INTERNAL MANAGEMENT

SYSTEM OF HOTEL INDUSTRY

Project Report Submitted To

“The Institute of Commercial Management”
In Partial Fulfilment for the Award of the Degree Of

Graduate Diploma in Management Studies

By

Rema Ismail Hussein

Student number: 2212364

Under The Guidance of

Mr. Rany Chowdhury

Principal
“Zanzibar College of Business & Management”
Zanzibar, Tanzania

Duration: June 2016 to May 2017

In this project report, I have concentrated on the following
area of Hotel Management System
Internal Operation
Organizational Structure
Customer Service Strategy

About this research project report:

This project report is a part of my ‘Graduate Diploma in Management Studies’

at ‘Zanzibar College of Business & Management’ under The Institute of
Commercial Management. The purpose of this research case study is to know
the internal management system of hotel industry. I have tried my best to make
the complicated process of Hotel Management System as simple as possible
using Structured & Modular technique & Menu oriented interface.

DECLARATION:

I hereby declare that this Project Report entitled ‘INTERNAL

MANAGEMENT SYSTEM OF HOTEL INDUSTRY’ submitted by me is a
bonafide work undertaken by me and it is not submitted to any other University
or Institution for the reward of any Degree/Diploma/Certificate or published
anytime before. The data collected for this survey is just an estimated data to
build the concept on how the organisation works.
First of all, I would like to thank The Almighty God who is obviously the one
has always given me strength to work and guided me to work on the right path
of life. Without his grace this project could not become a success.

Next to him, are my Beloved Parents whom I am greatly indebted for guiding
me, giving me this opportunity to study and believe on me as well as encourage
me to reach this stage.

A Good start leads to a Fine end. The ideal way to begin documenting this
project work would be to extend my earnest gratitude to everyone who has
encouraged, motivated and guided me to make a fine effort for successful
completion of this project. I am sincerely grateful to them for sharing their
truthful and illuminating views on a number of issues related to the project.

I express my warm thanks to Mr. Hafidh, The Manager for his support and
guidance at Sea land Hotel.

I am grateful to Mr. Rany Chowdhury, Principal of Zanzibar College of

Business & Management for his advice and excellent guidance.

And at last I would like to express my appreciation to all the people who
directly and indirectly provided me with the facilities being required and
conductive condition for my project.
 Page No.
Acknowledgment 3

CHAPTER 1
1.1 – Preface 6
1.2 - An overview of the hotel industry 7-8
1.3 - Company profile 9

CHAPTER 2
2.1 - Important of the study 10
2.2 – Methodology 11 - 12
2.3 - Mission & Vision 13

CHAPTER 3
3.1 - Internal operation 14 – 19
3.2 - Organisational structure 20 - 21
3.3 - Customer Service Strategy 22 - 24

CHAPTER 4
4.1 - Data Analysis and Interpretation 25 - 33

CHAPTER 5
5.1 - Finding of the Study 34
5.2 - Research limitations 35
5.3 - Problems & Solutions 36
5. 4 – Recommendations 37
5.5 – Conclusion 38

CHAPTER 6
6.1 – Questionnaire 39 - 40
6.2 – References 41
 Page No.
Organisational design of “sea land” 21
4.2 - Waiting time for check in at “sea land” 26
4.3 - Efficiency of housekeeping services 27
4.4 - Using of special service 28
4.5 - Quality of room service 29
4.6 - Food quality 30
4.7 - Quality of staff’s hospitality 31
4.8 – Cleanliness 32
4.9 - Condition of rooms 33
 1.1 PREFACE

Practical study plays a vital role in the field of education. It has been introduced
for the student to get practical knowledge along with theoretical knowledge
only bookish knowledge is not right way of learning anything especially for the
management students. How management principals are implemented in
business can only be known through practical study, students can be very well
aware about industrial environment like problems, opportunity, different
situation etc. this helps the student to have better understanding and also give
them a chance to show their skills and ability.

The principal concern of this report is to reveal my learning of practical

business scenario. In writing this report I have drawn vast amount of the
information from various senior people and simultaneously supplemented by
various other people, annual reports, letters, journals etc.

Here, I am presenting a project on the different concept that I saw, fill and
experience, while the work on the project report. I have tried my level best to do
the proper justification with my work in this project. I have attempted this
project entitled “Internal Management System of Hotel Industry” through
Sea land Hotel, a place where I work. Through this study, I analysed the
internal operation, its customer service strategy and the organisation structure of
this hotel.

A Hotel is a commercial establishment providing lodging, meals and other guest

services. Hotel Operations may vary in size, functions and costs. Most hotels
and major hospitality companies have set industry standards to classify hotel
types. The hospitality industry is a part of large enterprise known as travel and
tourism industry. The travel and tourism is a vast group of business with one
goal in common providing necessary and desired product and services to
customers and travellers. Accommodation facilities constitute a vital and
fundamental part of tourism supply. Among the important inputs which flow
into tourism system, is tourism accommodation forming a vital component of
tourism superstructure.
1.2 AN OVERVIEW OF THE HOTEL
INDUSTRY

1.2.1 HOTEL INDUSTRY IN ZANZIBAR

Travel and tourism is the largest service industry in Zanzibar. This industry
provides heritage, cultural, business and sports tourism. It is expected that the
tourism sector’s contribution to the country’s gross domestic product (GDP)
will grow at the rate of 7.8 per cent yearly in the period 2013–2023.

