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Case Chapter 7

Donnell Truong is the chief operating officer of a large real estate and resort hotel empire with properties in over 40 countries. He aims to provide outstanding customer service and satisfaction. Donnell recognizes the importance of indirect suppliers that provide complementary services to guests and influence their overall experience. Therefore, he wants to develop a certification program to evaluate these complementary suppliers on metrics related to trust, commitment, adaptation, and personal relationships.

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Nguyen Thi My H Hanh
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290 views2 pages

Case Chapter 7

Donnell Truong is the chief operating officer of a large real estate and resort hotel empire with properties in over 40 countries. He aims to provide outstanding customer service and satisfaction. Donnell recognizes the importance of indirect suppliers that provide complementary services to guests and influence their overall experience. Therefore, he wants to develop a certification program to evaluate these complementary suppliers on metrics related to trust, commitment, adaptation, and personal relationships.

Uploaded by

Nguyen Thi My H Hanh
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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Donnell Truong is the chief operating office of a vast real-estate empire.

His major
holding is resort hotels. His resort properties are rated five-star hotels and are in over
forty countries. The challenge of keeping such a high rating in an extremely competitive
industry that relies so heavily on customer perception and expectations is enormous. All
Donnell’s hotels contain a casino. He expects each of his hotel/casino general
managers to ensure the clientele are treated as special. More importantly, Donnell
demands that the customer satisfaction ratings are always a 5, a rating of outstanding
in the survey his hotels administer.
The hotel industry is an excellent example of an industry that depends extensively on
suppliers. In addition to the services it provides within its confines, Donnell’s hotels/
casinos offer recommendations to five-star dining, connections to cruises, access to
golf courses, membership to local spas, and much more. Consequently, although it
does have a supplier relationship management program for its direct suppliers such as
food suppliers, liquor suppliers, etc., Donnell decided they must go beyond this “routine”
approach and develop a supplier certification for the businesses they recommend
to their guests. Donnell believes this is necessary because his five-star rating depends
on his clientele’s total experience, including his resorts’ recommendation of a cruise,
restaurant, etc. to rich clientele. Therefore, these indirect or complementary suppliers
must be certified as well.
Donnell is confident that the businesses that “supply” the added amenities that influence the
total experience for his clientele would be supportive of this initiative. Much
of their business is dependent on his resorts’ recommendation and goodwill. In theory,
being part of his complementary supplier certification program is a win–win for
everyone. The challenge is that these “complementary suppliers” provide services, not
goods. What would be the key metrics?
Donnell and his executive team perused the research on strong supplier relationships.
For their situation, they believed four intrinsic characteristics were paramount—trust,
commitment, adaptation, and personal relationships. Donnell was big on quantitative
performance metrics. The next action was to identify the specific metrics that
would demonstrate the “complementary suppliers” adherence to the four intrinsic
characteristics.
Discussion Questions
1. Are the four intrinsic characteristics the best ones to base the relationship performance
measures for Donnell Truong Ventures? If not, what characteristics would be
more suitable? In either case, justify your answer with specific examples.
2. Since Donnell Truong Ventures is developing a certification for “complementary
suppliers,” should they use the same metrics they use for direct suppliers? Explain
why or why not.
3. List and defend any other metrics you think should be used for this certification

GIẢI
1. Đây là các tiêu chuẩn tốt nhất. Tuy nhiên còn cần nhiều đặc điểm hơn để đo lường hiệu
suất mối quan hệ như sự chính trực, trung thực và đạo đức của nhà cung cấp mới có thể
giúp bên mua hàng và bên cung cấp hợp tác lâu dài. Đặc điểm phù hợp hơn là sự trung
thực của nhà cung cấp, trung thực trong các báo cáo tài chính , đánh giá chất lượng sản
phẩm cung cấp cho người mua hàng có cở sở đúng và chắc chắn để có sự lựa chọn tốt
nhất cho doanh nghiệp
2. Họ có thể sử dụng các số liệu tương tự mà họ sử dụng cho các nhà cung cấp trực tiếp và
tìm hiểu thêm các số liệu khác như báo cáo bán hàng của nhà cung cấp, đánh giá chất
lượng sản phẩm,... làm cơ sở để phát triển chứng chỉ cho nhà cung cấp bổ sung
3. Quy mô nhà cung cấp, chính sách của nhà cung cấp về bán hàng , không gian lưu trữ
của nhà cung cấp, lượng hàng tồn do nhà cung cấp quản lý

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