GAB 4013

OPERATION MANAGEMENT

CASE STUDY

COLMAR TROPICALE, A FRENCH THEME RESORT

BERJAYA HILLS, BUKIT TINGGI, BENTONG PAHANG

NAME : MOHAMAD ALIFF MOHD SAHIMI

LECTURER : MR KAMAL ARIFF ZAINAL ABIDIN

CHAPTER 1

INTRODUCTION

Colmar Tropicale is a resort in Bentong, Pahang. This place is quiet popular among

visitors from Singapore and Kuala Lumpur. It is a destination for relaxation on the weekend

after a busy life in the city. Those who are seeking for a little bit of adventure, this place

offers a variety of sweat breaking activities like the jungle trekking, Japanese fight, paint ball

war, horse riding and many more. Relish in century old Alsace charm at this French-themed

resort, settled at 2,700 feet above sea-level amidst 80 acres of rainforests. Let the medieval

French village and picturesque surroundings bring you back to an era steeped in culture and

romance. From families and groups, to honeymooners and the pure romantics, Colmar

Tropicale beckons you with enchanting grace and hospitality.

The layout and the architecture of this place are so unique and out of local

architecture standard. By that, in a good way, it provides visitors and tourist a special

experience of visiting another ‘country’ in Malaysia. During peak hours, management has

decided to put on street dancers and performers to entertain all the visitors. Not to forget, day

bazaar and game arcade for those seeking for a little luck of winning small prizes. Stage

performance by acrobatic group and singers also scheduled on night and evening hourly.

This place really gets into the bottom of heart of those seeking for a difference in their

holiday trips and it really provide them up to the level services from the receptionist, to the

room service, all are well planned and done. For couples and honeymooners, this place offers

a unique style and variety for them. During normal working day, Monday to Thursday, the

room’s occupancy is well below 30% and will increase by 50% as night comes. During

Friday to Sunday, the minimum occupancy level will be around 70% and by Saturday, full

house is inevitable.

Colmar Tropicale is one of the leading resorts under Berjaya Group which also

manages another resort in Langkawi, Redang, Singapore and United Kingdom. Further

interview with the Front Office Manager, Madam Maizaton Hashim, it is found out that the

hotel does several strategies to promote the hotel in order to increase the occupancy level

during week day. The operation and performance meeting of the hotel also done by the

management with all the heads of departments on every Friday morning to ensure better

management of the hotel.

CHAPTER 2

MANAGING QUALITY

2.1 WEAKNESSES AND QUALITY PROBLEMS

Bad Equipment Standards - Being the only resort uphill after Genting Highland, Colmar

Tropicale has to perform better than what it offers the customers. Unfortunately, the shining

and top notch services from the hotel only available on the early establishment of this place

around the year 1998. As the time passed, and now it is 13 years old resort, many of the

equipment is all not to the standard and broken. Many a time, the guests commenting to the

operators regarding squeaky bed when they are sleeping, broken bed, snake running on the

corridors, bugs are flying at night etc.

Unwanted Guest - Being the fact that the resort is surrounded by jungle, it is unavoided that

the entire occurrence will happen once in a while. All the problems are well known by the

management, from the lowest rank staff like the bellmen, till General Manager are well aware

of the problem and a solutions are being done to overcome all the problem one by one.

Under Staffing - Being in service line, enough staffing is one big deal factor to ensure the

happiness of the customers staying in the resort be it only for one night or one month. The

entire guest should be treated promptly when they required the staff attention. Upon further

interview with the hotel management, the problem is occurring due to high turnover from the

hired staffs. Perhaps, this due to the

Under Training - The impression of the guest to the resort also depends heavily on the

personal touch of the hotel staffs. Thus, sometimes it happens that the guest complains that

the staff is rude or acts inappropriately to their request, due to lack of training and supports

knowledge from the head of department itself.

Late response and overcharged credit cards during check out – this problem occur on

daily basis at Colmar Tropicale front office counter. The problem occurs due to lack of

efficiency and familiarity of the staff in charge with the system check in, registration and

checked out guest. This will cause long queue for morning check out and evening check in.

From the given brochure, I realize that the Latest check out time by 12 pm, and earliest check

in by 3 pm.

2.2 MANAGING QUALITY SOLUTIONS

As every problem laid out in the previous page, the management is trying to solve each and

every single problem that occur every single day in their weekly meeting with all the

departments head and the proposed and done solutions are laid out in the following

discussion.

