The document describes some of the challenges a prospective student encountered when applying to and preparing to attend State University, including an uninformative campus tour, a confusing application process, issues having their file and transcript located by the admissions office, and initially being accepted to a two-year program rather than their intended major. Overall, it raises questions about the effectiveness of State University's recruitment and admissions processes from the student's perspective.
The document discusses innovative trends hotels are using to create more personalized guest experiences. It describes amenities and programs focused on attracting different demographic groups such as millennials, baby boomers and business travelers. Some examples mentioned include offering electric vehicle charging stations, free bike rentals, pressing clothing for business travelers, stocking minibars with customizable snacks, and providing fitness equipment or classes in guest rooms for privacy. The document also discusses wellness programs like aromatherapy amenities and healthy snacks to promote better sleep. Meeting and event spaces are being adapted to cater to interests in farm-to-table dining and media presentations.
This document discusses best practices for guest service in the hotel industry. It emphasizes the importance of verbal and non-verbal communication with guests, including using an appropriate greeting, personalizing interactions, thanking guests, and active listening. Visual communication such as smiling and maintaining proper grooming standards is also important. The document stresses that guest service should be a central focus communicated to all employees through ongoing training programs. Guest feedback can help motivate strong service performance.
The hospitality industry is a service industry that aims to create wealth by satisfying guests. It includes sectors like hotels, restaurants, clubs, food service, event planning, tourism businesses, and travel providers. The product or service is often intangible, and quality is impacted by the service delivery. Hospitality involves welcoming and caring for guests' basic needs, especially food, drink, and accommodation. Employees are part of the product itself, so guests must feel valued for satisfaction. The hospitality and tourism industry meets people's needs with kindness away from home through food/drink, lodging, recreation, and travel sectors. It is a diverse and complex global industry involving entrepreneurs, jobs, and economic levels.
The role play is a powerful technique of experiential learning for hospitality students, especially in guest handling tasks. The script is in simple English and will help those studebts who are not very confident of their English. These scripts are also available on my YouTube channel. The link is pasted below. Have a look.
.https://www.youtube.com/watch?v=6bzb7w80QJ4&list=PLc5q2hUmG6Vr6JDkQIyPd5R_I4KrMYbq_
The document discusses innovative trends hotels are using to create more personalized guest experiences. It describes amenities and programs focused on attracting different demographic groups such as millennials, baby boomers and business travelers. Some examples mentioned include offering electric vehicle charging stations, free bike rentals, pressing clothing for business travelers, stocking minibars with customizable snacks, and providing fitness equipment or classes in guest rooms for privacy. The document also discusses wellness programs like aromatherapy amenities and healthy snacks to promote better sleep. Meeting and event spaces are being adapted to cater to interests in farm-to-table dining and media presentations.
This document discusses best practices for guest service in the hotel industry. It emphasizes the importance of verbal and non-verbal communication with guests, including using an appropriate greeting, personalizing interactions, thanking guests, and active listening. Visual communication such as smiling and maintaining proper grooming standards is also important. The document stresses that guest service should be a central focus communicated to all employees through ongoing training programs. Guest feedback can help motivate strong service performance.
The hospitality industry is a service industry that aims to create wealth by satisfying guests. It includes sectors like hotels, restaurants, clubs, food service, event planning, tourism businesses, and travel providers. The product or service is often intangible, and quality is impacted by the service delivery. Hospitality involves welcoming and caring for guests' basic needs, especially food, drink, and accommodation. Employees are part of the product itself, so guests must feel valued for satisfaction. The hospitality and tourism industry meets people's needs with kindness away from home through food/drink, lodging, recreation, and travel sectors. It is a diverse and complex global industry involving entrepreneurs, jobs, and economic levels.
The role play is a powerful technique of experiential learning for hospitality students, especially in guest handling tasks. The script is in simple English and will help those studebts who are not very confident of their English. These scripts are also available on my YouTube channel. The link is pasted below. Have a look.
.https://www.youtube.com/watch?v=6bzb7w80QJ4&list=PLc5q2hUmG6Vr6JDkQIyPd5R_I4KrMYbq_
Customer service is important for restaurants to fulfill customer needs, provide an unforgettable dining experience, build rapport with customers, and gain their loyalty and trust. High quality food and drinks are worthless without sincere service. Factors that can hinder good customer service include a lack of sincerity, consistency, attention to detail, and personalized service. To provide good customer service, employees should understand customers' perspectives and priorities, treat all customers with equal respect, and maintain a polite, friendly, and helpful demeanor at all times.
The document provides tips for resorts and hotels to provide exceptional guest experiences and exceed standard expectations. It discusses the importance of excellent guest service, cross-selling additional services to guests, maintaining cleanliness, providing a variety of activities and entertainment, creating memorable dining experiences, developing a strong brand identity, and regularly updating guest accommodations. The document emphasizes training staff, focusing on small details, and utilizing low-cost strategies to enhance the guest experience.
This document provides an introduction to a semester 2 customer service unit for a Hospitality Management course. The unit aims to develop an understanding of customer service principles and the importance of customer feedback. Students will analyze a customer service policy, explain how to promote a customer-focused culture, investigate customer requirements and satisfaction levels, and provide customer care. Assessment will include written assignments, a presentation, and a seminar. Videos are included to illustrate examples of both good and bad customer service experiences. An in-class activity asks students to prepare a short presentation on factors that make for good customer service in the hospitality industry.
This document discusses the key aspects of professional service. It identifies attitude, verbal skills, behavior, and meeting guest needs as the key areas of service. Some key characteristics of service are that it is intangible, produced and consumed simultaneously, and involves participation from the customer. The document emphasizes having a positive attitude, communicating clearly, exhibiting good product knowledge, listening to customers, and anticipating their needs. It stresses that service quality can improve a customer's experience and influence their decision to return.
