CHAPTER -2- GUESTOLOGY in food and beverage industry.pptx

Introduction
Many establishments and organizations are doing
everything to improve the level of quality service through the
performance of the employees. Others develop their systems.
Some also embed the concept of corporate culture and
environment in their setups. All of these are deemed
effective, but sometimes, what we often forget is that the
center of the service concept is our guests. This would be the
focus of our study-the concept of Guestology.

Learning Objectives
At the end of this chapter, the students should be able to:
 define what guestology is and what a guestologist is;
 determine the predictors of customer expectation;
 determine the importance of service in the industry
 identify the different types of customers; and
determine who defines value and quality.

REALITY BITES
Arlene and Rochelle dined at a restaurant in lloilo which is very famous because of its
excellent local food and incomparable hospitality. Finding the restaurant was an easy thing to do
as it is very near a popular mall and is in proximity to other areas like hotels, market, and other
shopping centers. As they approach the restaurant, they were immediately welcomed and
greeted with warm smiles from the staff. After asking how many they are in the group, Sheryl, the
food attendant, pulled out each chair and made sure that everyone was comfortably seated.
Right after, she gave the menu to each of the members of the group and gladly mentioned their
specialties of the day. As Arlene and Rochelle, together with the other members of the group, are
already hungry, they immediately ordered food. In no less than 15 minutes, the food was
delivered impeccably. Sheryl rushed over, making sure that the food was served hot and was
served respectively to the specific members of the group. The group was really amused with the
sumptuous food that was served to them, from the steamed rice to the very delectable pork and
beans dish that was a specialty of the region. As another set of food was delivered to the table,
Sheryl became puzzled. There was no more space on the table where the dish will be placed and
it seemed that the party was really enjoying their dining experience; Sheryl was hesitant to disturb.
So, what she did was to grab the rice platter and offered it to the person in the group whose
appetite was very good. She emptied the platter to him/her and the person was really elated as
this is not a usual thing for a food attendant to do, but still she thought of the idea so that she can
now place the next dish on the table. The group ended up very much delighted of the food and
the service that Sheryl and her colleagues provided them. Arlene and Rochelle, now very much
grateful, shared their experience to their friends and relatives, reminding them to always make a
stop in this restaurant whenever they are in the region. Truly, lloilo at its best hospitality!

CONTENT
For us to understand what it means to be a guest, we should understand
what hospitality is , that our guest is an outcome of the hospitality that we
give. Service executed immaculately is different from hospitality. Service
providers today are focusing on making things right rather than making
people feel great. Service is the sequence of acts, tasks, and procedures
which are done with consistency. We expect our meals to be served in less
than 12 minutes and our reservations finished immediately. Hospitality is the
positive emotional response elicited from our guests. Service is a skill, while
hospitality is a spirit. Service is what we do for our guests, while hospitality is
what we do with them. Service is about delivering the needs and wants of
our guests, while hospitality is about anticipating the needs and wants of our
guests, expressed and unexpressed. Service can be given methodically,
while hospitality is dynamic. We forget good service; we remember
hospitality. This is the reason that the end user of such process is called a
guest, because we are honored that they come to us, they come with us.

GUESTOLOGY
Is a term originated by Bruce Laval of the Walt
Disney. It means that all organizations employee’s
must treat customers like guests and manage the
organization from the guests point of view.’GPOV.’
Dickson (2010) defined guest ology as the scientific
study of the behaviors, needs, and expectations of
people in a service environment, and how to use that
knowledge to optimally manage a service
organization. The concept that Bruce Laval, the
father of guestology, introduced has now become a
science that deals with understanding the guest.
Guestology entails studying the totality of the guest
experience, from their expectations down to the
results and feedback.

CUSTOMER EXPECTATIONS
For customer satisfaction and customer
service to be achieved, a complete
and proper understanding of customer
expectations is very important. Unless
the establishment already knows what
the customers want, what they expect,
and who they are, it will be very difficult
to match up to the expectations.
A guest who will dine in a restaurant for
the first time will have a different
expectation than a guest who has been
in the restaurant for a couple of times.

