Chelsea Currie
LMP Year 1
Data 2
1)
The tangible products we offer are guestroom amenities (ex. Shampoos, soaps,
towels, bathrobes, bathmats, shower caps, cups, in-room coffee makers, fax
machines and blow-dryers. In-tangible products we offer at the Chelsea Inn would
include room service, housekeeping, security, valet parking, guest services and yardkeeping. The difference between the two is that in-tangible products can not be
placed in inventory because the nature of the product is different and people are
part of the product.
2)
Mission statement: “Giving you the best service for the best price.”
3)
Some strengths of this hotel are that many of the attractions in the city which the
property is located are within 30 minutes of the hotel which lets the hotel appeal to
a wider variety of travellers. We offer Wi-Fi for as well as a few computers in the
lobby seating area for guest use. A weakness the hotel has is room service orders
being wrong or mixed up. This causes angry guests, a loss in revenue because of lost
business and complimentary meals as apologies. An opportunity for growth is
present in the room service area. A more efficient strategy could be created and
implemented to cut back on the amount of wrong and mixed up orders. Competitors
threaten the hotel by offering things such as pools, hot tubs and steam rooms to
guests that the Chelsea Inn does not provide.
4)
Three moments of truth would be greeting a guest when they arrive - “Welcome to
the Chelsea Inn, how can I help you?”, housekeepers knocking three times and
announcing housekeeping before entering rooms – if a guest is inside apologizing
and asking the guest when they would like their room serviced, and asking a guest
“Is there anything I we can do to make your stay better?”
5)
The Chelsea Inn’s strategy for managing supply is having a daily count on the items
that are in stock (ex. Cleaning items, linens, guest amenities and dishes.) This count
helps the staff figure out what they are short on or running low (for nonrecyclables). This can give the night crew time to run a load of sheets or dishes to
make sure everything is ready for the next day or orders can be made to make sure
the par will always be above its minimum. The hotel likes to keep a minimum of four
par of every item. – One in rooms, one in storage, one in laundry and another in
storage as back up. Having four par and a daily count makes for less shortages. The
Chelsea Inn also instructs that no more than seven par of items should be purchased
to avoid money being tied up in supplies.
6)
The main market that the Chelsea Inn targets are people with layover, cancelled, or
early morning flights, business men who are frequently flying in, people attending
meetings and families/people who are travelling to see attractions in the LA area.