Title: Hospitality Today An Introduction
1Hospitality TodayAn Introduction
2Chapter 1 Service Makes the Difference
- Competencies
- Define service and summarize how service
businesses differ from manufacturing businesses. - Explain the importance of strategic planning,
describe the strategic planning process, and
summarize planning challenges in
capacity-constrained businesses. - 3. Describe the basic components of a strategic
service vision for service companies, summarize
keys to delivering good service, and describe
Disneys four basic service priorities.
3What is Service?
- .generally defined as work done for others.
Pages 4-7
4Work done for others
- If a waitress comes to you for your order and you
request a New York Strip Steak and a baked
potato, if she returns with a Chicken Breast and
mashed potatoes, has the waitress worked for you? - 2. Did she do what you expected?
5Example of Exceeding Expectations
- Mandarin Oriental in Bangkok
- Guests are met at the airport with a limousine
and by a hotel manager - All employees greet customers by their names
- Bowls of fresh fruit are replenished many times
daily in their rooms - Personalized stationary is found in all rooms
- Staff-to-Guest ratio is always 3 to 1
- The hotel runs one of the best hospitality
schools in the country
6Expectations
- Restaurants and hotel guests have certain
expectations. - If reality exceeds expectations then guests
rate the service received as better than average,
or high. - If reality matches expectations the guests get
what they expected, no more or no less then
service is satisfactory. - If reality is less than what is expected, the
service is considered poor.
7Reality vs. ExpectationsAn example of bathroom
and towels
- If reality exceeds expectations
- Heated towels and a heated floor in the bathroom
- If reality matches expectations
- Clean towels and a regular bathroom floor
- If reality is less than what is expected
- Missing or Dirty towels and a dirty bathroom floor
8Customers Expectations
Service Meeting customers' needs in the way
that they want and expect them to be met.
Superior service, obviously, means exceeding
customer expectations.
9Challenges in Managing and Marketing Service
Business
- Traditionally, the management and marketing of
service businesses have been described and
studied in the same way as businesses that
manufacture products.
10Challenges in Managing and Marketing Service
Business
- The view has been
- that management its management and marketing
is marketing - once you understand the basic principles, it
doesnt matter much whether youre marketing a
bowl of soup in a restaurant or a can of soup in
a supermarket.
11How service businesses differ frommanufacturing
businesses.
- Understanding
- Intangible Products
- The nature of the product is different.
- A service, attitude, conveniences, amenities
- Customers are more involved in the production
process. - The relationship between the employee and
customer interaction. - People are part of the product.
- Other guests can spoil your trip or make it great
- Pages 7-11
12How service businesses differ frommanufacturing
businesses.
- Understanding
- Intangible Products
- Its harder to maintain quality control
standards. - People make mistakes and are not 100 all the
time. - The services provided cant be inventoried.
- If you wait 1 hour for a table at a restaurant,
how do you inventory the wait, how your employees
treated them, etc. - The time factor is more important.
- Food orders should be taken in a timely manner,
delivered in a timely manner, etc. - Distribution channels are different.
- Customers come up to the front desk and request a
room, or they contact the hotel via the internet,
or they call the hotel, etc. - Pages 7-11
13How to Achieve Superior Service in a
Less-Than-Perfect World
- The most important operational competency of
top-level service managers is the ability to plan
for the future. - While day-to-day operations can be performed by
others, someone must be thinking about next year
and beyond.. - This is the job of top Managers!
Pages 11-13
14How to Achieve Superior Service in a
Less-Than-Perfect World
- Strategic Planning
- Broad, long-range planning
- Is comprised of a Strategic Planning Process
- Perform a SWOT analysis
- Formulate strategies
- Implement strategies
- Leadership
- Organizational structure
- Corporate Culture
- Monitor and evaluate results
Pages 11-13
151. SWOT
- - an acronym for strengths, weaknesses,
opportunities, and threats. A SWOT analysis
helps companies assess how well they are serving
their current markets, an important step in the
strategic planning process.
Page 12
162. Formulate Strategies
- Might include More Units, appealing to a new
market segment, developing a new product. - Example
- Marriot developed three other hotels..
- Courtyard by Marriott
- Residence Inns
- Fairfield Inns
Page 12
173. Implementing Strategies
- Leadership must explain strategies to employees.
- Win-Win situation for both company and employees.
- Example If we create a new food item, it may be
more work, but our customers may love it and
bring in more business.
Page 12
183. Implementing Strategies
- Organizational Structure may have to be changed
to be successful. - Positions and Job Descriptions will change.
Page 12
193. Implementing Strategies
- Corporate Culture employees who buy into the
corporate culture or way of doing business.
Everyone must share the same values and work
ethic.
Page 12
20Planning Challenges in Capacity-Constrained
Business
- Productive capacity how much can you produce to
meet customer demand. - Example how many customers can be served in a
restaurant (due to size of restaurant and number
of employees that can serve them and cook for
them, at any given time).
Page 13 - 15
21Planning Challenges in Capacity-Constrained
Business
- Capacity-constrained business Businesses that
produce products or service that cannot be
inventoried or stored for future use. Success
depends on their ability to efficiently match
productive capacity to consumer demand at any
given moment.
Page 13 - 15
22Planning Challenges in Capacity-Constrained
Business
- Managing Supply Hotels have a set number of
beds and restaurants have a set number of tables
with chairs. These cannot be altered if a large
amount of individuals visit at one time. - This is also called level-capacity strategy,
which means the same amount of capacity is
offered no matter how high the demand.
Page 13 - 15
23Planning Challenges in Capacity-Constrained
Business
- Chased-demand strategy some hospitality firms
can follow this strategy. Capacity can be varied
to suit the demand level in a limited way. - Example Cross-training employees,
- rent extra equipment, etc.
Page 13 - 15
24Planning Challenges in Capacity-Constrained
Business
- Managing Demand when supplies cannot be
controlled, demand can be manipulated to benefit
your business.
Early Bird Specials
Half-off on Wednesday's!
Buy One Get One Free
Specials
Page 13 - 15
25The Strategic Service Vision
- Targeting a Market Segment
- Who wants what? Does the market want..
- Fine Dine, Spas, Cheep rooms, Exercise Equipment,
Pools, ? - Focusing on a Service Strategy
- Service Standards consistency
- Job Restructuring
- Payroll Control
Page 15 - 18
26Delivering on the Service Promise
- Many theories and ideas about service have been
mentioned, the bottom is - doing it!
27Keys to Delivering Good Service
- Dont forget who you are.
- Encourage every employee to act like a manager.
- Handle moments of truth correctly.
- Critical moments when customers and staff
members interact, offering opportunities for the
staff to make a favorable impression, correct
mistakes, and win repeat customers. - Hire good people and keep them happy.
- Respond in a timely manner.
Page 18 - 21
28Service, Disney-Style
- Safety is a key element in a theme park.
- Courtesy there motto is our front desk is our
bottom line. The guest are always our guests,
even when right or wrong. - Show - Entertainment
- Efficiency If the lines are long for a certain
ride, then a parade will pass by to get the
customers attention off of the wait.
Page 21 - 23