, RH Touchpoint People Noortje, Rafaël, Annemarie 24.01.2020
Table of Contents
Chapter 1: Management Problem..........................................................................................................3
The problem the camping De Zeeuwse Kust has is that they need to get 15 preferably young
new employees a year to fill in the empty spots. The camping owner would really want these
employees to keep working at this camping and if they have to leave due to seasonality that
they will feel the need to return. The big questions are if and how the company can
accomplish it and where they can find the required people. The Camping DZK has the
problem. The management of the camping is made up of the owner of this park, Marc
Ruijtenberg, and his wife. They have the problem, but next to them every employee at DZK
has difficulties due to the problem. If there are not enough employees, the employees who
work there also suffer as they have to work harder to compensate for the missing people. The
exact moment when the problem has arisen is unclear. ..........................................................3
The problem occurs at all departments of the camping. Firstly, at the management because
they need to find people willing to work at the camping and find a way to make these people
stay there. Secondly, the problem also occurs at the other departments of the company for
example the reception, the cleaning department, the outdoor department, the maintenance
department, the kitchen department, the restaurant department and at the shop
department. ..............................................................................................................................4
1.2 Microenvironment / The foundation of the company: ...............................................................4
1.3 Meso environment / Competition and Competitors ...................................................................4
1.4 Macro environment ....................................................................................................................4
People in RH Report
1.1 Customer analysis.........................................................................................................................5
1.2 Microenvironment / The foundation of the company: ...............................................................5
1.3 Meso environment / Competition and Competitors ...................................................................5
De Zeeuwse
1.4 Macro Kust
environment ....................................................................................................................6
Chapter 2: Research problem ................................................................................................................7
Chapter 3: Theoretical Framework.........................................................................................................9
3.1 The guest experience model.........................................................................................................9
3.2 Hospitality:....................................................................................................................................9
3.3 HRM..............................................................................................................................................9
3.4 Motivation..................................................................................................................................10
3.3 Motivation:.................................................................................................................................11
3.5 Ethics..........................................................................................................................................12
Noortje van Campenhout, Rafael Houtepen, Annemarie Keller
Chapter
BREDA 4: Research
UNIVERISTY objective..............................................................................................................12
OF APPLIED SCIENCES
Chapter 5: Research questions.............................................................................................................14
Results..................................................................................................................................................15
Conclusions...........................................................................................................................................17
Recommendations................................................................................................................................19
Implementation....................................................................................................................................23
,RH Touchpoint People Noortje, Rafaël, Annemarie 24.01.2020
References............................................................................................................................................26
Appendix II...........................................................................................................................................29
Appendix II............................................................................................................................................30
11.1 Hospitality scan Noortje...........................................................................................................30
This employee seemed to be the youngest walking around in the restaurant. She was friendly, but
still making small mistakes. She was not really proactive, by giving her the feeling she has more
authority she might become more proactive. So the manager should give her more tasks in order
to accomplish this. The employee knew what dish had which name, but besides that it didn’t really
seem as if she had a great expertise. This could be improved by offering all employees a small
training about all dishes that the restaurant services with an online quiz at the and about the
restaurant and it’s dishes so everyone gains more knowledge about the company.Employee 1 –
Female (around 20 years old)...........................................................................................................31
11.2 Hospitality Scan Rafael.............................................................................................................34
11.3 Hospitality Scan Annemarie......................................................................................................36
, RH Touchpoint People Noortje, Rafaël, Annemarie 24.01.2020
Chapter 1: Management Problem
Camping the Zeeuwse kust (coast) opened in 2007 after 7 years of planning and gaining the
necessary permissions. The camping has an indoor pool, indoor playground, a restaurant and a
central building. There are several alternatives where guests can stay such as: chalets, a hotel,
glamping tents, caravans and so on. The camping rests at a 5 minute walk from the beach.
