This document discusses customer relationship management in the hospitality industry. It provides examples from two hotels, Pullman Novotel Aerocity and Park Plaza Karkardooma. It analyzes their approaches to customer relationship management, including their loyalty programs, complaint management systems, service recovery processes, and how they empower employees. It also evaluates their human resources practices around employee training, progression, and reward/recognition programs.

1. JAIPURIA INSTITUTE OF
MANAGEMENT, NOIDA
Customer Relationship Management
Topic: Customer Relationship
Management in Hospitality Industry
Faculty: Prof. Joy Patra
Submitted By:
Prashant Sarda (PGSF-1633)
Saurabh Papanai (PGSF- 1644)
Shalini Aggarwal (PGSF-1645)
Shashank Srivastava (PGSF-1646)

2. Stuti Chadha (PGSF-1652)
Vishal Jamwal (PGSF-1658)
Vritika Bansal (PGSF-1659)
ACKNOWLEDGEMENT
We are highly indebted to Prof. Joy Patra, our faculty and mentor for providing
us with a project, which would help us understand, how theoretical knowledge is
being applied in current industry, and for guiding us constantly along with proper
supervision and necessary information regarding the project.
We would like to express our special gratitude towards Mr Dhruv Chadha, F&B
Executive at “Park Plaza, Karkardooma” and Mr Vineet Singh, MT at
“Pullman-Novotel Hotel, New Delhi, Aerocity” for their co-operation and
precious time that they have devoted to our group, in order to end up our project
with a clear vision on the topics that were supposed to becovered.
The collection of various ideas, information and the progress of the project was
dependent on the efforts put in by all the members in the group so, we would like
to thank each other for gathering relevant information which enabled us in
collaborating the report with the abilities on time.

3. PERCEIVED QUALITY: ELEMENTS
Pullman Novotel
People: This hotel has a separate department to deal with customer’s problem; it is headed by the
Guest relationship manager. He looks into the matters of the customer recovery and retaining. He
plans the entire step to be taken to improve and satisfy the customer.
Process: This hotel provides the facility of online booking to its customers. They also provide
flexibility in the package provided to the customer. The customer are charged on per hour basis
which helps the customer to save if he doesn’t stay for longer duration and has to pay only till
the time he stays. This is also an attractive scheme provided by this hotel.
Hygiene: The employees here are very well groomed and every department has a separate dress
code according to their departments.
The interior of the hotel resembles the European architect and gives an immense pleasure to the
customers staying in this hotel.
Park Plaza
People: The MOD (manager on duty) is responsible to handle a situation if a customer faces a
problem and bring the customer to relief. They do not have a different department to address
such issues.
Process: This hotel provides both online and offline booking option to its customers.
Hygiene: It has a mix of both traditional and modern outlay, designed by renowned hospitality
designer Sarabjit Singh Ahluwalia’s.

4. IDIC MODEL
Pullman Novotel
Identify: This hotel uses a CRM software ‘trust you’ to convert its regular customers into loyal
customer by studying their behavior while booking a room and accordingly providing offers to
their customer. They provide flexible offers to its customer.
Differentiate: They give more preference to the customers who regularly visit their hotel and
provide them with attractive offers when possible. They also give them personal attention while
providing any services so that they can be converted into loyal customers.
Interact: Once the preferred customers are located they target them through online modes such
as by connecting with them on social media and by sending them mails providing attracting
offers for the stay in their hotel.
Customize: They customize the offer as per the need of the customer and make it flexible for the
customer which helps them convert these customers into loyal customers.
Park Plaza
Identify: They use online and offline both methods to target their regular customer so as to
convert them into loyal customers.
Differentiate: They target on the basis of the budget of the customer as to they are high in worth
or low in worth to the hotel and treat them accordingly
Interact: They hold regular campaigns such as by the medium of print media etc. they also place
their banners and give sponsorship in various events at places.
Customize: They customize the offer as per the need of the customer and make it flexible for the
customer which helps them convert these customers into loyal customers.
COPIS/SIPOC:

5. Customers Outputs Process Inputs Suppliers
Suppliers:
As suppliers front office employees, housekeeping, concierge & culinary divisions used to
support for the day to day activities. The front office is the most visible department in a hotel.
Guests come to the front desk to register; to receive room assignments; to inquire about available
Employees
Housekeeping
Culinary
Concierge
Information
Via OPERA
Front Office
In-Room
Dining
Reservations
Housekeeping
Customer
Service
Delivery
Service
feedback
Customer
suggestions

