We’ve recently had the pleasure to start working with a client in the hospitality industry that manages 42 business centers among 14 upscale hotels and hospitality companies in Las Vegas.
As a large-scale business center provider, the client relied heavily on another company to manage the regular maintenance and upkeep servicing route as well as all technical support and troubleshooting. This other company experienced many failures in keeping the business centers stocked with paper and other materials, and their poorly thought-out weekly schedule prompted several issues for hotels that would run out of stock over weekends and would have to wait until the middle of the week or later for a new stock. Our client eventually acquired the company in an effort to bring management internal. This meant renting office space and paying for an office manager and two technicians. Shortly after the acquisition, the client realized that their issues were rooted deep in the processes and inefficient technicians. Even simple tasks like running reports would take up to 16 hours, which would greatly decrease maximum efficiency of the technicians.
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The client approached DiverseNet in an effort to correct their problems and build a working process that would assure quality service, constant upkeep and material replenishment. DiverseNet hired and manages two 1099 technicians who see to regular weekly maintenance tasks as technical support.
Now, we maintain a good eye on ink and paper levels at each center within each property using our own data reporting process, we manage reordering and stocking the business centers, and visiting each center on a regular, weekly basis for manual upkeep. The client no longer needs to employ W2 workers, and given DiverseNet’s available storage, they will no longer have to keep an office and storage space either which has greatly reduced their costs. By reconfiguring the regular service duties and weekly process, we were able to make the following changes:
- Check toner and paper levels during each visit
- Reduce the time it took to run reports down to 4 hours
- Reduce the number of service calls for regular duties
- Increase the number of added billable service calls outside of contracts
Moving forward, we’re continuing making adjustments and improvements to the route and shifting the schedules to better fit all end-users and reduce delay-times on receiving new materials in emergencies. We also look to help them identify more ways to separate billable hours from their set contract.