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
