Managing Hospitality Organizations 3rd Edition Achieving Excellence in the Guest Experience

Quản lý tổ chức khách sạn
Đạt được sự xuất sắc trong trải nghiệm của khách
Giới thiệu về Quản lý Khách sạn: Tạo Trải nghiệm Tuyệt vời cho Khách hàng, Phiên bản thứ ba đưa sinh viên vào cuộc hành trình xuyên suốt ngành dịch vụ đang phát triển. Mỗi chương tập trung vào nguyên tắc cốt lõi của quản lý khách sạn và chứa đựng những lời khuyên, ví dụ và trường hợp thực tế từ một số công ty tốt nhất trong lĩnh vực dịch vụ. Các tác giả Robert C. Ford và Michael Sturman nhấn mạnh tầm quan trọng của việc tập trung vào khách hàng và tạo ra trải nghiệm khó quên cho khách hàng. Cho dù sinh viên của bạn đang quản lý một quán cà phê lân cận, trung tâm hội nghị hay khách sạn nghỉ dưỡng cao cấp, họ sẽ học được những kỹ năng vô giá để quản lý trải nghiệm của khách trong môi trường siêu cạnh tranh ngày nay. Đi kèm với tiêu đề này: Hộp mực LMS: Nhập tài nguyên người hướng dẫn của tiêu đề này vào hệ thống quản lý học tập (LMS) của trường bạn và tiết kiệm thời gian. Bạn không sử dụng LMS? Bạn vẫn có thể truy cập tất cả các tài nguyên trực tuyến tương tự cho tựa sách này thông qua Trang web Tài nguyên dành cho Giảng viên được bảo vệ bằng mật khẩu. Tìm hiểu thêm.

Foreword
Preface
Acknowledgments
About the Authors
Introduction
Section I The Hospitality Service Strategy
Chapter 1 The Basics of Wow! The Guest Knows Best: Hospitality Principle: Provide the Service Quality and Value That Guests Expect
Introduction
Guestology: What Is It?
Meeting Customer Expectations
Understanding the Guest
Serving Internal Customers
Service
Service Product
Service Industries
Goods to Services to Experiences
The Guest Experience
Product, Setting, and Delivery
Unique, Yet Similar
Components of the Guest Experience
The Service Product
The Service Setting
The Service Delivery System
Service Encounters and Moments of Truth
The Nature of Services
Services Are Partly or Wholly Intangible
Services Are Consumed at the Moment or during the Period of Production or Delivery
Services Require Interaction between the Service Provider and the Customer, Client, or Guest
Guest Expectations
Meeting Expectations
Do Not Provide More Hospitality than Guests Want
Just What Does the Guest Expect?
Quality, Value, and Cost Defined
Quality
Value
Cost
Cost of Quality
Who Defines Quality and Value?
The Importance of Guestology
Lessons Learned
Key Terms
Review Questions
Activities
Ethics in Business
Case Study
Further Readings
Chapter 2 Meeting Guest Expectations through Planning: Hospitality Principle: Focus Strategy on the Key Drivers of Guest Satisfaction
Introduction
Three Generic Strategies
A Lower Price
A Differentiated Product
The Brand Image
A Special Niche
Reinventing the Industry
No Matter the Strategy, Provide Better Service
The Hospitality Planning Cycle
Looking Around
Looking Within
The Necessity for Planning
Forecasting
Assessing The Environment
The Overall Environment
Society and Demographics
Changing Social and Political Expectations
Technology
Ecology
The Industry Environment
Changing Competitors
Changes in Other Relevant Groups
The Operating Environment
Strategic Premises
Predicting the Competitive Environment
Surprises
Assessing the Organization Itself: The Internal Assessment
Core Competencies
Internal Assets
Vision And Mission Statements
The Vision Statement
The Mission Statement
Developing The Service Strategy
Determining the Service-Product Strategy
Determining the Service-Setting Strategy
Determining the Delivery-System Strategy
Action Plans
Management Performance Plans
Employee Hiring, Training, and Retention Plans
Capacity Utilization Plans
The Design Day
Yield Management and Revenue Management
Financial Budget Plans
Marketing Plans
Action Plans as an Integrated Whole
Involve Employees in Planning
The Uncertain Future
Lessons Learned
Key Terms
Review Questions
Activities
Ethics in Business
Case Study
Appendix
Further Readings
Chapter 3 Setting the Scene for the Guest Experience: Hospitality Principle: Provide the Service Setting That Guests Expect
Introduction
Creating “the Show”
Themes Create Fantasy
To Theme or Not to Theme?
