Please see the comment box! CaseStudy Baros,The Maldives The…

Question Answered step-by-step Please see the comment box! CaseStudy Baros,The Maldives The… Please see the comment box! Case Study   Baros, The Maldives The Republic of the Maldives is a small country lying 700 kilometres south-west of Sri Lanka in the Indian Ocean. It consists of over 1,000 small islands grouped together in atolls. Spread over an area of about 90,000 square kilometres, this country stretches from the equator to 1,000 kilometres north, yet it has a total land mass of less than 470 square kilometres. With its coral reefs, white sandy beaches and a climate of between 28 and 32 degrees it is a holiday paradise and a destination for the affluent traveller. The tiny island of Baros is a five-star deluxe resort, owned and operated by Universal Resorts. which run eight secluded island resorts in the Maldives, Seychelles and Sri Lanka. Baros is just a 25-minute speedboat ride from the island airport which is close to the main island containing the capital Malé. Guests are met in the airport and escorted to the resort’s awaitingboat. There are just 75 luxury villas on the island. Some are beach villas, sheltered and secluded in lush tropical vegetation, with direct access to the beach. Other villas arewater villas, built above the water, each with their own private balcony and sea view. All the villas are spacious and air-conditioned. The resort has its own spa, diving and snorkelling centre, gym, bars and three restaurants, including the famous Lighthouse Restaurant. In charge of all back office and front office operations is Ahmed Jihad, a Maldivian with international experience in hotel management. From the point of view of the guests the place is stunning, peaceful and quiet and their expectations are well met, if not exceeded. AlthoughBaros looks the perfect postingfor an operations manager, Mr Jihad explained that there was a lot of hard work behind the scenes. We have to manage around 275 staff looking after our 100-150 guests. The operation never stops; it is 24 hours a day, 7 days a week. We have to make sure everyone has the energy and the motivation to keep our high standards, every hour, every day. We have to keep the place, all the wooden decks, furniture, the thatched roofs, looking in pristine condition. We also have a significant logistical operation as all our supplies are brought in by air then by boat. There is also a considerable back- office operation which our guests don’t see, or even think about. Most of the back- office operations are hidden away in the centre of the island overseen by the resort manager and the chief engineer. As there are no utilities to the island the resort hasto generate its own electricity, run a desalination water treatment plant, an electricity generating plant and a sewerage treatment plant. It also has to provide all the facilities, including accommodation, for its staff. Mr Jihad explained: Baros is the real essence of the Maldives. It has a natural beauty, white sands, reefs, the lagoon, and a high customer profile – people with very high expectations. My main responsibility is the front office operations – to make sure the guests are happy; from airport receivingthrough their stay here to their departureat the airport. I usually greet the guests and talk to them during their stay. I make sure we have all the right SOPs (standard operating procedures) to create the high standards of this resort and I make sure they are all implemented correctly, from check-in to catering to cleaning. I also oversee the food and beverage operations and the sales and marketing; I check all their materials and provide my ideas. I conduct daily and weekly meetings and briefings with the staff, and with contractors, and oversee thetraining of staff. There is no typical day, but if we take yesterday, Monday, for example, I started at 7.30 in the morning. This is one of our very busy days so my key objective was to make sure all the rooms were ready for our incoming guests, make sure reception goes smoothly for them, and that all the facilities they booked are ready for them. I also like to know who the returning guests are. The first thing I did was to check my emails, then I had a breakfast meeting with our chef. I held a meeting with all my departmental managers where we deal with any issues and brief them about the day’s activities. This was followed by the general staff meeting at10.00. I then spent some time talking to guests around the site, followed by a meeting with the Spa Manager at 11.30; we discussed how we can increase utilisation of this facility. This was followed with a similar meeting with the Diving Centre Manager. I then went off to my room, had a shower and freshened up. I had lunch at 1.30. I usually have it with one of my managers; yesterday it was with the HR Manager. We are in the middle of developing our fi re and safety training programme so I was checking how it was going and also the new SOPs we had recently put in place. These meetings are important, it gives me time to check thingsand discuss issues. I then went to my office and signed all the cocktail party invitations for all our guests and the personal welcome letters for our arriving guests; I also checked the special arrangements for the honeymoon guests. Throughout the afternoon I then met the boats bringing in the arriving guests. At 5.30 I went back to my room and had a shower and watched the BBC and CNN for a while. At 7.30 I went back to the office and checked the emails again. I then went over to the Lighthouse to talk to guests, and checked over one of the other restaurants; it’s important for the staff to see managers around. I then went to reception to talk about today’s (Tuesday’s) departures. I had dinner around 9.30 with my chief engineer andthe HR manager, again about the fi re and safety training. This is quite a big project for us at the moment. I then went back to the office, checked the emails and went to bed at 10.30.No two days are the same,but every one of them is enjoyable. To remain competitive, Baros has to look at global trend of hotel industry. (To be continue in Assignment 2)  Adapted Sources: Allied Market Research. (2021). Luxury Hotel Market Size, Share & Growth | Report Forecast 2031. Allied Market Research. https://www.alliedmarketresearch.com/luxury-hotel-marketJohnston, R., Clark, G., & Shulver, M. (2012). Service Operations Management: Improving Service Delivery (4th ed.). Pearson Education Limited.Telegraph Travel. (2022). Baros Maldives Hotel Review. The Telegraph. https://www.telegraph.co.uk/travel/destinations/asia/maldives/hotels/baros- maldives-hotel/   Question 1Describe the services experiences and outcomes Baros is trying to provide.(20 marks)  Question 2 Describe the advantages of the strategy tie to outcome and experiences described in question1 in the context of service operations management.(40 marks)    Engineering & Technology Industrial Engineering Operations Management BUSINESS 3OMG1 Share QuestionEmailCopy link Comments (0)