In September 2015, the Soyuz Marins Group film company, which is the owner of the Yalta-Intourist Hotel, in the person of the founder Alexander Kulikov, turned to SEA Company for help in connection with numerous guests reviews about regular problems with long (sometimes many hours) check-in.

In 2013, the complete renovation of the most famous hotel in Crimea "Yalta-Intourist" began, which, together with other factors, led to a steady increase in the workload for which the hotel services were not ready for. Having an impressive number of 1,500 rooms, as well as an equally impressive lobby area and a reception and accommodation service of 12 posts, the hotel regularly experienced a collapse associated with the simultaneous arrival of groups, individual guests, as well as hotel guests addressing various issues. Hotel guests were forced to wait for several hours to resolve their issue.

The management of the hotel, as well as the management of the reception and accommodation service could not clearly formulate the cause of this problem, and howchoose the right, quick and effective way to resolve it.

After a number of consultations with the management of the Soyuz Marins Group film company and an analysis of their vision of the situation, as well as the tasks set, it was decided to conduct an audit of business processes, develop the necessary strategic decisions and implement them into the operation of the hotel. It was decided to carry out such work with the arrival of SEA Company's consultant to the hotel and giving him the necessary authority to access the internal information of the hotel.

Having personal experience of working in the reception and accommodation service, as well as launching a number of large hotels from scratch, the consultant of SEA Company spent several days at the reception desk of the hotel side by side with the staff of the Yalta-Intourist hotel. As a result of this work , it was revealed that:

• the absence of a single standard of guest accommodation, which leads to the fact that all employees come to the required result (check-in / check-out of guests), but each in their own way. On the scale of this hotel, this greatly affected the speed of work;
• preliminary preparation for one of the categories of guests is not carried out, which leads to the intersection of flows (individual guests and group buses with tourists) and, as a result, chaos in the work of the reception and accommodation service;
• lack of personal motivation of employees to speed up the settlement process.

After analyzing all the factors, the hotel management was asked to:

• make strategic changes and open an additional reception desk at the airport of Simferopol;
• select the necessary software to transfer the registration process of tourist groups to the bus (transfer) on the way to the hotel;
• develop a unified guest registration system, including the procedure and timing;
• to rebuild the system of work and areas of responsibility of the Reception;
• launch a new result-oriented motivation system for Reception employees;
• prepare video trainings and lessons for employee training.

All the consultant's proposals were approved. For the implementation process, an additional expert was brought in, the Executive Director of SEA Company, Vitalii Smailov, who previously led the project on the development and implementation of standards and quality control of one of the largest state banks in Russia, and at SEA Company managed the projects of covert guests and other blocks requiring analysis and implementation of new management and control systems.

After conducting a number of strategic sessions with the management and employees of the hotel, as well as deep personal integration into the life of the hotel, all changes and updates were perceived by the employees with joy and a desire to learn and strive for high performance, which now directly affected their financial well-being.

With employees who no longer saw themselves working in the new system, an internal interview was conducted to identify areas where the employee would be comfortable working, and then a transition to a new position in a new department was proposed. SEA Company always strives for the preservation of jobs and loyalty to employees who have been working for a long time in the company, but without damage to global business objectives.

A new guest registration system with detailed SOP and instructions for Reception and Accommodation staff has been successfully implemented. The separation of the flow of guests made it possible to eliminate queues at the reception, the maximum waiting time for individual guests did not exceed the time planned by the standard. The uniform registration rules, as well as the staff motivation system, had a positive impact on the quality of customer service. Before the implementation of the system, minor technical changes were made to the existing software, video instructions were recorded and trainings were conducted with managers and line staff.