Control and Focus
The Architecture
Sights and Sounds
Why Is the Environment Important?
Guest Expectations
Guest Mood
Main Street, Disney
Employee Satisfaction
Setting as a Part of Service
The Functional Value of the Setting
A Model: How the Service Environment Affects the Guest
Environment
Ambient Conditions
Use of Space
Functional Congruence
Signs, Symbols, and Artifacts
Other People
The Servicescape
Inpidual Moderators
Responding to the Servicescape
Physiological Responses
Cognitive Responses
Emotional Responses
The Bottom Line: Come and Stay, or Stay Away
Lessons Learned
Key Terms
Review Questions
Activities
Ethics in Business
Case Studies
Further Readings
Chapter 4 Developing the Hospitality Culture: Everyone Serves!: Hospitality Principle: Define and Sustain a Total Service Culture
Introduction
The Importance of Leaders
Culture and Reputation
The Manager’s Most Important Leadership Responsibility
The Importance of Culture
Strategy and Employee Commitment
Culture Defined
Culture as a Competitive Advantage
Management by Culture
An Example: The Chef
Culture as a Competency
Culture and the Outside World
Culture and the Internal Organization: X and Y
Teaching the New Values
Culture Fills the Gaps
Beliefs, Values, and Norms
Beliefs
Values
Norms
Norms in Advertising
Norms of Appearance
Folkways and Mores
Culture and the Environment
Learning the Culture, Learning from the Culture
Subcultures
Subcultures of Nations
Communicating the Culture
Laws
Language
Stories, Legends, and Heroes
Symbols
Rituals
Leaders Teach the Culture
Setting the Example
Guests Teach the Culture
Culture and the Organization Chart
Culture and Physical Space
Culture and Leadership Skills
At Southwest: Maintaining a Strong Culture
Changing the Culture
Denny’s Restaurants
What We Know about Culture
Lessons Learned
Key Terms
Review Questions
Activities
Ethics in Business
Case Study
Further Readings
Section II The Hospitality Service Staff
Chapter 5 Staffing for Service: Hospitality Principle: Find and Hire People Who Love to Serve
Introduction
The Many Employees of the Hospitality Industry
Serving the Guests
Supporting the Service
The Role of the Manager
Managing Emotional Labor
Find the Service Naturals
The Recruitment and Selection Challenge
The First Step: Study the Job
Job Analysis: The Foundation of Human Resources
Study Your Best Performers
Develop Talent Profiles
Other Key Characteristics for Service Personnel
Human Resource Planning
The Second Step: Recruit a Pool of Qualified Candidates
Hiring Internal Candidates
The Known Quantity
Internal Equity
Experience
Knowing the Culture
Lower Cost
Recruiting Advantage
Internal Search Strategies
Hiring External Candidates
New Ideas and Fresh Perspectives
Difficulties with Internal Candidates
Specific Skills and Knowledge
Diversity, Equity, and Inclusion
External Search Strategies
Casting a Broad Net
Focused Recruitment Efforts
Personal and Professional Networks
Student Recruiting
Employee Referrals
Employment Events, Job Fairs, and Career Fairs
Employers of Choice
Walk-Ins
Recruiting from the Competition
Call-Back File and Boomerang Employees
The Fully Virtual Experience
The Final Applicant Pool
The Third Step: Select the Best Candidate
Screening and Evaluating Applicants
The Application Form
The Interview
AI-Assisted Interviewing
Commitment to Service
Psychological Tests
Assessment Centers
References, Background Checks, and Drug Tests
New Technologies for Screening and Evaluating Applicants
The Fourth Step: Hire the Best Applicant
The Fifth Step: Make The New Hire Feel Welcome
The Sixth Step: Turnover—Retaining the Best and Selecting People Out of an Organization
Employing the Best to Serve Your Guests
Lessons Learned
Key Terms
Review Questions
Activity
Ethics in Business
Case Studies
Further Readings
Chapter 6 Training and Developing Employees to Serve: Hospitality Principle: Train Your Employees, Then Train Them Some More
Introduction
Employee Training
Berry’s Five Training Principles for an Effective Training Strategy
Critical Skills
The Big Picture
Formalized Learning
Varied Approaches
Continuous Improvement
Developing a Training Program
What Do We Need to Improve?
