Final Flashcards
1
Q
What to do;
A
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
2
Q
Hypothetical day that the faciloty, attraction or service designed to handle comfortably but not too comfortably
A
Design day
3
Q
Set the design day
A
Planners
4
Q
The maximum number of customers allowed in the facility in s day or one at a time
A
Capacity Day
5
Q
Mathematical solutions the technique offer
A
Queuing theory or waiting-in-line theory
6
Q
Managing wait has two major components
A
Keep the wait ASAP
Have the physiological and psychological needs and expectations are met
7
Q
Characteristics of waiting in line
A
Arrival patterns
Queue Discipline
Time for service
8
Q
The number of guests arriving and the manner in which they enter the waiting line
A
Arrival patterns
9
Q
How the arriving guests are served
A
Queue discipline
10
Q
How long it takes to serve guests
A
Time for service
11
Q
Guest point of view
A
As the experience is occurring
12
Q
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
A
Process strategies
13
Q
Two other in-process methods of assessing the servoce quality of the experience while it is happening
A
Managerial observation/MBWA
Employee observation and inquiry
14
Q
Methods to collect data
A
Comment cards Toll freee numbers Email Telephone Web survey Guest focus groups
15
Q
Measures of service quality
Service setting
Annual hours of training
A
Price
16
Q
Techniques for assessing qualities
A
Job performance standards MBWA Employee observation Service guarantees Structured guest interviews
17
Q
Job performance standards
A
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
18
Q
MBWA
A
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
19
Q
Employee observation
A
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
20
Q
Service guarantees
A
Document service failures
Allow customers to see service standards
Send employees strong message about organizational commitment to service quality
Enhance likelihood of guest complaining
21
Q
Types of Service failures
A
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
22
Q
The Price of Failure
A
Cost money to lose customer
Cost of revenue
Negative word of mouth
23
Q
It has great value
A
Positive word of mouth
24
Q
It is extremely costly
A
Negative word of mouth
25
The focus of service recovery
Unhappy or dissatisfied customer
26
The Customer's Response to Service Failure
```
Never Return
Complaints
Bad-mouth the Organization
Retaliate/Revenge
Worst case Scenario/Angry Avenger
```
27
Word of mouth is important for several reasons. People who tell other people tend to be more credible than impersonal or anonymous testimonials.
Credibility
28
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
29
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
30
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
31
Means of comparing what is happening against what is supposed to happen, usually but not always, expressed as a measurable service standard
Process strategies
32
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
33
Two in-process methods of assessing the service quality of the experience while it is happening
Managerial observation/MBWA
| Employee observation and Inquiry
34
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
35
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
36
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
37
The simplest and least expensive technique for assessing the degree to which guest-service quality
Meeting service standards
38
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"
39
Almost every hospitality organization relies on _ to match its serving capacity with the number of guests who want service
Waiting lines or queues
40
Are among any service provider's fundamental concerns
Planning and managing the wait
41
Strategies to present for planning and managing the reality and perception of the guest's wait for service.
Quantitative and Perceptual Strategies
42
The secret to managing the guest's wait effectively
Use all available techniques in the right combination
43
The guest experience often starts off with not a _ but a _
wow
| wait
44
It results from a careful study of the expected demand pattern
The Capacity Decision
45
Planners must predict three factors that drive the capacity decision:
How many people
At what rate
How long
46
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
47
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
48
They can provide excellent feedback about the quality of guest experiences that supplements and adds detail to managerial observation
Line employees
49
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
```
50
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
51
How to know the guest's needs, wants and expectations
Study the guest-Guestology
52
Three Ss
Strategy
Statting
Systems
53
The Key Drivers
The Basics
The Wows
Personalize
54
It includes those basic things that guests expect the organization to provide if it is to operate in the particular market segment
Basic guest expectations
55
This includes the characteristics and qualities that make the experience memorable
Wow elements
56
These organizations go beyond meeting the basic expectations with which guests arrive when they come in the door or onto the property to have a service need satisfied
The Wows
57
The point is that you don't know what factors in the service product, the environment and the delivery system are the key drivers of guest satisfaction and intent to return until you carefully study all possible drivers
Study, Study, Study
58
They study their guest extensively and also accumulate the information they have learned about the guests individually and collectively
Excellent guest service organization
59
Allows the organization to know a great deal about its guests, either as a demographic or psychographic group or as individuals
Computerized databases and sophisticated techniques of database analysis
60
The outstanding service organizations that attract repeat customers have an added advantage, they can accumulate information on their frequent guests and use this information to further customize the guest experience
Personalize
61
Maximum capacity
Design day
62
Limit on the facility
Capacity and Location
63
Who creates the Culture
Leader
64
It must be planned and carefully thought through to ensure that the message sent to all employees is the one the organization really wants to send
Culture
65
It has become an increasingly important factor for all guest service organizations as they realize that the most effective way to differentiate themselves from their competitors is on the quality of the service encounters that their customer contact personnel provide
Staffing
66
Three responsibilities server has
Deliver the service product
Identify and fix inevitable problems
Manage the quality of the encounter
67
Selection of the right person starts by
clearly defining the job requirements
68
The second part of staffing issue which states the right person in the right job must be trained to perform the job correctly and consistently
Training
69
Similar jobs exist
Industrial sector
Job rotation
Job enlargement
Job enrichment
70
Advantages guest service organizations offer
Presence of the guest and the positive feedback and simulation dealing with guest brings
Satisfaction from Satisfying
71
Future employees will expect more job challenges and increased opportunities for the guest encounter while future managers will have increasingly efficient mechanized production and delivery systems
Trust the technology or the people
72
The third part of the staffing issue which is to set performance standards and reward employees who meet them
management responsibility
73
Like employees, they must be recruited, motivated, sometimes trained and given the opportunity to perform.
