Case Study - Hampton Inn

The Hampton inn recognized the need for change, the industry of hotels is built greatly on the customer’s word of mouth. In other words the hotel realized that if one customer is dissatisfied with the services provided by the Hampton Inn, then customers will relate that experience to many others and the inn’s reputation will be severely damaged causing a loss of their competitive advantage.

The Hampton Inn decided to take a proactive “strategic renewal”, meaning a change in an organization’s strategy through a process of creating new products, services, capabilities, and knowledge bases. They have chosen to alter their strategy in order to virtually eliminate customer dissatisfaction. Hampton intends to initiate this new strategic objective through change implementation, which are the actions taken by organizational leaders in order to support strategic renewal and achieve outstanding performance—led to resistance, conflict, and resentment. The inn has developed an organizational model that revolves around a 100% satisfaction guarantee that reimburses customers who are even slightly dissatisfied with their services.

The Hampton Inn needs to enhance its organization capabilities by teaching staff members to focus on customer satisfaction; this involves a behavioural change in all staff members. Employees are required to take proactive steps to ensure guests are satisfied and they must be able to recognize dissatisfied guests. This organization currently experiences the gap that could affect the overall success if not remedied immediately. All components of the organization should ensure that their processes are aligned with the new strategic objectives. All of the ranges of duties expected of staff members have expanded therefore the job descriptions must be rewritten to broaden to their scope to incorporate the new focus on customer satisfaction. There is a gap in the organization’s internal alignment in regards to the current performance management...