Solving the Guest’s Problem
Data-Driven Approaches to Identifying Training Needs
Types of Training
Internal Training
External Training
Skills Training
Training the Very Basics
Using Training to Refresh Employee Skills
Training Methods
On-the-Job Training
Coaching
Apprenticeships
Internships
Cross-Functional Training
Classroom Training
Simulation
Online and Electronic Learning
Training with Collaboration Platforms
Executive Education
Mentoring
Challenges and Pitfalls of Training
Know Your Training Objectives
Measuring Training Effectiveness
Participant Reactions
Content Mastery
Behavioral Change
Organizational Performance
When a Great Training Program Can Hurt You
Training Costs
Training Return on Investment
Employee Development
Career Paths and the Right Experience
Preparing for Organizational Needs
Giving Employees the Chance to Advance
Education
Supporting General Education
The Competition Is Watching
They Want Your Best
Lessons Learned
Key Terms
Review Questions
Activities
Ethics in Business
Case Studies
Further Readings
Chapter 7 Serving with a Smile: Motivating Exceptional Service: Hospitality Principle: Engage, Motivate, and Empower Your Employees
Introduction
Motivating and Engaging Employees
The Service-Profit Chain
What Motivates People?
The Needs People Have
Economic Needs
Social Needs
Recognition Needs
Growth Needs
Achievement Needs
The Rewards Managers Can Provide
Financial Rewards
Recognizing a Job Well Done
Making the Job Fun
Minimizing the Negatives
Accommodating Worker Preferences
Empowering the Employee
What Is Empowerment?
Empowerment Implementation
Limitations and Potential of Empowerment
Degrees of Empowerment
Unintended Consequences of Empowerment
Ways Rewards Can Motivate
Inpidual, Generational, and Cultural Differences
The Power of Positive Reinforcement
At the Buffet
Linking Performance and Rewards
Managing Fairly
Justice in the Workplace
Pay Secrecy
Setting Goals
An Example: Management by Objectives
Working in Teams
Increasing Team Effectiveness
Self-Managed Teams
How Managers and Leaders Provide the Right Direction
Managers and Authority
Authority-Acceptance Theory
Preconditions for Employee Acceptance of Authority
Securing Employee Compliance with Authoritative Directives
Sexual Harassment in the Hospitality Industry
Managers and Leaders
Ethical Leadership
Leaders and the Changing Environment
Solving the Leadership Challenge of Motivating Exceptional Guest Service
Lessons Learned
Key Terms
Review Questions
Activities
Ethics in Business
Case Studies
Further Readings
Chapter 8 Involving the Guest: The Co-Creation of Value: Hospitality Principle: Empower Guests to Co-Create Their Experiences
Introduction
The Guest Can Help!