INTRODUCTION TO FRONT OFFICE:
the basics, such as the personnel under the front office department, their duties and responsibilities. and etc. SEE FOR YOURSELF.
This document provides an overview of managing front office operations at five-star hotels, with a focus on manpower management. It discusses the various challenges of operating a hotel front office, including responsibilities of front office staff like receptionists, concierges, telephone operators, and bell boys. It also outlines the classification of hotels from economy to exceptional five-star hotels and the types of services expected at each level.
This document provides an overview of the front office department in hotels. It begins with an introduction to the front office and explains that it is the most important department as it is the first interaction guests have. It then provides organizational charts showing the structure of the front office department and job descriptions for various roles including front desk agents, bell staff, concierge, and night auditor. It discusses the key responsibilities of the front office in areas like reservations, guest services, and revenue management. Finally, it covers front office systems and what makes for a successful front office management.
This document provides an overview of hospitality law as it relates to hotels. It begins with definitions of key terms like hotel, guest, and innkeeper. It describes the SARAIS Act of 1867 which established regulations for inns in India, including requirements for registration, record keeping of guests, and maintenance of hygiene and security standards. The document outlines types of tort law and how they apply to issues in hotels like negligence, assault, and theft. Finally, it details the legal duties of hoteliers under hospitality law to provide accommodation and services to guests with reasonable care, including ensuring safety, security, and handling of any issues that may arise.
This document provides an introduction to tourism, travel, hospitality, and the hotel industry. It discusses the origins and evolution of these industries from ancient times to the present. Key points include:
- Hospitality has its roots in ancient civilizations where travelers needed food and shelter. Various forms of inns and lodging houses developed over time.
- Tourism involves the movement of people away from their home for leisure or business purposes. It is defined as travel for over 24 hours but less than a year. Related industries like transportation, food, retail, and events have grown alongside tourism.
- The tourism industry contributes over $4 trillion annually to the global economy and is one of the largest industries in many countries.
This document discusses the principles of guestology, which is managing an organization from the guest's point of view. It states that guestology means treating customers like guests to increase satisfaction and loyalty. The organization's strategy, staff, and systems should be aligned to meet or exceed guest expectations regarding the service product, setting, and delivery. Only guests can define quality and value. Understanding guests' behaviors, wants, needs and expectations is key to tailoring the service to meet demand. Guestology is important as competition for loyalty increases.
Career Opportunities in Hospitality IndustryEunice Parcz
Hospitality is an industry composed of wide-range businesses that cater guests away from their homes.
Hi. You can reach me through my:
GMAIL: euniceparco @gmail.com
FB: Eunice Parcz
2. Designing Quality Service
Many Leisure and tourism contexts contain a myriad of individual experiences, whether rich and fulfilling or superficial and merely entertaining, and have implications for understanding and designing the leisure and tourism product. The premise of giving the consumers what they want springs to mind when writing about design quality. Unfortunately it is not as easy as it suggests, because consumer needs and wants are constantly changing. What have been satisfied them at one time no longer does so. Leisure experiences, especially those catering for the youth market, can be in fashion one moment and out of favor the next. (E.g. themed pubs, skateboarding, step aerobics).
Characteristics of Service
The general consensus is that services have a number of characteristics common to manufacturing, the tangibles. These are not only the physical features of the environment that the service is delivered in but anything that is taken away by the customers.
This document provides an overview of the organization and operations of food and beverage departments in hotels. It discusses the objectives of introducing the food and beverage sector. It describes the characteristics and basic functions of the food and beverage industry. It also outlines various ways to classify and segment different types of food and beverage establishments, including by commercial orientation, customer type, ownership, functions, cuisine, and location. Finally, it provides examples of restaurant chains and food service operations in hotels in Hong Kong.
Introduction to hospitality--- History & Development of Hotel Industry, By-Vi...VikasSrivastava142
This Slide is designed for students for understanding term Hospitality, Correlating it with Service Sector, knowing the History of Hospitality, Understanding its development etc...
The document provides an introduction to the food and beverage sector, including its objectives, characteristics, and classifications. It discusses the various sectors of the foodservice industry and types of food and beverage services. It also outlines the foodservice operation cycle and performance measures used in foodservice operations.
Mission Admission aims to help you grow as an individual by acting as your decision support system in making the right career choices. Browse for information on college admission in the city you want to study in or choose an alternate career option that suits your interests. If you wish to have an international exposure, start by selecting a country. You can take the psychometric test to understand your career aptitude better or connect with our panel of experts by posting your query on “Ask a Question”, registering for a seminar or just joining the LIVE Chat. So gear up to take your first step towards a promising career.
The document discusses motivation techniques used by two hotel managers, Mr. Suprabhat Banerjee of Hyatt Regency Kolkata and Mr. Mohan Pandey of Nandan Park in Trivandrum. It describes how each manager motivates their subordinates through weekly meetings, informal gatherings, clear communication, and compensation. While Mr. Banerjee focuses on building rapport and tailoring his approach to individuals, Mr. Pandey divides employees into groups and reviews their weekly performance. Both emphasize the importance of teamwork and communication for motivation.
The document discusses different types of complaining guests that hoteliers may encounter and provides tips on how to handle each type. It identifies three main types: the intellectual type, who complains with logic and calm demeanor; the offensive type, who expresses emotions loudly and disruptively; and the distressed type, who appears generally unhappy without directly complaining. For each type, it offers strategies like listening carefully, remaining calm and logical, isolating disruptive guests, and addressing any issues while also making efforts to improve their mood. The overall message is that hoteliers must be prepared to effectively serve all kinds of guests.
