Taj Mahal Palace Hotel Service Marketing
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Taj Mahal Palace Hotel Service Marketing
- 1. Show Video
- 2. INTRODUCTION • A Brief History: Founded by Jameshedji Tata and incorporated in 1902, it opened its first hotel, The Taj Mahal Palace & Tower, Mumbai, in 1903. Since the 1970s, played an important role in launching several of India's key tourist destinations • Philosophy of service excellence • Active in converting former royal palaces in India into world class luxury hotels • Offer well appointed rooms, telecommunication facilities, efficient service, specialty restaurants and lively bars, well-equipped business centres, and other conference facilities
- 3. GLOBAL PRESENCE • To extend its presence, the group acquired hotels internationally • Hotels operated by the Taj Group internationally are located in US, Australia, Dubai, Maldives, Malaysia, Sri Lanka, the United Kingdom, South Africa, Bhutan and Zambia.
- 5. STP Analysis
- 6. SEGMENTATION Psychographic Lifestyle- Lavish, Luxurious Interests- Royal treatment, Professional goal accomplishment, outdoor sports and activities (Swimming, Partying) Demographic SEC- A1, A2 Occupation- Officers/Executives (Junior/Mid/Senior), Businessmen and Businesswomen, Shop Owners
- 7. TARGETING • Foreign tourists • Foreign Business Executives and Businessmen • Celebrities & HNI • Politicians and Foreign Diplomats
- 8. POSITIONING High end luxury hotel giving its customers a taste of ROYALTY in modern times.
- 9. POP POD Different types of rooms available SOP (Standard Operating procedure) Restaurant and Bar Currency Exchange Wireless internet Laptops/ mobile phones/ portable printers on hire Fitness centre Translation/ interpretation services Spa & Salon Maid service 24 hour business centre Secretarial services Airport pickup and drop facility Laundry/ dry cleaning
- 10. BASIC FOCUS STRATEGIES FOR SERVICE
- 11. PRICE VS. SERVICE LEVEL High Low PRICE S E R V I C E ModerateHigh OBEROI HOTEL THE GRAND HYATT J W MARRIOTT HOTEL ORCHID HOTEL TAJ MAHAL HOTEL
- 12. MARKETING MIX TAJ PALACE, MUMBAI
- 14. CORE PRODUCT • Temporary Stay- in Facility • Room – Tower Rooms – Club Rooms – Palace Rooms – Signature and Presidential Suits
- 15. SUPPLEMENTARY SERVICES • Restaurant and Bar – Starboard – Wasabi – Golden Dragon – Souk – The Zodiac Grill – Harbor Bar Meeting Room and Banquet Facility Gym , Spa and Salon Courier Laundry Travel Guide & Pick –up and Drop –in facility Child Care Facilities & Wake up Call Currency Exchange
- 16. PRICE
- 17. COMPETITOR PRICING • ORCHID HOTEL: Rs. 5500 - Rs. 8400 • J W MARRIOTT HOTEL: Rs.10350 - Rs.12000 • GRAND HYATT: Rs. 9500 - Rs. 18000 • OBEROI HOTEL: Rs. 12250 - Rs.300,000
- 18. PLACE • Strategically located – Best of Both Worlds – • Not cut off from the charm of Mumbai city & Provides the Luxury of peace and quite • The iconic and heritage building which has been synonymous to Mumbai over the last 106 years leaves an impact on the guest’s mind • Proximity to major tourist spots like Colaba Causeway, Gateway of India, Marine Drive etc..
- 20. PROMOTION • Selective and very targeted • In house magazine (internal marketing) • Promotion platforms – Print, SM, P.R • Celebration of Indian and International Festivals to achieve Special Bookings and stays. Like Christmas, Chinese New Year etc.