Guests as Quasi-Employees
The Organization Decides
Strategies for Involving the Guest
Guests as Unpaid Consultants
Guests as Marketers
Guests as Part of Each Other’s Experience
Guests as Co-Producers
Advantages of Co-Production for the Organization
Advantages of Co-Production for the Guest
Disadvantages of Co-Production for the Organization
Disadvantages of Co-Production for the Guest
The High Cost of Failure
Motivating Guests to Co-Produce
The Guest as a Substitute for Management
Guests as Supervisors
Guests as Motivators
Guests as Supervisors and Trainers for Other Guests
Determining Where Co-Production Makes Sense
Enriching the Wait
Co-Producing Value
Key Factors: Time and Control
Cutting Costs, Increasing Capacity
Co-Production as a Differentiation Strategy
Building Commitment
The Bottom Line: Costs versus Benefits
Help Wanted: Co-Producer
Inviting Guests to Participate: Guidelines
One Last Point: Firing the Guest
Firing Airline Passengers
Abrupt Firings
Subtle Firings
Maintaining Guest Dignity
Lessons Learned
Key Terms
Review Questions
Activities
Ethics in Business
Case Study
Further Readings
Section III The Hospitality Service Delivery System
Chapter 9 Communicating for Service: Hospitality Principle: Glue the Guest Experience Elements Together with Information
Introduction
The Challenge of Managing Information
Informing the Guest
Cues Communicate
Adding Quality and Value through Information
New Information from Virtual Worlds
Getting Information Where It Needs to Go
Information and the Service Product
Information as Product: FreshPoint
Giving Employees the Information They Need
Information and the Service Setting
The Environment and the Service
The Environment as Information System
Customer-Provided Information
Information and the Delivery System
Really Knowing Your Customers
Delivering Freshness
Information on Service Quality
Information to the People
At Hyatt
At United
High Tech Becomes High Touch
Technology for Expertise
Centralized Reservations at Hyatt
Cross-Selling
The Front and the Back of the House
Point-of-Sale Systems
The Daily Count
The Information Flow Between Levels
Decision Support Systems
Using Data to Drive Decisions
Modeling Decisions
Statistical Analysis
Big Data and Data Mining
Using Information
Market Segmentation
Identifying and Targeting Your Best and Worst Customers
Collaborative Filters
Problems with Information Systems
Information Overload
Focusing on the Numbers
Bad Information
Maintaining Security
Value Versus Cost
Learning the System
The Hospitality Organization as an Information System
The Primacy of Information
Strategies for Addressing Deficiencies
Everybody Connected
Implications for Service
Lessons Learned
Key Terms
Review Questions
Activities
Ethics in Business
Case Studies
Further Readings
Chapter 10 Planning the Service Delivery System: Hospitality Principle: Provide Seamless Service Delivery
Introduction
Planning and Designing the Service Delivery System
Designing and Checking the Service Delivery System
The Goal: Fail No Guest; Delight Every Guest
Some Guiding Principles
Developing the Service Delivery System
Planning the System
Monitoring the Service Experience
Assessing the Experience and Improving the System
The Blurred Lines
The Self-Healing System
Planning Techniques
Blueprinting
The Hot Dog Stand
Adding Detail to Blueprints
The Universal Service Map
The Line of Internal Interactions
The Line of Visibility
The Line of Guest Interaction
Fishbone Analysis
Late Departures at Quickconnect Airlines
Resource Categories
Airport Data
No More Waiting
PERT/CPM
PERT/CPM Defined
The Diagrams
Circles and Arrows
Tony’s Deli
Building the Network
The Big PERT/CPM Picture
Holding a Convention
Potential Disadvantages
Simulations
At Epcot
The Odyssey Restaurant
Computer Simulations for All
Targeting Specific Problem Areas in Service Delivery Systems
Forecasting Demand to Prevent Problems
Training
Quality Teams
Poka-Yokes
Types of Inspections
Warnings and Controls
Poka-Yokes for Customers
Speed Parking
Cross-Functional Project and Matrix Organizations
At the Ritz-Carlton
Advantages and Disadvantages of Cross-Functional Project and Matrix Structures
The Real Boss
Lessons Learned
Key Terms
Review Questions
Activities
Ethics in Business
Case Studies
Further Readings
Chapter 11 Waiting for Service: Hospitality Principle: Manage the Guest’s Wait
Introduction
Capacity and Psychology: Keys To Managing Lines
When the Wait Begins
Designing the Service to Manage the Wait
Capacity
What to Do?
Design Day
The Capacity Day
Queuing Theory: Managing the Reality of the Wait
Characteristics of Waiting Lines
Line Types
Single-Channel, Single-Phase Queue
Single-Channel, Multiphase Queue
Multichannel, Single-Phase Queue
Multichannel, Multiphase Queue
Virtual Queues
Which Queue to Use?
