Furthermore, the positive management of the
given travel agency is evaluated as a big plus.
However, the plan of the travel agency was not
fulfilled 100%, which can be attributed to the
deteriorated economic situation and, thus, the
weakened purchasing power of the population.
The recommendation for the travel agency is to
establish more realistic financial plans that also
consider the deterioration of the market situation.
The clients of the given travel agency positively
evaluated the workers, the quality of information,
the environment, and the services of the travel
agency. They said they would return to the travel
agency again, which expresses their loyalty. All
employees of the given travel agency positively
evaluate the director, the work environment, and
the non-financial compensation offered by the
travel agency. Still, on the other hand, they are
only moderately satisfied with the financial
compensation. Therefore, it would be good for
the travel agency's management to re-evaluate
the employees' salaries and possibly invite them
to discuss and make suggestions, which could
lead to the satisfaction of both parties.
Furthermore, one of the employees is not
satisfied with the work team and with the
working hours in the travel agency. It would be
necessary to conduct a dialogue with the
employee in question, which would reveal the
reason for his dissatisfaction and subsequently
take steps to strengthen the collective and
integrate him. However, changes in working
hours in the travel agency are not possible,
because employees work 9 hours, during which
they are entitled to a one-hour lunch break. On
the other hand, based on the general public
assessment, the given travel agency is relatively
little known in its city. The travel agency should,
therefore, develop more marketing activities,
such as advertising, sponsoring, and participating
in public and charity events, which would
improve awareness of the travel agency.
Conclusions
The paper aimed to apply the EFQM model to
evaluate the degree of excellence achieved by the
selected travel agency. In summary, considering
the travel agency's performance through the
EFQM model has provided valuable insights into
areas of strength and areas needing improvement.
While the agency has excelled in employee care
and goal clarity, there are notable areas for
enhancement. These include updating policies,
regularly reviewing external partnerships,
adapting processes to evolving customer
demands, and establishing more realistic
financial plans. Moreover, addressing employee
satisfaction concerns, particularly regarding
financial compensation and working hours, is
crucial for maintaining a positive work
environment. Additionally, efforts to increase the
agency's visibility through strategic marketing
initiatives are essential for expanding its reach
and customer base. By implementing these
recommendations and fostering a culture of
continuous improvement, the travel agency can
further enhance its performance position as a
leader in the industry and reach the maximum
points in the subsequent evaluation.
In conclusion, the EFQM model serves as a
valuable framework for enhancing performance
and quality within the operations of a travel
agency. The model encourages continuous
improvement, customer focus, and employee
engagement through its holistic approach to
organizational excellence. By applying EFQM
principles, travel agencies can streamline
processes, optimize resource allocation, and
ultimately deliver superior service experiences to
customers. Embracing the EFQM model fosters
organizational resilience and positions travel
agencies to thrive in an ever-evolving industry
landscape.
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