Supplementary services and customer's satisfaction. a case study of serena hotel, K'la Uganda
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Date
2008-06
Authors
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Journal ISSN
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Publisher
Kampala International University, College of Economics and Management
Abstract
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.
Description
A research proposal submitted as a requirement in partial fulfillment and Award of a Bachelor's Degree in Marketing Management at Kampala International University
Keywords
Customer's satisfaction, Serena hotel, Uganda