The Tanzanian tourism sector has been flourishing in recent years due to the
improved connectivity to and from the country. Also, better lodging facilities at
the tourist destinations have been a factor which has contributed to increase
Foreign Tourist Arrivals. The policies and changes implemented by the
Government of Tanzania has also been instrumental in providing the necessary
boost to the Tanzanian tourism and hospitality industry and attracting more and
more foreign tourists every year.
Hotel Industry's room rates are most likely to rise 25% annually and occupancy
to rise by 80%, over the next two years in Zanzibar. 'Hotel Industry in Zanzibar
is gaining its competitiveness as a cost effective destination. MNC Hotel
Industry giants are initiating for Joint Ventures to earn their share of pie in the
race. One of the major reasons for the increase in demand for hotel rooms in the
country is due to the heritage and historical place situate at the queen of island
Zanzibar. From 167 countries, today Zanzibar has finally made its mark on the
world travel map.

1.2.2 MAJOR SECTORS OF HOTEL INDUSTRY OF ZANZIBAR

The basic division in Zanzibar according to the location is as follows:

Heritage Hotels: These types of hotels reflect the old glory and grandeur of
Zanzibar, they are mostly the old havelis and mansions of ancient times which
have been turned into Heritage Hotels, these provide tourists with an
opportunity to experience royal pleasure in traditional ambiance. They mostly
concentrate in the sultan’s place at Stone Town in Zanzibar.

Luxury Hotels: These Hotels are equipped with world class infrastructural
amenities, they offer the tourists with a fine lodging and dining experience.
They extend a warm welcome to the customers catering primarily to the upper
class executives.

Budget Hotels: These kinds of Hotels are like home away from home, they
accommodate customers from upper middle and middle class. Mostly named as
Economy Class Hotel, Business Hotels and Discount Hotels, the Budget Hotels
supports the modern infrastructural facilities for a comfortable and pleasant
stay.

Resorts: Resort hotels in Zanzibar are mostly found at far away from the town
area and sea side tourist destinations. These are located amidst natural scenic
beauty; they are the ideal place to enjoy some valuable time with family and
friends or in solitude.

1.2.3 ROLE IN ZANZIBAR’S DEVELOPMENT

Zanzibar’s Hotel Industry holds a special place in the international world of

hospitality. Zanzibar is culturally the place which would be very well having the
most diverse places in the world. It serves as the natural beauty of landscapes,
magnificent historical sites and ancient architecture, misty Indian ocean retreats,
colorful people, rich wild resources, and foods. Beautiful nature, hot and cold,
chaotic and tranquil, ancient and developing – Zanzibar’s soothing extremes
rarely fail to leave a lasting impression. In Zanzibar Hospitality is a long
running tradition. Whether it might be the beautiful beaches and lush tropical
forests, to idyllic villages and flourish cities, the land offers unique
opportunities for every individual preference.
Today the accommodation options throughout Zanzibar have become extremely
diverse and unique from home stays and tribal huts to stunning heritage
mansions and historical palaces. In recent years the Zanzibar government has
taken several steps to boost travel & tourism which have benefited the hotel
industry in the country. The initiatives by the Government include the
abolishment of the inland air travel tax, reduction in excise duty on aviation
turbine fuel and removal of a number of restrictions on outbound chartered
flights, including those relating to frequency and size of aircraft.
Zanzibar’s Hotel Industry has been booming business and has also given a boast
to tourism business in the country. Double Tree Hilton, Park Group of Hotels
are some of the known hotels in the hotel industry that are famous for unique
amenities and superb accommodation arrangements.
 1.3 COMPANY PROFILE

Seal and Hotel offers luxury accommodation and associated amenities to local,
regional, national and international tourists and travelers. For business travelers
Sea land offer a wide range of facilities such as conference and meeting rooms
and exhibition space, including all necessary conferencing equipment and
security. With a tradition of commitment to excellence, personal attention and
guest delight, the brand succeeds in making guests feel completely at home.
There is a strong focus on exceeding customer expectations, reinventing service
concepts and upgrading physical products. By benchmarking itself constantly
against the best in its class, this brand, the oldest in Zanzibar, has built a solid
reputation in Zanzibar.

Sea land Hotel is located at Stone Town, the heart of Zanzibar, Tanzania. It is
modern structured hotel with a blend of Zanzibari Cultural orientation. It has a
lovely sea side view point and guest can enjoy the view of whole Zanzibar city
from the roof top of Sea land Hotel. The room of the hotel are specious and
have attractive sight. Guest would love the lovely architecture with medieval
Zanzibarian furniture bearing glorious past of the Stone Town, Zanzibar.

In past five (5) years the management of the hotel changed twice. The hotel is
running pretty well with its new management body and newly hired staffs for all
services and activities. Mr. Hafidh is the manager of this newly formed
Management.
 2.1 IMPORTANT OF THE STUDY

The basic objective of this study is study to estimate the measuring Internal
Management system of Hotel Industry. The estimation of internal management
system includes the internal operation system, Organisational structure and
Customer Service Strategy of Sea Land Hotel.