Guest
74
It comprises all the organizational systems that support the guest experiences
Systems
75
The most highly developed technical applications of guestology can be found in
Systems area
76
Models of guest behavior in many situations can be built and used to understand and predict the ways in which the organization can satisfy the guest's expectations
Simulations
77
It is an inevitable part of the service experiwnce
Wait
78
This choice is highly undesirable, but sometimes the movie theatre manager or rock show entrepreneur must tell those waiting, "Sorry, we're sold out."
Close the Doors to Further Customer
79
This alternative is usually expensive, unless they believe the high demand causing wait lines will continue
Add capacity
80
Simply informing guests of when the busy and slack times occur may smooth out demand
Manage demand
81
Another way by managing demand from peak to off peak
Arrival patterns
82
When lines are unavoidable, one way to keep customers happy is by offering people waiting in line something else to do
Allow the line to Form and then Manage the line by Diverting customers
83
The organization can accept the fact that it will make customers unhappy with a wait and hope that they aren't so unhappy that they leave and vow never to return
Do nothing
84
Line Types
```
Single channel-Single Phase Queue
Single channel-Multi-Phase Queue
Multi-Phase Single-Phase Queue
Multi-Multi Queue
Virtual Queue
```
85
The basic line type one server one step
Single single Queue
86
It is two or more single channel, single phase queues in sequence
Single Multi
87
Cafeteria
Drive Thru
Quick service
Single Multi
88
The customer begins in a single line that then feeds into multiple channels or stations for the service
Multi-Single
89
Bank
| Airport
Multi Single
90
The most complicated to manage. It is two or more multi channel
Multi multi
91
Most popular line type that isn't visible
Virtual Queues
92
Planners should select the queue that best provides customers with all the following:
A sense of progress toward their goal or service experience
A sense of control over what is happening
Activity
A sense of fairness
93
The most visible part of the guest experience
Wait for service
94
Requires extra organizational time and attention
Wait systems
95
Easily modeled and studied with simulation techniques and easy-to-use computer software
Waiting periods
96
The management of waiting time is important from _to_
Capacity standpoint
| Psychological standpoiny
97
What we need
```
Skills
Incentives
Resources
Delivery system
Measurement
Vision
```
98
Vision
Unfocused employees
Unfocused service
Confused guest
99
Skills
Untrained employees
Probably failed service
Disappointed guest
100
Incentives
Unmotivated employees
Lackluster service
Disappointed guest
101
Resources
Unsupported employees
Unreliable service
Unsatisfied guest
102
Measurement
Uninformed employees
Inconsistent service
Unfulfilled guest
103
All
Unsurpassed employees
Wow servce
Delighted guest
104
When something goes wrong in the delivery of a service
Service failure
105
Best way to handle a service failure
Prevent before it occurs
| Building strategies: PERT/CPM, fishbobe, blueprint, simulation
106
Types of Service Failure
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
Combination
107
These include any failure in the core service products, service settings and service systems
Service product failure
108
This include any inability to provide what guests ask for
Failure to meet explicit or implicit customer requests
109
These include both intentional and unintentional acts
Failures cause by employee actions or inactions
110
Price of failure
Cost money to lose customer
| Lost of revenue
111
Customer's response to Service Failure
```
Never return
Complaints
Bad-mouth the organization
Retaliate/revenge
Worst case scenario:Avenger
```
112
Positive opportunity for the organization with several important benefits
Complaints
113
Something to believe
Credibility
114
Encourage
Evangelists
115
Looking for service failures
The complaint as a Monitoring service
Encouraging complaints
Body language as a complaint
Don't forget to ask
116
The basic recovery principle
To do something and do it quickly
117
How do customers evaluate recovery efforts
Distributive justice/outcome fairness
Procedural justice
Interactional justice
Informational justice
118
Benefits of quick recovery
Less expensive
Reward programs
Fix problemso
119
Assessment by the customer of the fairness associated with whatever compensation he received to rectify service failure
Distributive justice
120
Refers to whether the company believe company procedures
Procedural justice
121
Refers to the customer's feelings of being treated with respect and courtest
Interactional justice
122
Refers to the guests' satisfaction with the adequacy of the information and xommunication
Informational justice
123
Characteristics of a GoodRecovery Stratefy
Failure is Addressed quickly
Recovery strategies must be communicated clearly
Should be flexible enough to accommodate both different types of failures
124
Relatively severe and Relatively mild organization
Red carpet treatment and apology
| Apologize and replace
125
Relatively severe and Relatively mild guest
Provide help to the extent possible and apologize
| Apologize and extent sympathy
126
Cheapest and easiest to use of all formal data collection methods
Comment cards
127
This technique lets customers say what's on their mind24 hours a day
Toll free 800 numbers
128
New technologies for gathering feedback SURVEY
Mail/Web surveys
Telephone surveys and Interviews
Critical incident surveys
SERVQUAL
129
Dissatisfied, Neutrals, Satisfied
Critical incident survey
130
Servqual
A. Paraauraman
131
Provide in-depth information on how guests view the service they receive e
Focus groups
132
Secret shoppers provide management with a relatively objective snapshot of the guest experience
Mystery shoppers
133
Best evaluators
Guest