Line Simulation: A Gift Shop
Observing the Flow
Allocation Wheels
Balancing Capacity and Demand
Managing the Perception of the Wait
The Emotional Wait State
Crowds and Clientele
Waits in Contrast
Service Value and the Wait
Before Service
During Service
After Service
Managing Waits in an Imperfect World
Lessons Learned
Key Terms
Review Questions
Activities
Ethics in Business
Case Studies
Appendix
Further Readings
Chapter 12 Measuring and Managing Service Delivery: Hospitality Principle: Pursue Perfection Relentlessly
Introduction
Techniques and Methods for Assessing Service Quality
Process Strategies
Rusty Pelican Standards
Measures of Service Quality
Use Many Measures or Just One?
Service Standards
Job Performance Standards
Managerial Observation of the Delivery Process
Employee Assessment of Guest Experiences
The Service Guarantee
Organizational Advantages of Guarantees
Potential Disadvantages of Service Guarantees
Asking Guests the Right Questions
Informal Queries by Employees
Formal Inquiries by Employees
Structured Guest Interviews
Measuring Service Quality After the Experience
Customer Rating Systems
Disadvantages
Call-in Feedback
Web, Tablet, and Phone App Feedback
Surveys
Web Surveys/Mail
Telephone Surveys and Interviews
Critical-Incidents Surveys
SERVQUAL
Guest Focus Groups
Experiments
Customers Evaluating Services on Their Own
Mystery Shoppers
Finding And Using The Technique That Fits
Your Best Evaluators: The Guests
The Improvement Cycle Continues
Lessons Learned
Key Terms
Review Questions
Activities
Ethics in Business
Case Studies
Further Readings
Chapter 13 Fixing Service Failures: Hospitality Principle: Don’t Fail the Guest Twice
Introduction
Service Failures: Types, Where, and Why
Stuck in the Snow
Types of Service Failures
Customer Failure
Where Failures Happen
Severity of Failure and Recovery
The Importance of Fixing Service Failures
The Price of Failure
The Customer’s Response to Service Failure
Never Return
Complain
Bad-Mouth the Organization
Retaliate
Worst-Case Scenario
The Value of Positive Publicity: Bad-Mouth versus “Wow”
Credibility
Evangelists
Dealing With Service Failures
How the Recovery Is Handled
Service Recovery: A Message to Employees
The Yellow and Black Tags
Looking for Service Failures
The Complaint as a Monitoring Device
Encouraging Complaints
Body Language as a Complaint
Don’t Forget to Ask
Recovering from Service Failure
Do Something Quickly
Benefits of Quick Recovery
How Do Customers Evaluate Recovery Efforts?
Distributive Justice
Procedural Justice
Interactional Justice
How the Recovery Is Managed
Service-Recovery Systems Analysis
Characteristics of a Good Recovery Strategy
No Better Makes It Worse
Costs of Failure to Guests
Making It Right Is Not Enough
Being Wrong with Dignity
Matching the Recovery Strategy to the Failure
Learning from Failures
Service Recovery: Ow! to Wow!
Successful Service Recovery
Lessons Learned
Key Terms
Review Questions
Activities
Ethics in Business
Case Studies
Further Readings
Chapter 14 Service Excellence: Leading the Way to Wow!: Hospitality Principle: Lead Others to Excel
Introduction
The Three Ss: Strategy, Staffing, and Systems
Strategy
The Key Drivers
Study, Study, Study
Accumulating Information
An Added Element: Personalization
Plan, Plan, Plan
Get Constant Feedback to Drive Innovation
Culture Fills the Gaps
Staffing
Getting the Right People for the Job
Training
Setting and Reinforcing the Standards
Satisfaction from Satisfying
Employ the Guest
Systems
Systems and Guestology
The Wait
Hospitality and the Future
Service or Price
People Making the Difference
Keeping Promises
Tomorrow’s “Wow”
Server-Customer Interactions
Leading the Way into the Future
Leading the Way through Innovation
Types of Innovation
Management Innovation: William C. Coup, Innovative Champion
Restaurant Incubators
Eco-Innovations
Leading and Managing
Servant Leadership
All Jobs and People Have Value
Leaders, Employees, Guests, and the Larger Purpose
The Leader’s Challenge: Blending It All Together—Seamlessly
It All Begins—and Ends—with the Guest
Lessons Learned
Key Terms
Review Questions
Activities
Ethics in Business
Case Studies
Further Readings
Glossary
Additional Readings
End Notes
Index