Chapter three

Introduction

The strategic choice implementation plan is an important aspect of the success of the organization. It involves accomplishing processes and practices that will ensure that the objectives of the organization are realized and on time. It is a process that is very involving and requires people with extensive personal competencies as well as clearly defined roles and responsibilities. In this chapter, we will discuss at length the strategic choice that the casino and hotel want to accomplish. It is also in this chapter that we will highlight different issues to strategic choice and identify the major operations essential for a successful strategic plan implementation at the hotel and casino. We will also outline the strategy implementation plan where we will discuss the major responsibilities, expected timelines and the people with a responsibility to accomplish the plan.  At the end of the chapter will be a small summary summarizing all the contents of this chapter.

Detailed description of the strategic choice

The final strategic choice for the hotel and casino are aimed at ensuring a sustained competitiveness in the dynamic and competitive industry. It is the objective of the hotel to curb the threats and weaknesses of the organization as well as maximizing on strengths and opportunities surrounding the business environment (Bowhill, 2008).  As a result, the strategic choice of the company is to take advantage of the booming gambling experience in the industry. As a result, the hotel intends to expand its existing casino to take advantage of this demand.  Additionally, the mailing more advertisement coupons to capitalize on the increasing gambling demand will also be a strategic choice of the hotel. It is also a strategic choice for the hotel to provide more bus services, advertise free bingo and also to give more E-play during slow hours. The hotel has also taken upon itself to increase its promotional activities with the introduction of happy hours, free rooms for players, free e-play and giving gas cards to promoting business expansion. This is the strategic side aimed at capitalizing on the strengths and opportunities in the business environment.

On the other hand, the hotel management also wants to deal with the threats and weaknesses surrounding the business environment for improved business performances. For instance, the turning of sober clients due to smoking and drinking will be dealt with through renovations and installation of proper ventilation for smoking (Ferrell & Hartline, 2012).  The hotel also intends to separate its customers to ensure utmost customer satisfaction. The hiring of more clerks and expansion of the water systems at the hotel are also part of the strategic choice at the hotel.

Issues related to the implementation of strategic choice

It is prudent understanding that a couple of issues are identified concerning the implementation process of the company’s strategic choice. The major issue arising from the implementation of this strategic choice is conflict management. The strategic choice is likely to cause conflicts among the guests as well as among the different levels of management and the employees. It is also likely that there would be discontent within the hotel employees who would not wish addition of more clerks to the hotel (Bowhill, 2008). Though the management of the hotel would see it as step forward in enhancing customer service, the employees would think it as a form of retrenchment in waiting.  It would, therefore, be essential for the management of the organization to clearly communicate their strategic choice to all stakeholders to avoid instances of conflicts within the organization. Perpetual instances of conflicts within an organization can be detrimental to the overall organizational performance, and hence management of these organizations must be proactive dealing with such conflicts.

Another major issue that could also be of great significance to the implementation of the program is resistance to change. It would be difficult for the management, employees and customers to harmonious accept the proposed changes in the strategic plan (David, 2015). Failure to comprehend the changes especially in the separation of customers may be the main source of resistance to change. It would, therefore, be prudent for the management to provide essential information to all stakeholders thus creating a conducive environment for change (Bowhill, 2008). The management must create a scenario whereby all the stakeholders will embrace this change as an opportunity rather than a threat to their welfare.

The two are the major issues likely to emerge during the implementation process of the strategic choice. It is, however, essential for the involved parties to design means and ways of dealing with these issues that could hinder the success of the hotel (Silvius, 2012). Proper communication prior implementation of the strategy will be essential for a smooth transition.

Strategy implementation plan

Strategy implementation plan is an important stage in the strategic choice implementation. It is at this stage that we have well-defined guidelines that govern the implement on the process of the strategic choice. It gives a detailed path to be followed by the project team to get the desired results. In essence, the strategy implementation plan directs the behaviors of all the players in the implementation process and has the planning and development phases. The strategy at Tachi Palace Hotel and Casino will be a chronological process that will ensure enhanced customer service and increased efficiency at the hotel.