2.2.1 Implement the organization practice of supports to staffs.

All the new comes staff are set to sit and follow the induction day to the Colmar

Tropicale. As an example to elaborate the process, take as an example a front office assistant,

taking the title Bellmen is just arrive at his first day at job. The head of department will then

brief the staff all the information and operation of the department. Further emphasize is then

made on the topic, this department job is everyone’s job. That means he/she should help or

assist when he/she free to increase the efficiency of the department output. After the briefing,

a senior staff will be assigned to show the new staff the places around Colmar Tropicale

includes the swimming pool, sauna, gymnasium, viewing tower, Japanese garden, archery,

bowling alley, safari services, restaurants and dining, and other facilities that the hotel

provides. A visit to the each of rooms type also a must, like the superior room, one bedroom

suite, two bedroom suite, ume tatami suite etc. This to ensure the quality of the new staff that

he know what to do and where to go when he is directed to do so. After 2 weeks of on job

training, the new staff then had given a handout of how the Quality Management Services

(Q.M.S) system works. This system uses Opera V2.0 which includes all the required

management information and operation for the hotel like the check in check out database, the

inventory, guest arrival, commissioning and etc.

He will be trained every night and when the checking in rate is slow, he will be given

chances to do himself to get the firsthand experience on dealing with the guest. Upon further

interview with the Front Office Manager (FOM), she claimed that this technique that has

been implemented in her department allows everyone in her department to help each other

job. As an example, Bellmen can be a phone operator, Front Office Assistant, Door Key

Maintenance, Room Maintenance guy, Bellmen and Public Relation Officer. In another

words, everyone is doing a multitasking job and it makes they become valuable to the

company. This will then solve the undertrain and “rude staff” problems all at once!

2.2.2. Creating the Resort’s Quality Principle.

Many a time, the comments and feedback of the guest goes futile since the comments

and feedback are made verbally without the staff taking proper notes and forward it to the

resorts official. Thus, upon further discussion, the management has done the following to

solve and further increase the services as time go,

Apply customer focus services. With this principle in all staff mind, whenever any

customers/guest/visitor approaches them, whether to ask for direction, information and guide,

the staff would be very happy to assist them. In fact, if the staff is not busy and available,

they can personally show the room, or be a guide as a matter of fact to make the guest happy.

This principle will eliminate the understaffing look alike situation and will further enhance

the resort image in the eyes of the visitors.

As an example, there is two staffs attending the concierge counter, and then suddenly,

an old lady approaches them and said that she has lost her family. Out of feeling of

responsibility, one of the staff should leave his place and guide the lady back to her room, or

help her find the family. This way, the family member will be more than grateful to the staff

and might even give him some tips to show their gratitude. This is the result of having

customer focus principle in mind. If there is only one staff attending the concierge, he might

help the old lady by calling her room and ask the family to pick up the lady back to the room

while asking the lady to sit in the waiting area. Now that is superb service if you ask me.

Another way to improve on the quality of performance of the resorts, management has

provide a feedback form that includes all information and comments related to checking

in process, guest services, room services, dining services etc. which will allow the guest to

highlight which part of the services did not met their expectation and they will try to improve

on that the next time they receive the feedback. All the feedback forms are treated as

confidential and only the top management able to see them. A specially designed feedback

form is placed at front office and given to the guest upon their check out. A special drop box

for the form also provided near the exit door to ease the guest to drop the feedback form on

the way out of the hotel.

2.2.3. Creating Employee Satisfaction and Job Fulfillment.

Employee satisfaction at workplace is a crucial point in order to increase the

Quality of Services delivered by the hotel. Working in service line is stressful and not as easy

as one thought. Pressure in created when the staffs need to meet a lot of deadline and

important guest requirement and there is not enough materials to cope with the guest demand.

To illustrate this better, I have conducted an interview with the housekeeping manager, Mr.

Ma’mun bin Ismail. He is an Indonesian man who become part of the important factors that

make Colmar Tropicale runs smoothly. He stated that, during festive season like Christmas,

Hari Raya, and school holiday, the place will run out of the bed sheet, or good pillow.

Sometimes, the guests that are coming, asking too much equipment that is out of their

packages. Which creates further problem in the housekeeping department.

