CASE ANALYSIS: CUSTOMER SERVICE AT MARIGOLD HOTEL

Name: H.Satish
College: T.A.Pai Management Institute
Email: satish.15@tapmi.edu.in
Roll Number: 13447

Preface
The case analysis initially analyses the problem which is a reduction in quality service
which was a core value proposition to the company. It then applies the GAPS model
to identify and converge on specific gaps in service which might act as the cause of
the reduction in service quality.

Contents
The problem

Page 2

GAPS model and tabular column

Page 3

GAP model layout for the given scenario

Page 4

Possible actions to analyse and solve discrepancies

Page 5

The problem
Customer Service at Marigold Hotel is a case where an organisation, in its attempts
to adapt to changes in external environment ends up with problems with its coreinternal operations. The new service gaps which have occurred can either be due to
or be independent of its adaptation techniques to changing environment. In
attempts to bring about effective cost cutting measures to counter the continuing
slowdown in business, Marigold hotel would have unintentionally compensated on
one of their major value proposition to their customers: Quality and presentation of
food and timeliness of service.
The economic crisis of 2008, the downfall of financial and real estate sector and
sluggish growth in Indian market are the environmental changes. The various cost
cutting initiatives like using artificial flowers, lowering stock of linens and towels etc
are the companys adaptation techniques to changing environment.

ENVIRONMENTAL CHANGES: Economic

crisis, sluggish growth in Indian markets,
slowdown in Indian hotel sector

ADAPTATION TO ENVIRONMENT CHANGES:

Various cost cutting measures, usage of
artificial plants, stocking less inventory of
towels etc.

INTERVENTION IN CORE OPERATIONS

AND RESULTING REDUCTION IN
SERVICE QUALITY?

GAPS model
The GAPS model which splits up the customer gap (gap between expected and
experienced service) into four specific gaps can be used to analyse this scenario. This
framework will be an effective tool to categorise the gap and find specific areas of
business operations which are the origins of this gap.
Applying the GAPS model on this scenario, from the Fig 1 (in page 4) we observe that
the gap concerning with translation of management perceptions into service quality
specifications(Gap 2) and/or the gap between service specifications and service
delivery (Gap 3) are the major contributors of the problem. This results in the gap
between what is delivered and what is communicated to the customer (Gap4) and
hence the customer does not get the quality service he expects. Table 1 gives an
overall view of the types of gaps possible and their relevancy and existence in this
situation.
Table 1: Overview of various gaps possible and their existence/ non existence in this
particular case
GAP

Existence of gap in
this scenario

GAP DESCRIPTION

POSSIBLE REASONS

Between customer expectation and

management perception

Non existent

Not applicable

GAP2

Between management perception

and service quality specifications

Major
contributor to
problem

Unintentional changes in
service planning and service
design as a result of newly
introduced cost control
measures.

GAP3

Between service quality

specification and service delivery

Another
possible
contributor to
problem

Assessing performance of
personals assigned with room
service breakfasts will give
more clarity.

GAP4

Between service delivery and

external communication

Resultant GAP

Result of GAP 2 and GAP 3

GAP5

Between expected service and

actual service

Resultant GAP

Result of all the above gaps

GAP 1

Fig 1: GAPS MODEL FOR CUSTOMER SERVICE AT MARIGOLD HOTEL

EXPECTED SERVICE: Customer expects a

high quality breakfast to be delivered on
time.

Customer dissatisfaction
PERCIEVED SERVICE: The customer gets
a cold breakfast delivered very late.

SERVICE DELIEVERY: A cold breakfast is

delivered late to the customer.
GAP 1
NO
GAP
EXISTS

EXTERNAL
COMMUNICATIONS:
Customers are made
aware of the excellent
and timely service
offered.

GAP 3 -Possible Contributor

SERVICE SPECIFICATIONS: Possibility of
unintentional changes in planning and
design due to introduction of cost control
measures

GAP 2 -Major Contributor

MANAGEMENT PRECEPTIONS: The
management is aware of the quality and timely
service demanded and expected.

GAP 3 Resultant Gap

Possible actions to analyse and solve the discrepancies

The breakfast room service has three main process components,
1. Obtaining the order for breakfast
2. Food preparation
3. Breakfast delivery to the room
The room service manager was not able to spot any discrepancies and asserted that
the room service and food preparations went on smoothly. This goes to show that
there were no discrepancies between the service quality specifications made to the
employees and the delivery of specifications done by them.
This goes to show that the entire service planning has to be analysed and possible
occurrences of delay in delivery has to been assessed.
The case mentions that complaints have come only for breakfast room service, and
hence a detailed analysis of the process in the breakfast service will provide a clear
picture of the root cause.
The case mentions that the breakfast was served cold; this may be because the food
preparation was done on time in time but was delivered late. However further
details have to be obtained to assert this statement.
Even though the room service manager was not able to spot any discrepancies in
breakfast food service and asserted that the process was going smooth, the
performance of personals associated with the breakfast room service should be
monitored and a re-education of the process and planning with respect to breakfast
delivery should be given.

Summary
Application of the GAPS model to the breakfast room service problem gives us focus
areas of operations to concentrate. The above mentioned pointers would lead to a
better understanding and lead to corrective measures which will help solving the
problem.