QUAL MGMT - Reviewer.pdf

MODULE 1 - GUESTOLOGY Guestology Originated by Bruce Laval from The Walt Disney Company. Involves scientific study of customer-guest behaviors in hospitality. Focuses on understanding guests' wants, needs, capabilities, and expectations. Key Concepts in Guestology All employees should t...

MODULE 1 - GUESTOLOGY Guestology Originated by Bruce Laval from The Walt Disney Company. Involves scientific study of customer-guest behaviors in hospitality. Focuses on understanding guests' wants, needs, capabilities, and expectations. Key Concepts in Guestology All employees should treat customers as guests and manage the organization from the guest's perspective. Meeting Customer Expectations Customers arrive with specific expectations for themselves and their families. First-time guests may have general expectations. Guestologists plan for customer expectations to ensure a successful experience. Serving Internal Customers Hospitality organizations have internal customers (employees and units) that depend on and serve each other. Types of Customers Loyal customers Impulse customers Discount customers Need-based customers Wandering customers Service Encounters and Moments of Truth Service encounter: Interaction between the customer and service provider. Jan Carlzon introduced the term "moments of truth" for key interactions during service encounters.  Each guest may have few or many moments of truth, all of which should be positive. Quality, Value, and Cost Defined In hospitality, quality, value, and cost have specialized meanings tailored to guest-focused orientation. Quality: Defined as the difference between the quality expected and the quality delivered. Equation: ○ Guest Experience Quality (Qe) = Quality delivered (Qed) - Quality expected (Qee). Value: Guest Experience Value (Ve) = Quality of experience (Qe) / Cost incurred by the guest. Cost "Cost of quality" emphasizes the importance of providing high-quality service compared to the cost of not doing so. MODULE 2 - Introduction to Quality Service Management in Tourism and Hospitality Introduction In the tourism and hospitality industry, establishment of quality is one of the prime reasons that an entity will be patronized. According to Knutson (1990), due to intense competition in the hospitality industry, numerous organizations are striving to develop strategies that will help them stand out profitably and achieve the highest level of quality. Weiermair (2000) emphasizes that the ultimate aim in the tourism sector is to attain the highest possible quality standards. To determine the "highest quality," one must first understand the concept of "quality." Service Product: Goods and Services A product can be defined as anything that we can offer to a market for attention, acquisition, use, or consumption that could satisfy a need or want. Goods According to Hill (1999), goods refer to physical objects for which a demand exists; ○ their physical attributes are preserved over time; ○ their ownership can be established, ○ can exist independently of the owner, ○ and can be traded on markets. Services Services have four features. Lovelock (1983) connoted this as the IHIP (Intangibility, Heterogeneity, Inseparability, and Perishability): ○ Services are intangible in nature, as they are not physical and can only exist in relation to other things. ○ Services are heterogeneous due to the acts of staff. ○ Inseparability says that production and consumption are intertwined. ○ Service will “perish in the same instant of its accomplishment, and rarely leave any trace or value behind them for which an equal number of services may later be procured," according to Smith (1776). Dimensions of Quality for Service Products Garvin (1987), in an article published in the Harvard Business Review, highlighted that due to the high competition in quality goods and services and the internationalization of these concepts, it is essential to acknowledge and consider the following quality dimensions: Performance: It describes a service product's basic features. Because we cater to intangible dominant ideals, performance usually means prompt service. Features: Features are dimensions of quality, which are usually cited as a secondary aspect of performance. Reliability: It refers to the ability to perform the promised service product dependably and accurately. Conformance: This quality dimension means that a service product's design and characteristics should meet the standard set. Durability: This dimension is more detectable in goods rather than in services and has both technical and economic dimensions. Serviceability: more inclined toward goods rather than services, is serviceability or the speed, courtesy, competence, and ease of repair. Aesthetics: This dimension, along with the last dimension, is highly subjective. Aesthetics—how a service product is perceived—is clearly a matter of personal judgment. It reflects how a guest is as an individual. Perceived Quality: Guests usually do not have a complete guide on a service product's dimensions; unknowingly, they are indirectly measuring, and this measurement is the only basis for them to compare brands. MODULE 3 - STRATEGIES FOR QUALITY SERVICE IN T&H HOSPITALITY, TOURISM, AND STRATEGIES Strategic planning has been utilized extensively for developing tangible products rather than in service-related industries like hospitality and tourism. Strategic planning is the process of identifying a company's internal