Final Flashcards
What to do;
Close the doors to Further Customers Add capacity Manage demand Allow the line to form and then manage the line by diverting customers Do nothing
Hypothetical day that the faciloty, attraction or service designed to handle comfortably but not too comfortably
Design day
Set the design day
Planners
The maximum number of customers allowed in the facility in s day or one at a time
Capacity Day
Mathematical solutions the technique offer
Queuing theory or waiting-in-line theory
Managing wait has two major components
Keep the wait ASAP
Have the physiological and psychological needs and expectations are met
Characteristics of waiting in line
Arrival patterns
Queue Discipline
Time for service
The number of guests arriving and the manner in which they enter the waiting line
Arrival patterns
How the arriving guests are served
Queue discipline
How long it takes to serve guests
Time for service
Guest point of view
As the experience is occurring
This imclude various ways in which organizations can avoid failing their guests by monitoring the delivery which is taking place, while it is in process
Process strategies
Two other in-process methods of assessing the servoce quality of the experience while it is happening
Managerial observation/MBWA
Employee observation and inquiry
Methods to collect data
Comment cards Toll freee numbers Email Telephone Web survey Guest focus groups
Measures of service quality
Service setting
Annual hours of training
Price
Techniques for assessing qualities
Job performance standards MBWA Employee observation Service guarantees Structured guest interviews
Job performance standards
Translate service standards into behaviors
Allow easy monitoring and self-monitoring
Provide objective criteria for rewarding
Can’t cover all aspects of every service encounter
Many discourage innovative solutions
MBWA
Managemebt knows business, policies, procedures and service standards
No technology
No incovenience
Opportunity to recover from service failure
Opportunity to collect specific guest feedback
Opportunity to identify service problems
Opportunity to immediate coaching
Managemenr presence may influence service providers
Lacks statistical validity and reliability
Objective observation requires special training
Management may not know enough about the situation
Takes management time away
Employee observation
First hand knowledge Minimal cost for data gathering Customer volunteer service quality Opportunity to find and fix failures Employee empowerment morale No inconvenience to customers Opportunity to collect detailed guest feedback
Organizational system for collecting/analyzing
Lacks statistical validity and reliability
Employees disinclined to report problems they created
Objective observation requires specialized training
Service guarantees
Document service failures
Allow customers to see service standards
Send employees strong message about organizational commitment to service quality
Enhance likelihood of guest complaining
Types of Service failures
Service product failures
Failure to meet explicit or implicit customer requests
Failures caused by employee actions or inactions
Failures caused by other guests, random events, or circumstances beyond
The Price of Failure
Cost money to lose customer
Cost of revenue
Negative word of mouth
It has great value
Positive word of mouth
It is extremely costly
Negative word of mouth
The focus of service recovery
Unhappy or dissatisfied customer
The Customer’s Response to Service Failure
Never Return Complaints Bad-mouth the Organization Retaliate/Revenge Worst case Scenario/Angry Avenger
Word of mouth is important for several reasons. People who tell other people tend to be more credible than impersonal or anonymous testimonials.
Credibility
When your friend tells you a restaurant was bad, you no longer believe all the ads on television assuring you that the restaurant is a good place to eat
Credibility
Hospitality companies work hard to ensure that their guests have experiences so memorable that they can’t wait to get home and tell their friends
Evangelists
Include various ways in which organizations can avoid failing their guests by monitoring the delivery while it is taking place, while it is in the process
Process strategies
Means of comparing what is happening against what is supposed to happen, usually but not always, expressed as a measurable service standard
Process strategies
They are sometimes the experience and training that managers and employees have in delivering the high quality service experience that organizations want their customers to have.
Process strategies
Two in-process methods of assessing the service quality of the experience while it is happening
Managerial observation/MBWA
Employee observation and Inquiry
These standards for specific jobs, derived from the service standards, provide employees with clear and specific performance expectations for each major duty associated with their jobs
Job performance standards
Keys to use job performance standards
Standards must be clear and relevant to the service being
delivered
Employees must know what they need to do
Standard must be related to things the employee can control
To gain their benefits, managers must use job performance effectively
Ensure that they observe enough of each employee’s performance so that the evaluation accurately represents how people actually perform
Differentiate between levels of service performance
Give honest feedback to employees of what they are doing effectively and ineffectively
The simplest and least expensive technique for assessing the degree to which guest-service quality
Meeting service standards
Means that managers are observing the operation first hand, looking for problems or inefficiencies, talking to both guests and employees to assess their reactions and them recording and relaying any information
Management by walking around or “Walking the front”
Almost every hospitality organization relies on _ to match its serving capacity with the number of guests who want service
Waiting lines or queues
Are among any service provider’s fundamental concerns
Planning and managing the wait
Strategies to present for planning and managing the reality and perception of the guest’s wait for service.
