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Ques 1: Quality Journey

The SWIC club is a four storied building which is a luxurious property in Sydney, Australia. The club is known for the exceptionally good personal service at the affordable prices. However due to the recession the service bookings and the events have decreased immensely. Therefore to overcome the effect of the recession and also the competition, club’s marketing department has come up with the Quality Management plan.

This report is made to analyse the Quality maintenance plan of the club and also the successfulness of the plan. The analysis is made on Business product, kind of Industry the Club is facing and its strength and weaknesses. Also the review of the project is also made keeping in mind the implementation and the post completion of the project.

Services Offered By the Club

Quality Journey :

The club is located in the most centrally located places of Sydney.. The SWIC Club is situated in posh areas of Sydney and is a part of “Exclusive Business Club chain”. It holds a luxury brand and is considered one of the best clubs in Sydney. They are eminent for their personal services and the excellent business services to their clients. It needs to maintain and sustain its quality to prosper in the long run :

a)Economic  Imperatives: The club has to  keep a suitable and  affordable fee for its consumers. The kind of market that club faces is oligopolistic and in such a case the price decisions of the other clubs will affect the price decision of the club as well. Club has to be very active on marketing and advertising about its improved quality and services. There are many ways to do it. Such actions will be discussed in the later sections.

1. b) Social Imperatives: In this case the club has to take steps where it staffs only those people who can handle different types of club members and guests efficiently. Club has to be really careful about its staffing policies as the club members expect a very elite standard of quality maintenance.
2. c) Environmental Imperatives : Here the club takes all the steps to improve the hygienic and environmental quality of the area and place around. The club has to keep efficient house keeping staff that helps them to achieve this objective.

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Imperatives:

      Strategic Targets and their achievements :

• The communication of brand values to the customers and the corporate through print media.
• High quality of the branding
• Marketing strategy focuses on the guest’s attention on the high quality service.
• Direct marketing is used to give information on the product and services of the club.
• Primary focus is on marketing about quality through mass communication that is print media and internet.
• Listing of Club’s name on all the major recreational sites.
• Direct involvement of the quality head in making and leading the quality plan.
• Corporate database engagement with regards to regular mailers and touch points.
• Very clear vision of Quality positioning of club.

           

      How to Achieve these Targets?

• Enrolling in expedia.com and club.com to yield additional spotlight to the Club.
• Enrolment to pay per click will increase the online visibility.
• Overall positioning of club as luxurious but affordable.
• Is expected to show positive results.
• Dual level of relationship with the occupant as well as the booker.

Ques 3. Quality Philosophies  adopted by Organisation:

Quality Philosophy: The club is dedicated towards providing eminent services to their guests along with quality of standards maintained at all times. The objective is to make sure that the guests get value for money by high quality standards and maintaining the standards above anything else. (Garvin D , 2004)The mission of the club is to create value for both the guests by maintaining the brand values and also by creating the hygienic environment and service quality of highest level. Quality will be depicted in services, communication with members and  value for money.

The philosophy can be communicated to employees through various channels:

1. Conducting Regular Training sessions of employees to make them familiar with the high quality maintenance target of the club.
2. Employees should be given incentives if they are abiding by the quality maintenance process.
3. Employees should go regular testing process where they try to improve on their skills in a dummy set up
4. Quality improvement videos should be shown to employees to help them understand the strategic goal of the club.
5. Staffing policies should be such that it promotes the employment of only efficient employees. It can be ensured through written and verbal tests.

Ques 4.   Quality Tools and Benchmark :

The club’s competitive advantage lies in its fantabulous services offered and the luxurious feeling it fetches to all its customers.  The 24×7 availability of Club staff and their enthusiasm make this club different from others.  Excellent is its Quality Department who is building up different strategies to improve the Quality and sustains its position in long run. (Jorion, 2006).The Quality department is play an extensive role in the club, as they are responsible for giving the best quality to the local community, corporate houses and the travel and trade organizations in terms of its services. The excellent team is excellent in making plans for improving its quality from time to time.  Following are the benchmark set by the club to maintain its quality:

1. Cleaning of all the club area at least 3 times a day.
2. Minimum 2 hours briefing sessions of employees to make them efficient about the day to day quality checks.
3. Taking regular feed backs from guests about the quality of services provided.
4. Maintaining an Efficient Quality team by making them work in a dummy setup once in 7 days.
5. Strict staffing policies to ensure that employees are excellent with their communication skills and provide best services to guests.

 

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References:

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Garvin D., (2004 ).What Does Product Quality Really Mean?’, Sloan Management Review, 26(1), pp. 25-43.

Garvin D., 1987, ‘Competing on the Eight Dimensions of Quality’, Harvard Business Review, November-December. 

Mulgan Richard (2007) ‘Contracting Out and Accountability’, Discussion Paper 51, Graduate Public Policy Program, Australian National University, Abstract.

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