Guest that has done the done, need to check out latest by 12p.m. but some of the did

not manage to get out early, thus resulting a bottleneck at reception and the housekeeping

department will not manage to finish cleaning the room in time and they will for sure have a

big fight with Front Office Department. Many a time, guests have to wait until 4 to 5 pm

before they are able to check in into the room. This is one of the good example to show that

how stressful the job in service line can be.

Sometimes, Colmar Tropicale accepts big corporate group like Public Bank, Exxon

Mobil, Standard Chartered etc. These groups demand plenty of attention and services from

the staffs, be it the Safari drivers, the games and sport staffs, the registration staffs, kitchen

staffs etc. due to this, all the workers need to be rewarded handsome financial benefits. As

an example, when there is a big group and the resorts making millions out of them, at least

there should be a party that treat the staff with all kind of good foods to show the company

gratitudeness towards the good services provided and making the guests event a success.

Being in service line, advancement is really important factor to keep a person on the

service line as his main career. Ability to advance further in career will lead to a total

satisfaction. Imagine working as a receptionist for 10 years and you never been upgraded to

any major position. That is quiet a downing experience. At least, when the person is 2 years

in her position, she should be upgraded to at least a supervisor, then a captain, the assistant

etc. take as an example, in the waiters line, Zila has been working as waiter for 2 years, she

has been upgraded to Supervisor of Waiter and her job now to assist waiters and to monitor

any short staff and to overcome the problem. The advancement as I see it, is really important

in order to make a person able to understand the corporation well and manage it from top

down. Not just salary wise, but also satisfaction in career wise.

Practice appreciation of high performing workers is also crucial factor in making the

employee still interested in the job that he/she is doing. The best practice that has been done

by Colmar Tropicale is the will put up 3 best performing employee of the month near the

staff cafeteria, near the Human Resource office and a few other strategic location. This will

motivate other staff to also achieve or perform as good as the employee of the month. One

best example is at Colmar, a security guard, Mr Abdul Hadi manage to get employee of the

month title because he managed to catch a thief of the kitchen inventory. Thus resolving

missing itinerary problem once and for all.

2.2.4. Focusing on Customer Satisfaction

Front Office Manager works with Housekeeping Manager to ensure quality, service

and cleanliness of hotel surrounding. Along this document, I keep on highlighting this two

departments regularly. This is due to the nature that this two departments are playing a big

role in the resort efficiency. When the guests visit the resort, their first impression must be set

up to a really good level. This only can be done by always making sure of the near perfect

cleanliness, and services delivered by the hotel up to the sky level.

Each departments heads are responsible to ensure the highest level of customer

satisfaction. When there is a complain, the complain must be resolve as soon as possible. The

departments head must know what to do and what to tell their staff to do once the get the

complaints. The faster it solved, the better.

The restaurant outlet manager must try to obtain feedback from the customers. If the

foods are good or not, etc. any complaints can be done at the cashiering place and the

resolution will be done immediately. With these illustrated steps only the guest satisfaction

can be achieve at colmar tropicale.

As good example will be a Korean guest is having dinner at La Blazon, the coffee

house. Then he did not satisfied with the food that the resort provide. He can go to the

cashiering place and state his problem. Then the cashier/waiter that attend him will the give

immediate resolution to his problem. If not, then further consultation with the Restaurant

Manager is compulsory to resolve the arising matter.

CHAPTER 3

LOCATION STRATEGY

3.1. LOCATION POTENTIAL PROBLEMS

Colmar Tropicale situated at KM48 Persimpangan Bertingkat, Lebuhraya Karak,

Berjaya Hills, Bukit Tinggi, Malaysia. It is on the North-South Highway and reachable by

most of Malaysian. After exiting the highway at KM48, you did not immediately arrive at

the resort, instead you have to travel another 30 minutes climbing the hill and then only you

arrive at the resort.

Based on interview with a few of visiting guest, some of them are not comfortable of

the idea of having to climb up the hill as the road up to the resort is really make them scared

due to the jungle area and lonely journey since there is not much cars going up and down the

resort especially at night time. Ladies guest tend to get scared the most and foreigner visitor

will just feel so-so for the journey going up hill.

The curvy and sharp bending road also contribute to several accidents that happen

along the road to Colmar Tropicale. An observation made during my journey up hill, I found

traces of accidents a long the way up. Further interview with Pak Aziz Shuttle Service

(PASS) drivers, I found out that the accidents happen due to the slippery road during raining

time and the driver mistake. One most remembered accident was a Viva goes turtle in the

drain after the lady driver lost control of her car after she entering a corner at a very high

speed and did not manage to brake on time.