This document discusses the importance of handling guest complaints effectively. It notes that unhappy guests will often stop using a hotel's services and tell others about their negative experience. Common reasons for complaints include poor service, delays, and rude staff members. If complaints are not resolved, hotels can lose customers and suffer reputational damage. Therefore, it is important to actively seek out complaints to identify and address issues. The document provides tips for resolving complaints, which include listening without arguing, apologizing, finding solutions, and thanking the customer. Handling complaints effectively turns negative experiences into opportunities to improve service and ensure guest satisfaction.
All prices are in USD and may change without notice. The document lists various types and sizes of paper, envelopes, and other office supplies along with their product codes, descriptions, quantities per package, and prices. It includes items such as copy paper, coated paper, transparency film, envelopes, cash rolls, and more. The prices are listed as cost per package but require a call for specific pricing.
Behavior Designing for Expedia Customers: Buy Sooner & with More ConfidenceDavid Ngo
The document discusses a design challenge for Expedia to shift users' buying habits. It proposes a solution involving monitoring flight searches and automatically purchasing flights when they meet certain criteria. User research found that people lack trust in third parties and find buying flights a painful experience. The proposed prototype would help users buy tickets with more confidence by removing some control and "doing it for them" based on their initial searches.
Customer service is important for restaurants to fulfill customer needs, provide an unforgettable dining experience, build rapport with customers, and gain their loyalty and trust. High quality food and drinks are worthless without sincere service. Factors that can hinder good customer service include a lack of sincerity, consistency, attention to detail, and personalized service. To provide good customer service, employees should understand customers' perspectives and priorities, treat all customers with equal respect, and maintain a polite, friendly, and helpful demeanor at all times.
The document provides tips for resorts and hotels to provide exceptional guest experiences and exceed standard expectations. It discusses the importance of excellent guest service, cross-selling additional services to guests, maintaining cleanliness, providing a variety of activities and entertainment, creating memorable dining experiences, developing a strong brand identity, and regularly updating guest accommodations. The document emphasizes training staff, focusing on small details, and utilizing low-cost strategies to enhance the guest experience.
This document provides an introduction to a semester 2 customer service unit for a Hospitality Management course. The unit aims to develop an understanding of customer service principles and the importance of customer feedback. Students will analyze a customer service policy, explain how to promote a customer-focused culture, investigate customer requirements and satisfaction levels, and provide customer care. Assessment will include written assignments, a presentation, and a seminar. Videos are included to illustrate examples of both good and bad customer service experiences. An in-class activity asks students to prepare a short presentation on factors that make for good customer service in the hospitality industry.
This document discusses the key aspects of professional service. It identifies attitude, verbal skills, behavior, and meeting guest needs as the key areas of service. Some key characteristics of service are that it is intangible, produced and consumed simultaneously, and involves participation from the customer. The document emphasizes having a positive attitude, communicating clearly, exhibiting good product knowledge, listening to customers, and anticipating their needs. It stresses that service quality can improve a customer's experience and influence their decision to return.
INTRODUCTION TO FRONT OFFICE:
the basics, such as the personnel under the front office department, their duties and responsibilities. and etc. SEE FOR YOURSELF.
This document provides an overview of managing front office operations at five-star hotels, with a focus on manpower management. It discusses the various challenges of operating a hotel front office, including responsibilities of front office staff like receptionists, concierges, telephone operators, and bell boys. It also outlines the classification of hotels from economy to exceptional five-star hotels and the types of services expected at each level.
This document provides an overview of the front office department in hotels. It begins with an introduction to the front office and explains that it is the most important department as it is the first interaction guests have. It then provides organizational charts showing the structure of the front office department and job descriptions for various roles including front desk agents, bell staff, concierge, and night auditor. It discusses the key responsibilities of the front office in areas like reservations, guest services, and revenue management. Finally, it covers front office systems and what makes for a successful front office management.
This document provides an overview of hospitality law as it relates to hotels. It begins with definitions of key terms like hotel, guest, and innkeeper. It describes the SARAIS Act of 1867 which established regulations for inns in India, including requirements for registration, record keeping of guests, and maintenance of hygiene and security standards. The document outlines types of tort law and how they apply to issues in hotels like negligence, assault, and theft. Finally, it details the legal duties of hoteliers under hospitality law to provide accommodation and services to guests with reasonable care, including ensuring safety, security, and handling of any issues that may arise.
This document provides an introduction to tourism, travel, hospitality, and the hotel industry. It discusses the origins and evolution of these industries from ancient times to the present. Key points include:
- Hospitality has its roots in ancient civilizations where travelers needed food and shelter. Various forms of inns and lodging houses developed over time.
- Tourism involves the movement of people away from their home for leisure or business purposes. It is defined as travel for over 24 hours but less than a year. Related industries like transportation, food, retail, and events have grown alongside tourism.
- The tourism industry contributes over $4 trillion annually to the global economy and is one of the largest industries in many countries.
This document discusses the principles of guestology, which is managing an organization from the guest's point of view. It states that guestology means treating customers like guests to increase satisfaction and loyalty. The organization's strategy, staff, and systems should be aligned to meet or exceed guest expectations regarding the service product, setting, and delivery. Only guests can define quality and value. Understanding guests' behaviors, wants, needs and expectations is key to tailoring the service to meet demand. Guestology is important as competition for loyalty increases.
Career Opportunities in Hospitality IndustryEunice Parcz
Hospitality is an industry composed of wide-range businesses that cater guests away from their homes.
