Supplementary services and customer's satisfaction. a case study of serena hotel, K'la Uganda

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Kampala International University, College of Economics and Management
This proposal is an attempt to examine the management of supplementary services in Serena Hotel, evaluate the effects of supplementary services on customer satisfaction in Serena Hotel, and to determine the impacts of pricing of supplementary services on customer satisfaction in Serena Hotel. This proposal has three chapters, each covering one aspect of the research study. Chapter One: Covers the introduction of the study and it highlights the variables, the objectives and significance of the study. For example, the independent variables are; management of supplementary services, designing of supplementary services, pricing of supplementary services and capacity management, and the dependent variables are; effective delivery, customer's needs and wants, fair prices and individual customer returns. Chapter Two: Highlights the literature review of supplementary services and the theoretical perspective. It highlights the view of different authors on supplementary services to the satisfaction of customers. It focuses on management, designing and pricing of supplementary services towards customer satisfaction. Chapter Three: Outlines the methodology of the research of study. It specifies questionnaires, research design, sample size and population, data collection tools, sources of collecting data, discussion and presentations. Findings: Customers need to free themselves from the confines of their average hotel rooms for the extended-stay product which is more cost efficient than traditional hotels, Taldng the concierge as a person how adds value to supplementary services should always be around to help a customer who is likely in need of up-to-date information, hotel managers experience idle capacity of the rooms despite supplementary services such as 24-huor room service, laundry services, valet services on request, house-doctor on call 24 hour. Recommendation: Almost 90% of the customers would like to stay at an extended motel after a few days in the hotel; there should be a natural tendency for hotel prices to vary with demand, discounted during slow periods and at their upper limits when demand is strong. When capacity is approached by the demand, lead-times start to increase disproportionately, so Capacity management balances the risk of overselling guestrooms against the potential loss ofbusiness due to idle rooms.
A research proposal submitted as a requirement in partial fulfillment and Award of a Bachelor's Degree in Marketing Management at Kampala International University
Customer's satisfaction, Serena hotel, Uganda