The camping distinguishes itself from others by making sure the guests of the camping won’t have to
worry about their children as everything is available in the campsite, such as the indoor playground,
indoor pool etc. This camping also distinguishes itself as it is the only camping open for the entire
year at this location. The target group from the camping are families with young children. To make
sure the target group is aware of the existence of the camping they make use of Google Ads. In this
way people will see the website of the camping popping up at the top when searching around. To
make sure the target group will consider this camping they have a profile on Facebook on which they
post advertisements for the camping, on the Facebook people are also able to give a review. (De
zeeuwse kust, 2020). The camping also has a website on which people can make online reservations,
so this makes the purchase easier for the guest. After a stay at the guests receive newsletters to keep
them updated about the campsite. In the best case when the guests are satisfied with their stay at
the camping they will spread good information towards others through word of mouth or E-word of
mouth on social media.
The organization exists out of the owner ( Marc Ruijtenberg ) and his wife, Anita who takes care of
the administration and the teams with their managers: reception, cleaning, outdoor, maintenance,
kitchen, restaurant and shops.
The problem the camping De Zeeuwse Kust has is that they need to get 15 preferably young new
employees a year to fill in the empty spots. The camping owner would really want these employees
to keep working at this camping and if they have to leave due to seasonality that they will feel the
need to return. The big questions are if and how the company can accomplish it and where they can
find the required people. The Camping DZK has the problem. The management of the camping is
made up of the owner of this park, Marc Ruijtenberg, and his wife. They have the problem, but next
to them every employee at DZK has difficulties due to the problem. If there are not enough
employees, the employees who work there also suffer as they have to work harder to compensate
for the missing people. The exact moment when the problem has arisen is unclear.
The problem at the camping is that it is too busy for new employees to be able to orient
themselves in to their new job properly. At the moment they only have five people working in the
kitchen while they have 300 guests sitting in the restaurant. This means that the people working
there need to work harder than they would need to do at another job while receiving the same
amount of salary. This is a reason for employees to leave the company to work elsewhere.
Furthermore, due to the shortage of employees also the guests suffer. They have to wait longer to be
helped or maybe won’t get any help at all. As a result of the lack of employees, there might be no
one to help the guests with their problem or because there are not enough people in the kitchen to
prepare the amount of meals needed on time.
Table of Contents
Chapter 1: Management Problem..........................................................................................................3
The problem the camping De Zeeuwse Kust has is that they need to get 15 preferably young
new employees a year to fill in the empty spots. The camping owner would really want these
employees to keep working at this camping and if they have to leave due to seasonality that
they will feel the need to return. The big questions are if and how the company can
accomplish it and where they can find the required people. The Camping DZK has the
problem. The management of the camping is made up of the owner of this park, Marc
Ruijtenberg, and his wife. They have the problem, but next to them every employee at DZK
has difficulties due to the problem. If there are not enough employees, the employees who
work there also suffer as they have to work harder to compensate for the missing people. The
exact moment when the problem has arisen is unclear. ..........................................................3
The problem occurs at all departments of the camping. Firstly, at the management because
they need to find people willing to work at the camping and find a way to make these people
stay there. Secondly, the problem also occurs at the other departments of the company for
example the reception, the cleaning department, the outdoor department, the maintenance
department, the kitchen department, the restaurant department and at the shop
department. ..............................................................................................................................4
1.2 Microenvironment / The foundation of the company: ...............................................................4
1.3 Meso environment / Competition and Competitors ...................................................................4
1.4 Macro environment ....................................................................................................................4
People in RH Report
1.1 Customer analysis.........................................................................................................................5
1.2 Microenvironment / The foundation of the company: ...............................................................5
1.3 Meso environment / Competition and Competitors ...................................................................5
De Zeeuwse
1.4 Macro Kust
environment ....................................................................................................................6
Chapter 2: Research problem ................................................................................................................7
Chapter 3: Theoretical Framework.........................................................................................................9
3.1 The guest experience model.........................................................................................................9
3.2 Hospitality:....................................................................................................................................9
3.3 HRM..............................................................................................................................................9
3.4 Motivation..................................................................................................................................10