Hi. You can reach me through my:
GMAIL: euniceparco @gmail.com
FB: Eunice Parcz
2. Designing Quality Service
Many Leisure and tourism contexts contain a myriad of individual experiences, whether rich and fulfilling or superficial and merely entertaining, and have implications for understanding and designing the leisure and tourism product. The premise of giving the consumers what they want springs to mind when writing about design quality. Unfortunately it is not as easy as it suggests, because consumer needs and wants are constantly changing. What have been satisfied them at one time no longer does so. Leisure experiences, especially those catering for the youth market, can be in fashion one moment and out of favor the next. (E.g. themed pubs, skateboarding, step aerobics).
Characteristics of Service
The general consensus is that services have a number of characteristics common to manufacturing, the tangibles. These are not only the physical features of the environment that the service is delivered in but anything that is taken away by the customers.
This document provides an overview of the organization and operations of food and beverage departments in hotels. It discusses the objectives of introducing the food and beverage sector. It describes the characteristics and basic functions of the food and beverage industry. It also outlines various ways to classify and segment different types of food and beverage establishments, including by commercial orientation, customer type, ownership, functions, cuisine, and location. Finally, it provides examples of restaurant chains and food service operations in hotels in Hong Kong.
Introduction to hospitality--- History & Development of Hotel Industry, By-Vi...VikasSrivastava142
This Slide is designed for students for understanding term Hospitality, Correlating it with Service Sector, knowing the History of Hospitality, Understanding its development etc...
The document provides an introduction to the food and beverage sector, including its objectives, characteristics, and classifications. It discusses the various sectors of the foodservice industry and types of food and beverage services. It also outlines the foodservice operation cycle and performance measures used in foodservice operations.
Mission Admission aims to help you grow as an individual by acting as your decision support system in making the right career choices. Browse for information on college admission in the city you want to study in or choose an alternate career option that suits your interests. If you wish to have an international exposure, start by selecting a country. You can take the psychometric test to understand your career aptitude better or connect with our panel of experts by posting your query on “Ask a Question”, registering for a seminar or just joining the LIVE Chat. So gear up to take your first step towards a promising career.
The document discusses motivation techniques used by two hotel managers, Mr. Suprabhat Banerjee of Hyatt Regency Kolkata and Mr. Mohan Pandey of Nandan Park in Trivandrum. It describes how each manager motivates their subordinates through weekly meetings, informal gatherings, clear communication, and compensation. While Mr. Banerjee focuses on building rapport and tailoring his approach to individuals, Mr. Pandey divides employees into groups and reviews their weekly performance. Both emphasize the importance of teamwork and communication for motivation.
The document discusses different types of complaining guests that hoteliers may encounter and provides tips on how to handle each type. It identifies three main types: the intellectual type, who complains with logic and calm demeanor; the offensive type, who expresses emotions loudly and disruptively; and the distressed type, who appears generally unhappy without directly complaining. For each type, it offers strategies like listening carefully, remaining calm and logical, isolating disruptive guests, and addressing any issues while also making efforts to improve their mood. The overall message is that hoteliers must be prepared to effectively serve all kinds of guests.
This document discusses the importance of handling guest complaints effectively. It notes that unhappy guests will often stop using a hotel's services and tell others about their negative experience. Common reasons for complaints include poor service, delays, and rude staff members. If complaints are not resolved, hotels can lose customers and suffer reputational damage. Therefore, it is important to actively seek out complaints to identify and address issues. The document provides tips for resolving complaints, which include listening without arguing, apologizing, finding solutions, and thanking the customer. Handling complaints effectively turns negative experiences into opportunities to improve service and ensure guest satisfaction.
All prices are in USD and may change without notice. The document lists various types and sizes of paper, envelopes, and other office supplies along with their product codes, descriptions, quantities per package, and prices. It includes items such as copy paper, coated paper, transparency film, envelopes, cash rolls, and more. The prices are listed as cost per package but require a call for specific pricing.
Behavior Designing for Expedia Customers: Buy Sooner & with More ConfidenceDavid Ngo
The document discusses a design challenge for Expedia to shift users' buying habits. It proposes a solution involving monitoring flight searches and automatically purchasing flights when they meet certain criteria. User research found that people lack trust in third parties and find buying flights a painful experience. The proposed prototype would help users buy tickets with more confidence by removing some control and "doing it for them" based on their initial searches.
White Paper - Hospitality Customers Trends, Behaviors, Purchase Influencers (...RDA International
Looking into major trends in the hospitality industry. What is the road to consumer decisions? What influences your guests to book a hotel? Where do they get their information from? Online? Social Media channels? Friends & Families? RDA explores the answers in this document.
Hotel Cram has 67 rooms and suites and features several on-site amenities including a cocktail bar, restaurant with Michelin star chef Jordi Cruz, and rooftop terrace bar. It is located in Barcelona, Spain at Aribau, 54 with contact information and booking codes provided.
The Business Case for Workforce Management Solutions - White PaperInfor HCM
The widespread adoption of dedicated Workforce Management (WFM) solutions continues to gain momentum as organizations increasingly recognize that the level of control and visibility needed in managing their workforce resource is rapidly outstripping the capabilities provided by existing HR applications and processes. Unlike many other areas of their operations that have for a long time seen the adoption of sophisticated solutions to optimize value (such as Enterprise Resource Planning, Supply Chain Management, Customer Relationship Management, Business Intelligence, Business Process Management and so forth) - the management of the underlying human resource has remained a largely administrative, and often manual, undertaking. In our view this is a situation that has to change if organizations are to maximize the value from their workforce resources, while at the same time minimizing its cost and risk. To achieve this, organizations need to have a much greater level of visibility and control of their workforce resources and workforce processes. Without the underlying support that a capable Workforce Management Solution can provide, this can be difficult, if not impossible to achieve. As a result, the demand for Workforce Management Solutions is growing rapidly as organizations increasingly turn their attention to the ability of their workforce management processes to support some of their most pressing operational and strategic challenges.
