service quality ppt

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© HOSPITALITY MANUALS 2009

THE QUALITY PLAN

A Strategy for Anticipating, Meetingand Exceeding GUEST Expectations




Our purpose….The Acquisition and

Maintenance of GUESTSOur strategy….

By anticipating, meeting andexceeding GUEST Expectations




Quality Management & Customer Care

SERVQUAL QuestionnaireThe Parasuraman, Zeithaml and Berry developed a quality service model in

1980’s based on the principle that:-

The level of service quality is the difference between perceived (delivered) service and the customer’s expectations.

Known as the SERVQUAL Model





SERVQUAL QuestionnaireThe Parasuraman, Zeithaml and Berry SERVQUAL model..

• Originally identified 10 dimensions of quality and developed a list of 97

items on a seven point scale…

• After testing and subsequent refinement (i.e. factor analysis) the listwas collapsed into a 22-item questionnaire covering 5 dimensions..)called SERVQUAL





SERVQUAL Questionnaire•Tangibles•Reliability

•Responsiveness•Assurance•Empathy

•These factors would differ in importance from serviceto service e.g. reliability is more important in a bank,empathy in a hospital!




The SERVQUAL Model

SERVQUAL 5 DIMENSIONS OF SERVICE QUALITY

1. Tangibles – Appearance ofphysical facilities, equipment,personnel and communicationmaterials

3. Responsiveness –Willingness to help customersand provide prompt service

4. Assurance – Knowledge andcourtesy of employees andtheir ability to convey trustand confidence (Competence,courtesy, credibility andsecurity of the service)

4. Empathy – Caring,individualised attention theHotel provides to its GUESTS(Access to management,communication andunderstanding the GUESTSneeds)

2. Reliability – Ability to perform the promised service dependably andaccurately




Quality Assurance – 5 Dimensions

TANGIBLES – the appearance, availability and conditionof physical facilities, equipment, personnel, printed andvisual materials.

• Are facilities attractive, clean and visually appealing?• Is provided equipment and facilities in good working order?

• Do STAFF give a neat, professional appearance?

• Are materials and written communications associated with theHotel brand visually appealing and easy to understand?

• Is technology and equipment up to date?




RELIABILITY – the consistency of performance anddependability. The ability to perform the promisedservice dependably and accurately.

• Is service performed right, to the required standard, the firsttime and as promised?

• Is the level of service the same at all times of the day and for allmembers of STAFF?

• Are all services/ facilities available as promised?

• Is there dependability in handling GUEST problems?

• If a response or action is promised within a certain time, does ithappen?





RESPONSIVENESS – the ability and willingness toprovide prompt and efficient service to anticipate, meetand exceed GUEST needs.

• Is service provided at times and places it is needed?• Is service provided with minimum inconvenience to the GUEST?

• Do STAFF show a readiness to respond immediately to GUEST requests?

• When there is a problem, do STAFF respond to it quickly and withempathy?

• Are GUEST needs anticipated and acted upon?

• Are GUESTS kept informed about relevant changes?





ASSURANCE – the ability to instill confidence andperceived security in all interactions the GUEST haswith the establishment.

• Do employees and management instill confidence in GUESTS?• Do GUESTS feel safe and secure on the premises?

• Are employees consistently courteous?

• Are STAFF able to answer GUEST questions about the Hotel’sfacilities and services and those of African Pride Hotels?





EMPATHY – making the effort to know GUESTS andunderstand their needs.• Do employees and management understand the needs of different

GUESTS?

• Do GUESTS receive individual attention?

• Do front-line employees recognise regular GUESTS and addressthem by name?

• Do employees and management listen to GUESTS problems anddemonstrate understanding and concern? Are various options to aparticular query clearly explained?

• Do employees have the GUESTS’ best interests at heart?

• Is management easily accessible to the GUESTS?





