Managing Hospitality Organizations 3rd Edition Achieving Excellence in the Guest Experience
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Quản lý tổ chức khách sạnĐạt được sự xuất sắc trong trải nghiệm của kháchGiới 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.
- ForewordPrefaceAcknowledgmentsAbout the AuthorsIntroductionSection 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 ExpectIntroductionGuestology: What Is It?Meeting Customer ExpectationsUnderstanding the GuestServing Internal CustomersServiceService ProductService IndustriesGoods to Services to ExperiencesThe Guest ExperienceProduct, Setting, and DeliveryUnique, Yet SimilarComponents of the Guest ExperienceThe Service ProductThe Service SettingThe Service Delivery SystemService Encounters and Moments of TruthThe Nature of ServicesServices Are Partly or Wholly IntangibleServices Are Consumed at the Moment or during the Period of Production or DeliveryServices Require Interaction between the Service Provider and the Customer, Client, or GuestGuest ExpectationsMeeting ExpectationsDo Not Provide More Hospitality than Guests WantJust What Does the Guest Expect?Quality, Value, and Cost DefinedQualityValueCostCost of QualityWho Defines Quality and Value?The Importance of GuestologyLessons LearnedKey TermsReview QuestionsActivitiesEthics in BusinessCase StudyFurther Readings
- Chapter 2 Meeting Guest Expectations through Planning: Hospitality Principle: Focus Strategy on the Key Drivers of Guest SatisfactionIntroductionThree Generic StrategiesA Lower PriceA Differentiated ProductThe Brand ImageA Special NicheReinventing the IndustryNo Matter the Strategy, Provide Better ServiceThe Hospitality Planning CycleLooking AroundLooking WithinThe Necessity for PlanningForecastingAssessing The EnvironmentThe Overall EnvironmentSociety and DemographicsChanging Social and Political ExpectationsTechnologyEcologyThe Industry EnvironmentChanging CompetitorsChanges in Other Relevant GroupsThe Operating EnvironmentStrategic PremisesPredicting the Competitive EnvironmentSurprisesAssessing the Organization Itself: The Internal AssessmentCore CompetenciesInternal AssetsVision And Mission StatementsThe Vision StatementThe Mission StatementDeveloping The Service StrategyDetermining the Service-Product StrategyDetermining the Service-Setting StrategyDetermining the Delivery-System StrategyAction PlansManagement Performance PlansEmployee Hiring, Training, and Retention PlansCapacity Utilization PlansThe Design DayYield Management and Revenue ManagementFinancial Budget PlansMarketing PlansAction Plans as an Integrated WholeInvolve Employees in PlanningThe Uncertain FutureLessons LearnedKey TermsReview QuestionsActivitiesEthics in BusinessCase StudyAppendixFurther Readings
- Chapter 3 Setting the Scene for the Guest Experience: Hospitality Principle: Provide the Service Setting That Guests ExpectIntroductionCreating “the Show”Themes Create FantasyTo Theme or Not to Theme?Control and FocusThe ArchitectureSights and SoundsWhy Is the Environment Important?Guest ExpectationsGuest MoodMain Street, DisneyEmployee SatisfactionSetting as a Part of ServiceThe Functional Value of the SettingA Model: How the Service Environment Affects the GuestEnvironmentAmbient ConditionsUse of SpaceFunctional CongruenceSigns, Symbols, and ArtifactsOther PeopleThe ServicescapeIndividual ModeratorsResponding to the ServicescapePhysiological ResponsesCognitive ResponsesEmotional ResponsesThe Bottom Line: Come and Stay, or Stay AwayLessons LearnedKey TermsReview QuestionsActivitiesEthics in BusinessCase StudiesFurther Readings