Apart from this other Objectives are as follows:

• To promote tourism in Zanzibar
• To study the concepts of Hotel Industry in Zanzibar.
• To study of the various trends in Hotel Industry.
• Exceeding customer's expectations for luxury après ski accommodations.
• To study the satisfaction level of the customers coming in to Sea Land
Hotel.
• To determine the current status of Sea Land hotel in Zanzibar
• To find out the local Customers response towards Sea Land.
• To identify main competitors of Sea Land Hotel.
 2.2 METHEDOLOGY

Research is common parlance refers to a search for knowledge. One can also
define research as a scientific and systematic search for pertinent information on
a specific topic. Research comprises defining and redefining problems, forming
hypothesis or suggested solutions, collecting, organising and evaluating data,
making decision and research conclusion and at last carefully testing the
conclusion to determine whether they fit the objective of the research.

NATURE OF THE DATA

PRIMARY DATA
• Data Collected through the organisation
• Data Collected through customers
• Data Obtained through internet
• Data obtained through questionnaire
• Data Obtained through daily schedules
SECONDARY DATA
• Data collected through various sites and books
• Data obtained from hotel website and magazines

SIZE OF SAMPLE FOR THE RESEARCH

The size of a sample refers to the number of items selected from the universe to
constitute a sample. This is a major problem before a researcher. The size of
sample should neither be excessively large, nor too small. It should be optimum.
An optimum sample is one which fulfils the requirements of efficiency,
representativeness, reliability and flexibility. The parameter of interest in study
must be kept in view, while deciding the size of sample. Costs too dictate the
size of sample that we can draw. As such, budgetary constraint must invariably
be taken into consider when deciding the sample size.
In this research, the sample size was 100 customers, out of them 50 was foreign
guests, who were staying at the hotel and 50 were the daily customers who
came for dining on different times of the day.

QUESTIONNAIRE
This is a most popular method of collecting data. It is being adopted by private
individuals, public or private organisation workers and even government.
In this research a questionnaire is sent / given to people concerned to answer the
questionnaire and return it the customers and the workers at the organization. A
questionnaire consists of a number of questions printed in a definite order on
forms. Multiple choice questions, dichotomous questions and rate scale
questions.
 PERCENTAGE METHOD
The percentage is used for making comparison between two or more series of
data. It is used to classify the opinion of the respondent for different factors. It is
calculated as
No. of respondents favourable
Percentage of respondent = --------------------------------------------- *100
Total No. of Respondents
 2.3 MISSION AND VISION

Mission is a written declaration of an organisation’s core purpose and focus that

normally remains unchanged over time. Properly crafted mission statements
explain:

• Filters to separate what is important and what is not

• Clearly states which markets will be served and how
• Communicate a sense of intended direction to the entire organization

Vision is an apparitional description of what an organization would like to

achieve or accomplish in the mid-term or long term future. It is intended to
serve as a clear guide for choosing current and future courses of action.

Mission of Sea land Hotel:

 Deliver the memorable experience that is the ultimate expression of the
destination’s authentic culture.
 Provide a friendly atmosphere to the travellers especially those who travel
from abroad (foreigners).
 Provide food prepared in hygienic way and tasty at a reasonable price.
 Sea Land Hotel offer high quality and high value products and services to
the customers and also tries to improve consumer life.

Vision of Sea land Hotel:

The planned hotel can look forward to a promising future, because of the
experienced staff, careful planning, the potential of the targeted market
segments, and skills training program. Pre-market research has shown the
intended market to have plenty of room for a hotel such as Foundations intends
to run. The management style is flexible, progressive and energetic. Enthusiasm
of the management as well as the employees will greatly stimulate the
envisioned growth.
 3.1 INTERNAL OPERATION
Internal Operation is the activities to control whole internal management
process within the organizations. In Hotel Industry, we can divide internal
operations into below categories:

3.1.1 THE ROOMS DIVISION

The Rooms Division consists of three major areas: front office, housekeeping

and uniformed services. Of these, the front office is the revenue producer. The
other areas are staff functions.

Front office:
This is the position that welcomes guests, registers them, assigns guest rooms
and rates, check's them out, and answers a myriad of questions about the hotel
and the surround community. For many guests the front office is the hotel. Front
desk fulfills many responsibilities.

Cashier, Reservations, Telephone Operator and night audit are the main part at

Sea Land Front Desk. Sea Land hotel established Night Audit as a position
that works the night shift, 11:00pm - 7:00am. The primary focus of this shift is
to perform the audit but they are still a Guest Service Agent. Sea Land Hotel
management control cashier as a Guest Service Agent that is performing the
function of checking guests out of the hotel. A reservations agent appointed by
Sea Land management holds a very specialized position at this property.
Housekeeping:  

Housekeeping is a broad term that is used to define the handling of cleanliness

and maintenance needs in both the domestic and commercial arena. Housekeep-
ing also involves performing many other duties such as laundry and errands
running. In Hotel industry, this department is the largest in virtually all hotel
properties. Whether the hotel does its own laundry or sends the laundry out to
be done, the housekeeping department will be in charge of that function.

