Topic 5 (2)
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This document provides examples of automation in tourism service industries, including fixed-sequence robots like automatic parking lot gates, variable-sequence robots like elevators, playback machines like telephone answering machines, numerical controlled machines like animated characters in amusement parks, intelligent machines like automatic lawn sprinklers, expert systems like maintenance troubleshooting programs, and totally automated systems like vending machines.
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![Welcome to
Technology in
Tourism Service
Examples of automation in tourism
service industries
Dra. Purwanti Dyah Pramanik, M.Si
[ ]](https://image.slidesharecdn.com/topic52-150929015443-lva1-app6891/85/Topic-5-2-1-320.jpg)
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This document discusses Taguchi methods, which aim to design products and manufacturing processes to be robust and consistent under varying conditions. Specifically, it discusses:
- Taguchi advocated designing products to function properly even under adverse conditions through robust design. For example, phones are made durable enough to withstand being dropped on the floor.
- He also applied robust design principles to manufacturing processes to make quality less sensitive to variation, like making candy chewiness less sensitive to cooking temperature.
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Topic 3 sub 1
The document discusses formulating a strategic tourism service vision. It addresses an entrepreneur's idea to meet an unmet need in the market. The entrepreneur should answer questions to develop a vision, including the economic impact of tourism services and strategic approaches. The document provides an address in Jakarta, Indonesia and identifies the topic as the economic impact of tourism services.
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This document introduces the components of a SWOT analysis, which are strengths, weaknesses, opportunities, and threats. It provides examples of questions to consider for each component. Strengths examine a company's advantages and what they do better than competitors. Weaknesses look at areas for improvement and potential losses. Opportunities consider competitors' vulnerabilities and current market trends. Threats address obstacles, competitive actions, technological threats, and financial issues.
Strategic location dimensions
This document discusses strategic considerations for service facility location in tourism. It outlines four key dimensions: flexibility, competitive positioning, demand management, and focus. Flexibility refers to selecting locations that can adapt to future economic and market changes. Competitive positioning involves establishing locations before competitors to create barriers to entry. Demand management is controlling demand through diverse market generators. Focus is developing standard facilities across multiple locations to avoid cannibalizing demand between nearby sites. Strategic location requires considering these dimensions.
Servicescapes
This document discusses service quality in tourism and defines the concept of a servicescape. It presents a typology that categorizes servicescapes based on their physical complexity and whether the customer, employee, or both perform within the servicescape. Examples are given for each category, such as a golf course being a self-service servicescape with elaborate physical complexity, while a hot dog stand is interpersonal but with lean physical complexity. The role of the servicescape is explained for guiding customers in self-service operations and motivating remote employees. Finally, photographs demonstrate how table settings, decor, and attire in two restaurant servicescapes communicate distinct expectations for employees and customers.
Topic 3 sub 2
The document discusses strategic analysis tools for assessing the tourism industry and a company's tourism services strategy. It introduces Porter's Five Forces model for analyzing industry competition and a SWOT analysis for evaluating an organization's internal strengths and weaknesses and external opportunities and threats in the market. A tourism SWOT analysis is then presented as the topic of discussion.
Topik 5 sub 2
This document discusses the role of technology in tourism services. It notes that service interactions have increasingly moved from human to machine interactions, with technology substituting for employee labor to reduce costs. An example given is automated teller machines (ATMs) replacing bank tellers. The document also discusses emerging technologies like near-field communication (NFC) chips that allow contactless mobile payments. Finally, the document provides an animation that shows the evolution of self-service options in industries like airlines, restaurants, movie theaters, and gambling - moving from fully human interactions to options with less human contact or interactions conducted entirely online.
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The document discusses five roles of technology in service encounters: 1) technology-free encounters where only humans are involved; 2) technology-assisted encounters where the service provider uses technology to help but customers do not; 3) technology-facilitated encounters where both customers and providers use the same technology; 4) technology-mediated encounters where customers and providers are not physically together and use technology to interact; and 5) technology-generated encounters where technology entirely replaces human providers and allows customers to self-serve.
