Christy Kelley moved from Boston, M

Christy Kelley moved from Boston, Massachusetts, to take over as the general manager of The Crestwood Inn located in Lexington, Kentucky. Previous to her new job at The Crestwood, Christy had been the assistant general manager of a large chain hotel in the downtown area of Boston. She had grown tired of the harsh winters and fast pace of the Northeast, and felt it would be a welcome change to move to a warmer climate and a much more relaxed atmosphere. Christy had worked for the large chain for several years, starting in the management training program and working her way up eventually to assistant general manager to her new position as general manager of the inn.
The Crestwood Inn is one of the oldest properties in the area, but it has been reno-vated periodically over the years. The inn is owned by a group of independent investors or pool, but there are and has 116 rooms with basic amenities. There is no restaurant some restaurants in the local area. inn's room rate is the The at low end for the market which consists mainly of upscale properties. The Crestwood Inn's primary strategic ad vantages included its price and location which was convenient to local horse racing venues starting her new position as general manager, Christy realized that there were Upon major differences between working for a large chain and working at a smal, independent motel. The large chain hotels had sophisticated computer systems for reservations, sales, catering, and revenue management. In addition, customer information was systematically gathered through surveys and comment cards. The surveys and comment cards provided managers with valuable information that could be used to make important decisions about hotels rates and services. Unfortunately, The Crestwood Inn had a very simple re ervations system and no additional information except for some historical figures on past rates and occupancy. As Christy took over as general manager, the average room rate was $100 and the occupancy rate was around 70 percent Christy understood the value of gathering customer information, and personally d veloped a comment card to be placed in every room. Customers were asked to complete the comment card and leave it in the room for housekeeping to collect. The purpose of the comment card was to determine how guests staying at the motel felt about the prop-erty and its services. Christy wanted to make sure that all her guests were satisfied. At the end of the first year, she received a total of 169 completed comment cards After compiling the information contained on the comment cards, Christy looked at guest responses pertaining to their overall customer satisfaction: Which of the following best describes your experience at The Crestwood Inn? The motel exceeded my expectations 18.7 percent e motel met my expectation 6.8 percent The motel failed to meet my expectations. 24.5 percent

Kết quả (Việt) 1:

Christy Kelley chuyển từ Boston, Massachusetts, để tiếp nhận như là tổng giám đốc của The Crestwood Inn nằm ở Lexington, Kentucky. Trước công việc mới của mình tại The Crestwood, Christy đã là trợ lý tổng giám đốc của một khách sạn chuỗi lớn trong khu vực trung tâm thành phố Boston. Cô có trồng mệt mỏi của mùa đông khắc nghiệt và tốc độ nhanh của vùng đông bắc, và cảm thấy nó sẽ là một sự thay đổi để di chuyển đến một khí hậu ấm hơn và một bầu không khí thoải mái hơn. Christy đã làm việc cho dãy lớn trong nhiều năm, bắt đầu vào chương trình đào tạo quản lý và làm việc theo cách của mình cuối cùng để trợ lý tổng giám đốc đến vị trí mới của mình như là tổng giám đốc của các quán trọ. The Crestwood Inn is one of the oldest properties in the area, but it has been reno-vated periodically over the years. The inn is owned by a group of independent investors or pool, but there are and has 116 rooms with basic amenities. There is no restaurant some restaurants in the local area. inn's room rate is the The at low end for the market which consists mainly of upscale properties. The Crestwood Inn's primary strategic ad vantages included its price and location which was convenient to local horse racing venues starting her new position as general manager, Christy realized that there were Upon major differences between working for a large chain and working at a smal, independent motel. The large chain hotels had sophisticated computer systems for reservations, sales, catering, and revenue management. In addition, customer information was systematically gathered through surveys and comment cards. The surveys and comment cards provided managers with valuable information that could be used to make important decisions about hotels rates and services. Unfortunately, The Crestwood Inn had a very simple re ervations system and no additional information except for some historical figures on past rates and occupancy. As Christy took over as general manager, the average room rate was $100 and the occupancy rate was around 70 percent Christy understood the value of gathering customer information, and personally d veloped a comment card to be placed in every room. Customers were asked to complete the comment card and leave it in the room for housekeeping to collect. The purpose of the comment card was to determine how guests staying at the motel felt about the prop-erty and its services. Christy wanted to make sure that all her guests were satisfied. At the end of the first year, she received a total of 169 completed comment cards After compiling the information contained on the comment cards, Christy looked at guest responses pertaining to their overall customer satisfaction: Which of the following best describes your experience at The Crestwood Inn? The motel exceeded my expectations 18.7 percent e motel met my expectation 6.8 percent The motel failed to meet my expectations. 24.5 percent