Sea Land hotel do their own. They have laundry attendants who operate the
washers, dryers, and ironers. The bulk of the employees at “Sea Land” in
housekeeping are room attendants. These are the people who clean the guest
rooms and, usually, the public spaces of the hotel. At “Sea Land” all the house-
men are males who perform cleaning activities but who also perform manual
labor that the housekeepers may have difficulty with like turning mattresses,
stocking linens and other heavy labor. “Sea Land” hotel appointed Housekee-
ping inspectors, who actually inspect the work of the room attendants. Many
hotels have eliminated the inspector position, choosing instead to have random
inspection performed by a manager or manager on duty.

Uniformed services:

This department of a hotel consists of bell-staff, doorpersons, valet, and conc-

ierge. At many properties many of these positions have been eliminated because
of cost.

However, at “Sea Land” still encounter member of the bell-staff. These people

are caring guest’s baggage to their hotel room, introduce them to the many serv-
ices of the property and generally able to answer virtually any question guest
may have about the property or surrounding area. “Sea Land” also has door
persons, though they are getting harder to find. They are mainly appointed to
transfer guest’s baggage from their vehicle to a bell cart. They actually hold the
door for guest to enter the property. “Sea Land” also provides Valet. They are
the responsible person who park guest’s vehicle.

3.1.2 THE FOOD AND BEVERAGE DIVISION

Food and Beverage (F&B) may be the largest division in a hotel depending on

the number of outlets that F&B operates. 

“Sea Land” starts with the restaurant. Generally this is the facility that opera-
tes for breakfast, lunch, and dinner. There may be only one at the hotel. There
may be several, depending on the size of the facility. “Sea Land” has only one
General Restaurant and lovely decorated dining place. “Sea Land” also provid-
es room service for their in guest. One of the greatest profit potentials from
“Sea Land” is created from the Catering department, however it is very labor
and equipment intensive. “Sea Land” uses their catering department to generate
business in their hotel banquet rooms. The catering department is the sales arm
of “Sea Land” which takes the desires and wishes of the client and converts
them into orders which the banquet department turns into reality. Catering has
sales people and clerical staff. Banquets have servers, bartenders, and housem-
en. “Sea Land” F&B facilities also have employee feeding function. The empl-
oyee feeding facility is operated just as a regular restaurant would be. They esta-
blish menus, have their own staff, have cash and credit procedures, and attempt
to "market" themselves to the employee.

“Sea Land” hotel promises their customers to provide them healthy, hygienic
and highest quality food services through their professional kitchen staffs and
service boy.

3.1.3 THE SALES AND MARKETING DIVISION

A hotel division that is relatively small but very important is the sales and mar-
keting (S&M) area. The S&M division has as its first responsibility to put "hea-
ds in beds". They do this by focusing on the market groups that the hotel
appeal- s to and by soliciting the groups in that market. In addition to the sales
function, the division may have a convention service department. This
department handl- es the details of sales groups coming to the hotel. Convention
services would handle the reservation requirements, catering and meeting
arrangements and any "outside" needs the group may have.

“Sea Land” also introduced their S&M division usually handles the advertisin-
g needs of the hotel and the market research information gathering. Inquiries for
information tend to be directed to the “Sea Land” S&M division.

Another small but important division is the accounting division introduced by

“Sea Land”. They have a bookkeeper who keep the numbers tend to be influe-
ntial. Some of the functions, which controlled by the “Sea Land” Bookkeeper
are as follows: 
 Accounts payable ---Who do we owe?
 Accounts receivable--- Who owes us?
 Payroll---Sort of accounts payable but exclusively for employees.
 Taxes/fees---Lots of them! Property and income taxes, occupancy fee,
health department fee, etc.
 Statements---Profit and Loss (P&L), Balance Sheet, Cash Flows, Owners
equity, etc.
 Internal banks---The cash that each employee needs to start work.
 External banks---deposits, CD's, armored car pick-up, etc.

The accounting function and the front office work very closely with one another
at “Sea Land”. Usually they are physically adjacent. The front office is a reven-
ue producer because it "sells" guest rooms. Therefore the front office takes in 
cash, checks, credit card processing, and occasionally some direct bill. In order
to perform that function, the front office needs cash for change, data capture for
credit card processing, accounting forms for guest folios and some sort of check
approval procedure. Normally, the accounting office establishes banks for the
front office and procedures for taking checks, credit cards, and direct billing.

ROOM Charges at “Sea Land”

Single Bed Room TSH 80000

Double Bed Room TSH 150000
Triple Bed Room TSH 190000
Check in: 24 hours
Check out: 10 a.m.
Room Charges includes complimentary breakfast.
3.1.4 THE MAINTENANCE DIVISION

One of the key responsibilities of a general manager is the maintenance and

upkeep of the hotel. Owners refer to this as preserving the asset. Many hotel
properties suffer from owners who do not put back into the hotel. They take
their money and let the property deteriorate along with a declining occupancy
and average daily rate. The department that is generally charged with maintain-
ing the asset is Engineering or Maintenance.

“Sea Land” owners are very attentive in this matter. That is to say that once the
hotel is built and operating, 90% of the cost of the property has already been sp-
ent. Obviously the building itself, heating and cooling systems, plumbing, and
electrical are major expenses. Additionally, each guest room has furniture and
fixtures that have been purchased. The entire property has computer systems an-
d specialized equipment in each area. The kitchen has ovens, fryers, steamers,
etc. Time to time each of these areas needs upkeep. That task falls to the maint-
enance department. Sometimes they usually have the responsibility of external
maintenance also: landscaping, lighting, decorations, etc. A small department
but with major responsibilities.