6. services, facilities, and the city or surrounding area; and to check out. Concierge includes making
reservations for dining, securing tickets for theatre and sporting events, arranging transportation,
and providing information on cultural events and local attractions. Concierges are known for
their resourcefulness. Housekeeping employees inspect rooms before they are available for sale,
clean occupied and vacated rooms, and communicate the status of guestrooms to the front office.
Inputs:
The Software used for information purpose is OPERA & it used to perform functions like profile
management, bookings, inventory, financials, reporting.
Process:
There are detailed responsibilities and flow in which a particular division works . There is front
office, In room dinning, reservations & housekeeping departments which works in a proper
defined regulations and following certain standards.
The functions of front office are:
 Sell guestroom, register guests, and assign guestrooms.
 Process future room reservations, when there is no reservation department or when the
reservation dept. is closed.
 Provide information about the hotel, the surrounding community, and any attractions or
events of interest to guests.
 Maintain accurate room status information.
 Maintain guest accounts and monitor credit limits.
 Produce guest account statements and complete proper financial settlement.
The responsibilities of reservation are as follows:
 More than half of all hotel guests make reservations. The reservations department is
responsible for receiving and processing reservation requests for future overnight
accommodations.
 These individuals arrange for hotel accommodations through such means as toll-free
telephone numbers; direct telephone lines; hotel sales representatives; travel agencies;
property-to- property networks; postal delivery; telex and fax; e-mail; and other
communications services.

7.  Reservation agents should convey the desirability, features, and benefits of staying at the
hotel, rather than simply taking an order. It is no longer satisfactory for a reservations
agent to say that the front desk will determine the room rate at check- in.
 Reservation agents should confirm the rate over the telephone at the time the guest makes
reservation. The agent should also tell the guest why the room is such good value
information to avoid overbooking. It is essential for reservations department personnel to
work closely with the hotel’s sales and marketing division.
The responsibilities of housekeeping are as follows:
 Part of the rooms division of the hotel.
 Effective communication among housekeeping and front office personnel can contribute
to guest satisfaction while helping the front office to effectively monitor guestroom
status.
 Housekeeping employees inspect rooms before they are available for sale, clean occupied
and vacated rooms, and communicate the status of guestrooms to the front office.
 Often employs a larger staff than other departments in the rooms division.
 The department also includes inspectors (Floor SV), room attendants (Maid), lobby and
general cleaners (Houseman), and laundry personnel.
 Housekeeping personnel are responsible for maintaining two types of inventories:
 Recycled inventories – are those items that have a relatively limited useful life but are
used repeatedly in housekeeping operations. (Linens, uniforms, and guest amenities like
irons and hair dryers.)
 Non-recycled inventories – are those items that are consumed or worn out during the
course of routine housekeeping operations. (Cleaning supplies, small equipment, and
guest supplies and personal grooming items.)
Output:
 Most companies will have a customer service policy in place.
 This proves to customers that they are dedicated to ensuring that customer dedicated to
ensuring that customer needs are being met.
 Also it ensures that staff in the organisation are all working towards the same target .

8. Customers:
 In order to know what would serve the customer needs best; the hotel must be in contact
with the customer. Their suggestions should be listened to with sobriety and their
complaints attended to. At least a suggestion box should be strategically put a point
where customers can note them.
 Scheduled phone calls.
 Encourage Facebook Discussion among Your Current and Past Guests
 Send Customer Feedback Survey
 Ask for Feedback - We Care Cards
CUSTOMER VALUE STRATEGY: EMPOWERMENT
Pullman Novotel Aerocity: Specifically, a Duty Manager is assigned in Pullman and Novotel,
who is there to handle hassle free situation and is allowed to take sudden decision and carry out
conclusion there and then to cover conflicts and problem that comes down suddenly.
Park Plaza: Instead of Duty manager, in park plaza there are managers on duty, who are
responsible for a specific period of time, in which they are handling duty. Managers can be of
any department (HR, Marketing, Operation, and Finance) who is on duty. So, by doing this, park
plaza gives everyone equal opportunity and empower them equally.
SOURCES OF VALUE:
People (HR):
Pullman Novotel: HR plays a very crucial role in Pullman Novotel as they take part in every
happening event. For eg: There was Unveil your talent competition held by culinary Department
(Kitchen department), at a Pan India Level, in which total arrangement and management was
handled by HR, this was it shows that they are encouraging their employees more and more in
different event.
Talking about the rewards and recognition, Pullman and Novotel give rewards on monthly basis
that boost up its employee towards their work and keep them encouraged.

