Quality Service Management in Tourism & Hospitality

QUALITY SERVICE
MANAGEMENT IN
TOURISM & HOSPITALITY
Unit 1
LET’S GET STARTED:
After studying this unit, you will be able to:
• Define the meaning of guestology, its importance and

principles;
• Understand the essence of guest experience in the
hospitality industry;
• Classify the factors and formula to meet guest
expectations;
• Differentiate quality, value and cost
 At its most basic level, the hospitality industry is made
up of organizations that offer guest courteous,
professional food, drink, and lodging services, alone or in
combination
 An expanded definition includes

 theme parks,
 airlines,
 gaming centers,
 cruise ships,
 trade shows,
 fair,
 meeting planning and
 convention organization
GUESTOLOGY
 Guestology, a term originated by BRUCE LAVAL of the
Walt Disney Co.
 Guest behaviors within the hospitality organization are

carefully observed.
 Guestology means simply that all organization’s

employees must treat customers like guest and manage
the organization from the guest point of view.
 The findings of guestology turn into the organizational practices that
provide sustained OUTSTANDING SERVICES
 The organization’s
 STRATEGY
 STAFF &
 SYSTEMS
Are aligned to meet or exceed the customer’s expectations regarding
the three(3) aspects of the guest experience:
 SERVICE PRODUCT
 SERVICE SETTING( also called service environment or
servicescape)
 SERVICE DELIVERY
 The goal is TO CREATE & SUSTAIN an organization that can
effectively meet the customer’s expectations and still make a profit
THE GUEST EXPERIENCE

Guest experience=service product+service delivery system
 The Service Product
The service product, or the service package or service/ product mix, is why the
customer, client, or guest comes to the organization in the first place. An organization’s
reason for being is often embodied in the name of the business: Riverside Amusement
Park, Omni Convention Center, Sally’s Video Arcade…The basic product can relatively
intangible. Like a rock concert. Most service product have both tangible & intangible
elements & can range from mostly service product with little if any product.
 THE SERVICE SETTING
 The term service scape, the landscape within which service is

experience takes place.
 The term service scape, the landscape w/in which the service is
experienced, has been used to describe the physical aspects of the
setting that contribute to the guest overall physical feel of the
experience.
 The design of the service setting keeps customer focused on where the
hotels makes its money: from the casino
THE SERVICE DELIVERY SYSTEM
The third part of the guest experience is the service delivery system
Including the human components like
 Restaurant servers
 Sound engineer
 Physical production processes
 Organizational and information systems and techniques
That help deliver the service to the customer
GUEST EXPECTATION
Guest arrive with a set of expectations as what to that chosen hotel or

restaurant can & should do , how the people providing the service
should behave, how the physical setting should appear, what
capabilities guest should have to perform their roles or
responsibilities in co-producing the experience, how the guest should
dress and act and what the cost & value of the successfully delivered
service should be.
The organizational responsibility for getting the repeat business of
both new and previous customers rests on the service providers’
ability to meet and maybe even exceed both the promises that
marketing has made and prior experiences of repeat guests.
MEETING EXPECTATION
 The major responsibility for fulfilling the expectations created by

the marketing department and by the past experiences of repeat
guest lies with the operations side of the organization
 The challenge for hospitality organizations is to anticipate guest
expectations as accurately as possible & then meet or exceed
them.
JUST WHAT DOES THE GUEST EXPECT?
 Customers complain when they do not get what they expect or

when they have unpleasant experience.
Marketing expert LEN BERRY HAS LISTED THE (10 ) MOST
COMMON CUSTOMERS COMPLAINTS:
1. Guest Complaint: Lying, dishonesty, unfairness
Guest Expectation: To be told the truth & treated
fairly.
2. Guest Complaint: Harsh, disrespectful treatment by

employees
Guest Expectation: To be treated with respect
3. Guest Complaint: Carelessness, mistakes, broken

promises
Guest Expectation: To receive mistake free,
careful, reliable service
4. Guest Complaint: Employees without the desire or authority to
solve problems.
Guest Expectation: To receive prompt solutions to problems from
empowered employees who care
5. Guest Complaint: Waiting in line because some service lanes or

counters are closed.
Guest Expectation: To wait as short a time as possible.
6. Guest Complaint: Impersonal service