“Sea Land” hotel properties have a separate department for security. “Sea Lan-
d” have this important area fall under the guidance of the general manager. Int-
ernal security demands should challenge suspicious people. Posting a sign that
says "employees only" is not enough. External security necessitates procedures
and policies that protect the outside of the property and the property of guests.
Lighting, fencing, television, and active patrolling of external areas are all part
of a comprehensive security package. Front desk staff and valets are trained to
embody a ‘customer first’ customer service model. While maintaining friendly,
responsive interaction with customers is crucial, it’s also important to vigilantly
follow all security protocols.

3.1.5 HUMAN RESOURCES

Depending on the size of the property, the Human Resources (HR) department

can be large with many specialists to a small one with one person. Frequently,
the general manager's secretary takes care of the "personnel" matters. There are
many laws and regulations related to the hiring, employment, and termination of
people that you can find yourself in a lot of trouble, quickly. Hire a professional
to take care of these items and keep you and your hotel protected. One of the
areas that HR covers is employment.  Training is part of the employment cycle
but also is part of the benefits that existing employees should have. Employee
relations is one of the HR responsibilities. The HR department hopes to keep
morale of staff high through newsletters, social events, and award programs.
“Sea Land” hotel maintained healthy Labor relations through their effective HR
department. Occasionally, managers only have the needs of their departments in
focus and may take a short term approach to employee relations. “Sea Land”
HR also deals with compensation programs. Not that they establish wage rates
but they generally collect data from a number of sources that works towards
keeping the compensation offered competitive with other hotels in the market
area. Benefits are also a major part of compensation. Safety issues allso falls
under the realm of HR at “Sea Land” hotel. The HR director is usually the head
of the safety committee and that committee attempts to keep the property as a
safe work place through policy and procedure.

The personnel employed at “Sea Land” are the following:

• Manager.
• Assistant manager.
• Lodge staff (7).
• Food store staff (3).
• Clothing store (3).
• Maintenance staff (3).
• Cleaning staff (4).

.
 3.2 ORGANISATIONAL STRUCTURE

Organizational structure is a system that consists of explicit and implicit insti-

tutional rules and policies designed to outline how various work roles and res-
ponsibilities are delegated, controlled and coordinated. Every hotel, no matter
its size and complexity, has an organizational structure that enables it to carry
out its daily operations. Hotels employ a vast number of people with a variety of
skills. However, each hotel organizes this diversified workforce in different way
s. General managers get the authority they need from the ownership interests of
the management company.

“Sea Land” hotel follow well maintained organizational structure at their

management system. Let us summaries their organizational structure.

3.2.1 GENERAL MANAGER

The general manager, Mr Hafidh of the property is a multi-talented individual

who represents many interests. As a general statement, he is responsible for the
standards and profit of this complex business. Additionally he is responsible for
protecting their business asset for the owner(s). He represents the hotel to the
community and frequently represents the community to the hotel. The general
manager is the one responsible for the operation to the owner, management
company, franchise company, chamber of commerce, mayor, police chief, keep
going............

3.2.2 THE HOTEL (OR RESIDENT) MANAGER

“Sea Land” hotel has appointed Hotel manager, also called the house manager
or resident manager to assist General Manager. “Sea Land” does have resident
managers and all the support positions. Housekeeping; security; rooms; engin-
eering (repairs and maintenance); laundry and valet; revenue control; shops,
rentals and business centers; concierges; pools and spas are all support positi
ons – at every corner they appointed different resident manager in order to cont-
rol all the work smoothly.

3.2.3 THE ROOMS MANAGER

Reservations, telephone, concierge, and uniformed services are among departm-

ents reporting to the room’s manager, as is the front desk. Room Reservations:
Reservations are requests for rooms from prospective guests. “Sea Land” hotel
introduced well trained Rooms Manager to serve their guest.

3.2.4 MANAGER OF GUEST SERVICES

One final level of management is needed for our full-service-hotel illustration,

the manager of guest services. Large hotels have assistant managers supporting
this position during each shift. Guest-service managers control the immediate
front-office staff, who are pivotal to the rooms department’s assignment. “Sea
Land” hotel recruited experienced person at this position in order to make their
guest comfortable during their stay at this property.

ORGANISATIONAL DESIGN OF “SEA LAND”

 3.3 Customer Service Strategy
The aim of this chapter is to review the available literature about the customer
service strategy at “Sea Land”. It attempts to define and explain the issues
related to the topic of the study to arrive at the conceptual clarification. In other
words, this chapter includes the literature and existing gaps on the research
topic.

“Sea Land” customers can be broadly divided into two groups:

• Daily Visitors: “Sea Land” receives more than 200 daily customers at their
Restaurant for lunch or dinner to enjoy their tasty and delicious food.

• In House Guest: During the winter seasons, “Sea Land” area is a beautiful
wilderness retreat with over 50 hiking trails and other outdoor recreational
activities. To enjoy this environment, lots of foreigner checks in at “Sea Land”.