3.3 Motivation:.................................................................................................................................11
3.5 Ethics..........................................................................................................................................12
Noortje van Campenhout, Rafael Houtepen, Annemarie Keller
Chapter
BREDA 4: Research
UNIVERISTY objective..............................................................................................................12
OF APPLIED SCIENCES
Chapter 5: Research questions.............................................................................................................14
Results..................................................................................................................................................15
Conclusions...........................................................................................................................................17
Recommendations................................................................................................................................19
Implementation....................................................................................................................................23
,RH Touchpoint People Noortje, Rafaël, Annemarie 24.01.2020
References............................................................................................................................................26
Appendix II...........................................................................................................................................29
Appendix II............................................................................................................................................30
11.1 Hospitality scan Noortje...........................................................................................................30
This employee seemed to be the youngest walking around in the restaurant. She was friendly, but
still making small mistakes. She was not really proactive, by giving her the feeling she has more
authority she might become more proactive. So the manager should give her more tasks in order
to accomplish this. The employee knew what dish had which name, but besides that it didn’t really
seem as if she had a great expertise. This could be improved by offering all employees a small
training about all dishes that the restaurant services with an online quiz at the and about the
restaurant and it’s dishes so everyone gains more knowledge about the company.Employee 1 –
Female (around 20 years old)...........................................................................................................31
11.2 Hospitality Scan Rafael.............................................................................................................34
11.3 Hospitality Scan Annemarie......................................................................................................36
, RH Touchpoint People Noortje, Rafaël, Annemarie 24.01.2020
Chapter 1: Management Problem
Camping the Zeeuwse kust (coast) opened in 2007 after 7 years of planning and gaining the
necessary permissions. The camping has an indoor pool, indoor playground, a restaurant and a
central building. There are several alternatives where guests can stay such as: chalets, a hotel,
glamping tents, caravans and so on. The camping rests at a 5 minute walk from the beach.
The camping distinguishes itself from others by making sure the guests of the camping won’t have to
worry about their children as everything is available in the campsite, such as the indoor playground,
indoor pool etc. This camping also distinguishes itself as it is the only camping open for the entire
year at this location. The target group from the camping are families with young children. To make
sure the target group is aware of the existence of the camping they make use of Google Ads. In this
way people will see the website of the camping popping up at the top when searching around. To
make sure the target group will consider this camping they have a profile on Facebook on which they
post advertisements for the camping, on the Facebook people are also able to give a review. (De
zeeuwse kust, 2020). The camping also has a website on which people can make online reservations,
so this makes the purchase easier for the guest. After a stay at the guests receive newsletters to keep
them updated about the campsite. In the best case when the guests are satisfied with their stay at
the camping they will spread good information towards others through word of mouth or E-word of
mouth on social media.
The organization exists out of the owner ( Marc Ruijtenberg ) and his wife, Anita who takes care of
the administration and the teams with their managers: reception, cleaning, outdoor, maintenance,
kitchen, restaurant and shops.
The problem the camping De Zeeuwse Kust has is that they need to get 15 preferably young new
employees a year to fill in the empty spots. The camping owner would really want these employees
to keep working at this camping and if they have to leave due to seasonality that they will feel the
need to return. The big questions are if and how the company can accomplish it and where they can
find the required people. The Camping DZK has the problem. The management of the camping is
made up of the owner of this park, Marc Ruijtenberg, and his wife. They have the problem, but next
to them every employee at DZK has difficulties due to the problem. If there are not enough
employees, the employees who work there also suffer as they have to work harder to compensate
for the missing people. The exact moment when the problem has arisen is unclear.
The problem at the camping is that it is too busy for new employees to be able to orient
themselves in to their new job properly. At the moment they only have five people working in the
kitchen while they have 300 guests sitting in the restaurant. This means that the people working
there need to work harder than they would need to do at another job while receiving the same
amount of salary. This is a reason for employees to leave the company to work elsewhere.
Furthermore, due to the shortage of employees also the guests suffer. They have to wait longer to be
helped or maybe won’t get any help at all. As a result of the lack of employees, there might be no
one to help the guests with their problem or because there are not enough people in the kitchen to
prepare the amount of meals needed on time.