Due to the nature of the road along the way to the resort, motorcycle accidents also

happen to the staff working there. Most of the time, the lost control of the motorcycle when

they entering a corner. An interview made with one of the staff, namely Miss Azurin, who

had to take leave for nearly 3 months after she involved in an accident during the way down

the resort. She commented that the winding and coiling road is the main reason of the

accident.

But afraid not, the management has realize all the potential problems before it

happens. Thus, right now they are closing the road that is considered as too dangerous for

guest usage and another better road is opened and set for guest only. This has been able to

avoid anymore unwanted things to happen.

For medical attention, since Colmar is too far away from the nearest hospital, the

management has set up a clinic for any medical attention that require fast action. As a god

example, I have talked to the M.A. Officer, Mr. Baharom or known as ‘Abah’ , he said once

he was summoned to inspect a small baby at Colmar Tropicale hotel. The baby was having

allergy reaction to the food she was eating late the evening. Thus, he went there and inject the

baby with insulin and her condition stabilized. The management practices the Just-In-Time

for medical assistance for those requiring the assistance.

3.2. ADVANTAGES OF HIGHLAND AS A RESORT AREA

The highland in Bukit Tinggi I so unique. This due to the vast tropical jungle that

surround it. The climate is cool and the temperature is averaging from 20 ~ 27 0C with a very

chill hill air that welcomes to all first timers that are coming from all around the place.

Since the resort situated 2700 feet above sea level, the pain trees grow vastly and

there are many unique fauna can be found around this place. Humid and cool air is relaxing to

all visitor and it is good to see the guests are enjoying the resort area.

It offers an option to the visitors to experience the surrounding as if they are in

Alsace, France with cold air environment and it really is a good and overwhelming

experience.

3.3. MAIN CRITERIA TO IMPROVE COLMAR TROPICALE RATE AS

HIGHLAND RESORT

Colmar Tropicale is one of a kind resort that offers unique experience to it’s visitor. Thus, to

increase it’s rate as a holiday attraction and highland resort, the management has decided to

focus on the following details :

Resort’s main function

Understand the population and income of the location

Understand the strength of competitor in the area

Find out if the location has adequate accessibility

Find out the economics of the location

With all the details in mind, the resort functions and attractions aer all highlighted to the

guest upon their arrival. What the resort offers to keep them occupied, whey they must not

missed when they are here, what must do and must not do. Visitor that obtain clear

information on the functions and attractions of the resort has to offer, will definitely

CHAPTER 4

LAYOUT STRATEGY

4.1. POSSIBLE MAJOR FLAW OF LAYOUT IN COLMAR TROPICALE

During my observation and comment by previous guest, I found out that the parking layout of

Colmar Tropicale is confusing for some people. There is lack of signboard to show them the

way etc. Going up hill from the KM45 highway exit giving you a feeling that you will never

arrive at the resort or temporarily you will feel that you are lost. This feelings due to minimal

signboard provided by the management for the visitors to see and confirmed.

The signboard only provided and seen when the visitors arrive at junction which is about

after 30 km climbing up hill. It is a frustrating experience for the first timer. In addition to

that early frustration, when the visitors arrive at the resort, they will have to go round and

round to just found the parking is below the resort itself. When they checked in, their

blurriness and confusion increase with the arrangement of the building,

Blocks Numbering Blocks Name

1 Azalea A

2 Azalea B

3 Brunsfelsia

9 Camelia

5 Dahlia

6 Euphorbia

7 Fuschia

8 Heliconia

To further increase the guest, the number 4 is eliminated from the rooming list and block

numbers and substituted with number 9. As you can see from table above, after number 3, the

table straight jump to number 9. This due to the old chinese believe that no 4 is unlucky

number. This will further become confusing as the discussion of the room numbering come to

mind. Please see the table below that illustrate the numbering of room and what it means.

Room Numbers Block Level Room

1205 Azalea B 2nd Floor 05

1111-1115 Azalea B 1st Floor 11-15

1101 - 1110 Azalea A 1st Floor 01-10

9001 Heliconia Ground Floor 01

Due to confusing nature of this resort, many a time, a guest will come back to the lobby and

ask the Bellmen to bring them to their room because they cant find the rooms after they

resufe the Bellmen service offer at the 1st time. The design of the building does not make

finding the room as intuitive as other hotel and resort, but it just unique in it’s own way.