Quantitative and Perceptual Strategies
The secret to managing the guest’s wait effectively
Use all available techniques in the right combination
The guest experience often starts off with not a _ but a _
wow
wait
It results from a careful study of the expected demand pattern
The Capacity Decision
Planners must predict three factors that drive the capacity decision:
How many people
At what rate
How long
It is publicly expressed, usually written promise either to satisfy guests or to compensate them for any failure in part or all of the service
Service Guarantee
They are often the best people to find and fix the service problems and innovatively adapt the service experience to meet each guest’s expectations
Line employees
They can provide excellent feedback about the quality of guest experiences that supplements and adds detail to managerial observation
Line employees
Characteristics of a Good Service Guarantee
Unconditional Transparent Credible with a high perceived value Focused on key features of the service Supported by significant compensation to the customer Easy to understand and communicate Easy for customers to invoke Easy to implement
Potential disadvantages of Service Guarantees
Employees will not always honor a guarantee when it is invoked
Companies must be wary of guests who may inappropriately invoke the service guarantee
How to know the guest’s needs, wants and expectations
Study the guest-Guestology
Three Ss
Strategy
Statting
Systems
The Key Drivers
The Basics
The Wows
Personalize
It includes those basic things that guests expect the organization to provide if it is to operate in the particular market segment
Basic guest expectations
This includes the characteristics and qualities that make the experience memorable
Wow elements
These organizations go beyond meeting the basic expectations with which guests arrive when they come in the door or onto the property to have a service need satisfied
The Wows
The point is that you don’t know what factors in the service product, the environment and the delivery system are the key drivers of guest satisfaction and intent to return until you carefully study all possible drivers
Study, Study, Study
They study their guest extensively and also accumulate the information they have learned about the guests individually and collectively
Excellent guest service organization
Allows the organization to know a great deal about its guests, either as a demographic or psychographic group or as individuals
Computerized databases and sophisticated techniques of database analysis
The outstanding service organizations that attract repeat customers have an added advantage, they can accumulate information on their frequent guests and use this information to further customize the guest experience
Personalize
Maximum capacity
Design day
Limit on the facility
Capacity and Location
Who creates the Culture
Leader
It must be planned and carefully thought through to ensure that the message sent to all employees is the one the organization really wants to send
Culture
It has become an increasingly important factor for all guest service organizations as they realize that the most effective way to differentiate themselves from their competitors is on the quality of the service encounters that their customer contact personnel provide
Staffing
Three responsibilities server has
Deliver the service product
Identify and fix inevitable problems
Manage the quality of the encounter
Selection of the right person starts by
clearly defining the job requirements
The second part of staffing issue which states the right person in the right job must be trained to perform the job correctly and consistently
Training
Similar jobs exist
Industrial sector
Job rotation
Job enlargement
Job enrichment
Advantages guest service organizations offer
Presence of the guest and the positive feedback and simulation dealing with guest brings
Satisfaction from Satisfying
Future employees will expect more job challenges and increased opportunities for the guest encounter while future managers will have increasingly efficient mechanized production and delivery systems
Trust the technology or the people
The third part of the staffing issue which is to set performance standards and reward employees who meet them
management responsibility
Like employees, they must be recruited, motivated, sometimes trained and given the opportunity to perform.
Guest
It comprises all the organizational systems that support the guest experiences
Systems
The most highly developed technical applications of guestology can be found in
Systems area
Models of guest behavior in many situations can be built and used to understand and predict the ways in which the organization can satisfy the guest’s expectations
Simulations
It is an inevitable part of the service experiwnce
Wait
This choice is highly undesirable, but sometimes the movie theatre manager or rock show entrepreneur must tell those waiting, “Sorry, we’re sold out.”