Taguchi methods
This document discusses Taguchi methods, which aim to design products and manufacturing processes to be robust and consistent under varying conditions. Specifically, it discusses:
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- He also applied robust design principles to manufacturing processes to make quality less sensitive to variation, like making candy chewiness less sensitive to cooking temperature.
- Taguchi believed quality is achieved through consistently meeting design specifications. He measured quality costs based on deviations from targets. The budget hotel aims for consistent treatment of guests and room preparation through standard operating procedures.
Topic 3 sub 1
The document discusses formulating a strategic tourism service vision. It addresses an entrepreneur's idea to meet an unmet need in the market. The entrepreneur should answer questions to develop a vision, including the economic impact of tourism services and strategic approaches. The document provides an address in Jakarta, Indonesia and identifies the topic as the economic impact of tourism services.
Swot analysis
This document introduces the components of a SWOT analysis, which are strengths, weaknesses, opportunities, and threats. It provides examples of questions to consider for each component. Strengths examine a company's advantages and what they do better than competitors. Weaknesses look at areas for improvement and potential losses. Opportunities consider competitors' vulnerabilities and current market trends. Threats address obstacles, competitive actions, technological threats, and financial issues.
Strategic location dimensions
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Servicescapes
This document discusses service quality in tourism and defines the concept of a servicescape. It presents a typology that categorizes servicescapes based on their physical complexity and whether the customer, employee, or both perform within the servicescape. Examples are given for each category, such as a golf course being a self-service servicescape with elaborate physical complexity, while a hot dog stand is interpersonal but with lean physical complexity. The role of the servicescape is explained for guiding customers in self-service operations and motivating remote employees. Finally, photographs demonstrate how table settings, decor, and attire in two restaurant servicescapes communicate distinct expectations for employees and customers.
Topic 3 sub 2
The document discusses strategic analysis tools for assessing the tourism industry and a company's tourism services strategy. It introduces Porter's Five Forces model for analyzing industry competition and a SWOT analysis for evaluating an organization's internal strengths and weaknesses and external opportunities and threats in the market. A tourism SWOT analysis is then presented as the topic of discussion.
Topik 5 sub 2
This document discusses the role of technology in tourism services. It notes that service interactions have increasingly moved from human to machine interactions, with technology substituting for employee labor to reduce costs. An example given is automated teller machines (ATMs) replacing bank tellers. The document also discusses emerging technologies like near-field communication (NFC) chips that allow contactless mobile payments. Finally, the document provides an animation that shows the evolution of self-service options in industries like airlines, restaurants, movie theaters, and gambling - moving from fully human interactions to options with less human contact or interactions conducted entirely online.
Customer satisfaction gap
This document discusses five gaps that can occur in service quality. Gap 1 is between customer expectations and management perceptions of expectations. Gap 2 occurs when management cannot formulate service quality targets to meet customer expectations. Gap 3 happens when actual service delivery does not meet management specifications. Gap 4 is a discrepancy between promised service and what contact staff can deliver. Gap 5 is between customer expectations and perceptions of the actual service received. Strategies to close the gaps include improved market research, better communication, standardized processes, adequate training, and aligning external communications with actual service delivery.
Topik 4 sub 3
There are five key components of a typical service blueprint:
1. Customer actions - the steps customers take during the service delivery process.
2. Onstage/visible employee actions - frontline employee actions during face-to-face customer interactions.
3. Backstage/invisible employee actions - non-visible employee actions like phone calls or preparation work.
4. Support processes - activities by non-customer facing employees that support service delivery.
5. Physical evidence - tangible items customers interact with that influence their experience.
Service blueprints visually map these components to understand a service from the customer's perspective.
Characteristic innovation
Incremental innovation focuses on small improvements to existing products and processes with low uncertainty. Radical innovation explores new technologies and creates dramatic changes that can transform markets or industries with high uncertainty. Destructive innovation is not necessarily worse than existing technology but is disruptive as it enables a whole new way of meeting customers' needs that legacy companies can struggle to adopt quickly.