This trend is also being driven by the evolving role of HR within organizations. What was traditionally regarded as purely an administrative function, HR teams are now being required to take a more strategic position as organizations increasingly recognize the impact of their workforce and its activities on their operational and strategic performance. As a result, HR responsibilities are extending beyond their traditional boundaries and are now becoming closely involved in helping to drive greater value from their workforce operations. Yet just as the role of HR is evolving, so too does the need for the IT solutions and service capabilities which are required to support, or even enable that transition to happen. If HR is able to successfully fulfill this new mandate, they must also take a fresh look at the tools and methods which are currently available to them.
Located in downtown Milwaukee, WI the InterContinental Milwaukee blends modern elegance with exceptional service. Visit our website at http://intercontinentalmilwaukee.com/
The document discusses several trends in the hospitality industry, including increased online booking, digital detox vacations, organic and locally-sourced amenities, solo female travel, culinary tourism, medical tourism, craft beverages, and niche/boutique travel experiences. A key trend is the growth of niche markets that focus on specific interests or demographics.
This is a research paper I made on Prosocial Behaviour. This is a school project, and the main purpose of me showing this to the outside world is to get feedback from the outside world. If you could help me with that, that would be great!
This document discusses various aspects of customer service quality including the five dimensions of service quality (reliability, responsiveness, assurance, empathy and tangibles). It also discusses different types of customer service research methods like qualitative research, quantitative research and critical incident studies. Finally, it provides tips for effective complaint management including developing a mindset that complaints are good and using complaints to improve service quality.
This chapter discusses the guest experience and managing customer expectations in the hospitality industry. It introduces the SERVQUAL model for measuring service quality and identifies gaps that can occur between customer expectations and perceptions. There are five key gaps: between customer expectations and management perceptions; between perceptions and service quality specifications; between specifications and service delivery; between delivery and external communications; and an overall gap between expectations and perceptions. The chapter also discusses approaches for closing these gaps, such as learning customer expectations, establishing service standards, ensuring performance meets standards, and aligning delivery with communications.
Service Quality and Service Performance evaluationAshish Awasthi
This slideshow explains the concept of customer satisfaction, service quality, customer complaints and recovery management, SERVQUAL model, RATER model
This document discusses achieving service recovery and obtaining customer feedback. It outlines components of an effective service recovery system such as doing the job right the first time, effective complaint handling, and learning from recoveries. It also discusses customer complaining behaviors, service guarantees, and dealing with abusive customer behaviors. Key points covered include understanding why and how customers complain, designing service guarantees, discouraging customer fraud, and creating institutionalized learning from customer feedback.
This document discusses how to view customer complaints as gifts rather than problems. It provides an overview of complaint handling best practices, including defining complaints, understanding why customers complain, and the benefits of effective complaint resolution. Key points covered are that complaints contain valuable customer feedback, addressing complaints can increase customer loyalty and advocacy, and complaints should be handled with empathy, respect, and a problem-solving focus to de-escalate emotions and find solutions. The document advocates training staff in complaint handling skills and analyzing complaints for process improvements to deliver better customer service.
This chapter discusses the importance of effective service recovery from failures to build customer loyalty. It provides strategies for resolving failures, noting customers expect understanding, fairness and quick resolution. Figures show unhappy customers who have complaints resolved are more likely to repurchase than those whose complaints go unresolved. Effective service recovery can turn unhappy customers into satisfied ones. The chapter outlines characteristics of service guarantees including being unconditional, meaningful, easy to understand and invoke. Guarantees are not always necessary, and companies may choose not to offer them due to costs or fears of customer abuse.
- Customer satisfaction, value, and loyalty are important for companies to deliver in order to maximize lifetime customer value. Companies should understand customer needs and expectations, deliver high quality products and services, and monitor satisfaction over time.
- It is more profitable to attract and retain existing customers than acquire new ones. Companies should measure customer lifetime value and profitability to understand which customers to prioritize. Building loyalty through programs, interactions, and institutional ties can further increase customer value.
Customer service principles is a necessary module for every studentfento2011
At the end of this section candidates should be able to:
• Describe customer service.
• Explain why customer service is important to the
success of every organisation.
• Identify who their customers are.
• Identify the drawbacks of poor customer service.
• Explain how to promote good service.
• Demonstrate an understanding of customer
service needs and expectations.
Indicative content
1.1 Outline knowledge of basic principles - maintaining
good customer service at all times; treating all
customers with respect; identifying and meeting
customer needs; providing the service expected by
the company.
1.2 Understanding why customer service is important to
the company and to you – it helps to make the
organisation successful, generates repeat business,
assists profit and growth.
1.3 Identifying external and internal customers and their
importance to the organisation.
1.4 Appreciate the drawbacks of not serving internal and
external customers effectively, e.g. poor reputation,
loss of business, loss of profit, loss of jobs.
Customer service principles is a necessary module for every studentfento2011
Customer service is very important to an organisation regardless of the nature of the business they are in. Superior customer service will guarantee continued business through repeat purchases as well as references by satisfied customers. Many organisations offer similar products and differentiation will only be possible by varying service levels against competitors. Good customer service builds from understanding the customer, communicating effectively at different situations and be able to sell the organisation’s product effectively and efficiently. Skills for good customer service are built in this module and the role of quality assurance and employee resourcing for customer service is explored.
Aims and Objectives of this Module
This module enables students to gain understanding on how superior customer service contributes to the overall performance organisations. On successfully completing this module, the learners will be able to:
• Understand the importance of customer service to the overall marketing effort of an organisation.