- Chapter 4 Developing the Hospitality Culture: Everyone Serves!: Hospitality Principle: Define and Sustain a Total Service CultureIntroductionThe Importance of LeadersCulture and ReputationThe Manager’s Most Important Leadership ResponsibilityThe Importance of CultureStrategy and Employee CommitmentCulture DefinedCulture as a Competitive AdvantageManagement by CultureAn Example: The ChefCulture as a CompetencyCulture and the Outside WorldCulture and the Internal Organization: X and YTeaching the New ValuesCulture Fills the GapsBeliefs, Values, and NormsBeliefsValuesNormsNorms in AdvertisingNorms of AppearanceFolkways and MoresCulture and the EnvironmentLearning the Culture, Learning from the CultureSubculturesSubcultures of NationsCommunicating the CultureLawsLanguageStories, Legends, and HeroesSymbolsRitualsLeaders Teach the CultureSetting the ExampleGuests Teach the CultureCulture and the Organization ChartCulture and Physical SpaceCulture and Leadership SkillsAt Southwest: Maintaining a Strong CultureChanging the CultureDenny’s RestaurantsWhat We Know about CultureLessons LearnedKey TermsReview QuestionsActivitiesEthics in BusinessCase StudyFurther ReadingsSection II The Hospitality Service Staff
- Chapter 5 Staffing for Service: Hospitality Principle: Find and Hire People Who Love to ServeIntroductionThe Many Employees of the Hospitality IndustryServing the GuestsSupporting the ServiceThe Role of the ManagerManaging Emotional LaborFind the Service NaturalsThe Recruitment and Selection ChallengeThe First Step: Study the JobJob Analysis: The Foundation of Human ResourcesStudy Your Best PerformersDevelop Talent ProfilesOther Key Characteristics for Service PersonnelHuman Resource PlanningThe Second Step: Recruit a Pool of Qualified CandidatesHiring Internal CandidatesThe Known QuantityInternal EquityExperienceKnowing the CultureLower CostRecruiting AdvantageInternal Search StrategiesHiring External CandidatesNew Ideas and Fresh PerspectivesDifficulties with Internal CandidatesSpecific Skills and KnowledgeDiversity, Equity, and InclusionExternal Search StrategiesCasting a Broad NetFocused Recruitment EffortsPersonal and Professional NetworksStudent RecruitingEmployee ReferralsEmployment Events, Job Fairs, and Career FairsEmployers of ChoiceWalk-InsRecruiting from the CompetitionCall-Back File and Boomerang EmployeesThe Fully Virtual ExperienceThe Final Applicant PoolThe Third Step: Select the Best CandidateScreening and Evaluating ApplicantsThe Application FormThe InterviewAI-Assisted InterviewingCommitment to ServicePsychological TestsAssessment CentersReferences, Background Checks, and Drug TestsNew Technologies for Screening and Evaluating ApplicantsThe Fourth Step: Hire the Best ApplicantThe Fifth Step: Make The New Hire Feel WelcomeThe Sixth Step: Turnover—Retaining the Best and Selecting People Out of an OrganizationEmploying the Best to Serve Your GuestsLessons LearnedKey TermsReview QuestionsActivityEthics in BusinessCase StudiesFurther Readings
- Chapter 6 Training and Developing Employees to Serve: Hospitality Principle: Train Your Employees, Then Train Them Some MoreIntroductionEmployee TrainingBerry’s Five Training Principles for an Effective Training StrategyCritical SkillsThe Big PictureFormalized LearningVaried ApproachesContinuous ImprovementDeveloping a Training ProgramWhat Do We Need to Improve?Solving the Guest’s ProblemData-Driven Approaches to Identifying Training NeedsTypes of TrainingInternal TrainingExternal TrainingSkills TrainingTraining the Very BasicsUsing Training to Refresh Employee SkillsTraining MethodsOn-the-Job TrainingCoachingApprenticeshipsInternshipsCross-Functional TrainingClassroom TrainingSimulationOnline