4.2. LAYOUT STRATEGY IMPLEMENTED AT COLMAR TROPICALE

The resort consist of 9 restaurants and 8 building blocks for staying. The following details

illustrate each and every one of the restaurants and building arrangement at Colmar

Tropicale.

Each restaurant offers different type of delicacies as described above ;

La Boulangerie

A wide variety of freshly baked breads and pastries by our resident French baker.

La Cigogne

Authentic French dining where you can sample excellent fois gras and choucroute, an

Alsacian specialty.

La Flamme

A deli that serves mouthwatering pastries, cakes and sandwiches.

Le Blason

Offers a great variety of Malaysian and International specialties.

Le Poulet Roti

Serves excellent international cuisine like roasted chicken, homemade potatos and muffin.

Le Vin

Fine selection of cigars and French wines.

L'Orient

Offers Indonesian and Chinese favorites.

Ryo Zan Tei 

Overlooks the beautiful Botanical Gardens, and features excellent Japanese cuisine.

All these restaurants provides more than enough options for the guest to choose where to eat

when they are out for food hunting! All these restaurant arranged in such away that once the

visitors come into this small franch village, they will have to go through all the restaurant

area and the super scrumptious smells that come from the restaurants sure are mouth

watering. All these restaurant applies the following layout in their operation,

RBD : Restaurant Based Delivery

Rate Roof : Restaurant with Carry Out Service only

DELCO : Delivery Service with Carry Out Service

For RBD, the restaurants offer room services to all staying guests. They will send the ordered

foods to the room and will definitely accept phone call orders. This applies to Ryo Zan Thei ,

La Blason and Le Poulet Roti.

While for Rate Roof, is Le Vin and L’Orient. These offers the guest variety of choices and

how the want to dine in, in their own room, in a romantic candles dinner or even outdoor

dinner. All available at their own special order.

4.3. UNIQUES RESTAURANT LAYOUT

All 8 restaurants offer the customers plenty of food choice and they are divided into

separated sections :

Dine –in Section

Carry – out Section

Delivery Section

Kitchen Section

Oven Section

Outdoor Section

Dine in section will seats all the eating customers while carry out and delivery section will

offer some space for payment and other activities while oven and kitchen section responsible

to prepare all the foods.

This layout setting has increase the efficiency in delivery seriices to the customers and

it is true when the festive season is happening. The restaurant able to cope with the demand

as each sections will allow proper accommodation and work to be done in the kitchen and

dining area did not interfere each other.

CHAPTER 5

SUPPLY CHAIN MANAGEMENT

As the resort consume a lot of supplies from kitchen department, the housekeeping

department and retail department, supply chain management is highly important factor to

be kept in view of everyone involved in ensuring a good flow of business at this resort. In

short, supply chain management is the direction stick whether the resort is the winners

and the losers in this business.

95 per cent of the ingredients are locally produced and mostly supplied from various

external sources. Import very few specialty items: cigarettes(USA),cheese (from New

Zealand) and liquour(from Singapore ). All other housekeeping products such as

shampoo, shaver, toothpaste kit, sewing kits, bedding and detergent are sourced locally.

Only the special staff hat which is imported from Germany is sourced outside.

As there is many contender fighting for the tender of supplies, most of the time, the

criteria for selecting the suppliers are quality, price, and responsiveness. As the resort

cannot afford late response from the vendor in case of any trouble occurs. And the vendor

chosen must come with some sort of return policy once the delivered item found to be

non-functional/non-usable.

For the resources of the item, 2 small storage rooms is provided near the basement 2 and

another one at basement 1 near the La Blason kitchen. These stores taken care of by

storage departments. My interview found out that there is 3 person responsible taking care

of these item and there is a time when the item can be taken out. The form to take out the

items must be 1st signed by head of department before the storekeeper allow the item to be

taken out. As an example, a retailer come to the store with request form of a few item to

fill in the fridge in the retail shop, the request form must be signed of by the retail

manager and the accepted request form then submitted to financial department for futher

process.

Berjaya Hills Resort has a logistic department which keep materials for all department in

the resort . Special item needed to be requested 1 or 2 week before the item needed to be

used and the delivery time is different for different items.

Each restaurant manager should give feedback on the received products and their quality

every time after delivery is being made. From this then the stocking of the item can be

done precisely and accurately. All the managers need to plan in advance on how much

they need to order for each items and it all depends on the sales prediction and projection.