Companies should make it a practice to
always inquire from their customers
whether they have met their
expectations and put all of this data
into their internal research. It is important
that we note of their likes, dislikes,
needs, wants, and profile as these
would be the baseline of our entire
operations. The reality right now is that
customer expectations are continuously
changing, and unless companies are
attuned to them, they will tall short of
these expectations, leading to customer
dissatisfaction and attrition.

Issues like these are typically simple to resolve but management should
allot time and enforce policies in monitoring these problems and ensure
that guest service is really a top priority.

SERVICE DEFINED
SERVICE = competence
+ friendliness
COMPETENCE –
serving food & drinks in the correct
manner to the guests
FRIENDLINESS –
calling guest by name and
title and making them feel welcome

QUALITY CUSTOMER SERVICE
requires that we make
all guests feel comfortable – that
we provide the assurance and
follow through, that they will be
taken care of.
We need to stay focused on the
primary purpose of hospitality. We
need to understand the power of
kindness and the importance of
satisfying the basic customer
service needs of our guests.

REASONS TO PROVIDE GOOD SERVICE
• Guests enjoy talking about their experiences at a
restaurant. They like to talk to their friends about good
service and they love to tell their friends about poor
service.
• The restaurant and restaurant manager that provide
excellent, friendly service along with great food, will
continue to see their business prosper. If this pattern is
repeated for 10 years, think how valuable that FIRST
GUEST was to the restaurant. This fact, called POSITIVE
WORD OF MOUTH, is extremely effective in generating
business.

Word of mouth is both the best and worst
type of promotion for a business. It has
more effect on business at a restaurant
or banquet house than any other factor.
Because people like to ask other people
where
to find a great place for dining or
holding banquets. They trust
recommendations from a friend rather
than advertising.

WHAT GUEST THINK OF A SERVICE
POOR SERVICE has been the biggest
complaint about hospitality and
tourism industry.
-Ineffective service can be frustrating,
costly and embarrassing
•FRIENDLY SERVICE is the number 1
reason why families will eat away
from home.
•Parents stated that the key criteria
for choosing a restaurant are
SERVICE,
VALUE & FAMILY ATMOSPHERE.

KARL ALBRECHT LISTS 7 DEADLY SINS OF SERVICE:
These 7 Sins all have one thing in common: they demonstrate a lack of concern
on the part
of the service personnel – and, by extension, the company – to the customer as a
person.
“To serve the customer, we must treat the customer as a person – and always
remember that in customer service, the word customer comes first.”
1. APATHY
2. BRUSH OFF
3. COLDNESS
4. CONDESCENSION
5. ROBOTICS
6. RULE BOOK
7. RUNAROUND

APATHY
• Is when you lack of motivation to do anything or just
don’t care about what’s going on around you.
• customer service is characterized by slow, unresponsive,
or inattentive behavior toward the customer.
EX: The clerk’s fingernails are tapping at the keyboard as
the customer approaches her window. The clerk doesn’t
look up, but keeps typing. After a moment, the customer
clears her throat. Still getting no response, she finally
ventures, Excuse me, can you help me?The clerk finally
shifts her gaze to the window, and stares without
speaking. Ah… the customer said,” Is this where I should
turn in this form”?
The clerk glances at the papers. Yeah, but you’ll have to
wait for a minute. I’m going on my coffee break.”

BRUSH OFF
• The brush-off is an effort by a service person to rebuff the
customer and to avoid engaging with their question or
problem. When the service person makes no effort to
connect with or help the customer, it sends a clear
message that they are uninterested in the customer as a
person – or as anything other than a nuisance interrupting
their day.
EX: “Excuse me, a retail customer says, Can you help me
find this? The floor rep shakes his head. Nope, that
product’s not in stock. He then walks away from the
frustrated customer without offering any further guidance or
assistance.

