Here is the synopsis of our sample research paper on Customer Service at Ritz-Carlton Hotels. Have the paper e-mailed to you 24/7/365.
Essay / Research Paper Abstract
A 5 page paper discussing some of the techniques that this Baldrige award winner uses to ensure relevant and ongoing superlative customer service. The key is that management remains dedicated to the TQM principle of continuous improvement, refusing to become complacent with the improvements already made. It uses customer requests to make meaningful changes, and then repeats the process with every customer. Bibliography lists 4 sources.
Page Count:
5 pages (~225 words per page)
File: CC6_KSritzCustSer.rtf
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Unformatted sample text from the term paper:
Hotels was the first non-manufacturing organization to win the Malcolm Baldrige award for quality several years ago. Its management had been looking for a way to improve the chains
service and quality in efforts to improve business results. Management first believed that the pursuit of quality in manufacturing was an admirable goal but was not applicable to a
hotel environment. It soon became apparent that working within the guidelines that could lead to the Baldrige award also would result in the establishment of a full quality program
in practice and strategy, which management believed would improve business results (Weiss, 1993). It turns out that management was correct. Not only
did performance and morale improve dramatically, but the companys requests for review by an outside entity resulted in the Ritz being the first service organization to win the coveted award.
Implications for Customer Service The Baldrige award has nothing to do with other quality initiatives
such as ISO 9000 in a direct manner, yet they are different sides of the same coin. Any business or individual contemplating doing business with Ritz Carlton can expect
high standards even in minimum service because of its receipt of the Baldrige award. The Baldrige award is directly linked to Total Quality
Management (TQM), however. Demings (1986) model of TQM was designed for manufacturing concerns, but whether an organization is involved in production of goods or provision of service, the customer
still occupies the final position on the assembly line. It is the customer who makes the final pronouncement of acceptance or rejection of the business efforts.
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