9. Park Plaza: Park plaza is not doing that well in case of its people, as in this hotel, rewards and
recognition are given on quarter basis or semiannually in some cases, which shows that a regular
motivation is not provided to its employees and in a way, this seems to be a drawback for the
hotel.
Process:
Pullman and Novotel: In Pullman and Novotel, the staff is being divided into different
department such as Front Desk and reservation, so that employees working in a department, stay
focused and possibly they deliver to the best of their knowledge.
Park plaza: The segregation of department is not done in park plaza as the same team of
employees handles the front desk that are there to handle the reservation. Which results into
heavy work load on employees and clear focus on individual work is missing.
Communication:
Pullman and Novotel: Communication with Pullman employees are possible through website,
online portal and also the customers who visit in are served with a feedback forms, in which they
can come up with actual reviews.
Park Plaza: Communication is possible only through contact numbers available on website and
through online portal that are there and no feedback form system is there in the hotel.
Physical evidence:
Pullman and Novotel / Park Plaza: In both the hotels, different dress code is followed depending
upon their department and individual badges with their name on it are assigned to individuals, so
that a customer can easily recall the employee from its dress and the badge given
LOYALTY PROGRAM
Park Plaza:
Park Plaza does not have any loyalty program for its customer but it offers its offers membership
“Plaza Membership” to its existing as well as new customer in order to retain exiting and acquire
new customers.

10. Park Plaza has dedicated sales team which looks after the Plaza membership program. Every
salesman has a target of selling minimum 20 memberships per month and based on their
performance they receive their incentives.
Benefits of Plaza Membership:
 2 rooms night
 50% off on buffet upto 6 members and 20% on above
 1+1 on beverages after 5pm
Pullman Novotel:
Pullman follows a loyalty program called “La Club” for its existing and new members.
Pullman Novotel has 4 levels in its loyalty program:
1. Entry level: free to join
2. Silver: 10 nights or 2000 points
3. Gold: 30 nights or 7000 points
4. Platinum: 60 nights or 14000 points
Soft benefits of the program:
 Stay plus, complimentary nights
 Up to 50% dinning
 10% member rate
 Red hot rooms
 15% off drinks in Asia
 Exclusive member events
 Partner benefits
 Silver status, le club Accor hotels
Accor hotels have 4500 La Club members around the globe. The entry level card is given when
the customer check in the hotel at front desk and is free of cost. After the entry level the
dedicated sales team work to upgrade the status level of the customer to silver, gold or platinum.

11. COMPLAINT MANAGEMENT SYSTEM
Park Plaza
At Park Plaza, the process for complaint management is such that it starts with mailing at the
registered mail id that goes to the head office from where a call to the General Manager
regarding the case is done and that particular issue is being discussed in the daily meeting and
action is taken accordingly.
Pullman- Novotel
At Pullman, the complaint process is such that online any complaint can be filed on trip advisor
etc. and it comes directly on their internal software. In case any offline complaint is to be
registered, it goes to Duty Manager and he is solely responsible for the issues.
Mail on
prescribed
id
Head Office
Call to
General
manager
Discussion
in Morning
Meeting
Action is
taken
Contact
Duty
Manager
Issue is
heard
If not in the
hands of
DM,
concern is
put to
GM/DGM
Discussion
with all
directors
Action is
taken

12. SERVICE RECOVERY
Park Plaza
Case: At a recent marriage function, the guests arrived before time and the venue was not ready
as per the requirement, due to which they (guests) were deeply disappointed but as the
employees are courteous, they understood that it was their daughter’s marriage and so tried hard
to make the guests happy by offering out of class F&B Service and because of this
overwhelming effort made by the employees, the guests went back with a good experience.
Pullman- Novotel
An example of service recovery quoted at their official website, where the guests were
disappointed with the billing process but were satisfied with the services offered.
KRAs
Pullman- Novotel

13. This KRAs is of a F&B Team Leader, it mentions a point for customer service as the main duties
and a part of the KRAs for the employee. The responsibilities include services to both internal
and external customers of the organization.
Park Plaza
Here is the attached

14. screenshot from the employee handbook in which the company’s HR talks about what is
expected out of employees in terms of customer service.
EMPLOYEE EVOLUTION & PROGRESSION
Pullman- Novotel
 Brand Training: Our Body & Soul
 TIME Out 21
 Keys to Communication
 Train the trainer
 WAAG – WOMEN AT ACCOR GENERATION

15.  Accor Academy
REWARD & RECOGNITION
Pullman- Novotel
The awards given to employees on monthly basis are:-
 Guest Passion : “Star Associate Award”
 Guest Passion : “Star Executive Award”
 Sustainable Performance: “Never Ending Wow Service - NEWS of Month”
 Innovation : “Share your ideas of the month”
 Sustainable Performance: “Best Seller of the month”
 Respect & Trust: "Best Outsourced Associate of the month”
 Spirit of Conquest: The “Excellence in Management Award”
Park Plaza
 On quarterly basis generally
 Until level 2 i.e. Captains
 Front of the house
 Back of the house