COLDNESS
• This is apathy and the brush-off combined at their worst.
• The behaviours associated with a cold customer service attitude
can range from merely brisk to unfriendly, harsh – even hostile. The
service person is unwelcoming, and seems to be disinterested in
the customer’s situation or needs. Icy, clipped speech, a distant
or hostile expression, or an unfriendly attitude to the customer.
EX: A customer and her friend enter a bridal store and are greeted
by looks of surprise from several employees. One moves to
intercept the customer as she starts looking at a rack of bridesmaid
gowns. Excuse me, does your party have an appointment? she asks
skeptically. The startled customer responds, Oh! No… I didn’t know I
needed one. Well, you do, the sales assistant huffs. If your party is
not on our registry, you’ll have to leave.

CONDESCENSION
• When employees use jargon, acronyms or language that
doesn’t sound like what customers use, they’re
condescending in terms of behaviour. Front-line employees
want to mimic customers’ language and rate of speech, and
avoid company and industry jargon.
EX:“And how would you like that steak cooked? asks the
waiter.”
“Medium, please.”
“Ah”, says the waiter with a disapproving, insulting frown .
Ahem. “Sir, the chef prefers to prepare this cut quite rare.”
“Okay, but I’d like it medium, thanks.”
“I will inform the chef, sir”, the waiter sniffs disdainfully.

ROBOTICS
• The robotic service representative not only fails to acknowledge the
customer’s individuality, but barely seems human themselves. Reciting
canned instructions or responses, mechanically going through
processes, and repeating the same information over and over again,
the robotic customer service person does not distinguish between
individual customers or make any effort to connect with them. The
customer is left with the unsatisfying, dehumanizing feeling of being just
a faceless number in a sea of other numbers.
EX:“Good morning and welcome to FedBank do you have your deposit
slip?” intones the teller expressionlessly. The words seem almost without
meaning; she must say them hundreds of times a day.
She takes the forms, types on the computer for a moment, thumps a date
stamp down on the slip, then shoves a printed receipt back across the
counter. Without ever glancing up, she concludes the exchange by
tonelessly reciting, “Thank you for banking at FedBank have a very nice
day NEXT.”

RULE BOOK
• Throwing the rulebook at customers who are making reasonable
requests rather than accommodating them is an indication that the
service person cares more about rules than about people.
Customers who are subjected to “rulebook” treatment usually leave
with the impression that they are not valued by the customer service
representative or by their company. Chances are they won’t come
back.
• When employees just follow the rules, rather than common sense or
their hearts, they come across as cold and uncaring.
EX: A mother and child enter a gas station and make a beeline for the
restroom. An attendant stops them. “Sorry, ma’am, restroom’s for
paying customers only”. As the child moans, “Mama, I need to
goooo!” the flustered mother tells the attendant, “I promise I’ll buy
something before we leave!” “Nope, gotta pay first”. The attendant
grins and points at a hand-lettered sign on the door. “Buy something,
and then you can go in”.

RUNAROUND
• Employees might give customers the run-around when they continually
suggest customers look at a website, fill out paperwork or make another
call. Many times, employees need to walk them through what they need to
do. Eventually, customers will be able to figure it out for themselves.
• The “run-around” treatment often involves passing a customer issue off to
someone else, or otherwise obfuscating or delaying a solution until the
customer isn’t sure who they should be talking to, what the problem is, or
whether anyone will be able to find a solution.
EX: A phone service rep picked up a connection from another department.
“Hello, this is Lisa, can I help you?”
“Lisa?” the customer said in a confused voice. “This is Ernie… didn’t I just talk
to you?”
Ernie… “oh, yes, I sent you to accounts receivable, didn’t I?”
“Yes”, sighed Ernie, “and then they sent me to the warehouse, and the
warehouse sent me to order processing, and order processing said they were
escalating me to management, and connected me to you again ”
…͟

MICHAEL WILLIAMS, IDENTIFIES THE
MOST COMMON INSULTS TO GUESTS AS THE FOLLOWING:
1. GROSSLY OVERBOOKED
RESERVATIONS.
2. HOLDING BETTER TABLES FOR
FAVORITE GUESTS
3. MAITRE D’S WHO COULD SUDDENLY
CONJURE UP A TABLE FOR A HEAVY
TIP.
4. TREATING GUESTS WITH ATTITUDES
BORDERING ON ARROGANCE.