- 21. Shamiana and Sea Lounge
- 22. SOCIAL MEDIA PLATFORMS – TAJ GROUP
- 24. LOYALTY PROGRAMS • Taj Inner circle – For Frequent Guests • Taj Advantage Plus – For Corporate • TAPP Me – For the Travel Trade Partners
- 26. PEOPLE • Extreme customer-centric organizational culture where employees are willing to do almost anything for guests • Employees have encyclopedic knowledge about regular guests, and anticipate need • Staff is highly trained to go the extra mile to delight customers. • Some of the employees working since decades
- 27. APPROACH TO HR • Seek fresh recruits rather than lateral hires • Hire from small towns and semi urban areas, not metros • Recruit from high schools and second-tier business schools rather than colleges and premier B-schools • Induct managers who seek a single-company career and will be hands-on • Focus more on hiring people with integrity and devotion to duty than on talent and skills
- 28. APPROACH TO HR • Train workers for 18 months, not just 12 • Ensure that employees can deal with guests without consulting a supervisor • Teach people to improvise rather than do things by the book • Insist that employees place guests’ interests over the company’s • Have incumbent managers, not consultants, conduct training • Use timely recognition, not money, as reward • Ensure that recognition comes from immediate supervisors, not top management
- 29. PROCESS
- 32. FAMOUS STAIRCASE WITH DOME ROOF
- 33. Welcome Drink and Gifts
- 34. Private Dining at Wasabi
- 36. EXTERNAL MARKETING • Print – Newspapers – Magazines – Online
- 37. • Public Relations – Press Release by Brand Asset Valuator – Y&R Rediffusion. – The Taj was rated as the No.1 breakaway brand ahead of global heavyweight Facebook (No.2). An overwhelming positive response on all the key metrics that resulted in the brand's topmost ranking in the country. – Our commitment to deliver exceptional service quality and surpass our own benchmarks in global hospitality, resonate with the high expectations of our guests world over. This recognition is an acknowledgment by our guests and continues to motivate us to deliver exceptional and memorable experiences to our guests." said Deepa Misra Harris, Sr. Vice President, Global Sales & Marketing, Taj Hotels Resorts & Palaces.
- 38. • Guests Speak! • Awards Taj Hotels is internationally acclaimed for its excellence in providing the finest and most unique hospitality experiences
- 40. INTERNAL MARKETING • Taj Management Training Program (TMTP) • Taj Management Training Program (TMTP) – Operations / Food Production • Hotel Operations Management Trainee Program (HOMT) • Affiliation with Indian Institute of Hotel Management, Aurangabad
- 41. INTERACTIVE MARKETING • Digital Marketing – Trip Advisor – Website – Facebook
- 43. The Ordinary Heroes & Their Extraordinary Service • The Taj Mahal Palace, Mumbai is ranked number 20 by Condé Nast Traveler in the overseas business hotel category. • Employees gave customer service a whole new meaning during the terrorist strike. • As many as 11 Taj Mumbai employees laid down their lives while helping between 1,200 and 1,500 guests escape.. • Designing an organization for extreme customer centricity requires several dimensions, the most critical of which Taj has managed to do.
- 44. CRM at Taj Palace, Mumbai • Guest Preference Sheet • Handling Complaints • Fidelo – A Property Management System • Wow Card • GRE Courtesy Call • GSTS (Guest Satisfaction Tracking System)
- 45. THE GAP MODEL ANALYSIS A conceptual model, developed to qualitatively measure service quality. Identifies five gaps within the process of any service design and delivery, which, in this case, leads to dissatisfaction of guests.
- 46. THE COMMUNICATION GAP • The Taj group has become a synonym for royalty worldwide • The communication that is established with the consumers is extensive and effective • The only gap that existed here is the inability of the hotel to communicate to its consumers beforehand that the Wi-Fi service provided in the rooms is chargeable separately as per usage
- 47. CONCLUSION AND RECOMMENDATIONS • Taking feedback not only from the external customers but also internal customers • Proper check on the hotel staff and processes’ efficiency by the management • Regular track on the sales data for further leads and follow up • Treat all customers equally
- 48. Presented By: Neha Bhandari – 4 Mandar Jha – 15 Paridhi Sharma – 28 Paarul Vora – 40 Prachi Shastri – 50
Hinweis der Redaktion
- Philosophy of service excellence which entails providing consistently high levels of personalized service and innovative means of improving service quality.The Taj Group has been active in converting former royal palaces in India into world class luxury hotels such as the Taj Lake Palace in Udaipur, the Rambagh Palace in Jaipur and UmaidBhawan Palace in Jodhpur.