CHAPTER 6

INVENTORY MANAGEMENT

Colmar Tropicale Inventory Management practice just in time principle. They do JIT in the

following details,

Just In Time

Fast response - accommodate the guest special need

Quality product - provide the best room experience.

High holding cost - lowered by only purchase when ordered

Low ordering cost - accumulate and order all at once.

By this principle is applied in the current management, there is increase in performance in the

resort yearly cashflow. At the start up of the resort at year 1997, the stock up of item is

requiring plenty of space and it is costly to keep up all the item. Then, after the year of 2001,

after the new General Manager do the administration, the cashflow starting to increase and

the investment returns in no time.

The nature of hotel Industry drives the use of JIT system for the following reasons :

Shorten lead time and its variations

Lower the holding cost/ordering cost ratio

By this technique, the result is now able to improve on the following :

Improved Quality

- the quality is at peak since the item used is not in an old stock. All items

are fresh and from factory.

Low Cost

- the minimal stocking time has reduce the cost significantly and resulting

in lower cost.

Safety Stock Reduction

- Since there is no longer the need of stocking, then there is no more

securities issues to be dealt with.

CHAPTER 7

SCHEDULING

Scheduling is one main reason of smooth operation in Colmar Tropicale. All the staff are

given 1 off day and 6 working day. They work for 8 hours a day and the time is arranged in 4

time slot. The slot is as given in the following table :

Monday (09/09/2010) Tuesday (10/09/10) TIE

MT

AB

LE

SA

MP

LE

700am-

300pm

300pm-

8pm

5pm-

11pm

11pm-

7am

700am-

300pm

300pm-

8pm

5pm-

11pm

11pm-

7am

Azuring Suhaima Qayyu

m

Mario Azurin

g

Suhaima Qayyum Mario

Husna Basha Shafiq Iza Husna Basha Shafiq Iza

Abby Saipul Lina - Abby Saipul Lina -

Nasrul Eva Maiza - Nasrul Eva Maiza -

All the workers are arrange in such a way that they can complement each other. And all the

time, there will be a manager on duty will be available in the back office in case of any cases

happen during the duty time.

The same timetable also used in the kitchen area, steward section, sport section etc. all these

scheduling are important for the balance in each workers and the resort operations is at stake

if there is no body to attend the guest.

Take for example, Saiful Bahari works as Safari driver in Colmar Tropicale which is

responsible for taking the guests to the resort, golf course, glof club, rabbit park and Japanese

village, but one time, he is not satisfied with his manager and goes out of duty. Now, if there

is no replacement for his place, the will surely be a bottle neck in the operation and many

guest will get stranded at the top hill. Walking is not a choice since the distance is far

between each attraction site. Thus, another colleague has to replace his place in order to

ensure smooth operation of the resort.

CHAPTER 8

MAINTENANCE AND RELIABILITY

Undeniable, maintenance is the utmost important factor in ensuring a good services

offered by the resort. Here is some of the comments that I get from a tourism website

regarding customer experience in Colmar Tropicale,

From the comment, we can see how not satisfied he is since he is getting a room with

poor maintenance. Not I got your attention, let us move to see that actually, maintenance is

one major cashflow drawback from the resort which from a brief interview with fiancé

department, I found out that the maintenance department is consuming about 10millions per

year. Which is bad thing to the financial health of the resort. But after a thorugh maintenance

done by the year of 2005, good comment starts to pour in as can be seen in the comment

below,

this is one satisfied cutomers and she is coming back to Colmar. So, hre we can see how

important the maintenance is and how the management has taken a good approach to tackle

the maintenance issues in the following details,

Colmar Tropicale implements successful maintenance strategies to keep daily

operations uninterrupted.

Establishing their own technical department.

Performing a monthly maintenance service for all area outlets and rooms.

The technicians respond immediately to any equipment break down or during daily

operation.

Maintenance Department has a Quality Assurance (QA) staffs.

QA staffs performs a 3 months-based check and evaluation procedure.

They check and evaluate the equipments maintenance from the kitchen to the front

door.

CHAPTER 9

CONCLUSION

From my field trip and simple study on the operation management at Colmar

Tropicale, I can conclude that the operations system management of Colmar Tropicale, as a

successful resorts, has been studied and the up to date and precise managerial strategies lead

to the success of this resorts. The weakness identified in their system is related to the problem

of temporary and part time staff, and poor maintenance. Otherwise, this resort is an all

rounded tourism destination for all.

APPENDICES