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Cleveland Clinic

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De acuerdo a lo expuesto por el caso se puede basar en la idea de que esta compañía de hoteles originaria de suiza pone de antemano la calidad y por supuesto un servicio excepcional. Por otra parte es fundamental para ellos su talento humano ya que, es un factor clave de éxito en el mercadeo de servicios (formar parte de una cadena de valor). Por lo mencionado anteriormente se puede deducir que su objetivo era ofrecer a sus huéspedes el mejor servicio y las mejores instalaciones, por lo que no se trata solo de ofrecer alojamiento sino también de dar a cada uno de los huéspedes un trato personalizado.
Esta cadena tenía muy presente la gestión total de la calidad, es decir ir mejorando continuamente por medio de indicadores como la tasa diaria promedio y los ingresos por habitación disponible, por tanto era crucial llenar las habitaciones. Ellos manejaban dos grupos de clientes por un lado los viajeros independientes y reunión, los cuales viajaban por negocios o por placer, donde el director general James Mc Bride trabajo para atraer a estos presentando la tecnología butle, la cual constaba de un staff de técnicos disponibles las 24 horas para ayudar con los huéspedes con problemas informáticos y dificultades técnicas. Se diseñaron programas para satisfacer las necesidades específicas del cliente, como protocolos de seguridad y los indicadores de calidad del servicio fueron establecidos.
Para ellos un negocio exitoso es aquel que es capaz de movilizar a un empleado no solo para su mano de obra sino también su cerebro, corazón y alma. Esto lo hacían incentivando al empleado por medio de un proceso de orientación y formación dándoles la oportunidad de progreso profesional. Se les da también la autonomía en donde su entorno sus responsabilidades no solo es cumplir funciones sino también tener un propósito.
La cadena Ritz realizo nuevas contrataciones en las cuales el reclutamiento fue de 7 días, donde no contrataban trabajadores sino personas expertas en un servicio para poder dar una experiencia al empleado como al cliente. Este proceso lo llamaron call-back los nuevos empleados fueron tratados en principio como clientes y los gerentes eran responsables de su satisfacción. Ellos usaron unos indicadores de evaluación los cuales fueron sensibilidad y entusiasmo, relación con el huésped, con los compañeros y pro actividad.…...

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