• Know the service skills required to meet the requirements of the customers’ needs
• Understand the need for setting quality standards for customer service level.
• Explain the effect of employee resourcing to service provision.
• Understand how organisations vary customer service to match individual needs
The above objectives will be addressed by the LOs. targeting the following skills below:
• Knowledge and Understanding
• Intellectual Skills
• Professional Skills
• General and transferable Skills
This document provides an overview of key concepts in service marketing. It begins by defining services and distinguishing their characteristics from goods. Services are intangible, heterogeneous, perishable, and produced and consumed simultaneously. The document then covers customer expectations and the importance of managing moments of truth or service encounters to influence customer satisfaction. It also discusses developing new services through service blueprinting to map the customer experience and back-end processes. Overall, the document introduces some of the core elements involved in marketing intangible services compared to tangible goods.
Service failures occur when a company's performance falls below a customer's expectations, creating dissatisfaction. There are many types of service failures including mechanical, behavioral, time-related, and process failures. In response, customers may complain informally or take more formal actions.
When service failures happen, companies should engage in service recovery strategies. This involves fixing both the customer and the underlying problem. To fix the customer, companies should respond quickly, communicate understanding, treat customers fairly, and build customer relationships. To fix the problem, companies should encourage complaints to identify issues, learn from recovery experiences, make services more reliable, and consider service guarantees. Effective guarantees are unconditional, meaningful, easy to understand, and supported by employee training.
Here are the key causes and solutions to gap 2:
Causes:
- Inadequate service quality specifications and standards
- Lack of integration between departments in developing service standards
Solutions:
- Define clear, measurable service quality standards based on customer expectations
- Involve all departments in developing and agreeing on service standards
- Train employees on service standards and empower them to meet standards
- Monitor service delivery against standards and take corrective action for any gaps
Closing the gap involves setting the right service quality standards based on customer research and ensuring a coordinated effort across departments to deliver to those standards. Regular monitoring and improvement is also important.
The document discusses creating a compelling client proposition. It suggests that clients will expect clear answers about what they are paying for in a more transparent pricing environment post-RDR. A client proposition should explain the services being provided in a way clients understand and demonstrate value. Many advisers currently provide services clients don't need or want. Research shows clients want responsive, personalized service and are willing to pay more for better service. High net worth clients want specialized, independent advice and transparency. An effective proposition must meet rising client expectations.
CX Service and Quality Mgt. Credits to the rightful owners of the information...GAGAYObera
Here are 3 key ways that businesses can motivate staff to maintain high quality standards:
1. Implement quality circles where staff meet regularly to discuss quality issues and improvement ideas. Seeing their ideas succeed is motivating.
2. Use total quality management (TQM) which trains all employees to achieve the highest standards and continuously improve the product. This gives employees pride and ownership.
3. Offer incentives like bonuses or rewards for meeting quality targets. Publicly recognizing quality work also boosts morale. Motivated staff are more likely to focus on quality.
Servicerecovery 130718021902-phpapp01 (1)Farhad Ahmed
This document discusses achieving service recovery and obtaining customer feedback. It covers understanding customer complaining behavior, designing effective service recovery strategies, and creating systems to learn from customer feedback. The key points are:
1) Effective service recovery involves understanding why and how customers complain, resolving complaints to achieve fairness and satisfaction, and learning from the recovery experience.
2) Components of an effective service recovery system include identifying complaints, resolving them effectively, and conducting research to learn from the experience and improve satisfaction.
3) Customer feedback systems aim to assess service quality, drive improvements through customer-oriented learning, and create a customer-focused culture. They use tools like surveys, focus groups, and complaint analysis.
Creating Customer Value, Satisfaction and Loyalty / Marketing Management BY ...Choudhry Asad
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2. Chapter content:
•CH 3: The guest experience
The service environment
Service model
Gaps in service
Supplier-customer relationships and total quality
5. 7/25/2013 5
Possible Levels of Customer Expectations
(1/2)
Ideal expectations or
desires
“Everyone says this restaurant is
as good as one in France and I
want to go somewhere very
special for my anniversary.”
Normative “should” expectations
“As expensive as this
restaurant is, it ought to have
excellent food and service.”
Experience-based norms “Most times this restaurant is
very good, but when it gets
busy the service is slow.”
HIGH
LOW
6. THE CUSTOMER…..
• Discuss Johnson and Layton‟s quote
“It is only through the eyes of a
customer that definition of service
quality can be obtained.”
7. Customer Defined
• A customer is the receiver of goods or
services.
– This involves an economic transaction in which
something of value has changed hands.
• Internal customers
– Employees receiving goods or services from within
the same firm.
• External customers
– Bill-paying receivers of work.
– The ultimate people we are trying to satisfy.
• End user
– Another term that describes customers.
9. • Customer Expectations
– Beliefs about ________________
– Serve as reference points against which
performance is judged
– In evaluating service quality, customers
compare ____________of performance
with ____________
Customer Expectations of Service
10. We are the music makers, and we
are the dreamers of dreams
11. The Service Environment
“Customers do not buy service delivery, they buy
experiences; they do not buy service
quality, they buy memories; they do not buy food
and drink, they buy meal experiences; they do
not buy events or functions, they buy occasions”
12.
13.
14.
15.
16.
17.
18.
19. Flow Experiences
• Happiness
• process of total involvement in life”
• optimal experience”
• the best moments of our lives”
• the state in which people are so involved
in an activity that nothing else seems
to
matter: the experience itself is so
enjoyable that people will do it even at
great cost for the sheer sake of doing
it”
• Involves stretch/difficult/worthwhile
• Autotelic experiences – intrinsic
pleasures
26. Frequently Asked Questions About
Customer Expectations
• What does a service marketer do if customer
expectations are “unrealistic”?