The planning phase of the implementation phase will involve different steps, and different players will be involved. The first step in the planning process will involve securing the support of the top leadership of the hotel as well as the employees for the utilization of strategy and implementation process (Dalcher, 2012). It will be prudent to make a collective responsibility for all the stakeholders to ensure a successful implementation of the strategy. It will also be essential to communicate and delegate duties to the different stakeholders within the implementation process.  Prior designation and effective communication will be critical to the smooth implementation process (Ferrell & Hartline, 2012). Every project strategy must be assigned to a team leader who together with his team will have the responsibility of ensuring that strategic choices are adequately and efficiently implemented.

Before implementation of the strategic choice, the management of the organization must hold meetings with team members to lay down the base for the implementation process. Different team players will have their roles clearly defined to ensure smooth implementation process. A team leader will have the responsibility of liaising with the top management of the hotel and the employees (Bowhill, 2008). Proper coordination and communication between the different management levels will be essential in assessing the implementation process and make necessary changes to realize desired results. Employees of the hotel have a significant role in the success of the hotel. It will, therefore, be essential for the management of the organization to ensure that all the employees are motivated to effectively accomplish the implementation process. It is also prudent to ensure that they provide the necessary resources to be used in the implementation and show enthusiasm throughout the process to ensure successful operations of the hotel.

It will also be of significance importance to developing a communication plan for the strategic choice implementation process (Dalcher, 2012). This communication plan will be of paramount importance as it will generate engagement and commitment of the Hotel members to the implementation process. All the team leaders will be expected to communicate with the top management to enable the evaluation and process and identify areas of improvement and success levels. The management of the organization should consider holding scheduled meetings where essential feedbacks and crucial matters affecting the implementation process will be addressed.  The meetings will enhance accountability in the implementation process and should describe who, what, when, why and where thus making it easy for follow-up activities (Ferrell & Hartline, 2012).

The development phase follows the planning phase during the strategic implementation process. It is the phase where the actual implementation of the strategic choice will take place. At this stage, it is essential communicating to the team players the strategic choice of the hotel and should be in consonance with the background information of the hotel (David, 2015). Essential critical information such as the mission, vision and core values of the organization should be the guiding features in the implementation process. Internal and external business environment will be of significance importance in the implementation process.

The critical background information of the Hotel will be an essential foundation upon which the long-term and short-term goals of the hotel will be realized. The marketing department of the organization seems to have been the target of the strategic choice at the hotel (Dalcher, 2012). The hotel intends to enhance customer satisfaction through intensive advertising of the different world class services offered by the hotel. Marketing manager and his team will, therefore, have the responsibility of ensuring effective communication for timely completion of the strategic choices. Customer service department in the hotel will also be actively involved in offering quality service to customers. Employees’ motivation will be essential in an effective implementation process (Silvius, 2012).

Table A: project implementation at Tachi Palace Hotel and Casino

Summary

The chapter has provided a detailed explanation of the implementation plan for strategic choices made at Tachi Palace Hotel and Casino. The hotel understands the competitive nature of the hotel industry and the need for being proactive to remain competitive in this dynamic industry. A comprehensive elaboration of the selected strategy has been outlined and the major topics involved in the implementation process (Bowhill, 2008). The chapter has also discussed major issues that would hinder the implementation process and recommended corrective measures to curb the effects of the adverse effects of these issues. Actual implementation process that meets the organization demands has also been adequately addressed in the chapter.  A table outlining the major events and the people responsible has also been provided for summarizing the implementation process.

References

Bowhill, B. (2008). Business planning and control. Chichester, England: Wiley.

Dalcher, D. (2012). Managing Projects in Trouble: Achieving Turnaround and Success. Proj Mgmt Jrnl, 44(1), 109-109. http://dx.doi.org/10.1002/pmj.21319

David, F. (2015). Strategic Management (15th ed.).

Ferrell, O., & Hartline, M. (2012). Marketing Strategy. Cengage Learning.

Silvius, G. (2012). Sustainability in project management. Farnham, Surrey, England: Gower.

 
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