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PREFACE
Each chapter includes at least one hospitality activity that encourages students to visit local hospitality organizations and examine them in light of the book's ideas. Other activities suggest exploring the Internet to visit sites set up by hospitality organizations and gain additional information about the book's concepts and ideas.
AND LEARNING PACKAGE
George, University of Southern Mississippi Susan Gregory, Eastern Michigan University Nan Hua, University of Central Florida. Heaton (Ph.D., Florida State University) recently retired as Professor of Organizational Communication from the University of North Florida where he taught organizational and business communication to students in the graduate business programs for thirty years.
SERVICE RULES!
HOSPITALITY IS DIFFERENT
STUDY THE BEST
FOCUS ON YOUR GUEST
YOUR CUSTOMER IS YOUR GUEST
But if the organization can provide a welcoming experience of which the actual business transaction is only one part, the customer will think "wow!" Creating an experience rather than selling a product or service is important for converting customers into customers or guests. They ensure the commercial transaction within a warm, friendly experience that makes an emotional connection so memorable that it brings the customer back time and time again.
SOME THEORETICAL UNDERPINNINGS
The Ritz-Carlton and all other outstanding hospitality organizations know that it is cheaper to retain loyal customers than it is to attract new ones, and that repeat business is the key to long-term profitability. This book organizes what the best hospitality organizations know and what the rest need to learn to compete successfully over the next millennium in an increasingly customer-driven marketplace.
STRATEGY, STAFF, AND SYSTEMS
The idea of treating customers like guests is a lesson that any hospitality organization – indeed, any organization that seeks to compete successfully in the modern service-dominated economy – must learn. The best hospitality professionals in the world cannot succeed without an efficient set of systems to back them up to deliver the service the customer comes for.
STRUCTURE AND THE FOURTEEN PRINCIPLES OF HOSPITALITY MANAGEMENT
PROVIDE THE BETTER CHOICE
Combining the key principles of good hospitality service management research with examples from some of the world's most successful hospitality organizations, this book should help any hospitality organization or manager who aspires to be a guest speaker and provide better service to guests.
HOSPITALITY MANAGEMENT
- The Basics of Wow! The Guest Knows BestKnows Best
- Meeting Guest Expectations through Planning
- Setting the Scene for the Guest Experience
- Developing the Hospitality Culture
In the second situation, there is usually no one to buffer the relationship between the person providing the unsatisfactory service and the guest who is dissatisfied with it. Even more challenging for those in hospitality organizations is the simple reality that service quality and service value are not determined by managers, auditors or rating organizations: they are determined entirely in the mind of the guest.
GUESTOLOGY: WHAT IS IT?
A final point about the service product: Both the organization and the guest define it, and the definitions may not be the same. In such situations, ensuring the quality of the service experience is even more important because of the circumstances that lead to the need for the services.
THE GUEST EXPERIENCE
Another component of the guest experience is the environment in which the experience takes place. They can be the most important component of a service delivery system – and the biggest challenge to manage.
GUEST EXPECTATIONS
Expectation of guests: Receive accurate answers from service representatives with knowledge of both service products and organizational procedures. 10.Guest Complaint: Employees who put their own interests first, conduct personal business, or chat with each other while customers wait.
QUALITY, VALUE, AND COST DEFINED
As mentioned earlier in the chapter, in such circumstances, “the hospitality manager must find ways to allow them to err with dignity so that their self-esteem and satisfaction with the guest experience and the organization is not negatively affected.” So how would you suggest to act in the following situations. Service cues and customer evaluation of service experiences: Lessons from marketing. Views of the academy of management.
THREE GENERIC STRATEGIES
We will not be undersold!” A low-cost provider tries to design and provide roughly the same service as the competition sells, but at a lower price. All hospitality organizations practice product differentiation to a certain extent; they all want to be perceived as offering a service product—just the guest experience—that is different in ways that their customers find advantageous.
THE HOSPITALITY PLANNING CYCLE
As reported in the Orlando newspaper, "The outcry among consumers demanding to know exactly what they are eating in the face of an obesity epidemic has become too loud for Orlando-based Darden to ignore any longer."12 . The internal assessment, or the searcher's inward look at strengths and weaknesses, defines the organization's core competencies and considers the organization's strengths and weaknesses in terms of its ability to compete in the future.
ASSESSING THE ENVIRONMENT
Additionally, evaluating the performance metrics associated with each action plan will provide valuable feedback to the organization's leadership as it reviews its strengths, weaknesses, opportunities, and threats in the next cycle of the planning process. In the early days of the telephone, the ratio of telephones to operators was very small.
WHAT THE FUTURE MAY HOLD
Hotels are not the only segment of the hospitality industry that is interested in the environment. In the mid-first decade of the twenty-first century, articles appeared in the Wall Street Journal reflecting the impact rising real estate prices had on the hospitality industry.
ASSESSING THE ORGANIZATION ITSELF: THE INTERNAL AUDIT
Avision statement articulates how the organization hopes to look and be in the future. The mission statement defines the path to the vision given the strategic premises and the organisation's core competencies.
DEVELOPING THE SERVICE STRATEGY
The service strategy should ensure that everyone in the organization is on the service quality path by continuously reflecting total commitment to service excellence. Once defined, the service strategy provides the foundation to ensure that the key customer drivers are addressed, by determining what the organization's service product should be, in which service environment the service product is delivered or delivered. should look and feel, and how the service delivery system makes the service product available to the guest.
