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CHAPTER 2 DESIGN OF TOURISM AND HOSPITALITY SERVICES > Quality > Flashcards

Quality Flashcards

1
Q

serving a manner which suits to tourist within the limits of the industry

A

Quality

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2
Q

one of the major challenges facing the hospitality managers in the opening years of the millennium

A

Delivering quality service

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3
Q

Service Strategy Options Support Competitive Advantage

A

GOODS AND SERVICES SELECTION

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4
Q

exist in the selection, definition, and design of services

A

GOODS AND SERVICES SELECTION

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5
Q

offering a distinctly unique and high-quality services; low-cost strategy, by designing a service that can be produced with a minimum cost

A

GOODS AND SERVICES SELECTION

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6
Q

growing rapidly say design is integral

A

90% of business

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7
Q

say the same

A

26% of static companies

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8
Q

see design as integral have developed new services in the last three years

A

almost 70% of companies

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9
Q

Companies judged to be effective users of design had financial performance

A

200%

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10
Q

can help to reduce costs by making processes more efficient and cutting materials costs

A

design

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11
Q

Because services die, because services must be weeded out and replaced, because firms generate most of their revenue and profit from new services

A

GENERATING NEW SERVICE

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12
Q

New Services Opportunities

A

A. Understanding the customer is the premier issue in new service development.
B. Economic change brings increasing levels of affluence (prosperity) in the long run economic cycles and price changes in the short run.
C. Sociological and demographic change may appear in such factors as decreasing family size
D. Technological change makes possible.
E. Political/legal change brings about new trade agreements, tariffs, and government contract requirements.
F. Other changes may be brought about through market practice, professional standards, suppliers distributors.

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13
Q

many new services to not succeed Service selection, definition, and design occur frequently, perhaps hundreds of times for each financially successful service

A

Importance of new services

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14
Q

An effective service strategy links service decision with cash flows, market dynamics, service life cycle, and the organization’s activities

A

Service development system

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15
Q

Sources of ideas

A

A. Marketing people see the need for something their customers want
B. Production people see opportunities to improve methods and process
C. Everyone in an organization is a potential source of ideas
D. Outside the company, as from its customers, or the public, or form sources within the firm not directly responsible for new service ideas like its employees.

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16
Q

Stages in developing a marketable service

A

A. Initiation of an idea
B. Gathering of necessary data on the market ability of the service
C. Screening of the gathered data by the preliminary service review committee consisting of specialists from the sales, administration, production, and design departments
D. Determination of the service with the combined efforts of the market research, service development, and service design.
F. Checking of the service development results and pre-tasting for marketability
G. Organizing the initiation of the service
H. Field test of the service on its marketability
I. Review of the design based on test result and from the point of view of economic considerations
J. Standardization of the service criteria and the method of providing the service

17
Q

Organizing for service development (approaches)

A

A. Traditional US approach to product development is an organization with distinct departments
B. Assign a service manager to champion the service through development system and related organizations
C. Use of teams. This is perhaps the best used in US Such beams are variously known as service development teams, and value engineering
D. Japanese approach

18
Q

Traditional US approach to product development is an organization with distinct departments

A
  1. A research and development department to do the necessary research
  2. An engineering department to design the service.
  3. A service engineering department to design a service that can be provided.
  4. An operations department that provides the service
19
Q

usually done by design engineers

A

Value Engineering

20
Q

value analysis

A

Value Engineering

21
Q

usually done by the purchasing department

A

Value analysis

22
Q

Value engineering can be divided into five phases:

A

A. An information phase, getting all the available facts concerning the item being studied and answering them
B. Creative phase, checklist are
C. Evaluation phase, ideas are refined.
D. Program planning, with a certain approach selected, the next step is to develop the more promising ideas.
E. Reporting chase, when value engineers have fully developed their recommendations

23
Q

Designing services is challenging because they often have unique characteristics

A

Service Design

24
Q

Designing services is challenging because they often have unique characteristics

A

A. One technique is to design the product so that customization is delayed as late in the process as possible
B. To modularize the product so that customization takes the form of changing modules.
C. Another approach to the design of services is to divide into small parts and identify those parts that lend themselves to automation or reduces customer interaction.
D. Because of the high customer interaction many service industries, a fourth technique is to focus design in the so-called moment of truth when the relationship between the provider and the customer is crucial.

25
Q

The documentation for a service will often take the form explicit job instructions that specify what is happen at the moment of truth

A

Documents for services

26
Q

Example of service documentation for production

A

drive-up teller stations

27
Q

may find it helpful to think in terms of four R’s as they address sustainability.

A

Managers

28
Q

four R’s

A

Resources
Recycling
Regulations
Reputation

29
Q

Design Criteria

A

A. Feasibility
B. Acceptability
C. Vulnerability

30
Q

This is the ability of an operation to produce a process, product or services.

A

Feasibility

31
Q

The attractiveness to the operation of a process product or services

A

Acceptability

32
Q

The risks taken by the operation in adopting a process, product or service.

A

Vulnerability

33
Q

how worthwhile is it?

A

Acceptability

34
Q

how difficult is it?

A

Feasibility

35
Q

what could go wrong?

A

Vulnerability

36
Q

Being pessimistic, what could go wrong if we adopt the option? What would be the consequences of everything going
wrong?

A

downside risk of an option

CHAPTER 2 DESIGN OF TOURISM AND HOSPITALITY SERVICES (2 decks)

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