- In this indusrty consumption of the core product is sandwiched between supplementary services required early or later in the delivery sequence. Important to identify when and how long the sevice will be consumed
- Taj hotel reinterprets the tradition of hospitality in a refreshingly modern way to create unique experiences and lifelong memories.
- Magazines like Outlook, Travelar, Go Now ad TravelBusiness newspaper like ET, Financial express, Bombay times
- The BAV study evaluated brands on more than 70 different metrics such as imagery, usage, preference, consideration, knowledge, etc. On each of these parameters, the Taj was rated better and more favorably than its peers. An overwhelming percentage of consumers positively rated Taj on all the key metrics that resulted in the brand's topmost ranking in the country.
- Taj wants it’s employees to succeed. Through their world class training and development programs, they ensure employees are constantly learning and continuously growing. they provide thetools necessary to become successful. And with these tools and a host of developmental options, how you grow with the Taj is only limited by your imagination.TMTP:This intensive MTP prepares young people as thorough professionals with the Taj. Each year, the Taj fortifies its Operations functions with raw talent from the best hotel and graduate schools in the country. They offer the TMTPcomparable to an MBA in hospitality that moulds young budding hotel professionals into future business managers. A typical career path could include joining as a Taj Management Trainee and attaining the position of a General Manager of a Hotel by lateral movements through various functions such as Human Resources, Sales, Food & Beverage and Front Office.
- The biggest example of interactive marketing for Taj is 26/11. the way the courageous staff helped employees in the time of crisis.
- As many as 11 Taj Mumbai employees—a third of the hotel’s casualties—laid down their lives while helping between 1,200 and 1,500 guests escape.At some level, that isn’t surprising. One of the world’s top hotels, the Taj Mumbai is ranked number 20 by Condé Nast Traveler in the overseas business hotel category. The hotel is known for the highest levels of quality, its ability to go many extra miles to delight customers, and its staff of highly trained employees, some of whom have worked there for decades. It is a well-oiled machine, where every employee knows his or her job, has encyclopedic knowledge about regular guests, and is comfortable taking orders.We believe that the unusual hiring, training, and incentive systems of the Taj Group—which operates 108 hotels in 12 countries—have combined to create an organizational culture in which employees are willing to do almost anything for guests. This extraordinary customer centricity helped, in a moment of crisis, to turn its employees into a band of ordinary heroes. To be sure, no single factor can explain the employees’ valor. Designing an organization for extreme customer centricity requires several dimensions, the most critical of which we describe in this article.
- Guest Preference Sheet: at the time of reservation, a pref sheet is sent across the guest along with the reservation confirmation mail. This is primarily to cpature various preferences such as food habits (diabetic/low fat,etc) , special needs, etc. It also asks if the customer requires any special arrangements to be made (eg banquet hall for a corporate event)Handling Complaints: every complaint registered by the customer is updated on the software. Gradually as time passes and the complaint is not resolved, the status gets changed from green to yellow and ultimately to red. This is visible to all mgrs since it is the central server. A daily action taken report is generatedFidelo – A Property Management System used for several purposes, a main one being CRM. Used to save the profile, preferences and special info about the customers like birthday, anniversary, etc. this info helps give a personalised touch to the service and makes the customers feel special and generates greater loyaltyWow card: special instrument used by personal butlers to record guest preferences. Small booklet which the staff carry and fill it manually as and when they get any relevant info about the guest. This info is further uploaded on the server to make it accessible and store it for future.GRE Courtesy Call: guest rep executive who calls after the guest has stayed for a couple of times. A method to take his feedback and know about his experienceGSTS: An automated mail that is floated to the guest post departure taking feedback on the various stations of experience which are scored on a likert scale.
- Going beyond the conventional model, Taj has taught itself to anticipate the needs of the customers and provide their guests with services that lie way ahead of the realm of the general expectations. The Gaps therefore do not exist and this can be deemed an example of a service that is very close to the ideal idea of a service.
- Proper check on the hotel staff and processes’ efficiency by the management – this can be done by employing mystery customers