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ACTIVITY 8.7 – GROUP CASE STUDY: WINTER PARK HOTEL

ACTIVITY 8.7 – GROUP CASE STUDY: WINTER PARK HOTEL

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Activity 8.7 – Group Case Study: Winter Park HotelDonna Shader, manager of the Winter Park Hotel, is considering how to restructure thefront desk to reach an optimum level of staff efficiency and guest service. At present, thehotel has five clerks on duty, each with a separate waiting line, during the peak check-intime of 3:00 pm. To 5:00 pm. Observation of arrivals during this time shows that anaverage of 80 guests arrive each hour (although there is no upward limit on the numberthat could arrive at any given time). It takes an average of 3.2 minutes for each frontdesk clerk to register each guest. Donna is considering three plans for improving guestservice by reducing the length of time guests spend waiting in line.The first proposal would designate one employee as a quick-service clerk for guestsregistering under corporate accounts, a market segment that fills about 30% of alloccupied rooms. Because corporate guests are preregistered, their registration takes just2 minutes. With these guests separated from the rest of the clientele, the average time forregistering a typical guest would climb to 3.8 minutes. Under Plan 1, noncorporateguests would choose any of the remaining four lines.The second plan is to implement a single-line system. All guests could form a singlewaiting line to be served by whichever of five clerks became available. This optionwould require sufficient lobby space for what could be a substantial queue.The third proposal involves using an automatic teller machine (ATM) for check-ins. ThisATM would provide a service just slightly better than a clerk, 3.0 minutes. Given that

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