Case Study: Service and Design Management

Case Study: Service and Design Management

Instructions for the Task:


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This project provides you with the opportunity to step into the position of a specialized consultancy team to review and propose a service design management plan for a luxury hotel.

Based on a hypothetical case study, your team will analyze and justify your decisions against service management theory in an analysis-based business report.

Case Study:

Your team, representing a professional services management consultancy, is engaged to produce a service design proposal that comprehensively addresses the whole service spectrum ranging from concept to relationship management with guests and employees. Good hospitality in the hotel sector is all about keeping customers satisfied with prompt, responsive and reliable service. The General Manager of Hotel MeDaccom is concerned that the service level has been reportedly slipping from excellence after three years of operation. The Hotel has positioned itself to make its services available to medical/wellness tourists for pre- and post treatment stay due to its proximity to several medical centers and hospitals in the city. Facilities a strategically situated to accommodate the needs of all medical tourist/patient, families and transient guest. The hotel has two dedicated floors with rooms equipped with wellness/medical care facilities and a medical unit comprising of a resident doctor and two nurses. It is important that the hotel must focus on its business transient, leisure stay and event groups as these are also the hotel’s targeted customer market segments.

As service design and management consultancy for hotels, your firm has been approached to design a Customer Service report for Hotel MeDaccom, in time for the next round of staff recruitment, following refurbishment of guest rooms, broadening of passage and doorways to comply with maneuverability and stability specifications. The report will justify the items planned for its content. Six key service design and management components must be included and applied to Hotel MeDaccom:


  1. The Hotel’s Service Concept: Critically reflect how Guest Experience employees could understand the service concept of Hotel MeDaccom. Articulate and communicate this concept by developing a statement of the “service promise” and justifying the key elements that uphold the intention of the service.
  2. Strategies for managing service encounters: Reflect on desirable service behaviors for the hotel. Apply three specific strategies to manage service behaviour encounters, one of which must be applicable for managing queues.
  3. Strategies for managing service quality and satisfaction: Firstly, apply one theory to conceptualis service quality and/or customer satisfaction determinants at Hotel MeDaccom. Then apply one strategy to measure and monitor service quality and/or customer satisfaction.
  4. Managing service processes and environments: Explain the importance and significance of mapping service processes. Create one detailed blueprint for a service process of your choice. Create one detailed diagram of a comprehensive service scape of your choice and justify the environmental stimuli that can enhance and dissuade guest behaviour.
  5. Managing service failure and recovery: Create a full synopsis of potential service failures for the hotel.
  6. Managing external and internal customer relationships: Develop an effective service guarantee for the hotel and outline the process of how employees should implement the service guarantee. Explain the importance in managing internal and external customer relationships, and then apply one strategy to manage internal customer relationship.

Report Structure:

2.0 Analyses and Justifications:

2.1 Hotel MeDaccom’s service concept

2.2 Strategies for managing service encounters

2.3 Strategies for managing service quality and satisfaction

2.4 Managing service processes and environments

2.5 Managing service failure and recovery – Add the Model

2.6 Managing external and internal customer relationships

 NO NEED TO WRITE Executive summary, Table of content, INTRODUCTION AND CONCLUSION

Essential Texts and Reading Materials:

Hudson, S. & Hudson, L. (2013). Customer Service for Hospitality and Tourism. Goodfellow Publishers Ltd: Oxford.

Basso, K., & Pizzutti, C. (2016). Trust Recovery Following a Double Deviation. Journal of Service Research, 19(2), pp. 209 – 223.

Bailly, F., & Léné, A. (2012). The personification of the service labour process and the rise of soft skills: a French case study. Employee Relations, 35(1), 79-97.

Bayraktaroglu, S., & Kutanis, R. O. (2003). Transforming hotels into learning organisations: A newstrategy for going global. Tourism Management, 24(2), 149-154.

Bitner, M., Booms, B., & Tetreault, M. (1990). The service encounter: Diagnosing favorable and unfavorable incidents. The Journal of Marketing, 54(1), 71-84

Chebat, J. C., & Kollias, P. (2000). The impact of empowerment on customer contact: Employees’ roles in service organisations. Journal of Service Research, 3(1), 66-81.

Czepiel, J., Solomon, M., & Surprenant, C. (1985). The service encounter: Managing employee/customer interaction in service business. Lexington, MA. Lexington Books.

Dillard, C., Browning, L. D., Sitkin, S. B., & Sutcliffe, K. M. (2000). Impression management and theuse of procedures at the Ritz‐Carlton: Moral standards and dramaturgical discipline. CommunicationStudies, 51(4), 404-414.

Edvardsson, B., Tronvoll, B. & Höykinpuro, R. (2011) ‘Complex service recovery processes: How to avoid triple deviation’, Managing Service Quality: An International Journal, 21(4), pp. 331–349.

Edvardsson, B., Gustafsson, A., & Roos, I. (2005). Service portraits in service research: a critical review. International Journal of Service Industry Management, 16(1), 107-121.

Gabbott, M., & Hogg, G. (2000). An empirical investigation of the impact of non-verbal communication on service evaluation. European Journal of Marketing, 34(3/4), 384-398. Case Study: Service and Design Management

Garavan, T. N., Morley, M., Gunnigle, P., & McGuire, D. (2002). Human resource development and workplace learning: emerging theoretical perspectives and organisational practices. Journal ofEuropean Industrial Training, 26(2/3/4), 60-71.

Goldstein, S. M., Johnston, R., Duffy, J., & Rao, J. (2002). The service concept: the missing link in service design research? Journal of Operations Management, 20(2), 121-134. Case Study: Service and Design Management

Gwinner, K. P., Bitner, M. J., Brown, S. W., & Kumar, A. (2005). Service customization through employee adaptiveness. Journal of Service Research, 8(2), 131-148.



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