Guest Expectation: To receive personal attention and genuine
interest from service employees
7. Guest Complaint: Inadequate communication after problems
arise.
Guest Expectation: To be kept informed about recovery efforts
after having or reporting problems or service failure
8. Guest Complaint: Employees unwilling to make extra

effort or who seemed annoyed by requests for assistance
Guest Expectation: To receive assistance rendered willingly by
helpful and trained service employees
9. Guest Complaint: Employees who don’t know what’s happening
Guest Expectation: To receive accurate answers from service employees
knowledgeable about both service product and organizational procedures
10. Guest Complaint: Employees who put their own interests first, conduct
personal business, or chat with each other while the customers wait.
Guest Expectation: To have customers’ interests come first
QUALITY, VALUE AND COST
Quality
Two “equations” can help make clear what quality, value and
cost mean to the guestologist and why we say that quality and value
are determined not in any absolute sense, as they might be in other
situations, but entirely by the guest
VALUE
 If the quality and cost of the experience are about the same, the
value of the experience to the guest would be normal or as
expected; the guest would be satisfied by this fair value but not
wowed.
 Low quality and low cost, and high quality and high cost, satisfy
the guest about the same, because they match the guest’s
expectations.
 Organizations add value to their guests’ experiences by providing

additional features and amenities without increasing the cost to
guest
COST
One source of cost difference to a
guest having lunch today at your
restaurant rather than someone
else’s is, of course, the price of the
meal. In addition, experienced restaurant and other hospitality
managers appreciate that the guest has also incurred other, less
quantifiable costs, including the so-called opportunity costs of
missing out on alternative meals at competing restaurants and
foregoing experiences or opportunities other than eating a
restaurant meal. The cost of the guest’s time and the cost of any
risks associated with entering into this service transaction must
also enter the equation.

 The guest’s time may not be worth an exact dollar figure per minute
or hour, but it is certainly worth something to the guest, so time
expenditures (time spent getting to your restaurant, waiting for a
table, waiting for service) are also costly. Finally, the customer at
your restaurant runs some risks, slim but real and potentially costly,
like the risk that your restaurant cannot meet expectations or the risk
that your service staff will embarrass that customer in front of the
customer’s own special guest today.
 All these tangible and intangible, financial and nonfinancial costs
comprise the “all costs incurred by guest” denominator of the
second equation. They make up the total burden on the guest who
chooses a given guest experience.
COST OF QUALITY
 cost of quality is often used as a reminder not of how much it
costs the organization to provide service quality at a high level
but of how little it costs compared to the cost of not providing
quality.
 That is why benchmark organizations expend whatever

resources are necessary to accomplish two complementary
goals: exceed expectations to deliver wow to the level of guest
delight and prevent failures. Because preventing and recovering
from failure are so important
WHO DEFINES QUALITY & VALUE
 Because service is intangible and guest expectations are variable, no

objective determination of quality level (and therefore of value) can be
made. In some areas of business, a quality inspector might be able to
define and determine the quality of a product before a customer ever
sees it.
 In the hospitality field, only the guest can define quality and value.
IMPORTANCE OF GUESTOLOGY
 it can be used to study and understand any organization in

which people are served in some way.
 Even manufacturing firms have “guests” or people that they

should treat like guests: their customers, their own
employees, and their strategic partners.

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QUALITY SERVICE

After studying this unit, you will be able to:

• Define the meaning of guestology, its importance and

 An expanded definition includes

 Guest behaviors within the hospitality organization are

 Guestology means simply that all organization’s

THE GUEST EXPERIENCE

 The term service scape, the landscape within which service is

Guest arrive with a set of expectations as what to that chosen hotel or

 The major responsibility for fulfilling the expectations created by

JUST WHAT DOES THE GUEST EXPECT?

 Customers complain when they do not get what they expect or

2. Guest Complaint: Harsh, disrespectful treatment by

3. Guest Complaint: Carelessness, mistakes, broken

5. Guest Complaint: Waiting in line because some service lanes or

6. Guest Complaint: Impersonal service

8. Guest Complaint: Employees unwilling to make extra

 Organizations add value to their guests’ experiences by providing

 That is why benchmark organizations expend whatever

 Because service is intangible and guest expectations are variable, no

 it can be used to study and understand any organization in

 Even manufacturing firms have “guests” or people that they

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