Understanding GUEST Expectations

The level of service quality is the difference between perceived quality of the product and service and the GUEST’S expectation

Expected Service

Perceived Service

(i.e. the GUEST’S expectation ofthe physical product and service tobe provided)

(i.e. the GUEST’S perception of theactual physical product and serviceexperienced)




Understanding GUEST Expectations

S = RE

S = Success/Satisfaction = Results (Delivery)that exceed the

GUEST’s Expectations

The level of service quality is the difference between perceived quality of the product and service and the GUEST’S expectation




Brand Expectations Personal Needs Past ExperienceWord of Mouth

Expected Service

Received Service

Service Delivery(including pre- and

post contacts)

Translation of perceptions intoService Quality

Standards

ManagementPerceptions of

Consumer Expectations

ExternalCommunications

to Customers

CONSUMER

PROVIDER

SERVICE GAP

SERVICE GAP

Source: SERVQUAL Model – Zeithami Parasuramen Berry

Service Delivery Gaps

SERVICE GAP




Delivery Gaps – Gap 1The Knowledge Gap

Causes• Failure to know markets

• Failure of management toidentify different GUEST expectations

Strategies• Know your “Market Mix“

• Communicate with GUESTS

• Regularly check feedback sitessuch as expedia.com, hotels.com,traveladvisor.com and

hellopeter.com for feedback on your Hotel and your competitors

• Encourage GUEST Feedback

• Management accessibility andpresence

Difference between what GUESTS expect and management perceptions of GUEST expectations – i.e. not knowing what GUESTS expect

i.e. know your MARKETS




Delivery Gaps – Gap 2The Standards Gap

Causes• Management indifference

• Resource constraints (e.g.financial, equipment,STAFF)

• Market conditions

Strategies• Top management

commitment

• Product qualityspecifications

• Service quality standards

Difference between management perceptions of GUEST expectations and product/ service quality specifications

i.e. get the PROCESS right




Delivery Gaps – Gap 3The Delivery Gap

Causes• Employees unaware of

performance requirements

• Employees do not have theskills

• Employees unwilling to work

Strategies• Set and Communicate

Performance Standards

• Hire for attitude, train forskill

• Put your best people at theGUEST interface

Difference between service quality specifications and delivery of specifications i.e. failure to ensure that GUEST service performance matches required

standards

i.e. get the PEOPLE right




Delivery Gaps – Gap 4The Communications Gap

Causes• Poor or lack of

communication e.g.advertising, poorly worded“specials”

• Over-promising

Strategies• Ensure STAFF know the

product and servicesoffered

• Avoid propensity to over-promise

Difference between service delivered and external communications i.e. not living up to the levels of product quality and service performance that are

promised or implied

i.e. get the EXPECTATIONS right




SERVICE DELIVERY GAPSClosing the Gaps

• Know your MARKETS and GUEST Profile

• Get the right PEOPLE and get the people RIGHT

• Get the PROCESSES right

• Get the EXPECTATIONS right




SERVICE DELIVERY GAPSClosing the GapsMARKETS

• Know your “Market Mix“• Communicate with GUESTS• Encourage GUEST Feedback• Management accessibility and

presence

PROCESSES• Top management commitment

• Product quality specifications• Service quality standards

PEOPLE• Set and CommunicatePerformance Standards

• Hire for attitude, train for skill• Put your best people at the

GUEST interface

EXPECTATIONS• Ensure STAFF know the product and

services offered

•Avoid propensity to over-promise

• Regularly check feedback sites such asexpedia.com, hotels.com,traveladvisor.com and hellopeter.comfor feedback on your Hotel and yourcompetitors




The Quality PlanClosing the Gaps

The Quality Plan is about pro-active quality assurance i.e. finding and correcting the gaps before

the GUEST finds them




Closing the GapsTripAdvisor®, the world's largest travel community, has announced the

results of its hotel survey of more than 2,200 travellers worldwide.

The Good - When asked what makes a hotel great, 30 percent ofrespondents said location is the most important factor,

while 29 percent cited comfortable beds, and

24 percent said hotel staff/great service.