Topik 2 sub 1
The document discusses the 5 key characteristics of tourism services:
1. Intangibility - Tourism services do not have a physical dimension and cannot be touched or sensed in the way goods can.
2. Inconsistency/variability - It is difficult to achieve standardized tourism services since employee and customer performance can fluctuate.
3. Inseparability - The production and consumption of tourism services occurs simultaneously and cannot be separated between different locations.
4. Perishability - Tourism services such as airline tickets or hotel rooms cannot be stored or saved if unsold, as they perish with time.
5. Customer involvement - The customer participates directly in the service process and quality is enhanced when the service is
Winning customers in the marketplace
This document discusses criteria for winning customers in the marketplace. It identifies 8 key criteria: availability, convenience, dependability, personalization, price, quality, reputation, and safety. For each criterion, it provides a brief example of how it applies, such as fast food restaurants selecting convenient locations and hotels greeting repeat customers by name.
Walk through audit
This document discusses walk-through audits (WtAs), which are customer-focused surveys used to systematically evaluate a customer's experience of a service from beginning to end. The document provides details on:
- How Fitzsimmons and Maurer developed a 42-question WtA for restaurants that examined various aspects of the dining experience.
- The steps to design a WtA, which includes mapping the customer journey, designing a questionnaire divided into sections on the service process, and administering it to customers for feedback.
- An example of a WtA designed for the Helsinki Museum of Art, which collected customer feedback through a questionnaire on various aspects of their museum visit.
Topik 1 sub 2.1
Tourism services can generate income and value in several ways:
1) International tourism receipts are expenditures by international visitors for goods, services, and transportation in the destination country.
2) Tourism generates significant tax revenue for governments through taxes on products and income taxes on tourism sector workers. For example, in Canada over half the tax revenue from tourism in 2006 came from product taxes totaling $10.3 billion, while income taxes on tourism workers generated another $4.5 billion.
3) Tourism activities stimulate economic growth in other sectors as tourists purchase goods and services, benefiting businesses and generating more tax income for governments.
Customer satisfaction questionnaire
This document contains a customer satisfaction questionnaire for a tourism company called Club Med. The questionnaire asks customers to rate their satisfaction with various aspects of their Club Med vacation such as food, activities, accommodations, and customer service on a scale of 1 to 6. It also includes open-ended comment sections and multiple choice questions regarding the customer's expectations, past Club Med experiences, how they booked their vacation, important factors in choosing Club Med, demographics, and interest in returning to Club Med in the future. The purpose of the questionnaire is to collect feedback from customers on their satisfaction with various parts of the Club Med experience.
Definition and level product
This document defines different levels of products, including the core product, facilitating product, supporting product, and augmented product. It explains that the core product is the most basic level and answers what the buyer is really purchasing. Facilitating products must be present for the guest to use the core product, while supporting products are extra products that add value to the core product and help differentiate it from competition. The augmented product includes elements like atmosphere and customer participation that capture key elements that must be managed during a customer's experience.
Crisis management
Crisis management involves preparing for and responding to unexpected events that threaten an organization. It is an important part of public relations because not all publicity is good. A crisis management program can reduce the negative effects of events that go wrong through no fault of management or are beyond their control. It is important to monitor for potential crises, have plans in place, and communicate well with the public and media in the event of a crisis. With advance preparation and response, the impact of a negative event can be lessened through good communication and storytelling. All companies should have a crisis management plan and train employees on it.
Public relations intro
The document discusses the definition, promise, and introduction of public relations. It defines public relations as "the process by which we create a positive image and customer preference through third-party endorsement." It notes that PR is becoming an important promotional tool as advertising costs rise and audience reach declines. PR uses news events, publications, social media and other techniques to distinguish companies and products from competitors. Historically, PR and marketing functions were separate, but they are increasingly being integrated within firms.
