What does this term mean? Without a doubt, we have seen this heading many times in many company organizational charts, but do we know how important this figure is in hotel companies, resorts and golf courses?
Without a doubt, the definition of the Operations Management in Hotels, Resorts and Golf Courses is that of those techniques of coordination and organization of the company’s own resources for the production of its services based on the standards assigned by the organization.
Breaking down this succinct definition, we must indicate that, based on a good operations management policy of a company, it will be able to assume:
The quality standards assigned by the organization.
Reach budgeted cost levels
Comply with the annual budget approved by the General Directorate.
Well, after observing a technical definition of this figure, we are going to see the practical meaning of this position in any tourist or sports complex.
And it is so easy to see it, as when we review the company’s Marketing and Commercial Plan, the assigned budgets and the company’s quality policy.
Although, the company already has a product or service designed, with a carefully designed commercial and marketing action plan. That plan has to be converted from a project to a reality.
Tourism companies cannot afford to “sell smoke.” That would be one of the biggest mistakes they could make. There must be a close relationship between the product or service designed by the marketing and commercial departments, through the approval of General Management so that what we have launched on the market is a reality, taking into account the variables of: Costs, profitability, quality and results.
Focusing on practical cases, we cannot create a 5-star product in our hotels, resorts or golf courses and when our clients arrive, offer them a lower category service. There must be a clear balance between what we offer and what we really offer in terms of quality.
And even more so taking into account the information revolution in which we live. Nowadays we cannot risk selling something that does not match reality. There are multitudes of online platforms that measure and have customer comments on the services we have been offering, and that, of course, resorts take into account in their CRM strategies.
Can you imagine offering a 5-star service and giving a 3-star service? What would be the consequence? I think we all know. In any case, and although I review this type of portals where we see the satisfaction metrics, as I always say, I am more concerned about “the customer who does not raise his complaint and just leaves,” than the one who makes his complaint. Well, whoever formulates it, we have the opportunity to measure its veracity and act in a timely manner. But, whoever leaves without further ado is a lost customer “for life.”
This is the importance of good Operations Management in our hospitality companies, tourist complexes, resorts and golf courses. To find and assign the appropriate profile for this position in any company, with extensive experience in sales and marketing departments, so that they can participate with a global and joint vision of the products and services with a view to launching them to the public, and with a clear analysis of success in structural costs, quality of service and finally the achievement of results.
The key is to find that profile that has the necessary experience and finds harmony and coordination between all these departments when designing and creating our products or services.
The quality standards assigned by the organization.
Reach budgeted cost levels
Comply with the annual budget approved by the General Directorate.
Well, after observing a technical definition of this figure, we are going to see the practical meaning of this position in any tourist or sports complex.
And it is so easy to see it, as when we review the company’s Marketing and Commercial Plan, the assigned budgets and the company’s quality policy.
Although, the company already has a product or service designed, with a carefully designed commercial and marketing action plan. That plan has to be converted from a project to a reality.
Tourism companies cannot afford to “sell smoke.” That would be one of the biggest mistakes they could make. There must be a close relationship between the product or service designed by the marketing and commercial departments, through the approval of General Management so that what we have launched on the market is a reality, taking into account the variables of: Costs, profitability, quality and results.
Focusing on practical cases,
