Hotel Marketing Prelim 1 Chapter 2
The service culture focuses on — and — customers.
Creation of a service culture has to start with top — and flow down.
Unlike physical products, services cannot be seen, tasted, felt, heard, or smelled before they are purchased. In the hospitality and travel industry, many of the products sold are —experiences.
—, such as the condition of the grounds and the overall cleanliness of an establishment provide signals as to the quality of the intangible service.
In most hospitality services, both the service — and the — must be present for the transaction to occur.
Managers must manage — so they do not create dissatisfaction for others.
Another implication of inseparability is that customers and employees must understand the service delivery system because they are — the service.
select, hire, train
Customer coproduction means organizations must —,–, and — customers.
value, customization, waiting
The benefits of a guest becoming an “employee” bc of coproduction include increased —, —, and reduced — time
Services are highly —. Their quality depends on who provides them and when they are provided.
consumption, demand, skill
Several causes of service variability include simultaneous production and —, fluctuating —, and the — of the service provider.
—, or lack of consistency in the product, is a major cause of customer disappointment in the hospitality industry.
hiring, training, standardize, satisfaction
Three steps hospitality firms can take to reduce variability and create consistency: a) invest in good — and — procedures, b)— the service performance process throughout the organization, c) monitor customer —
Revenue lost from not selling hotel rooms or filling restaurant seats is gone forever. Therefore it can be said that services are —.
profits, growth, customers, value, employees, quality
The service-profit chain connects service firm profits with employee and customer satisfaction. a) healthy service— and —, b) satisfied and loyal —-, c) greater service —, d) satisfied and productive service —, e) internal service —-
— marketing means that the service firm must effectively train and motivate its customer-contact employees and all the supporting service people to work as a team to provide customer satisfaction.
— marketing means that perceived service quality depends heavily on the quality of the buyer-seller interaction during the service encounter.
differentiation, service, productivity
Service companies face the task of increasing three major marketing areas: their competitive —, — quality, and —.
people, environment, process
Service companies can differentiate their service delivery in three ways: through —, physical —, and —.
Customer — is perhaps the best measure of quality, as it is dependent on how consistently a service firm delivers value.
Good service — can win more customer purchasing and loyalty than if things had gone well in the first place.
Customer — are of the most available yet underutilized sources of customer and market information.
materials, appearance, environment
Service managers should take steps to provide their prospective customers with evidence that will help tangiblize the service. Promotional—, employees’ —, and the service firm’s physical — all help tangibilize service.
A service organization should review every piece of tangible evidence to make sure that each delivers the desired organization — the way a person or group views an organization- to target customers.
Customers who buy hospitality products experience some anxiety bc they cannot experience the product beforehand. One way of combating concern is to offer — trips, which allow meeting planners and travel agents to experience the service in a low risk situation.
customer, cross, part, rent, share, low, service
Managers can use the following techniques to manage capacity: a) involve the — in the service delivery system, b) —train employees, c) use — time employees, d) — or — extra facilities and equipment, e) schedule downtime during periods of — demand, f) change the — delivery system
price, reservations, overbook, management, queuing, demand, promotional
Managers can use the following techniques to manage demand: a) use — to create or reduce demand, b) use —- allow guests to request a specific time or room type, c) — – take more requests than you have space available d) revenue — establish different rate fences e) use —- – customers are helped on a first-come first-serve basis, f) shift —, g) create — events – “buy one get one free” or “children eat free” are examples