and Electronic LearningTraining with Collaboration PlatformsExecutive EducationMentoringChallenges and Pitfalls of TrainingKnow Your Training ObjectivesMeasuring Training EffectivenessParticipant ReactionsContent MasteryBehavioral ChangeOrganizational PerformanceWhen a Great Training Program Can Hurt YouTraining CostsTraining Return on InvestmentEmployee DevelopmentCareer Paths and the Right ExperiencePreparing for Organizational NeedsGiving Employees the Chance to AdvanceEducationSupporting General EducationThe Competition Is WatchingThey Want Your BestLessons LearnedKey TermsReview QuestionsActivitiesEthics in BusinessCase StudiesFurther Readings
- Chapter 7 Serving with a Smile: Motivating Exceptional Service: Hospitality Principle: Engage, Motivate, and Empower Your EmployeesIntroductionMotivating and Engaging EmployeesThe Service-Profit ChainWhat Motivates People?The Needs People HaveEconomic NeedsSocial NeedsRecognition NeedsGrowth NeedsAchievement NeedsThe Rewards Managers Can ProvideFinancial RewardsRecognizing a Job Well DoneMaking the Job FunMinimizing the NegativesAccommodating Worker PreferencesEmpowering the EmployeeWhat Is Empowerment?Empowerment ImplementationLimitations and Potential of EmpowermentDegrees of EmpowermentUnintended Consequences of EmpowermentWays Rewards Can MotivateIndividual, Generational, and Cultural DifferencesThe Power of Positive ReinforcementAt the BuffetLinking Performance and RewardsManaging FairlyJustice in the WorkplacePay SecrecySetting GoalsAn Example: Management by ObjectivesWorking in TeamsIncreasing Team EffectivenessSelf-Managed TeamsHow Managers and Leaders Provide the Right DirectionManagers and AuthorityAuthority-Acceptance TheoryPreconditions for Employee Acceptance of AuthoritySecuring Employee Compliance with Authoritative DirectivesSexual Harassment in the Hospitality IndustryManagers and LeadersEthical LeadershipLeaders and the Changing EnvironmentSolving the Leadership Challenge of Motivating Exceptional Guest ServiceLessons LearnedKey TermsReview QuestionsActivitiesEthics in BusinessCase StudiesFurther Readings
- Chapter 8 Involving the Guest: The Co-Creation of Value: Hospitality Principle: Empower Guests to Co-Create Their ExperiencesIntroductionThe Guest Can Help!Guests as Quasi-EmployeesThe Organization DecidesStrategies for Involving the GuestGuests as Unpaid ConsultantsGuests as MarketersGuests as Part of Each Other’s ExperienceGuests as Co-ProducersAdvantages of Co-Production for the OrganizationAdvantages of Co-Production for the GuestDisadvantages of Co-Production for the OrganizationDisadvantages of Co-Production for the GuestThe High Cost of FailureMotivating Guests to Co-ProduceThe Guest as a Substitute for ManagementGuests as SupervisorsGuests as MotivatorsGuests as Supervisors and Trainers for Other GuestsDetermining Where Co-Production Makes SenseEnriching the WaitCo-Producing ValueKey Factors: Time and ControlCutting Costs, Increasing CapacityCo-Production as a Differentiation StrategyBuilding CommitmentThe Bottom Line: Costs versus BenefitsHelp Wanted: Co-ProducerInviting Guests to Participate: GuidelinesOne Last Point: Firing the GuestFiring Airline PassengersAbrupt FiringsSubtle FiringsMaintaining Guest DignityLessons LearnedKey TermsReview QuestionsActivitiesEthics in BusinessCase StudyFurther ReadingsSection III The Hospitality Service Delivery System
