Efnisyfirlit

• Foreword
• Preface
• Acknowledgments
• About the Authors
• Introduction
• Section 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 Expect
    • Introduction
    • Guestology: What Is It?
      • Meeting Customer Expectations
        • Understanding the Guest
        • Serving Internal Customers
      • Service
        • Service Product
        • Service Industries
        • Goods to Services to Experiences
    • The Guest Experience
      • Product, Setting, and Delivery
      • Unique, Yet Similar
      • Components of the Guest Experience
        • The Service Product
        • The Service Setting
        • The Service Delivery System
      • Service Encounters and Moments of Truth
      • The Nature of Services
        • Services Are Partly or Wholly Intangible
        • Services Are Consumed at the Moment or during the Period of Production or Delivery
        • Services Require Interaction between the Service Provider and the Customer, Client, or Guest
    • Guest Expectations
      • Meeting Expectations
      • Do Not Provide More Hospitality than Guests Want
      • Just What Does the Guest Expect?
    • Quality, Value, and Cost Defined
      • Quality
      • Value
      • Cost
        • Cost of Quality
      • Who Defines Quality and Value?
    • The Importance of Guestology
    • Lessons Learned
    • Key Terms
    • Review Questions
    • Activities
    • Ethics in Business
    • Case Study
    • Further Readings
  • Chapter 2 Meeting Guest Expectations through Planning: Hospitality Principle: Focus Strategy on the Key Drivers of Guest Satisfaction
    • Introduction
    • Three Generic Strategies
      • A Lower Price
      • A Differentiated Product
        • The Brand Image
      • A Special Niche
      • Reinventing the Industry
      • No Matter the Strategy, Provide Better Service
    • The Hospitality Planning Cycle
      • Looking Around
      • Looking Within
      • The Necessity for Planning
      • Forecasting
    • Assessing The Environment
      • The Overall Environment
        • Society and Demographics
        • Changing Social and Political Expectations
        • Technology
        • Ecology
      • The Industry Environment
        • Changing Competitors
        • Changes in Other Relevant Groups
      • The Operating Environment
        • Strategic Premises
        • Predicting the Competitive Environment
        • Surprises
    • Assessing the Organization Itself: The Internal Assessment
      • Core Competencies
      • Internal Assets
    • Vision And Mission Statements
      • The Vision Statement
      • The Mission Statement
    • Developing The Service Strategy
      • Determining the Service-Product Strategy
      • Determining the Service-Setting Strategy
      • Determining the Delivery-System Strategy
    • Action Plans
      • Management Performance Plans
      • Employee Hiring, Training, and Retention Plans
      • Capacity Utilization Plans
        • The Design Day
        • Yield Management and Revenue Management
      • Financial Budget Plans
      • Marketing Plans
      • Action Plans as an Integrated Whole
      • Involve Employees in Planning
      • The Uncertain Future
    • Lessons Learned
    • Key Terms
    • Review Questions
    • Activities
    • Ethics in Business
    • Case Study
    • Appendix
    • Further Readings
  • Chapter 3 Setting the Scene for the Guest Experience: Hospitality Principle: Provide the Service Setting That Guests Expect
    • Introduction
    • Creating “the Show”
      • Themes Create Fantasy
      • To Theme or Not to Theme?
      • Control and Focus
      • The Architecture
      • Sights and Sounds
    • Why Is the Environment Important?