The 2nd step of internal marketing
The document discusses several aspects of establishing a strong service culture within an organization, including the hiring process, training, teamwork, and managing employee emotional labor. It emphasizes that careful hiring to find candidates with the right attitude is crucial, as skills can be taught but attitude is harder to change. Ongoing training is also important to ensure employees are knowledgeable about all aspects of the business and how to deliver excellent customer service. Developing a culture of teamwork is highlighted as well, where employees support each other to resolve any customer issues. The final sections discuss the importance of managing emotional labor for employees through strategies like monitoring work hours and encouraging breaks, as well as implementing a reward system to recognize outstanding customer service.
Brand equity
This document discusses brand equity, multi-branding, and co-branding strategies. It defines brand equity as the added value provided to products and services based on consumer perceptions and experiences with the brand. Multi-branding involves operating multiple brands under common ownership within a single location, as seen with YUM! brands operating KFC, Pizza Hut, Taco Bell, and more together. Co-branding similarly involves collaborating brands with different ownership structures. The document examines factors driving growth in these strategies like limited real estate options and satisfying diverse customer groups.
Product component
The document discusses augmented products, which are goods and services that provide additional value to a customer's purchase beyond the core product. Some examples of components that augment a product include guarantees that assure proper performance, warranties to cover repairs, customer service support, complementary accessory products, and easy accessibility in obtaining the product. Augmented components strengthen purchase decisions for some customers and their absence could dissuade others from buying.
The 3rd step in internal marketing
The document discusses the importance of disseminating marketing information to employees. It states that customer-facing employees need information to help solve customer issues. However, many companies fail to include employees in their communication. The document advocates sharing upcoming promotions, events, and ad campaigns with employees and providing ongoing two-way communication between managers and staff. This helps employees better understand and represent the company's goals and services to customers.
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This document discusses marketing implementation and control. It covers the link between marketing planning and implementation, noting they are interdependent and must constantly evolve. It also discusses elements of implementation like shared goals, marketing structure, resources and leadership. Approaches to implementation discussed include command, change, consensus and viewing it as organizational culture. The document emphasizes that internal marketing is key to getting employees motivated and coordinated to implement strategies for external customer satisfaction.
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5.3. mlc growth stage
During the growth stage of a product, companies should leverage perceived advantages to secure a strong market position. They should establish a clear brand identity through promotional campaigns and create unique positioning through advertising that stresses benefits. Companies should also maintain quality control, maximize availability through distribution and promotion, balance price and demand, and monitor competitors. For pioneers in growth markets, strategic options include fortress defense, flanker defense, confrontation, market expansion, and contraction. Retaining current customers involves maintaining satisfaction and loyalty while discouraging switching. Challengers can use flanking attacks, frontal attacks, encirclement strategies, or leapfrogging.
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The document discusses marketing strategies during the introduction stage of a new product. It outlines six key strategies: 1) Attracting customers through advertising, PR, and publicity; 2) Inducing customers to try the product through samples and pricing incentives; 3) Engaging in customer education; 4) Strengthening distribution channel relationships; 5) Building availability through trade promotion; 6) Setting pricing objectives to balance investment and market realities. It also categorizes new products based on their newness and discusses advantages of pioneering vs following strategies.
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This document discusses five gaps that can occur in service quality. Gap 1 is between customer expectations and management perceptions of expectations. Gap 2 occurs when management cannot formulate service quality targets to meet customer expectations. Gap 3 happens when actual service delivery does not meet management specifications. Gap 4 is a discrepancy between promised service and what contact staff can deliver. Gap 5 is between customer expectations and perceptions of the actual service received. Strategies to close the gaps include improved market research, better communication, standardized processes, adequate training, and aligning external communications with actual service delivery.
Topik 4 sub 3
There are five key components of a typical service blueprint:
1. Customer actions - the steps customers take during the service delivery process.
2. Onstage/visible employee actions - frontline employee actions during face-to-face customer interactions.
3. Backstage/invisible employee actions - non-visible employee actions like phone calls or preparation work.
4. Support processes - activities by non-customer facing employees that support service delivery.
5. Physical evidence - tangible items customers interact with that influence their experience.
Service blueprints visually map these components to understand a service from the customer's perspective.
