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Introduction
Universal Studio Singapore is a theme park that is situated within Resort World Sentosa. The theme park was launched on 18 March 2010. After starting it was successful in attracting over 2 million visitors in a time span of 9 months. This is as a result of its highly competent workforce.
The vision of Universal Studio Singapore is to be the best theme park in Southeast Asia. Its mission is; to offer exceptional products, services and facilities to our highly esteemed customers, with assistance of our highly qualified staffs. Its objectives are;
- To have royal, satisfied and highly motivated employees.
- To use its highly competent workforce to enhance its sales.
Universal Studio Singapore aspires to realize its vision and objective through establishing internal value creation that entails establishing positive internal relationships and systems that are very essential in a business entity. Some examples of eternal value creations include efficient ordering activities, innovations, efficient customer support as well as lead processing.
Value is known to be generated through exchange and associations between roles. Internal value creation is imperative in ensuring the success of any company (Hull 1945; Marx 1959). The management of the theme park should use the Service profit chain model to enhance its services.
The model shows how significant employees are in ensuring success of business entities. The theory illustrates how profitability can be enhanced through customer royalty as a result of employees’ satisfaction (Boron, Harris &Hilton 2009).
The model associates customer satisfaction with the value of the services they receive. Value is ensured by royal, satisfied as well as productive employees. Universal Studio Singapore should make sure that its employees are highly motivated in order to continue offering their usual excellent services. One sure method of motivating employees is supporting them to advance their studies (Bowen & Lawler n.d; Marshal 1961).
This is possible with Universal Studio Singapore as it believes that happy employees play a significant role in customer satisfaction, as happy employees attract repeated business as well as encourage referrals.
In order to ensure a satisfied workforce, the management at Universal Studio Singapore should give its employees the opportunities to try new methods in order to discover new methods as well as procedures meant to enhance efficiency in the organization.
This is a sure way of encouraging innovations and efficiency within the organization (Davis 1985). The management should in addition, allow the employees to set their goals and also assess them. This will help to create a positive relationship between the management and other employees that will lead to a highly motivated, royal, and satisfied workforce.
The Drive Theory is another approach that the management at Universal Studio Singapore should consider adopting. This theory is very effective in directing desired behaviors.
The theory identifies two kinds of drives; primary drives that are mandatory for survival as well as secondary needs that are linked to identity and social factors. Management should try to establish what motivates their employees in order to support them accordingly (Hostage 1975; Loasb 1996).
The service profit chain models as well as the drive theory are very effective in internal value creation. Thus, they will be very instrumental in helping by Universal Studio Singapore succeed in establishing a motivated, royal and satisfied workforce that will help it realize its vision.
List of References
Baron, S., Harris, K. and Hilton, T., 2009, Services Marketing. Text and Cases, New York: Palgrave Macmillan
Bowen, D.E. and Lawler, E.E., n.d, The Empowerment of Women Workers: What, Why, How and When, Slaon Management Review spring, 5, 3, 31-39
Davis, S.M.1985, Managing Corporate Cultures, Cambridge, MA: Ballinger
Hostage, G.M., 1975, Quality Control in a Service Business, Harvard Business Review, 53, 4, 98-106
Hull, C., 1943, Principles of Behavior, New York: Appleton-Century-Crofts
Loasby, B.J., 1996, Choice, Complexity and Ignorance. Oxford: Oxford University Press.
Marshall, A., 1961, Principal of Economics, London: Macmillan
Marx, K., 1959, Capital, Lawrence and Wishart.
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