Mandarin Oriental Hotel Case Study

2175 Words5 Pages

The company

Established in Hong Kong in 1963, Mandarin Oriental Hotel Group is and

international hotel investment and management group operating ten

hotels in the Asia-Pacific region. The company manages each of these

hotels and has significant ownership interests in all but Mandarin

Oriental, San Francisco and the Phuket Yacht Club Hotel and Beach

Resort, Thailand.

Mandarin Oriental’s overall corporate quality goal is to achieve a

level of excellence that sets the group apart from all of its

competitors in the eyes of customers, investors and staff. In order to

achieve this level of excellence it strives for total customer

satisfaction in its service delivery, and to consistently be a leader

in the industry in terms of profitability and the creation of a

rewarding working environment for all of its staff.

The Mandarin Oriental Hotel has, from its creation, received

recognition for providing a level of products and services of the

highest quality. While traditions of consistent quality service

delivery are practiced at each of the hotels, the challenge to the

Group is to develop an ongoing corporate culture of quality service

drawing upon the strengths of each individual hotel.

At the beginning of 1993, the company introduced a new Group Mission

Statement that has been rolled out to every member of staff through

personal presentations by the Managing Director at every hotel and

corporate office. This Mission Statement has been published in

English, Chinese, Thai and Indonesian, and serves as a model in that

it conveys guidelines and criteria that can be used by hoteliers who

wish to monitor and evaluate their own leadership and quality

improvement efforts.

Mission Statement

The company

Mandarin Oriental Hotel Group is a leader in the hotel industry,

owning and operation some of the world’s finest de luxe and first

class hotels.

The mission

Their mission is to completely delight and satisfy our guests. They

are committed to making a difference every day; continually getting

better to keep us the best.

The guiding principles

Delighting their guests

They will strive to understand our client and guest needs by listening

to their requirements and responding in a competent, accurate and

timely fashion. They will design and deliver our services and products

to address their needs. In fact, the MOG a...

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...he same as those employed to build their business, they are tied

to each other.

They are currently developing a Group-wide Guest History network

whereby the “history” of a customer of any one hotel can be accessed

by any other hotel so that preferences are immediately responded to

even if it is the customer’s first use of a new hotel. When this is in

place, a customer of Mandarin Oriental, Hong Kong who prefers a

particular type of beverage will find it waiting for him upon arrival

at The Oriental, Bangkok.

They follow up their customers with a personalized written response to

every comment card or letter received and recently have begun

telephoning customers for follow up. In every case they strive to let

the customers know that they appreciate their comments; that their

experiences are important to them; that they want to address the

specific instance generating the comment; that they want them to be

satisfied and, finally, if appropriate, they explain the change that

will be made in their processes to assure achievement of better

customer satisfaction in the future.

(Go, F.M and Pine, R.(1995). Globalization Strategy in the Hotel

Industry. Routledge)

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