Close the Doors to Further Customer
This alternative is usually expensive, unless they believe the high demand causing wait lines will continue
Add capacity
Simply informing guests of when the busy and slack times occur may smooth out demand
Manage demand
Another way by managing demand from peak to off peak
Arrival patterns
When lines are unavoidable, one way to keep customers happy is by offering people waiting in line something else to do
Allow the line to Form and then Manage the line by Diverting customers
The organization can accept the fact that it will make customers unhappy with a wait and hope that they aren’t so unhappy that they leave and vow never to return
Do nothing
Line Types
Single channel-Single Phase Queue Single channel-Multi-Phase Queue Multi-Phase Single-Phase Queue Multi-Multi Queue Virtual Queue
The basic line type one server one step
Single single Queue
It is two or more single channel, single phase queues in sequence
Single Multi
Cafeteria
Drive Thru
Quick service
Single Multi
The customer begins in a single line that then feeds into multiple channels or stations for the service
Multi-Single
Bank
Airport
Multi Single
The most complicated to manage. It is two or more multi channel
Multi multi
Most popular line type that isn’t visible
Virtual Queues
Planners should select the queue that best provides customers with all the following:
A sense of progress toward their goal or service experience
A sense of control over what is happening
Activity
A sense of fairness
The most visible part of the guest experience
Wait for service
Requires extra organizational time and attention
Wait systems
Easily modeled and studied with simulation techniques and easy-to-use computer software
Waiting periods
The management of waiting time is important from to
Capacity standpoint
Psychological standpoiny
What we need
Skills Incentives Resources Delivery system Measurement Vision
Vision
Unfocused employees
Unfocused service
Confused guest
Skills
Untrained employees
Probably failed service
Disappointed guest
Incentives
Unmotivated employees
Lackluster service
Disappointed guest
Resources
Unsupported employees
Unreliable service
Unsatisfied guest
Measurement
Uninformed employees
Inconsistent service
Unfulfilled guest
All
Unsurpassed employees
Wow servce
Delighted guest
When something goes wrong in the delivery of a service
Service failure
Best way to handle a service failure
Prevent before it occurs
Building strategies: PERT/CPM, fishbobe, blueprint, simulation
Types of Service Failure
Service product Failures
Failure to meet explicit or implicit customer requests
Failures caused by employee actions or inactions
Failures caused by other guests, random events or circumstances
Combination
These include any failure in the core service products, service settings and service systems
Service product failure
This include any inability to provide what guests ask for
Failure to meet explicit or implicit customer requests
These include both intentional and unintentional acts
Failures cause by employee actions or inactions
Price of failure
Cost money to lose customer
Lost of revenue
Customer’s response to Service Failure
Never return Complaints Bad-mouth the organization Retaliate/revenge Worst case scenario:Avenger
Positive opportunity for the organization with several important benefits
Complaints
Something to believe
Credibility
Encourage
Evangelists
Looking for service failures
The complaint as a Monitoring service
Encouraging complaints
Body language as a complaint
Don’t forget to ask
The basic recovery principle
To do something and do it quickly
How do customers evaluate recovery efforts
Distributive justice/outcome fairness
Procedural justice
Interactional justice
Informational justice
Benefits of quick recovery
Less expensive
Reward programs
Fix problemso
Assessment by the customer of the fairness associated with whatever compensation he received to rectify service failure
Distributive justice
Refers to whether the company believe company procedures
Procedural justice
Refers to the customer’s feelings of being treated with respect and courtest
Interactional justice
Refers to the guests’ satisfaction with the adequacy of the information and xommunication
Informational justice
Characteristics of a GoodRecovery Stratefy
Failure is Addressed quickly
Recovery strategies must be communicated clearly
Should be flexible enough to accommodate both different types of failures
Relatively severe and Relatively mild organization
Red carpet treatment and apology
Apologize and replace
Relatively severe and Relatively mild guest
Provide help to the extent possible and apologize
Apologize and extent sympathy
Cheapest and easiest to use of all formal data collection methods
Comment cards
This technique lets customers say what’s on their mind24 hours a day
Toll free 800 numbers
New technologies for gathering feedback SURVEY
Mail/Web surveys
Telephone surveys and Interviews
Critical incident surveys
SERVQUAL
Dissatisfied, Neutrals, Satisfied
Critical incident survey
Servqual
A. Paraauraman
Provide in-depth information on how guests view the service they receive e
Focus groups
Secret shoppers provide management with a relatively objective snapshot of the guest experience
Mystery shoppers
Best evaluators
Guest
