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  Kitchen Section

 Carry – out Section  Oven Section

 Delivery 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)

I
T
700am- 300pm- 5pm- 11pm- 700am- 300pm- 5pm- 11pm-
300pm 8pm 11pm 7am 300pm 8pm 11pm 7am
Azuring Suhaima Qayyu Mario Azuring Suhaim Qayyum Mario
m a
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