At the “Sea Land”, their commitment to service excellence is rooted in their tw

o guiding principles called the Four Steps of Service and the “Sea Land”
Peop- le Philosophy. One of their key priorities is to empower their people to
deliver on their legacy of impeccable service.

Four Steps of Service:

1. A warm and sincere welcome. Use the guest name, whenever possible.
2. Fulfill guest needs and provide anticipatory service.
3. Defect free products and services.
4. Fond farewell using the guest name, whenever possible.

3.3.1 CUSTOMER EXPECTATIONS

Excellent customer service and high customer satisfaction begins with understa
nding customer expectations. It has to be noted who your customers are and
what they want. In companies ‘customer satisfaction is generally measured by
asking customers whether their product or service has met or exceeded expecta-
tions. It is very important to ask this question because asking is a key factor that
leads to customer satisfaction.

“Sea Land” always gave extra effort on this aspect and collect valuable
feedback from their loyal customers.

3.3.2 PRODUCTS
“Sea Land” Hotel offers to their customers 12 Three-bedroom units, 18 Two –
bedroom units, 10 single -bedroom units, 3 Deluxe luxury bedroom units, fully-
equipped kitchens, laundry facilities and lovely decorated private swimming
pool. “Sea Land” Hotel offers a common-area outdoor hot tub as well as the
following services on-site:
• Food store
• Ski rental/clothing shop
• Front desk service

3.3.3 SALES STRATEGY

“Sea Land” Hotel sales strategy is to harness the existing booking system that
has been critical to the success of all of the area's lodges and inns. Room rates
will range from TSH 50,000-100,000 per night in peak season. In the off season
prices will range from TSH 30, 000-80,000 per night.

3.3.4 IMPLEMENT QUALITY-CONTROL STANDARDS AND

PRACTICES

You won't have to worry about demand being too high if your organization isn't
focused on a vision of service. Successful hospitality companies focus much
attention on service standards for all aspects of their company. Providing quality
customer service is key in the hospitality industry. Every organization has their
own ideas about delivering good service.

There are some standard keys followed by “Sea Land” in service delivery:
 “Sea Land” never forgets who they are. Companies that really succeed
create a service strategy for each of their market segments, and then they
stick to it. They never try to be all things to all people.
 “Sea Land” Encourage every employee to act like a manager. One reason
some hospitality organizations succeed while others fail is that successful
operations empower their employees.
 “Sea Land” staffs Handle Moments of Truth correctly.
 “Sea Land” always hires experienced good people and keep them happy.
 No one likes to be put on hold, have to wait in line to check in at a hotel
or wait for their check to come at a restaurant. “Sea Land” always very
keen to serve their customers on time.
 Customer service is top priority at “Sea Land” hotel. The good news for
the property is that, by their very nature, they are in a unique position to
continually redefine what true customer service is.
 “Sea Land” periodically Measures their customer satisfaction and engag-
ement. Fortunately, technology is making it easier than ever to get real-
time feedback with website and smart phone surveys as well as social
media listening tools to actively monitor what people are saying about
“Sea Land” online.
 “Sea Land” periodically brings in experts to give training seminars for
their customer service staffs. “All of their employees are trained to go out
of their way to look after each guest and to take ownership of problems,”
They delve deep into every review and use them to guide their training.
 4.1 DATA ANLAYSIS AND INTREPRETATION

Information regarding hotels is based on both quantitative and qualitative data.

For this reason, qualitative and quantitative research methods were used to
collect and analyze data for this research. Interviews were used to gather
qualitative data while questionnaires were used to gather quantitative data. To
collect first-hand information, the stakeholders of the “Sea Land” Hotel were
interviewed.

Aggressiveness of the researcher enabled the “Sea Land” Hotel management

understand the essence of the research. This was possible by assuring the
management of the hotel that the information would be used for academic
purposes only. Essentially, questionnaires were issued to the hotel’s major
stakeholders. These stakeholders included the customers, the management, and
the staff of the hotel.

Questionnaires were administered to customers in their hotel rooms so that they

could fill them in when they were free and relaxing. The questions in the quest-
ionnaire had the impression that they are meant to improve the welfare of the
customers so that they got excited to answer them. For the management and the
staff of the hotel, the questionnaires were administered when they were not very
busy. They were allowed to take their time, at least a day or two so that they co-
uld fill in them when they were not busy. The questions for the management so-
ught to answer the third research question as well as how the management ensu-
res high levels of customer satisfaction. Similarly, the questions for the staff of
the hotel determined their input into customer satisfaction.

CHART – 4.2
 WAITING TIME FOR CHECK IN AT “SEA LAND”

PARTICULARS RESPONDENTS
VERY GOOD 29
GOOD 60
FAIR 09
POOR 02
TOTAL 100

INFERENCE: From the table, 60% of the respondents agree that they are well
communicated by the “SEA LAND” reception area and consume very less time
to complete all the procedures for Check in and only 9% gave negative.