- Chapter 9 Communicating for Service: Hospitality Principle: Glue the Guest Experience Elements Together with InformationIntroductionThe Challenge of Managing InformationInforming the GuestCues CommunicateAdding Quality and Value through InformationNew Information from Virtual WorldsGetting Information Where It Needs to GoInformation and the Service ProductInformation as Product: FreshPointGiving Employees the Information They NeedInformation and the Service SettingThe Environment and the ServiceThe Environment as Information SystemCustomer-Provided InformationInformation and the Delivery SystemReally Knowing Your CustomersDelivering FreshnessInformation on Service QualityInformation to the PeopleAt HyattAt UnitedHigh Tech Becomes High TouchTechnology for ExpertiseCentralized Reservations at HyattCross-SellingThe Front and the Back of the HousePoint-of-Sale SystemsThe Daily CountThe Information Flow Between LevelsDecision Support SystemsUsing Data to Drive DecisionsModeling DecisionsStatistical AnalysisBig Data and Data MiningUsing InformationMarket SegmentationIdentifying and Targeting Your Best and Worst CustomersCollaborative FiltersProblems with Information SystemsInformation OverloadFocusing on the NumbersBad InformationMaintaining SecurityValue Versus CostLearning the SystemThe Hospitality Organization as an Information SystemThe Primacy of InformationStrategies for Addressing DeficienciesEverybody ConnectedImplications for ServiceLessons LearnedKey TermsReview QuestionsActivitiesEthics in BusinessCase StudiesFurther Readings
- Chapter 10 Planning the Service Delivery System: Hospitality Principle: Provide Seamless Service DeliveryIntroductionPlanning and Designing the Service Delivery SystemDesigning and Checking the Service Delivery SystemThe Goal: Fail No Guest; Delight Every GuestSome Guiding PrinciplesDeveloping the Service Delivery SystemPlanning the SystemMonitoring the Service ExperienceAssessing the Experience and Improving the SystemThe Blurred LinesThe Self-Healing SystemPlanning TechniquesBlueprintingThe Hot Dog StandAdding Detail to BlueprintsThe Universal Service MapThe Line of Internal InteractionsThe Line of VisibilityThe Line of Guest InteractionFishbone AnalysisLate Departures at Quickconnect AirlinesResource CategoriesAirport DataNo More WaitingPERT/CPMPERT/CPM DefinedThe DiagramsCircles and ArrowsTony’s DeliBuilding the NetworkThe Big PERT/CPM PictureHolding a ConventionPotential DisadvantagesSimulationsAt EpcotThe Odyssey RestaurantComputer Simulations for AllTargeting Specific Problem Areas in Service Delivery SystemsForecasting Demand to Prevent ProblemsTrainingQuality TeamsPoka-YokesTypes of InspectionsWarnings and ControlsPoka-Yokes for CustomersSpeed ParkingCross-Functional Project and Matrix OrganizationsAt the Ritz-CarltonAdvantages and Disadvantages of Cross-Functional Project and Matrix StructuresThe Real BossLessons LearnedKey TermsReview QuestionsActivitiesEthics in BusinessCase StudiesFurther Readings
- Chapter 11 Waiting for Service: Hospitality Principle: Manage the Guest’s WaitIntroductionCapacity and Psychology: Keys To Managing LinesWhen the Wait BeginsDesigning the Service to Manage the WaitCapacityWhat to Do?Design DayThe Capacity DayQueuing Theory: Managing the Reality of the WaitCharacteristics of Waiting LinesLine TypesSingle-Channel, Single-Phase QueueSingle-Channel, Multiphase QueueMultichannel, Single-Phase QueueMultichannel, Multiphase QueueVirtual QueuesWhich Queue to Use?Line Simulation: A Gift ShopObserving the FlowAllocation WheelsBalancing Capacity and DemandManaging the Perception of the WaitThe Emotional Wait StateCrowds and ClienteleWaits in ContrastService Value and the WaitBefore ServiceDuring ServiceAfter ServiceManaging Waits in an Imperfect WorldLessons LearnedKey TermsReview QuestionsActivitiesEthics in BusinessCase StudiesAppendixFurther Readings