ACTION PLANS
The design day idea is to decide which day of the year should be considered when determining the design capacity of an attraction or facility. When capacity is exceeded on a scheduled day, the quality of guest experience will be impaired.
THE UNCERTAIN FUTURE
No marketing plan or capacity utilization plan, for example, should be decided without taking into account the financial budgeting plan. Similarly, no managerial performance plan can be established without carefully planning the necessary resources that will allow managers to achieve their intended goals.
INVOLVING EMPLOYEES IN PLANNING
One university professor wrote that Economy Airlines was “the most comprehensive and confident effort to adapt the company to the skills and attitudes of today's workforce. They're not as good now.” The Airline Pilots Association has launched an effort to unionize Economy pilots.
QUANTITATIVE AND QUALITATIVE TOOLS TO PLAN FOR THE FUTURE
Practical time series forecasting for the hospitality manager. International Journal of Contemporary Hospitality Management Song, H. Although all service organizations give little thought to service placement, its importance to the customer experience is most fully understood by those who see and treat their customers as guests - the hospitality industry .
CREATING THE “SHOW”
On the way to the Rotunda Lobby, the sound of the waterfall outside the hotel furthers the theme of water. The fountain in the lobby of Hotel Dolphin serves as part of the service experience to help create a sense of relaxation and tranquility.
WHY IS THE ENVIRONMENT IMPORTANT?
A third contribution of the service setting to the guest experience is its effect on a group of people who do not even use the service: the employees who co-produce it. The guest relies on the hospitality organization to create an environment that is safe and easy to use and understand.
A MODEL: HOW THE SERVICE ENVIRONMENT AFFECTS THE GUEST
Ambient conditions in the environment – the ergonomic factors such as temperature, humidity, air quality, smells, sounds, physical comfort and light – influence the nature of the guest experience. Disney cast members talk about their commitment to the quality of the "show" they produce for park visitors.
THE IMPORTANCE OF LEADERS
Gaylord used a variety of communication tools to build trust and affirm management's commitment to the culture. Employees understood and enthusiastically participated in the organization's beliefs and values from the very beginning.
THE IMPORTANCE OF CULTURE
Culture helps organizational members deal with two key issues that all organizations must address: how they should relate to the world outside the organization and how organizational members should relate to each other. The connection with the outside world refers to how the members of the organization see the world, what assumptions they have about the relationship of the organization to this world, and how the members should react to external events.
BELIEFS, VALUES, AND NORMS
Most excellent hospitality organizations have norms of greeting a guest warmly, smiling and making eye contact to show interest in the guest. Disney wants their employees to have a conventional look; anything other than the "Disney Look" would detract from the guest's experience of the Disney show.
CULTURE AND THE ENVIRONMENT
By showing what is right and wrong, they form the basis of the organization's code of ethics and accepted behavior. While some cultural variation can be tolerated, the overall culture must be defined and reinforced by management in ways strong enough that the organization's core values come through in the customer experience.
COMMUNICATING THE CULTURE
Schein suggests that a manager can use other, secondary mechanisms to reinforce or define an organization's culture.25 A manager can define the value of a functional area by placing that area at the bottom or near the top of the organizational chart. For example, placing the quality assurance function near the top of the ladder and requiring its manager to report to senior management communicates to employees in the organization that the manager values quality.
CHANGING THE CULTURE
It's impossible to know what's in a person's heart.”28 In subsequent court proceedings, it appeared that racism was simply ingrained in Danny's culture. Perhaps even more impressive, Fortune magazine later named Den's parent (Advantica Restaurant Group, Inc.) number one of "America's 50 Best Corporations for Minorities" for two years running.
WHAT WE KNOW ABOUT CULTURE
- Staffing for Service
- Training and Developing Employees to Serve
- Serving with a Smile: Motivating Exceptional Service
- Involving the Guest
You are trying to change too many things too quickly. The board of directors named John Davis, vice president of finance, as president. A study of the relationship between employee turnover and organizational culture. Journal of Hospitality and Tourism Research.
THE MANY EMPLOYEES OF THE HOSPITALITY INDUSTRY
They hire, train, evaluate, reward, discipline, celebrate, promote and oversee all the other tasks that need to be done to ensure that there is someone ready to serve the guest at the right time and place. If employees want to deliver excellent service, there must first be something excellent to deliver.
LOVING TO SERVE
Many hospitality companies say they hire the "best and the brightest." Others claim to follow the mantra "choose the best and train the rest." But in reality, the process of getting employees into service roles can prove to be a challenge for all companies. Entry-level jobs in the hotel industry are often known for long hours, difficult conditions and low pay.
THE FIRST STEP: STUDY THE JOB
Nevertheless, all competency measures are essentially anchored on the successful practitioners in the current organization. First, they make the experience memorable and help keep the hospitality organization in the guest's mind, increasing the likelihood of a return or repurchase.
THE SECOND STEP: RECRUIT A POOL OF QUALIFIED CANDIDATES
Organizations like to promote internal candidates because much of the organizational culture training has already been done. One problem with in-house hiring—which usually involves promotions and transfers—is that it limits the diversity of experience of the candidate population.