PERFECTING SERVICE
Effective leaders are those who make things
happen because they have developed
knowledge, skills and attitude required to get
the most out of the people in their operation.
Our guests are constantly changing, so as the
technology, product availability and
competition. To cope with this constant
change, the NRA (national restaurant
association) group suggests that:
1. when implementing change, do the
following:
A. State the purpose of the change
B. Involve all employees in the process
C. Monitor, update and take corrective
action to get back on track.

THE RITZ-CARLTON HOTEL COMPANY, the only
hospitality company to win 2 MALCOLM BRIDGE
NATIONAL QUALITY AWARDS, was founded on principles
of excellence in guests service. The essence of this
philosophy was refined into a set of
CORE VALUES collectively called the GOLD STANDARDS.
The CREDO is printed on a small laminated card that all
employees must memorize or carry on their person at all
times when on duty.
The card lists the 3 STEPS OF SERVICE:
1. A WARM & SINCERE GREETING, USE THE GUEST NAME IF
AND WHEN POSSIBLE
2. ANTICIPATION & COMPLIANCE WITH GUESTS NEEDS
3. FOND FAREWELL, GIVE THEM A WARM GOODBYE AND
USE THEIR NAMES IF & WHEN POSSIBLE.

THE RITZ CARLTON BASICS
1. THE CREDO is the principal belief of our
company. It must be known, owned and
energized by all.
2. MOTTO “ we are ladies & gentlemen serving
ladies and gentlemen” as service professionals,
we treat our residents and guests and each
other with respect and dignity.
3. employees promise is the basis for the
RITZCARLTON work environment. It will be
honoured by all employees.
4. THREE STEPS OF SERVICE are the foundation
of RITZCARLTON HOSPITALITY. These steps must
be used in every interaction to ensure
satisfaction, retention and loyalty.

5. All employees will successfully complete
annual training certificate for their position.
6. Company objectives are communicated
to all employees. It is every one’s
responsibility to support them
7. to create pride and joy in the workplace,
all employees have the right to be involved
in the planning of the work that affects
them.
8. each employee will continuously identify
defects throughout the hotel.
9. It is the responsibility of each employee to
create work environment of teamwork and
lateral service so that the needs of the
guests and each other are met.

10. each employee is empowered. Ex.
When a resident or guest has a problem
or need, you should break away from
your regular duties to address and
resolve the issue.
11. uncompromising levels of cleanliness
are the responsibility of every
employee.
12. to provide the finest personal service
for our residents each employee is
responsible for identifying and
recording individual guest preferences.

13. never lose a guest. Instant guest
participation is the responsibility of each
employee. Whoever receives a
complaint will own it, resolve it to the
guests satisfaction and record it.
14. “SMILE – we are on stage”. Always
maintain positive eye contact.
15. Be an ambassador of your hotel in
and outside of the workplace. Always
speak positively.
16. Escorts guests rather than pointing
out directions to another area of the
hotel

17. Use RITZ-CARLTON telephone
etiquette. Answer within 3 rings and with a
smile.
18. Take pride in and care of your
personal appearance. Everyone is
responsible to convey a professional
image by adhering to RITZ-CARLTON
clothing and grooming standards.
19. think safety first. Each employee is
responsible for creating a safe, secure
and accident free environment for all
guests and each other.
20. protecting the assets of a RITZ-
CARLTON HOTEL is the responsibility of
every employee. Conserve energy,
properly maintain the hotel and protect
the environment.