Characteristic innovation
Incremental innovation focuses on small improvements to existing products and processes with low uncertainty. Radical innovation explores new technologies and creates dramatic changes that can transform markets or industries with high uncertainty. Destructive innovation is not necessarily worse than existing technology but is disruptive as it enables a whole new way of meeting customers' needs that legacy companies can struggle to adopt quickly.
Topik 2 sub 1
The document discusses the 5 key characteristics of tourism services:
1. Intangibility - Tourism services do not have a physical dimension and cannot be touched or sensed in the way goods can.
2. Inconsistency/variability - It is difficult to achieve standardized tourism services since employee and customer performance can fluctuate.
3. Inseparability - The production and consumption of tourism services occurs simultaneously and cannot be separated between different locations.
4. Perishability - Tourism services such as airline tickets or hotel rooms cannot be stored or saved if unsold, as they perish with time.
5. Customer involvement - The customer participates directly in the service process and quality is enhanced when the service is
Winning customers in the marketplace
This document discusses criteria for winning customers in the marketplace. It identifies 8 key criteria: availability, convenience, dependability, personalization, price, quality, reputation, and safety. For each criterion, it provides a brief example of how it applies, such as fast food restaurants selecting convenient locations and hotels greeting repeat customers by name.
Walk through audit
This document discusses walk-through audits (WtAs), which are customer-focused surveys used to systematically evaluate a customer's experience of a service from beginning to end. The document provides details on:
- How Fitzsimmons and Maurer developed a 42-question WtA for restaurants that examined various aspects of the dining experience.
- The steps to design a WtA, which includes mapping the customer journey, designing a questionnaire divided into sections on the service process, and administering it to customers for feedback.
- An example of a WtA designed for the Helsinki Museum of Art, which collected customer feedback through a questionnaire on various aspects of their museum visit.
Topik 1 sub 2.1
Tourism services can generate income and value in several ways:
1) International tourism receipts are expenditures by international visitors for goods, services, and transportation in the destination country.
2) Tourism generates significant tax revenue for governments through taxes on products and income taxes on tourism sector workers. For example, in Canada over half the tax revenue from tourism in 2006 came from product taxes totaling $10.3 billion, while income taxes on tourism workers generated another $4.5 billion.
3) Tourism activities stimulate economic growth in other sectors as tourists purchase goods and services, benefiting businesses and generating more tax income for governments.
Customer satisfaction questionnaire
This document contains a customer satisfaction questionnaire for a tourism company called Club Med. The questionnaire asks customers to rate their satisfaction with various aspects of their Club Med vacation such as food, activities, accommodations, and customer service on a scale of 1 to 6. It also includes open-ended comment sections and multiple choice questions regarding the customer's expectations, past Club Med experiences, how they booked their vacation, important factors in choosing Club Med, demographics, and interest in returning to Club Med in the future. The purpose of the questionnaire is to collect feedback from customers on their satisfaction with various parts of the Club Med experience.
Definition and level product
This document defines different levels of products, including the core product, facilitating product, supporting product, and augmented product. It explains that the core product is the most basic level and answers what the buyer is really purchasing. Facilitating products must be present for the guest to use the core product, while supporting products are extra products that add value to the core product and help differentiate it from competition. The augmented product includes elements like atmosphere and customer participation that capture key elements that must be managed during a customer's experience.
Crisis management
Crisis management involves preparing for and responding to unexpected events that threaten an organization. It is an important part of public relations because not all publicity is good. A crisis management program can reduce the negative effects of events that go wrong through no fault of management or are beyond their control. It is important to monitor for potential crises, have plans in place, and communicate well with the public and media in the event of a crisis. With advance preparation and response, the impact of a negative event can be lessened through good communication and storytelling. All companies should have a crisis management plan and train employees on it.
Public relations intro
The document discusses the definition, promise, and introduction of public relations. It defines public relations as "the process by which we create a positive image and customer preference through third-party endorsement." It notes that PR is becoming an important promotional tool as advertising costs rise and audience reach declines. PR uses news events, publications, social media and other techniques to distinguish companies and products from competitors. Historically, PR and marketing functions were separate, but they are increasingly being integrated within firms.
