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Royal Hotel Case Study Analysis

2267 words - 10 pages

 
Royal Hotel Case Study Analysis 1 

 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 
 Troubleshooting Information Systems at the Royal Hotel: A Case Study Analysis 
 
 
 
 
 
Jason Willis 
University of Massachusetts 
SCH­MGMT 632 
Dr. Charles Mutigwe 
May 28, 2016 
 
 
 
 
 
 
 
 
 
 
 
 

 
Royal Hotel Case Study Analysis 2 

Table of Contents 
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Executive Summary 
Case Overview 
Problem Statement 
Case Data Analysis 
Decision Criteria 
Resolutions Analysis 
Recommendations/Action plan 

 
Executive Summary 
The Royal Hotel is an all suite luxury establishment in New York City that caters 
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 However, it is clear that the organization deems the acquisition of information systems 
critical to continued success. This also indicates that the Royal requires an ambitious mindset 
towards integrating these systems into their operation (Piccoli, 2012). 
 
Case Overview 
In response to the need for proactive problem resolution, the Royal Hotel contracted 
Fancy Consultants & Company (FC) to assess and resolve their growing concerns with achieving 
an elite executive guest experience consistently. After consideration by FC’s consultant, Blake, 
and their executive team, the Royal decided to invest in Espresso! Rapid Response Solution, an 
information system designed to allow for centralized and streamlined entry and execution of 
work orders. Espresso! advertised the the following benefits: improved response time, 
elimination of lost work orders, reduced data entry time, improved follow­up, expansion of 
reporting capabilities, and improved guest service. Prior to rolling out the system, FC replaced 
Blake with another consultant Jack who was now to oversee installation, implementation, and 
preparations for on­site training, Shortly following installation and implementation, the system 

 
Royal Hotel Case Study Analysis 3 

had been all but abandoned by staff, yielding no measureable improvements to operational 
efficiency or guest satisfaction. The original consultant, Blake, is tasked with returning to the 
Royal and resolving the failed implementation of Espresso! (Piccoli, 2012).  
 
Problem Statement 
The failed implementation of Espresso! lies in two major components of information 
system management: process and people. The system’s utilization was ineffectively managed by 
the Royal Hotel’s management team and, as a result, was quickly abandoned. Employees quickly 
reverted to their original system for submitting work orders on paper and at the end of their shift; 
precisely the type of inefficiency that Espresso! set out to eliminate. As a second­order 
organizational change, it is critical that those people involved are trained and managed in order 
to ensure that due diligence is given to the new information system (Piccoli, 2012). It is clear that 
the necessary follow­through was not delivered by the Royal’s management team, an issue of 
process and people management. Additionally, staff at the Royal were quick to revert to the 
usage of old systems rather than see the change through, showing a lack of clarity in the 
cruciality of this sort of progress. The problem at hand remains, “How can Blake reverse the 
effects of the failure and restore the original trajectory of improved operational efficiency and 
guest experience?” 
 
Case Data Analysis 
 In analyzing the enacted processes at the Royal, it is clear that on­site management did 
not effectively oversee the usage of Espresso!, nor did they instill the need for such a system to 
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