THE DISNEY APPROACH TO GUEST SERVICE
DISNEY MISSION STATEMENT – “ WE CREATE HAPPINESS”
Sir Walt Disney and the
Disney Company
• while crafting their
concept for theme
parks , they also
pioneered the
thought of the service
providers not only as
team players but also
as cast members just
like in a movie or
theater
Disneyland Anaheim, California , was
the first to be built by Walt Disney
himself. Unveiled on 17th July 1955

DISNEYS ability to create
a special brand of
magic requires the
talents of thousands of
people fulfilling many
different roles. But the
heart of it is the frontline
cast members.

DISNEY has used profile
modeling but says it all
comes down to a few simple
things:
1.Interpersonal relationship
building skills
2.Communication skills
3. friendliness

On the first day at work, every new Disney cast
member participates in a one-day orientation
program at the Disney university, “ Welcome
to show business”. The main goal of this
experience is to learn the Disney approach to
helpful, caring and friendly guest service.
How does this translate into action? When a
street sweeper to ask where to pick up a
parade schedule and the sweeper not only
answers the questions but recites the parade
times from memory, suggests the best viewing
spots on the parade route, offers advice on
where to get a quick meal before parade time
and ends the interaction with a pleasant smile.

DISNESY SERVICE MODEL
1. IT BEGINS WITH A SMILE – this is the
universal language of hospitality and
service.
2. MAKE EYE CONTACT AND USE BODY
LANGUAGE – this means anticipation,
approach and gestures
3. RESPECT AND WELCOME ALL GUESTS
– being friendly, helpful and going out
of the way to exceed guest’s
expectations

4. VALUE THE MAGIC – when they are on stage
cast members are totally focused on creating
the magic of Disneyland.
5. INITIATE GUEST CONTACT - aggressively
friendly.
6. CREATIVE SERVICE SOLUTION – any possible
technique on how to surprise and satisfy guests.
7. END WITH A THANK YOU – with sincerity

Types of Customers/Guests/Clients
Customers, otherwise known as guests and
clients, in the hospitality and tourism business
play a significant role in the operations. To
understand their behavior and to strategize
the efforts of the company, it is important to
identify and match each need to each type
of customer.
The Corporate Finance Institute (2015) has
identified five basic types customers that a
hospitality and tourism enterprise should be
aware of. They are our loyal customers,
impulse customers, discount customers,
need-based customers, and wandering
customers.

The loyal customers are actually the
most important segment to please and
should be one of the priorities in mind of
a specific company. Usually, this type of
customers represents no more than
twenty percent (20%) of the customer
base but actually drives majority of the
sales revenues. Because of this, it is
important to note that a loyal customer
values a product heavily. Furthermore,
they are more likely to be the bearers of
positive word of mouth (WOM) and
likely to recommend the company's
service products.

Impulse customers, meanwhile,
are the best type to do suggestive
selling. They are also second to
loyal customers when it comes to
attractiveness in the market. As
the name implies, these customers
do not have a shopping list in mind
and do shopping instinctively.
Moreover, this kind of customers
are receptive to
recommendations on products.

Another type of customer which
affects a company's inventory
turnover is the discount customer.
They are contributory to a
company's cash flow because
the products which are seldom
purchased at full price are
actually availed by these
customers as best markdowns.

The fourth type of customer is
driven by a specific need. These
customers are called the need-
based customers. They buy for a
specific reason and occasion, and
because of this, it may be difficult
to convince them to upsell. It is
also important to note that these
customers are adept in avoiding
any attempt or upselling and that
they will immediately leave after
they are done getting what they
need.

The last type of customer is the wandering
customers. These customers generate the largest
amount of traffic as they have no specific need or
desire in mind but yield the smallest percentage in
sales revenue. This type of customers enjoys social
interaction while shopping. Thus, spending a lot of
time trying to please this segment can draw away
the other segments. Although, generating a small
percentage to revenue, it is important to note that
this segment still provides insightful information
about the products and can therefore contribute
to the feedback mechanism of the company

CHAPTER -2- GUESTOLOGY in food and beverage industry.pptx

CHAPTER -2- GUESTOLOGY in food and beverage industry.pptx

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