      • Guest Expectations
      • Guest Mood
        • Main Street, Disney
      • Employee Satisfaction
      • Setting as a Part of Service
      • The Functional Value of the Setting
    • A Model: How the Service Environment Affects the Guest
      • Environment
        • Ambient Conditions
        • Use of Space
        • Functional Congruence
        • Signs, Symbols, and Artifacts
        • Other People
      • The Servicescape
      • Individual Moderators
      • Responding to the Servicescape
        • Physiological Responses
        • Cognitive Responses
        • Emotional Responses
      • The Bottom Line: Come and Stay, or Stay Away
    • Lessons Learned
    • Key Terms
    • Review Questions
    • Activities
    • Ethics in Business
    • Case Studies
    • Further Readings
  • Chapter 4 Developing the Hospitality Culture: Everyone Serves!: Hospitality Principle: Define and Sustain a Total Service Culture
    • Introduction
    • The Importance of Leaders
      • Culture and Reputation
      • The Manager’s Most Important Leadership Responsibility
    • The Importance of Culture
      • Strategy and Employee Commitment
      • Culture Defined
    • Culture as a Competitive Advantage
      • Management by Culture
      • An Example: The Chef
      • Culture as a Competency
      • Culture and the Outside World
      • Culture and the Internal Organization: X and Y
      • Teaching the New Values
      • Culture Fills the Gaps
    • Beliefs, Values, and Norms
      • Beliefs
      • Values
      • Norms
        • Norms in Advertising
        • Norms of Appearance
        • Folkways and Mores
    • Culture and the Environment
      • Learning the Culture, Learning from the Culture
      • Subcultures
        • Subcultures of Nations
    • Communicating the Culture
      • Laws
      • Language
      • Stories, Legends, and Heroes
      • Symbols
      • Rituals
      • Leaders Teach the Culture
        • Setting the Example
      • Guests Teach the Culture
      • Culture and the Organization Chart
      • Culture and Physical Space
      • Culture and Leadership Skills
        • At Southwest: Maintaining a Strong Culture
    • Changing the Culture
      • Denny’s Restaurants
      • What We Know about Culture
    • Lessons Learned
    • Key Terms
    • Review Questions
    • Activities
    • Ethics in Business
    • Case Study
    • Further Readings
• Section II The Hospitality Service Staff
  • Chapter 5 Staffing for Service: Hospitality Principle: Find and Hire People Who Love to Serve
    • Introduction
    • The Many Employees of the Hospitality Industry
      • Serving the Guests
      • Supporting the Service
      • The Role of the Manager
      • Managing Emotional Labor
      • Find the Service Naturals
      • The Recruitment and Selection Challenge
    • The First Step: Study the Job
      • Job Analysis: The Foundation of Human Resources
        • Study Your Best Performers
        • Develop Talent Profiles
        • Other Key Characteristics for Service Personnel
      • Human Resource Planning
    • The Second Step: Recruit a Pool of Qualified Candidates
      • Hiring Internal Candidates
        • The Known Quantity
        • Internal Equity
        • Experience
        • Knowing the Culture
        • Lower Cost
        • Recruiting Advantage
        • Internal Search Strategies
      • Hiring External Candidates
        • New Ideas and Fresh Perspectives
        • Difficulties with Internal Candidates
        • Specific Skills and Knowledge
        • Diversity, Equity, and Inclusion
      • External Search Strategies
        • Casting a Broad Net
        • Focused Recruitment Efforts
        • Personal and Professional Networks
        • Student Recruiting
        • Employee Referrals
        • Employment Events, Job Fairs, and Career Fairs
        • Employers of Choice
        • Walk-Ins
        • Recruiting from the Competition
        • Call-Back File and Boomerang Employees
        • The Fully Virtual Experience
      • The Final Applicant Pool
    • The Third Step: Select the Best Candidate
      • Screening and Evaluating Applicants
        • The Application Form
        • The Interview
        • AI-Assisted Interviewing
        • Commitment to Service
        • Psychological Tests
        • Assessment Centers
        • References, Background Checks, and Drug Tests
        • New Technologies for Screening and Evaluating Applicants
    • The Fourth Step: Hire the Best Applicant
    • The Fifth Step: Make The New Hire Feel Welcome
    • The Sixth Step: Turnover—Retaining the Best and Selecting People Out of an Organization
      • Employing the Best to Serve Your Guests
    • Lessons Learned
    • Key Terms
    • Review Questions
    • Activity
    • Ethics in Business
    • Case Studies
    • Further Readings
  • Chapter 6 Training and Developing Employees to Serve: Hospitality Principle: Train Your Employees, Then Train Them Some More
    • Introduction
    • Employee Training
      • Berry’s Five Training Principles for an Effective Training Strategy
        • Critical Skills
        • The Big Picture
        • Formalized Learning
        • Varied Approaches
        • Continuous Improvement
    • Developing a Training Program
      • What Do We Need to Improve?