Check - In Time

60
50
40
30
20
10
0
Very Good Good Fair Poor

Percentage
 CHART – 4.3

EFFICIENCY OF HOUSEKEEPING SERVICES

PARTICULARS RESPONDENTS
VERY GOOD 10
GOOD 50
FAIR 25
POOR 15
Total 100

INFERENCE: From the table, it is clear that 50% of the respondents agree that
housekeeping service is very efficient and on time at Sea Land Hotel. 25% of
the respondents said that the service is as normal compare to others and only
15% disagree for the above said statement.
 Housekeeping Service

50
40
30
20
10
0
Very Good Good Fair Poor

Percentage

CHART – 4.4
 USING OF SPECIAL SERVICE

PARTICULARS RESPONDENTS
VERY GOOD 25
GOOD 50
FAIR 15
POOR 10
Total 100

INFERENCE: The above table shows that to the extent of 50% of the
respondents are satisfied with the using of Special service such as --wake-up
calls, show or restaurant reservations, babysitters, etc. provided by Sea Land
hotel. Only 10% of the respondents disagree for the above said statement.

Special Services

50
40
30
20
10
0
Very Good Good Fair Poor

Percentage
 CHART – 4.5

QUALITY OF ROOM SERVICE

PARTICULARS RESPONDENTS
VERY GOOD 20
GOOD 55
FAIR 15
POOR 10
Total 100
INFERENCE: The above table shows that to the extent of 55% of the
respondents are satisfied about room service arranged by Sea Land. It does
reflect their satisfaction level during the Check out time. Only 15% of the
respondents are not fully satisfied and 10% respondents gave negative.

Room Service Quality

60
50
40
30
20
10
0
Very Good Good Fair Poor

Percentage
 CHART – 4.6

FOOD QUALITY

PARTICULARS RESPONDENTS
VERY GOOD 28
GOOD 57
FAIR 10
POOR 05
Total 100

INFERENCE: From the above table, it is clear that to the extent of 57% of the
respondents are very satisfied towards the quality of food served by Sea land.
Only 5% of the respondents disagree for the above said statement.
 Food Quality

60
50
40
30
20
10
0
Very Good Good Fair Poor

Percentage
 CHART – 4.7

QUALITY OF STAFF’S HOSPITALITY

PARTICULARS RESPONDENTS
VERY GOOD 28
GOOD 48
FAIR 16
POOR 08
Total 100

INFERENCE: From the above table, it is clear that to the extent of 48% of the
respondents agree that they are well served by the Sea Land Staffs and they are
highly satisfied. Only 8% of the respondents disagree for the above said
statement.
 Staff's Hospitality

50
40
30
20
10
0
Very good Good Fair Poor

Percentage
 CHART – 4.8

CLEANLINESS
PARTICULARS RESPONDENTS
VERY GOOD 21
GOOD 52
FAIR 14
POOR 13
Total 100

INFERENCE: From the table it is clear that to the extent of 52% of the
respondents they are satisfied for the cleanliness and hygienic matter at Sea
Land and to the extent of 13% of the respondents disagree for the above said
statement. But here confused respondent also quite increasing, so Sea Land
needs to work on it more.

Cleanliness

60
50
40
30
20
10
0
Very Good Good Fair Poor

Percentage
 CHART – 4.9

CONDITION OF ROOMS

PARTICULARS RESPONDENTS
VERY GOOD 25
GOOD 44
FAIR 23
POOR 08
Total 100

INFERENCE: From the above table, it is clear that to the extent of 44% of the
respondents agree that the existing room facilitates are in good condition at all
levels. 8% of the respondents, which is very minimum, disagree for the above
said statement.
 Room Condition

50
40
30
20
10
0
Very Good Good Fair Poor

Percentage
 5.1 FINDING OF THE STUDY
Customer satisfaction is an important aspect of every successful business inclu-
ding the hotel industry. In that regard every business should strive to have a go-
od relationship with its customers to enhance loyalty and thus increase its profit
ability. However, “Sea Land” hotel managers face problems trying to satisfy
their customers and end up experiencing high levels of customer dissatisfaction.
The problem can be solved by learning customer needs and using the knowled-
ge to increase satisfaction. This thesis digs deeper into different ways of improv
ing customer satisfaction.

Challenges for the “Sea Land” hotels are:

1. Shortage of skilled employees

2. Retaining quality workforce
3. Shortage of rooms
4. Intense competition and image of India
5. Customer expectations
6. Manual back-end
 5.2 Research limitations

Getting all the information regarding a business’ operations is not always possi-
ble. For this reason, the research on Internal Management Systems at “Sea
Land” hotel can-not be trusted to be comprehensive. The information provided
by management, staffs and customers through interviews and questionnaires
may not be accurate and thus compromise the accuracy of the research.

On the other hand, information gathered through secondary research may not
fully apply to the “Sea Land” hotel since different hotels have different ways of
conducting their operations. In other words the management and staff might not
provide all the information to the researcher inorder to protect the hotel.

Time frame for study was tight. Schedule had to be maintained. Restrictions on
expenses were another big limitation.
 5.3 Problems & Solutions

High profile hotels in Zanzibar face the problem of retaining their customers
due to the intense competition in the industry. Competition gives customers
many options which makes it hard for a hotel like “Sea Land” Hotel to hold on
to their customers. As much as the hotel tries to meet the needs of its customers,
their competitors offer many choices for the customers. Therefore, the hotel can
not be guaranteed to retain its customers since many customers need to explore
other alternatives and experience the taste of different environments. This make
s it hard for many hotels in Zanzibar to retain their customers in the long run.