When asked what makes a hotel bed comfortable, 64 percent said it's

the mattress, 11 percent noted the linens, and another 11 percentsaid it's the pillows.




Closing the GapsThe Ugly - Sixty-eight percent of travellers have experienced a dirty

carpet at a hotel,

64 percent have dealt with non-working appliances, and

59 percent have waited as their room was not ready at check-in.

Thirty-eight percent of travellers think the dirtiest part of a hotel isthe carpet, 37 percent speculate it's the bedspread, 11 percentbelieve it's the television remote and another 11 percent think it'sthe bathroom.




Closing the GapsHonest and Truthful - Seventy-eight percent of travellers said hotels

are often "as advertised,"

17 percent said they are rarely as advertised.

"Your hotel experience can make or break your vacation and we've found

that travellers don't ask for much. Cleanliness is the top travelrequirement among TripAdvisor members and that doesn‘t seem liketoo much to ask." said Michele Perry, vice president of globalcommunications for TripAdvisor - Travel Daily News




The Quality PlanThe basic level of the Quality Plan is reached by fulfilling the following

requirements:-

1. The processes must be strictly GUEST-orientated

2. Operational Standards, for the quality of physical product andGUEST services, must set and communicated

3. There must be internal assessments of the achievement of requiredlevels of physical and service quality

4. A systematic process for reviewing and responding to GUEST complaints/ feedback

5. An annual Quality Assurance review and action plan for continuousimprovement




The Quality Plan

STRATEGIES for getting your MARKET right

• Know your Market Mix and GUEST profile

• Know your operations Strengths and Weaknesses

• Know what your Competitors are doing

• Market your facilities and services to your STAFF

• Ensure your MARKETINGPLAN is in place and up-to-date

• Make sure your facilities,services and operational

standards are appropriate to your market mix




The Quality PlanSTRATEGIES for getting the right PEOPLE

and for getting the people RIGHT • Hire for attitude, train for skill

• Put your best people at the GUEST interface

• Involve STAFF in GUEST feedback

• Use the Departmental Training

Checklists to identify trainingneeds

• Enter into GUEST Servicecontracts with service employees

• Form GUEST service focusgroups to discuss GUEST feedback and possible preventionof future occurrences




The Quality Plan

STRATEGIES for getting thePROCESSES right

• Management Commitment

• Measurable Operational Standards

• Communicate your GUEST Service Vision andValues

• Manage quality by walking around

• Set, communicate and review operationalstandards for quality of Hotel facilities andamenities

• Set, communicate and review operationalstandards for GUEST service




The Quality Plan

STRATEGIES for gettingthe EXPECTATIONSright

• Ask for and Listen to GUEST Feedback

• Say what you will do, and do what you said you will do

• Under-promise and over-deliver

• Use the “Hot or Not” GUEST

feedback system

• Conduct GUEST Questionnaires

• Create your own MysteryGUESTS

• Ask your STAFF how service canbe improved?




Implementing the Quality Plan

1. Set and communicate your GUEST Service Vision and Values

2. Ensure your Marketing Plan is in place

3. Set and communicate GUEST service standards and operational qualitystandards for Hotel facilities

4. Use Quality Checklists to internally monitor the quality of service and product

5. Use the “Hot or Not” process and GUEST Questionnaires for obtainingGUEST feedback

6. Use the annual Quality Assurance review to implement an action plan forcontinuous improvement





This Business Plan 2010 manual contains everything you need to implement aQuality Assurance programme in your Hotel.

Included on the disk (under the Quality Plan section) are:-

• A step-by-step plan for implementing Quality Assurance

• Minimum operational standards for Front Office, Food and Beverage,Housekeeping and Conferencing

• Standard checklists for all the above Departments

• Sample Job Descriptions

• Additional Resources such as costing spreadsheets, forms, etc




Implementing Quality Assurance is common sense….

All you need to do is ask

“What do my GUESTS expect of my Hotel ?”

And then to everything you can to Anticipate, Meetand Exceed those Expectations.

GOOD LUCK and THANK YOU!

service quality ppt

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