      • Solving the Guest’s Problem
      • Data-Driven Approaches to Identifying Training Needs
    • Types of Training
      • Internal Training
      • External Training
      • Skills Training
      • Training the Very Basics
      • Using Training to Refresh Employee Skills
    • Training Methods
      • On-the-Job Training
      • Coaching
      • Apprenticeships
      • Internships
      • Cross-Functional Training
      • Classroom Training
      • Simulation
      • Online and Electronic Learning
        • Training with Collaboration Platforms
      • Executive Education
      • Mentoring
    • Challenges and Pitfalls of Training
      • Know Your Training Objectives
      • Measuring Training Effectiveness
        • Participant Reactions
        • Content Mastery
        • Behavioral Change
        • Organizational Performance
        • When a Great Training Program Can Hurt You
        • Training Costs
        • Training Return on Investment
    • Employee Development
      • Career Paths and the Right Experience
        • Preparing for Organizational Needs
        • Giving Employees the Chance to Advance
        • Education
        • Supporting General Education
      • The Competition Is Watching
        • They Want Your Best
    • Lessons Learned
    • Key Terms
    • Review Questions
    • Activities
    • Ethics in Business
    • Case Studies
    • Further Readings
  • Chapter 7 Serving with a Smile: Motivating Exceptional Service: Hospitality Principle: Engage, Motivate, and Empower Your Employees
    • Introduction
    • Motivating and Engaging Employees
      • The Service-Profit Chain
      • What Motivates People?
    • The Needs People Have
      • Economic Needs
      • Social Needs
      • Recognition Needs
      • Growth Needs
      • Achievement Needs
    • The Rewards Managers Can Provide
      • Financial Rewards
      • Recognizing a Job Well Done
      • Making the Job Fun
        • Minimizing the Negatives
        • Accommodating Worker Preferences
      • Empowering the Employee
        • What Is Empowerment?
        • Empowerment Implementation
        • Limitations and Potential of Empowerment
        • Degrees of Empowerment
        • Unintended Consequences of Empowerment
    • Ways Rewards Can Motivate
      • Individual, Generational, and Cultural Differences
      • The Power of Positive Reinforcement
        • At the Buffet
      • Linking Performance and Rewards
      • Managing Fairly
        • Justice in the Workplace
        • Pay Secrecy
      • Setting Goals
        • An Example: Management by Objectives
      • Working in Teams
        • Increasing Team Effectiveness
        • Self-Managed Teams
    • How Managers and Leaders Provide the Right Direction
      • Managers and Authority
        • Authority-Acceptance Theory
        • Preconditions for Employee Acceptance of Authority
        • Securing Employee Compliance with Authoritative Directives
        • Sexual Harassment in the Hospitality Industry
      • Managers and Leaders
      • Ethical Leadership
      • Leaders and the Changing Environment
      • Solving the Leadership Challenge of Motivating Exceptional Guest Service
    • Lessons Learned
    • Key Terms
    • Review Questions
    • Activities
    • Ethics in Business
    • Case Studies
    • Further Readings
  • Chapter 8 Involving the Guest: The Co-Creation of Value: Hospitality Principle: Empower Guests to Co-Create Their Experiences
    • Introduction
    • The Guest Can Help!