The 2nd step of internal marketing
The document discusses several aspects of establishing a strong service culture within an organization, including the hiring process, training, teamwork, and managing employee emotional labor. It emphasizes that careful hiring to find candidates with the right attitude is crucial, as skills can be taught but attitude is harder to change. Ongoing training is also important to ensure employees are knowledgeable about all aspects of the business and how to deliver excellent customer service. Developing a culture of teamwork is highlighted as well, where employees support each other to resolve any customer issues. The final sections discuss the importance of managing emotional labor for employees through strategies like monitoring work hours and encouraging breaks, as well as implementing a reward system to recognize outstanding customer service.
Brand equity
This document discusses brand equity, multi-branding, and co-branding strategies. It defines brand equity as the added value provided to products and services based on consumer perceptions and experiences with the brand. Multi-branding involves operating multiple brands under common ownership within a single location, as seen with YUM! brands operating KFC, Pizza Hut, Taco Bell, and more together. Co-branding similarly involves collaborating brands with different ownership structures. The document examines factors driving growth in these strategies like limited real estate options and satisfying diverse customer groups.
Product component
The document discusses augmented products, which are goods and services that provide additional value to a customer's purchase beyond the core product. Some examples of components that augment a product include guarantees that assure proper performance, warranties to cover repairs, customer service support, complementary accessory products, and easy accessibility in obtaining the product. Augmented components strengthen purchase decisions for some customers and their absence could dissuade others from buying.
The 3rd step in internal marketing
The document discusses the importance of disseminating marketing information to employees. It states that customer-facing employees need information to help solve customer issues. However, many companies fail to include employees in their communication. The document advocates sharing upcoming promotions, events, and ad campaigns with employees and providing ongoing two-way communication between managers and staff. This helps employees better understand and represent the company's goals and services to customers.
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6.2. evaluating and controlling marketing activities
The document discusses evaluating and controlling marketing activities. It explains that a marketing strategy may differ from what is actually implemented. There are four possible reasons for this difference: an inappropriate strategy, inappropriate implementation, mismanaged implementation process, or changes in the internal/external environment. The document outlines a framework for marketing control that includes formal controls like input, process, and output controls, as well as informal controls like employee self-control, social control, and cultural control. Successful implementation also requires scheduling specific marketing activities and determining the sequence and timing of activities.
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5.5. mlc decline stage
The document discusses marketing strategies for companies facing a declining market or product. It identifies several factors for companies to consider: potential loyal customer segments that could prolong the product's life; the product's market position and ability to attract customers from competitors; the company's low-cost structure allowing prices to remain viable. It outlines strategic options such as divesting the product, harvesting remaining profits, maintaining on a smaller scale, surviving as a niche player. Finally, it advises marketers not to give up and instead look for acquisition opportunities of competitors exiting the market.
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This document discusses marketing strategies for mature markets. It recommends that firms in mature markets focus on generating cash flow, holding market share, and stealing market share from competitors. Additional strategies include increasing a firm's share of each customer's needs, differentiating products through quality and service, maintaining a low cost position, and pursuing options to grow the market such as line extensions or expanding distribution. The key is to sustain competitive advantages, pursue growth opportunities, and maintain customer satisfaction in order to survive shakeouts within mature industries.
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During the growth stage of a product, companies should leverage perceived advantages to secure a strong market position. They should establish a clear brand identity through promotional campaigns and create unique positioning through advertising that stresses benefits. Companies should also maintain quality control, maximize availability through distribution and promotion, balance price and demand, and monitor competitors. For pioneers in growth markets, strategic options include fortress defense, flanker defense, confrontation, market expansion, and contraction. Retaining current customers involves maintaining satisfaction and loyalty while discouraging switching. Challengers can use flanking attacks, frontal attacks, encirclement strategies, or leapfrogging.
