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Hospitality Today An Introduction

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Title: Hospitality Today An Introduction


1
Hospitality TodayAn Introduction
  • RHM 175

2
Chapter 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.

3
What is Service?
  • .generally defined as work done for others.
    Pages 4-7

4
Work 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?

5
Example 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

6
Expectations
  • 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.

7
Reality 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

8
Customers Expectations
Service Meeting customers' needs in the way
that they want and expect them to be met.
Superior service, obviously, means exceeding
customer expectations.
9
Challenges 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.

10
Challenges 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.

11
How 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

12
How 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

13
How 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
14
How 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
15
1. 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
16
2. 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
17
3. 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
18
3. Implementing Strategies
  • Organizational Structure may have to be changed
    to be successful.
  • Positions and Job Descriptions will change.

Page 12
19
3. 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
20
Planning 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
21
Planning 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
22
Planning 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
23
Planning 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
24
Planning Challenges in Capacity-Constrained
Business
  • Managing Demand when supplies cannot be
    controlled, demand can be manipulated to benefit
    your business.

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Page 13 - 15
25
The 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
26
Delivering on the Service Promise
  • Many theories and ideas about service have been
    mentioned, the bottom is
  • doing it!

27
Keys 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
28
Service, 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
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