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.
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
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
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..
19.
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.
24. LOYALTY PROGRAMS
• Taj Inner circle – For Frequent Guests
• Taj Advantage Plus – For Corporate
• TAPP Me – For the Travel Trade Partners
25.
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
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
39.
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
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
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