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This document discusses branding strategies and key branding concepts. It covers basic branding decisions around product identification, comparison shopping, and risk reduction. Branding can enhance self-image and product loyalty. The document also discusses strategic brand alliances and how branding builds brand value through recognition, preference, and insistence. Customers who are brand insistent will go out of their way to find and purchase their favorite brand.
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3.1. understanding market opportunities test
The document discusses conducting a situation analysis for marketing strategy. It covers:
1) A situation analysis describes current and future issues and trends affecting the internal, customer, and external environments. This gives an organization a "big picture" of how to deliver value.
2) Issues to consider include objectives, resources, customers, competition, economic conditions, regulations and more.
3) Conducting an analysis requires evaluating data, not just collecting it. The benefits of analysis must outweigh the costs. It is a challenging exercise.
4) A SWOT analysis is an effective tool to structure the assessment of strengths, weaknesses, opportunities and threats. It helps uncover competitive advantages to leverage in strategy.
Cost based pricing
This document discusses cost-based pricing strategies and compares traditional costing approaches to activity-based costing. Traditional costing allocates overhead expenses arbitrarily, which can reduce customer value. Activity-based costing links resource expenses to the variety and complexity of goods and services, yielding more accurate cost information. However, when setting prices, customers care more about the value of the product to themselves rather than the production costs to the firm.
Topic7.1c2 compensation how_to_createa_market-competitive_payplannew
This document provides an overview of the factor comparison and point methods for quantitative job evaluation. It includes examples of how to rank jobs based on compensable factors like mental requirements, physical demands, skills, responsibilities, and working conditions. Tables show rankings of sample jobs and constructing a job comparison scale. Diagrams illustrate defining degrees for factors and assigning evaluation points. The goal is to develop a standardized, objective way to determine the relative value of jobs to establish competitive pay plans.
Topic7.1c compensation how_to_createa_market-competitive_payplannew
This document discusses how to create a market-competitive pay plan. It outlines a 5-step process for establishing pay rates: 1) conducting a salary survey, 2) evaluating jobs, 3) grouping similar jobs into pay grades, 4) pricing each pay grade, and 5) fine-tuning pay rates. It also covers topics like competency-based pay, executive compensation, the gender pay gap, and using HRIS systems to automate compensation administration. The overall goal is to develop a pay structure that attracts and retains employees while remaining fiscally responsible.
Topic7.1b compensation job_evaluation_methods new
This document discusses various job evaluation methods including ranking, classification, point method, and factor comparison. It provides examples of how each method works and the general steps involved. Key factors that are evaluated include skills, effort, responsibility, and working conditions. Legal considerations for compensation are also reviewed, such as the Equal Pay Act and other anti-discrimination laws. The overall process of job evaluation is outlined as identifying the need, choosing a committee, performing the evaluation, and getting employee cooperation.
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6.2. evaluating and controlling marketing activities
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- 1. Welcome to Technology in Tourism Service Examples of automation in tourism service industries Dra. Purwanti Dyah Pramanik, M.Si [ ]
- 2. A machine that repetitively performs successive steps in a given operation according to a predetermined sequence, condition, and position, and who set information cannot be changed easily, e.g. automatic parking lot gate. Fixed sequence (F)
- 3. A machine that is the same as a fixed- sequence robot but whose set information can be changed easily, e.g. Elevator. Variable sequence (V)
- 4. A machine that can produce operations from memory that were originally executed under human control, e.g.Telephone answering machine. Playback (P)
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- 6. A machine with sensory perception devices, such as visual or tactile receptors, that can detect changes in the work environment or task by itself and has its own decision-making abilities, e.g. Automatic lawn sprinkle system at a hotel. Intelligent (I)
- 7. A computer program that uses an interference engine (i.e decision rules) and a knowledge base (i.e. information on a particular subject) to diagnose problems, e.g. maintenance troubleshooting for elevator repair. Expert system (E)
- 8. A system of machines and computers that performs all the physical and intellectual tasks that are reqired to produce a product or deliver a service, e.g. vending machine. Totally automated system (T)