• Should a company try to delight the customer?
• How does a company exceed customer service
expectations?
• Do customer service expectations continually
escalate?
• How does a service company stay ahead of
competition in meeting customer expectations?
28. Customer-Driven Quality
Slide 1 of 2
Customer-Driven Approach
– Customer driven quality represents a proactive
approach to satisfying customer needs that is
based on gathering data about our customers to
learn their needs and preferences and then
providing products and services that satisfy the
customer.
32. What is the Voice of the
Customer?
• The Voice of the Customer
– The voice of the customer represents the
wants, opinions, perceptions, and desires of the
customer.
• Quality Function Deployment (QFD)
– “House of quality,”
– Translates customer wants into a finished product
design.
33. Customer-Relationship Management
Slide 1 of 8
• Customer-Relationship Management
– This view of the customer asserts that he or she is
a valued asset to be managed.
– The tangibles meet the intangibles to provide a
satisfying experience for the customer.
• Four important design aspects
– Complaint resolution
– Feedback
– Guarantees
– Corrective action or recovery
34.
35. Customer-Relationship Management
Slide 2 of 8
Figure 3.1
Complaint
resolution
Feedback
Guarantees
Corrective
action
Customer
Relationship
Management
Components of a
Customer-Relationship
Management Process
36. Customer-Relationship Management
Slide 3 of 8
• Complaint Resolution
– Complaint resolution is an important part of the
quality management system.
– Three common types of complaints
• regulatory complaints
• employee complaints
• customer complaints.
– The complaint-resolution process involves the
transformation of a negative situation in one in
which the complainant is restored to the state
existing prior to the occurrence of the problem.
– Complaint-recovery process
37. Customer-Relationship Management
Slide 4 of 8
Complaint Resolution (or recovery) Process
Apologize to
the customer
(contrition)
Compensate
people for
losses
Make it easy
for the
complainant to
resolve his or
her problem
38. Customer-Relationship Management
Slide 5 of 8
• Feedback
– There are two main types of feedback
• feedback to the customer
• feedback to the firm as a basis for process improvements
– Feedback to the firm should occur on a consistent
basis with a process to monitor changes resulting
from the process improvement.
– Some customer data is solicited and other data is
provided without solicitation.
39. Customer-Relationship Management
Slide 6 of 8
• Guarantees
– A guarantee outlines the customer‟s rights.
– The guarantee is both a design and an economic
issue that must be addressed by all companies
before the first sale occurs.
• To be effective, a guarantee should be:
– Unconditional
– Meaningful
– Understandable
– Communicable
– Painless to invoke
41. Customer-Relationship Management
Slide 8 of 8
• Corrective Action
– When a service or product failure occurs, the
failure is documented and the problem is resolved
in a way that it never happens again.
– Corporate teams or committees should be in place
to regularly review complaints and to improve
processes so the problems don‟t recur.
43. Service Quality Theories
• Parasuraman, Zeithaml, and Berry in 1985 discovered 10 widely
cited service quality determinants, i.e., the basic criteria that
customers use to analyse quality irrespective of the type of
service:
reliability, responsiveness, competence, access, courtesy, comm
unication, credibility, security, understanding/knowing the
customer, and tangibles.
• This model identifies the different sources of gaps or differences
between the service quality that a customer expects to receive
from a service provider and the customer perception of the
service actually received.
• The model identifies 5 different types of gaps. The first four gaps
are called company gaps, and the last or fifth gap is called
customer gap - that is, the gap as perceived by customer. The
customer gap is the resultant effect of the four company gaps.
44. Measuring service quality:
SERVQUAL Model
(Parasuraman, Zeithaml & Berry 1985, 1988)
Service
Quality
Reliability
Responsiveness
Assurance
Empathy
Tangibles
46. The Gap Approach to
Service Design
• The Gap
– The gap refers to the differences between
desired levels of performance and actual
levels of performance.
– The formal means for identifying and
correcting these gaps is called gap
analysis.
47. The Gaps Model of Service Quality
Consumer
Past
experience
Expected service
Perceived service
Service delivery
(including pre- and post-
contacts)
External
communications
to consumers
Translations of
perceptions into service
quality specifications
Management perceptions of
consumer expectations
GAP 5
GAP 3
GAP 2
GAP 1
GAP 4
Personal needs
Word-of-mouth
communications
Marketer
48. • Not knowing what customers expect
• Not selecting the right service
standards and designs
• Not delivering to service standards
• Not matching performance to promised
Customer
expectations
Customer
perceptions
Reasons
for
Customer
Gap 5
49. Customer’s
expectations
Company’s perceptions of
customer expectations
• Inadequate marketing research orientation
• Lack of upward communication
• Insufficient relationship focus
• Inadequate service recovery
Reasons
for
provider
gap
I
50. Translation of perceptions into
service quality specifications
Management perceptions of
customer expectations
• Poor service design
• Absence of customer-defined
service standards
• Inappropriate physical evidence and
servicescape
Reasons
for
provider
gap
2
51. • Poor human resource policies
• Failure to match supply and demand
• Customer not fulfilling their roles
• Problems with service
intermediaries
Service delivery
Customer-driven service
designs and standards
Reasons
for
provider
gap
3
52. External communications to
consumers
Service delivery
• Lack of integration of marketing communications
• Inadequate management of customer
expectations
• Overpromising
• Inadequate horizontal communications
Reasons
for
provider
gap
4
53. Closing the gaps
• Refer to table 4.2, p. 104
• Gap 1: Learn what customers expect
• Gap 2: Establish the right service
quality standards
• Gap 3: Ensure that service
performance meets standards
• Gap 4: Ensure that delivery matches
promises
54. Closing gap 1: Learn what
customers expect
• Use research, complaint
analysis, customer panels
• Increase direct interactions
between managers and customers
• Improve upward communications
• Act on information and insights
listen to
customers
55. Closing gap 2: Establish the
right service quality standards
• Top management commitment to providing
service quality
• Set, communicate, and reinforce customer-
oriented service standards
• Establish challenging and realistic service
quality goals
• Train managers to be service quality leaders
• Be receptive to new ways to deliver service
quality
• Standardise repetitive tasks
56. • Prioritise tasks
• Gain employee acceptance of
goals and priorities
• Measure performance of service
standards and provide regular
feedback
• Reward managers and
employees for achievement of
quality goals
Service Quality Awards
57. Closing gap 3: Ensure that service
performance meets standards
• Attract the best employees
• Select the right employees
• Develop and support
employees
– train employees
– provide appropriate technology
& equipment
– encourage and build teamwork
– empower employees
– internal marketing
Can I
take your
order?
