that help The Hotel Paris
    • Produce better employee competencies and behaviors
    • Achieve with better customer service to meet the strategic goals

    Global teamwork is the key to successfully developing new performance standards to


    retain more customers returning to the hotel, decrease complaints by better satisfying
    the customers of The Paris International Hotel and reaching a goal of increased revenue
    by 6%.

    Thus, successfully maintaining and keeping up this achievement on a continual basis.


    Thank you

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