and external characteristics contributing to the attainment of its goal, pointing to a specific direction while formulating different policies to achieve it. HOSPITALITY, TOURISM, AND STRATEGIES A restaurant, for example, to become one of the best in a certain area or region, should think of different strategies to meet the requirements dictated by the market and the present situations HOSPITALITY, TOURISM, AND STRATEGIES With strategic planning in mind, three elements make up its components: 1. Goal conceptualization 2. Adaptation of different courses of action 3. Allotment of resources PORTER'S GENERIC STRATEGIES To be successful and profitable in the industry's competitive market, every organization needs a clear strategy. Establishments must decide the best strategy for their businesses, whether a spa, restaurant, or resort. The decision will affect every aspect of their company, so it is important to get it right. PORTER'S GENERIC STRATEGIES Three generic strategies: Cost leadership strategy - The goal here is to become the lowest-cost producer in the industry. This can attract price-sensitive customers. Differentiation strategy - focuses on making a product or service unique in some way that is valued by customers. Focus strategy - Can be implemented through either cost leadership or differentiation. Concentrates on serving a specific customer group or geographic area, tailoring its products or services to meet the needs of that niche more effectively than competitors. PORTER'S GENERIC STRATEGIES ICE HOTEL IN SWEDEN 933 CREATIVES INTERNAL AND EXTERNAL ASSESSMENTS Internal analysis involves taking stock of the resources and assets an organization possesses, including strengths that enable it to function well, referred to as the "secret sauce." Internal analysis also highlights weaknesses, identified not to dwell on but to address and resolve to prevent harm to the organization. INTERNAL AND EXTERNAL ASSESSMENTS An external analysis does NOT rely on the "secret sauce." Its primary concern is how a company positions itself in the market relative to its rivals, emphasizing what a company is good at compared to its competitors in that industry. MODULE 4 - The Guest and the Service Setting Introduction The setting of the service contributes to the overall experience of a guest. Even with impeccable service delivery, something may still feel lacking. Creating the “Show” Coined by Walt Disney, “the show” encompasses everyone and everything that interacts with guests. It reflects the belief that a theme park should immerse guests in a living motion picture, where all sensory experiences are part of the story. Themes Create Fantasy Companies use physical environments and visual cues to transport guests into a fantasy world. To Theme or Not to Theme? Theming can effectively tie all elements of the service experience together. Control and Focus To maintain the illusion of fantasy, the experience must be controlled and focused. Guests should see what the storyteller intends. The Architecture Architectural theming engages guests' attention on specific elements that reinforce the experience or story. Sights and Sounds  Sound is a crucial element of the service setting, with music being a potent environmental factor. Lighting is important; some experiences are best in bright light, others in dim. Glare and lights at eye level are unpleasant; unnoticed lighting usually indicates it is well done. Why is the Environment Important? Hospitality managers must pay attention to the environment for several reasons: Guest Expectations: The environment influences expectations before service delivery. Guest Mood: The environment sets and maintains mood during the guest experience, with cast members expected to stay in character. Employee Satisfaction: The service setting affects employees who co-produce the experience. Setting as a Part of Service: The environment can serve as a neutral backdrop or be integral to the success of the guest experience. Functional Value of the Setting: The organization must create a safe and easy-to-navigate environment for guests. A Model: How the Service Environment Affects the Guest ❖ Environment: Ambient Conditions: Ergonomic factors like temperature, humidity, air quality, sounds, and light affect guest experience. ❖ Use of Space: Refers to the arrangement of equipment and furnishings, their accessibility, and spatial relationships. ❖ Functional Congruence: How well something with a functional purpose fits into its environment. ❖ Signs, Symbols, and Artifacts: Signs are explicit physical representations of information that should be easy to read and located in obvious places. Artifacts are physical objects that represent something beyond their functional use. ❖ Other People: Includes employees, other guests, or audio-animatronics that guests perceive as real. The Servicescape Elements like temperature, smells, sounds, lights, signs, physical structures, furnishings, green space, and other people combine to create a unified impression of the environment. Responding to the Servicescape A guest can respond physiologically, emotionally, and cognitively to a service setting, influenced by moderating factors. Physiological Responses: The Senses: Responses arise from the servicescape’s effects on senses. Information Processing: Responses also depend on the brain's information-processing capabilities. Rich and Lean Environments: Environments can be designed to be information-rich or lean.