58. • Retain good employees
– measure and reward
service quality
achievements
– develop equitable and
simple reward systems
You are a
Star Service
Provider
59. Closing gap 4: Ensure that service
delivery matches promises
• Seek input from operations personnel on
what can be done
• „Reality‟ advertising
– real employees, real customers, real situations
• Seek input from employees on advertising
• Gain communications between
sales, operations and customers
• Internal marketing programs
• Ensure consistent standards in multi-site
operations
60. • In advertising, focus on service
characteristics that are important
to customers
• Manage customer‟s expectations
– What are realistic expectations?
– Explain industry realities
• Tiered service options
– Offer different levels of service -
user pays
Why do we
always have
to wait?
61. Service Satisfaction
Information System
• Customer Complaints
• Surveys
• Employee Surveys
• Focus Groups
• „Mystery shopping‟ research
• Competitive market surveys -
benchmark
62. Measuring Satisfaction
• Qualitative Research
• Understand key drivers /
determinants
• Questionnaire design
• Data analysis
• Service performance index (SPI)
• Importance - performance analysis
64. The State University
Experience
• Wow! That State University video was really cool. It has lots of
majors; it‟s close to home so I can keep my job; and Mom and Dad
loved it when they visited. I wish I could know what it‟s really like to
be a student at State. Hmmm, I think I‟ll ask mom and dad to take
a campus tour with me…..
•
• I‟m sure that we took our tour on the hottest day of the summer.
The campus is huge – it took us about two hours to complete the
tour and we didn‟t even see everything! I wasn‟t sure that the tour
guide knew what he was doing. We went into a gigantic lecture
hall and the lights weren‟t even on. Our tour guide couldn‟t find
them so we had to hold the doors open so the sunlight could come
in. About three – fourths of the way through our tour, our guide
said, “State University isn‟t really a bad place to go to school; you
have to learn the system.” I wonder what he meant by that?
65. The State University
Experience
• This application is really confusing. How do I let the admissions office know
that I am interested in physics, mechanical engineering, and industrial
design? Even my parents can‟t figure it out. I guess I‟ll call the admissions
office for some help…
• I‟m so excited! Mom just handed me a letter from State! Maybe they‟ve
already accepted me. What? What‟s this? They say I need to send my
transcript. I did that when I mailed in my application two weeks ago. What‟s
going on? I hope it won‟t affect my application. I‟d better check with
Admissions………..
• You can‟t find my file? I thought you were missing only my transcript. I
asked my counselor if she had sent it in yet. She told me that she sent it
last week. Oh, you‟ll call me back when you locate my file? OK..
66. The State University Experience
• Finally, I‟ve been accepted! Wait a minute. I didn‟t apply to University College; that‟s a
two – year program. I wanted physics, M.E., or industrial design. Well, since my only
choice is U. College and I really want to go to State, I guess I‟ll send in the confirmation
form. It really looks a lot like the application. In fact, I know I gave them a lot of the
same information. I wonder why they need it again. Seems like a waste of time…………..
• Orientation was a lot of fun. I‟m glad they straightened out my acceptance at U. College.
I think I will enjoy State after all. I met lots of other students. I saw my advisor and I
signed up for classes. All I have left to do is pay my tuition bill. Whoops. None of my
financial aid is on this bill. I know I filled out all of the forms because I got an award
letter from the state. There is no way my parent and I can pay for this without financial
aid. It says at the bottom, I‟ll lose all my classes if I don‟t pay the bill on time….
• I‟m not confirmed on the computer? I sent in my form and the fee a long time ago. What
am I going to do? I don‟t want to lose all of my classes. I have to go to the admissions
office or my college office and get a letter that says I am a confirmed student. OK. If I
do that tomorrow, will I still have all of my classes?......
• I can‟t sleep; I‟m so nervous about my first day……..
• DISCUSSION QUESTIONS
• 1. What breakdowns in service processes has this student experienced? How might
these be a function of organizational design?
• 2. What types of process management activities should State University
administrators undertake?
Editor's Notes
You'll face moments of truth every day of your life. You'll make decisions and take the consequences. The consequences can be good, or they can be bad. There are consequences for every action you take.
The goal of customer experience management (CEM) is to move customers from satisfied to loyal and then from loyal to advocate. Traditionally, managing the customer relationship has been the domain of Customer Relationship Management (CRM). However, CRM strategies and solutions are designed to focus on product, price and enterprise process, with minimal or no focus on customer need and desire. The result is a sharp mismatch between the organization's approach to customer expectations and what customers actually want, resulting in the failure of many CRM implementations.