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    Blue Mountain Resorts: The Service Quality Journey: Karan Mathur

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    kakki1088
    This document summarizes the service quality journey of Blue Mountain Resorts (BMR) in Ontario, Canada. It discusses how BMR was founded in 1941 and grew to be the largest family-operated ski resort in Canada by 1999. However, concerns arose about long lines and poor service. In 1999, BMR partnered with Intrawest Corp. and developed a service quality program to address issues like customer flow, speed of service, and outdated information systems. Process improvements were implemented, but an upgrade to a centralized, integrated information system was recommended to improve operations and the customer experience.

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    Blue Mountain Resorts: The Service Quality Journey: Karan Mathur

    Uploaded by

    kakki1088
    265 views14 pages
    This document summarizes the service quality journey of Blue Mountain Resorts (BMR) in Ontario, Canada. It discusses how BMR was founded in 1941 and grew to be the largest family-operated ski resort in Canada by 1999. However, concerns arose about long lines and poor service. In 1999, BMR partnered with Intrawest Corp. and developed a service quality program to address issues like customer flow, speed of service, and outdated information systems. Process improvements were implemented, but an upgrade to a centralized, integrated information system was recommended to improve operations and the customer experience.

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    BLUE MOUNTAIN RESORTS: THE SERVICE QUALITY JOURNEY

    Original Title

    Blue Mountain Resorts

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    This document summarizes the service quality journey of Blue Mountain Resorts (BMR) in Ontario, Canada. It discusses how BMR was founded in 1941 and grew to be the largest family-operated ski resort in Canada by 1999. However, concerns arose about long lines and poor service. In 1999, BMR partnered with Intrawest Corp. and developed a service quality program to address issues like customer flow, speed of service, and outdated information systems. Process improvements were implemented, but an upgrade to a centralized, integrated information system was recommended to improve operations and the customer experience.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    265 views14 pages

    Blue Mountain Resorts: The Service Quality Journey: Karan Mathur

    Uploaded by

    kakki1088
    This document summarizes the service quality journey of Blue Mountain Resorts (BMR) in Ontario, Canada. It discusses how BMR was founded in 1941 and grew to be the largest family-operated ski resort in Canada by 1999. However, concerns arose about long lines and poor service. In 1999, BMR partnered with Intrawest Corp. and developed a service quality program to address issues like customer flow, speed of service, and outdated information systems. Process improvements were implemented, but an upgrade to a centralized, integrated information system was recommended to improve operations and the customer experience.

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    BLUE MOUNTAIN RESORTS: THE SERVICE QUALITY JOURNEY

    Karan Mathur
    Introduction to BMR
    Founded in 1941 by Jozo Weider
    Four Season Resort and largest family operated ski
    resort in Canada by 1999
    Ski-hill offered 251 acres of ski-able terrain with a
    vertical drop of 721 feet
    11 trails on 88 acres under lights for night skiing
    Range of Skiers

    20%
    40%

    40%

    Novice Intermediate Expert


    Intrawest Investment
    1999 BMR sold 50% interest to Intrawest Corp.
    Intrawest leading developer and operator of village
    centered resorts across North America
    Purchased 16 acres of real estate lands at the base of
    BMR resort
    Planned to develop a four-season pedestrian village
    the included:
    Restaurants
    Shopping and nightlife
    Resort entertainment(skiing, tubing, etc.)
    BMR Operations
    Staff

    Ski Hill
    Facilities and Guest Services
    Year Round Call Center Snow Making
    Staff 200 10 12
    Winter Additional 6 Grooming 8
    Seasonal 750 8 different Ski Training
    Summer food service school with
    Seasonal 250 facilities 180
    Annual payroll Conference employees
    of over $10 Hall Ski patrollers
    million Daycare 15 part/full
    Ski rental and time
    repair shops First-Aid 75
    volunteers
    BMR Concerns

    Reputation on long line-ups and poor service

    Employee morale and job performance


    Service Quality Program
    Contacted consultancy firm Achieve International
    Vision Statement To be a resort in Canada at
    exceeding customer expectations
    Value Statement Caring, Trusting and Commited
    Customer definition re-defined as External and
    Internal
    Changed hiring practice for matching job demands
    with employee capabilities
    Rings of Service
    Enhanced
    Services

    Support

    Basic Product or
    Service
    Move to Enhanced Services
    Process Teams (1994-1995)
    Used Pareto charts, process flow mapping and
    brainstorming
    Improved communication between staff and management
    Formal Training programs
    17.2% customers gave 10/10 on staff friendliness
    SWOP Program
    Identification of specific areas where opportunity existed
    to improve service quality
    Proposal to identify issues and recommendations
    Issues Identified

    Customer Flow

    Speed of Service

    Information Systems
    Customer Flow
    Speed of Service
    Information Systems

    Guests become frustrated: Process flow mapping


    Hire 3 attendants to
    Finding the resort address parking issues,
    customer issues
    Confusing parking lots
    Walk-up information
    Where to find amenities? booths, FM radio or
    computer-terminal kiosks
    Intrawest plans to grow
    facilities, problems going
    to get worse
    Customer Flow
    Speed of Service
    Information Systems

    Long line-ups/misdirected Forecasting techniques to


    to wrong lines better predict future
    business activity
    Weekends and holidays
    Provide fast and accurate
    information to staff

    Self-serve kiosks placed at


    high traffic areas

    Train staff to be more


    flexible to adopt new
    approaches to their work
    Customer Flow
    Speed of Service
    Information Systems

    Information systems Online information


    operate on several systems that link all
    separate databases sectors together

    Information mostly on Hire a graduate to help


    hardcopies get information systems
    organized
    Usually inaccurate or out-
    of-date

    Set-up costs high


    Recommendations
    Upgrade the Information Systems

    Centralized Database
    Elimination of Human Effort and Errors
    Data Integrity
    Ease of Access
    Quick responses to customer queries
    Cross Functionality
    THANK YOU

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