Quality Management in Business (Unit 17) - Task 2 & 3 Report Analysis

This report delves into the core principles of quality management within a business context, specifically focusing on Tasks 2 and 3, and uses the JW Marriot hotel as a case study. It meticulously examines customer satisfaction, defining it as a critical metric for evaluating customer needs and its impact on brand reputation. The report explores continuous improvement as a cyclical process for enhancing services and products, emphasizing its role in maintaining competitiveness. It also identifies different types of added values that can be gained, highlighting strategies to attract new and retain existing customers. Furthermore, the report underscores the importance of effective marketing and its role in providing customers with relevant information. Task 3 shifts the focus to the measurement of quality management, highlighting the significance of feedback forms and employee perspectives. It then discusses the benefits of user and non-user surveys in understanding customer needs and explores various consultation methods to encourage participation. Finally, the report emphasizes the value of complaint procedures as a tool for improving quality management, directly linking customer feedback to overall quality improvements. The report incorporates references from various sources to support its analysis and findings.

QUALITY MANAGEMENT
IN BUSINESS
TASKS 2 AND 3

TABLE OF CONTENTS
TASK 2
2.1 Customer satisfaction
2.2 Continuous improvement
2.3 Type of added values to be gained
2.4 Importance given to effective marketing
TASK 3
3.1 Measurement of quality management
3.2 Benefits of user and non-user surveys in determining customer needs
3.3 Methods of consultation employed to encourage participation
3.4 Identify value of complaints procedures and analyze to improve quality
References

TASK 2
2.1 Customers’ satisfaction
It is defined as the measurement tool for evaluating the customers' needs and
requirements in context of quality management.
This is the catalyst that promotes or inhibits the quality of reputation and
brand value of any service, organization or product from consumers' point of
view.
The ulterior aim is to comprehend the indicators that signify the loyalty and
purchasing power of a customer.
In regard to the above, JW Marriot successfully conducted training sessions
for their front desk department to make a good first impression.

MEASURING CUSTOMER SATISFACTION
FOR SUCCESS

2.2 CONTINUOUS IMPROVEMENT
DEFINITION: It is the cyclic meta-process for bringing innovation to
services, techniques, tools and products for enhanced delivery of value-added
components in terms of maintaining quality by efficiency and flexibility.
This continuous improvement has become the sustenance element to stay in
the competition at the global marketplaces.
The tactical tools hereby have successfully transformed the organization's
brand value by incorporating the three key-points of feedback, efficiency and
evolution. These have helped in the identification, elimination and reflection of
all the operational activities.

CONTINUE

2.3 TYPES OF ADDED VALUES TO BE GAINED
For this, JW Marriot administration has executed an outline to gain new
customers and exploring different tactics to make their existing clients with
them in the most profound order.
With reference to the added values, the CIP (Continuous Improvement
Process) has promoted their overall progression in making modifications
feasibly.
It includes voiding any issues and conflicts, staying low profiles on sensitive
geographical locations, keeping tight safety measures and security and more.

2.4 IMPORTANCE GIVEN TO EFFECTIVE
MARKETING
• Information is that piece of data or detail that enlightens an individual about
different things.
• In context of Marriot Hotel, it infers the group of data that gives information to
the customers about their services.
• This comes from the entire organizational set-up that includes variety of
interconnected loops of systems. It puts light on the registrations through
traditional or modern methods, purchasing of the lead list, customer services
and more.
• Marketing is the branch of management that emphasis on the study of
relationships between employers, employees, clients, shareholders, distributors
and tour operators.

TASK 3
3.1 Measurement of quality management
Quality Management is of utmost significance for hotel industry as it is the
pillar of their reputation at both national and international levels.
In recent times, the measurement tools for the same consist of feedback
forms from customers and guests, along with the indirect up-dations from
employees' viewpoint in regard to their assigned duties and response from the
attended guest.

3.2 BENEFITS OF USER AND NON-USER SURVEYS IN DETERMINING
CUSTOMER NEEDS
Surveys are the determinants to indicate towards the extent of fulfillment of
customers' requirements that have been provided by the Marriot Hotel in
terms of quality management.
There are number of benefits from the use of both user and non-user surveys
for laying a comprehensive outlook on the needs of the consumers effectively.

3.3 METHODS OF CONSULTATION EMPLOYED TO
ENCOURAGE PARTICIPATION
Consultation has a wider meaning in this hospitality sector. Thus, Marriot
Hotel has been implementing these methodologies for promoting participation.
There are various methods that can be used as the following:
 Group interviews
 Using technological tools
 Sponsorship through Exhibitions
 Campaigning
 Public Consultation

CONTINUE

3.4 IDENTIFY VALUE OF COMPLAINTS PROCEDURES AND ANALYZE TO IMPROVE QUALITY
Complaints are the legal expression of dissatisfaction over the services
provided by an enterprise in terms of staff, facilities, products, services etc.
It can be either in written form or verbal form.
This procedure can be easily described on the basis of any substandard
applicability in combating the situational crisis.
Quality management is directly proportional to the complaints and is one of
the measuring tools to understand the intensity of customers' feedback.

REFERENCES
• Ooi, K.B. and et.al., 2011. Are TQM practices supporting customer satisfaction and service quality?.Journal
of Services Marketing.25(6). pp.410-419.
• Ahmad, M.F. and et.al., 2012. Relationship of TQM and business performance with mediators of SPC, lean
production and TPM. Procedia-Social and Behavioral Sciences.65.pp.186-191.
• Hill, N. and Alexander, J., 2017. The handbook of customer satisfaction and loyalty measurement. Routledge.
• Clark, D.M., Silvester, K. and Knowles, S., 2013. Lean management systems: creating a culture of
continuous quality improvement.Journal of clinical pathology, pp.jclinpath-2013.
• Armstrong, G. and et.al., 2015. Marketing: an introduction.
• Goetsch, D.L. and Davis, S.B., 2014.Quality management for organizational excellence. Upper Saddle River,
NJ: pearson.
• Shipley, R. and Utz, S., 2012. Making it count: A review of the value and techniques for public
consultation.Journal of Planning Literature.27(1).pp.22-42.
• Mitra, A., 2016.Fundamentals of quality control and improvement. John Wiley & Sons.

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