Taj Mahal Palace Hotel Service Marketing

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Information about Taj Mahal Palace Hotel Service Marketing

Published on March 30, 2014

Author: PrachiShastri

Source: slideshare.net

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INTRODUCTION • A Brief History: Founded by Jameshedji Tata and incorporated in 1902, it opened its first hotel, The Taj Mahal Palace & Tower, Mumbai, in 1903. Since the 1970s, played an important role in launching several of India's key tourist destinations • Philosophy of service excellence • Active in converting former royal palaces in India into world class luxury hotels • Offer well appointed rooms, telecommunication facilities, efficient service, specialty restaurants and lively bars, well-equipped business centres, and other conference facilities

GLOBAL PRESENCE • To extend its presence, the group acquired hotels internationally • Hotels operated by the Taj Group internationally are located in US, Australia, Dubai, Maldives, Malaysia, Sri Lanka, the United Kingdom, South Africa, Bhutan and Zambia.


STP Analysis

SEGMENTATION Psychographic Lifestyle- Lavish, Luxurious Interests- Royal treatment, Professional goal accomplishment, outdoor sports and activities (Swimming, Partying) Demographic SEC- A1, A2 Occupation- Officers/Executives (Junior/Mid/Senior), Businessmen and Businesswomen, Shop Owners

TARGETING • Foreign tourists • Foreign Business Executives and Businessmen • Celebrities & HNI • Politicians and Foreign Diplomats

POSITIONING High end luxury hotel giving its customers a taste of ROYALTY in modern times.

POP POD Different types of rooms available SOP (Standard Operating procedure) Restaurant and Bar Currency Exchange Wireless internet Laptops/ mobile phones/ portable printers on hire Fitness centre Translation/ interpretation services Spa & Salon Maid service 24 hour business centre Secretarial services Airport pickup and drop facility Laundry/ dry cleaning




SERVICE FLOWER Core Information Consultation Order Taking Hospitality Safekeeping Exceptions Billing Payment

CORE PRODUCT • Temporary Stay- in Facility • Room – Tower Rooms – Club Rooms – Palace Rooms – Signature and Presidential Suits

SUPPLEMENTARY SERVICES • Restaurant and Bar – Starboard – Wasabi – Golden Dragon – Souk – The Zodiac Grill – Harbor Bar Meeting Room and Banquet Facility Gym , Spa and Salon Courier Laundry Travel Guide & Pick –up and Drop –in facility Child Care Facilities & Wake up Call Currency Exchange


COMPETITOR PRICING • ORCHID HOTEL: Rs. 5500 - Rs. 8400 • J W MARRIOTT HOTEL: Rs.10350 - Rs.12000 • GRAND HYATT: Rs. 9500 - Rs. 18000 • OBEROI HOTEL: Rs. 12250 - Rs.300,000

PLACE • Strategically located – Best of Both Worlds – • Not cut off from the charm of Mumbai city & Provides the Luxury of peace and quite • The iconic and heritage building which has been synonymous to Mumbai over the last 106 years leaves an impact on the guest’s mind • Proximity to major tourist spots like Colaba Causeway, Gateway of India, Marine Drive etc..

PROMOTION • Selective and very targeted • In house magazine (internal marketing) • Promotion platforms – Print, SM, P.R • Celebration of Indian and International Festivals to achieve Special Bookings and stays. Like Christmas, Chinese New Year etc.

Shamiana and Sea Lounge


LOYALTY PROGRAMS • Taj Inner circle – For Frequent Guests • Taj Advantage Plus – For Corporate • TAPP Me – For the Travel Trade Partners

PEOPLE • Extreme customer-centric organizational culture where employees are willing to do almost anything for guests • Employees have encyclopedic knowledge about regular guests, and anticipate need • Staff is highly trained to go the extra mile to delight customers. • Some of the employees working since decades

APPROACH TO HR • Seek fresh recruits rather than lateral hires • Hire from small towns and semi urban areas, not metros • Recruit from high schools and second-tier business schools rather than colleges and premier B-schools • Induct managers who seek a single-company career and will be hands-on • Focus more on hiring people with integrity and devotion to duty than on talent and skills

APPROACH TO HR • Train workers for 18 months, not just 12 • Ensure that employees can deal with guests without consulting a supervisor • Teach people to improvise rather than do things by the book • Insist that employees place guests’ interests over the company’s • Have incumbent managers, not consultants, conduct training • Use timely recognition, not money, as reward • Ensure that recognition comes from immediate supervisors, not top management





Welcome Drink and Gifts

Private Dining at Wasabi


EXTERNAL MARKETING • Print – Newspapers – Magazines – Online

• Public Relations – Press Release by Brand Asset Valuator – Y&R Rediffusion. – The Taj was rated as the No.1 breakaway brand ahead of global heavyweight Facebook (No.2). An overwhelming positive response on all the key metrics that resulted in the brand's topmost ranking in the country. – Our commitment to deliver exceptional service quality and surpass our own benchmarks in global hospitality, resonate with the high expectations of our guests world over. This recognition is an acknowledgment by our guests and continues to motivate us to deliver exceptional and memorable experiences to our guests." said Deepa Misra Harris, Sr. Vice President, Global Sales & Marketing, Taj Hotels Resorts & Palaces.

• Guests Speak! • Awards Taj Hotels is internationally acclaimed for its excellence in providing the finest and most unique hospitality experiences

INTERNAL MARKETING • Taj Management Training Program (TMTP) • Taj Management Training Program (TMTP) – Operations / Food Production • Hotel Operations Management Trainee Program (HOMT) • Affiliation with Indian Institute of Hotel Management, Aurangabad

INTERACTIVE MARKETING • Digital Marketing – Trip Advisor – Website – Facebook

The Ordinary Heroes & Their Extraordinary Service • The Taj Mahal Palace, Mumbai is ranked number 20 by Condé Nast Traveler in the overseas business hotel category. • Employees gave customer service a whole new meaning during the terrorist strike. • As many as 11 Taj Mumbai employees laid down their lives while helping between 1,200 and 1,500 guests escape.. • Designing an organization for extreme customer centricity requires several dimensions, the most critical of which Taj has managed to do.

CRM at Taj Palace, Mumbai • Guest Preference Sheet • Handling Complaints • Fidelo – A Property Management System • Wow Card • GRE Courtesy Call • GSTS (Guest Satisfaction Tracking System)

THE GAP MODEL ANALYSIS A conceptual model, developed to qualitatively measure service quality. Identifies five gaps within the process of any service design and delivery, which, in this case, leads to dissatisfaction of guests.

THE COMMUNICATION GAP • The Taj group has become a synonym for royalty worldwide • The communication that is established with the consumers is extensive and effective • The only gap that existed here is the inability of the hotel to communicate to its consumers beforehand that the Wi-Fi service provided in the rooms is chargeable separately as per usage

CONCLUSION AND RECOMMENDATIONS • Taking feedback not only from the external customers but also internal customers • Proper check on the hotel staff and processes’ efficiency by the management • Regular track on the sales data for further leads and follow up • Treat all customers equally

Presented By: Neha Bhandari – 4 Mandar Jha – 15 Paridhi Sharma – 28 Paarul Vora – 40 Prachi Shastri – 50

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