- Chapter 12 Measuring and Managing Service Delivery: Hospitality Principle: Pursue Perfection RelentlesslyIntroductionTechniques and Methods for Assessing Service QualityProcess StrategiesRusty Pelican StandardsMeasures of Service QualityUse Many Measures or Just One?Service StandardsJob Performance StandardsManagerial Observation of the Delivery ProcessEmployee Assessment of Guest ExperiencesThe Service GuaranteeOrganizational Advantages of GuaranteesPotential Disadvantages of Service GuaranteesAsking Guests the Right QuestionsInformal Queries by EmployeesFormal Inquiries by EmployeesStructured Guest InterviewsMeasuring Service Quality After the ExperienceCustomer Rating SystemsDisadvantagesCall-in FeedbackWeb, Tablet, and Phone App FeedbackSurveysWeb Surveys/MailTelephone Surveys and InterviewsCritical-Incidents SurveysSERVQUALGuest Focus GroupsExperimentsCustomers Evaluating Services on Their OwnMystery ShoppersFinding And Using The Technique That FitsYour Best Evaluators: The GuestsThe Improvement Cycle ContinuesLessons LearnedKey TermsReview QuestionsActivitiesEthics in BusinessCase StudiesFurther Readings
- Chapter 13 Fixing Service Failures: Hospitality Principle: Don’t Fail the Guest TwiceIntroductionService Failures: Types, Where, and WhyStuck in the SnowTypes of Service FailuresCustomer FailureWhere Failures HappenSeverity of Failure and RecoveryThe Importance of Fixing Service FailuresThe Price of FailureThe Customer’s Response to Service FailureNever ReturnComplainBad-Mouth the OrganizationRetaliateWorst-Case ScenarioThe Value of Positive Publicity: Bad-Mouth versus “Wow”CredibilityEvangelistsDealing With Service FailuresHow the Recovery Is HandledService Recovery: A Message to EmployeesThe Yellow and Black TagsLooking for Service FailuresThe Complaint as a Monitoring DeviceEncouraging ComplaintsBody Language as a ComplaintDon’t Forget to AskRecovering from Service FailureDo Something QuicklyBenefits of Quick RecoveryHow Do Customers Evaluate Recovery Efforts?Distributive JusticeProcedural JusticeInteractional JusticeHow the Recovery Is ManagedService-Recovery Systems AnalysisCharacteristics of a Good Recovery StrategyNo Better Makes It WorseCosts of Failure to GuestsMaking It Right Is Not EnoughBeing Wrong with DignityMatching the Recovery Strategy to the FailureLearning from FailuresService Recovery: Ow! to Wow!Successful Service RecoveryLessons LearnedKey TermsReview QuestionsActivitiesEthics in BusinessCase StudiesFurther Readings
- Chapter 14 Service Excellence: Leading the Way to Wow!: Hospitality Principle: Lead Others to ExcelIntroductionThe Three Ss: Strategy, Staffing, and SystemsStrategyThe Key DriversStudy, Study, StudyAccumulating InformationAn Added Element: PersonalizationPlan, Plan, PlanGet Constant Feedback to Drive InnovationCulture Fills the GapsStaffingGetting the Right People for the JobTrainingSetting and Reinforcing the StandardsSatisfaction from SatisfyingEmploy the GuestSystemsSystems and GuestologyThe WaitHospitality and the FutureService or PricePeople Making the DifferenceKeeping PromisesTomorrow’s “Wow”Server-Customer InteractionsLeading the Way into the FutureLeading the Way through InnovationTypes of InnovationManagement Innovation: William C. Coup, Innovative ChampionRestaurant IncubatorsEco-InnovationsLeading and ManagingServant LeadershipAll Jobs and People Have ValueLeaders, Employees, Guests, and the Larger PurposeThe Leader’s Challenge: Blending It All Together—SeamlesslyIt All Begins—and Ends—with the GuestLessons LearnedKey TermsReview QuestionsActivitiesEthics in BusinessCase StudiesFurther ReadingsGlossaryAdditional ReadingsEnd NotesIndex
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