In 5 years, there was a gap in customer care, services providers couldn't care ab-
out their customers as well as their source of income. This pushed the govern-
ent through the Zanzibar Revenue Board (ZRB) which is responsible of all the
involvement of the country’s development, ZRB, to set up a customer care divi-
sion to enable workers in public and private sectors improve the quality of serv-
ice they were offering to their clients.

Customer care in Zanzibar still presents some challenges, but on the whole has
greatly improved compared to 5 years ago. It is important to have a vibrant bre-
ed of service providers that respect the values of good customer service to keep
pace with the growing folio of investments in the hospitality industry. On one
hand, due to promotion effort through advertisement of ZRB, for creativity of
employment which has given hotels in different areas particularly in Town.
 5. 4 Recommendations

At our entry level of economy / limited service we will find a basic room for
the night. There will probably be some coffee in the lobby during your check-
out and maybe some sweet rolls but not much more. There will be no room serv
ice or restaurant on property.

At the mid-range of service we generally find full service properties, i.e. those

that have restaurants on site and meeting space for attendees. These are definit
ely nicer properties related to their furniture, fixtures, and equipment. They tend
to spend more money on the uniforms and amenities in their properties also.
However, service is not determined by the amount of bells and whistles a hotel
may provide. Service is determined by human beings being of service to other
human beings. Service is a human quality. At the world class facilities the empl
oyees are always available but never in the way. They seem to know when to
appear and to assist.

The results of this research suggest that the management of “Sea Land” Hotel
should be more proactive as opposed to receptive in their reaction techniques.
This implies that the administration ought to be extremely ready for adjustments
in the business environment and they ought to be quick to react in a short time
so as to out-maneuver competition. “Sea Land” Hotel needs to do all it takes to
stay on top and in this way stay competitive. “Sea Land” Hotel ought to likew-
ise forcefully advertise their products and services to promote mindfulness in
the business sector and it should be dynamic and innovative to draw in more
clients and hold the existing ones. The complaints of the customers ought to be
well respected. The hotel will then be more open to outside thoughts on the off
chance that they handle the thoughts. The hotel should mastermind and present
streamlined hotel guides who are more proficient in the hotel industry.
 5.5 CONCLUSION

“Service to man is service to God”. As the proverb says the hotel owners and
the managers provide good service to their customers, which in turn will incr-
ease the profitability of the hotels.

In the hotel industry, service quality, as an extremely subjective category, is cr-

ucial to the satisfaction of the customers. If they increase the quality of service
it will attract more customers at the same time they can expand the business,
and it will lead to more employment opportunities. To sum-up, this thesis atem-
pts to clarify the SERVQUAL model and not only provides the managers with a
clear picture of the quality of the services provided, but also helps the hotel ow-
ners to discover the needs, tastes, preferences and expectations of the guests. It
also lists out various facilities provided by the hotels to their customers and also
various services mixes provided. We can say that it helps managers in setting
the standards for the provision of services in the hospitality industry.

This assignment has enhanced our knowledge database about the tourism and
hospitality industry. It has provided us with an insight into some of the best ho-
tel companies as we were able to analyze the sum total of data representation of
their performance and survival techniques. Pertaining to the current world rece-
ssion scenario we could find that it had little impact on the tourism and hospital-
lity industry. There is a cut throat competition existing in the hotel industry and
only survival of the fittest is possible. In the hotel industry customer centric ap-
proach is followed wherein customer is of prime importance and other factors
are based on the decisions made by the customers. A paramount importance is
given to the human resources as they constitute a major part of the industry.
Also quality is never compromised.
 6.1 QUESTIONNAIRE
SEALAND HOTEL

We hope you enjoyed your stay at “Sea Land” Hotel. Please answer all the que-
stions by rating the expectations of the hotel that you stayed in, in relation to ea-
ch of the following attributes on. Your answer will help us to serve you better in
future. Please complete this survey and return it to the reception desk.

1) Name :
2) Age : (a) 14–25 (b) 26-37 (c) 38-49 (d) above 49
3) Gender : (a) male (b) female
Please rate for the following services Very Good Good Fair Poor
Pleasant greeting and being helped by
doorman
Minimal waiting time in line at "check-
in"
Bell person promptly at my room after
"check-in"
Housekeeping services timely and
efficient during your stay
Using special services--wake-up calls,
show or restaurant reservations,
babysitters, etc.
Prompt "room service" delivery
Value for price paid
Menu Variety
Quality of food
Overall, how would you rate our staff's
hospitality? (Friendliness, courtesy,
responsiveness)
Cleanliness
Condition of rooms
The check-in process was timely and
efficient
Management was available to solve
problems
 What could we do to make your Stay more comfortable?

______________________________________________________
______________________________________________________
______________________________________________________
___

DATE___________________

Thank you for sharing your thoughts with us. Enjoy staying at “Sea Land”
Hotel.

BUSINESS IS MUST BUT SERVICE IS FIRST

 6.2 REFERENCES

Books:

 (G.S. Sureshchandar, Chandrasekharan Rajendran R.N. Anantharaman, 2002)

 Cohen and Aminion (1985), Research methods in education
 Güngör, H. (2007). Observing and registering emotional satisfaction of customer con-
tacts. [Amsterdam]: Amsterdam Univ. Press.

Websites:

 Google Search
 http://blog.clientheartbeat.com/customer-expectations