      • Guests as Quasi-Employees
      • The Organization Decides
    • Strategies for Involving the Guest
      • Guests as Unpaid Consultants
      • Guests as Marketers
      • Guests as Part of Each Other’s Experience
      • Guests as Co-Producers
        • Advantages of Co-Production for the Organization
        • Advantages of Co-Production for the Guest
        • Disadvantages of Co-Production for the Organization
        • Disadvantages of Co-Production for the Guest
        • The High Cost of Failure
        • Motivating Guests to Co-Produce
      • The Guest as a Substitute for Management
        • Guests as Supervisors
        • Guests as Motivators
        • Guests as Supervisors and Trainers for Other Guests
    • Determining Where Co-Production Makes Sense
      • Enriching the Wait
      • Co-Producing Value
      • Key Factors: Time and Control
      • Cutting Costs, Increasing Capacity
      • Co-Production as a Differentiation Strategy
      • Building Commitment
      • The Bottom Line: Costs versus Benefits
        • Help Wanted: Co-Producer
      • Inviting Guests to Participate: Guidelines
    • One Last Point: Firing the Guest
      • Firing Airline Passengers
      • Abrupt Firings
      • Subtle Firings
      • Maintaining Guest Dignity
    • Lessons Learned
    • Key Terms
    • Review Questions
    • Activities
    • Ethics in Business
    • Case Study
    • Further Readings
• Section III The Hospitality Service Delivery System
  • Chapter 9 Communicating for Service: Hospitality Principle: Glue the Guest Experience Elements Together with Information
    • Introduction
    • The Challenge of Managing Information
      • Informing the Guest
      • Cues Communicate
      • Adding Quality and Value through Information
      • New Information from Virtual Worlds
      • Getting Information Where It Needs to Go
    • Information and the Service Product
      • Information as Product: FreshPoint
      • Giving Employees the Information They Need
    • Information and the Service Setting
      • The Environment and the Service
      • The Environment as Information System
      • Customer-Provided Information
    • Information and the Delivery System
      • Really Knowing Your Customers
      • Delivering Freshness
      • Information on Service Quality
      • Information to the People
        • At Hyatt
        • At United
        • High Tech Becomes High Touch
      • Technology for Expertise
        • Centralized Reservations at Hyatt
        • Cross-Selling
      • The Front and the Back of the House
        • Point-of-Sale Systems
      • The Daily Count
      • The Information Flow Between Levels
    • Decision Support Systems
      • Using Data to Drive Decisions
        • Modeling Decisions
        • Statistical Analysis
        • Big Data and Data Mining
      • Using Information
        • Market Segmentation
        • Identifying and Targeting Your Best and Worst Customers
        • Collaborative Filters
      • Problems with Information Systems
        • Information Overload
        • Focusing on the Numbers
        • Bad Information
        • Maintaining Security
        • Value Versus Cost
        • Learning the System
    • The Hospitality Organization as an Information System
      • The Primacy of Information
        • Strategies for Addressing Deficiencies
        • Everybody Connected
      • Implications for Service
    • Lessons Learned
    • Key Terms
    • Review Questions
    • Activities
    • Ethics in Business
    • Case Studies
    • Further Readings
  • Chapter 10 Planning the Service Delivery System: Hospitality Principle: Provide Seamless Service Delivery
    • Introduction
    • Planning and Designing the Service Delivery System
      • Designing and Checking the Service Delivery System
      • The Goal: Fail No Guest; Delight Every Guest
      • Some Guiding Principles
    • Developing the Service Delivery System
      • Planning the System
      • Monitoring the Service Experience
      • Assessing the Experience and Improving the System
      • The Blurred Lines
      • The Self-Healing System
    • Planning Techniques
      • Blueprinting
        • The Hot Dog Stand
        • Adding Detail to Blueprints
      • The Universal Service Map
        • The Line of Internal Interactions
        • The Line of Visibility
        • The Line of Guest Interaction
      • Fishbone Analysis
        • Late Departures at Quickconnect Airlines
        • Resource Categories
        • Airport Data
        • No More Waiting
      • PERT/CPM
        • PERT/CPM Defined
        • The Diagrams
        • Circles and Arrows
        • Tony’s Deli
        • Building the Network
        • The Big PERT/CPM Picture
        • Holding a Convention
        • Potential Disadvantages
      • Simulations
        • At Epcot
        • The Odyssey Restaurant
        • Computer Simulations for All
    • Targeting Specific Problem Areas in Service Delivery Systems
      • Forecasting Demand to Prevent Problems
      • Training
      • Quality Teams
      • Poka-Yokes
        • Types of Inspections
        • Warnings and Controls
        • Poka-Yokes for Customers
        • Speed Parking
      • Cross-Functional Project and Matrix Organizations
        • At the Ritz-Carlton
        • Advantages and Disadvantages of Cross-Functional Project and Matrix Structures
      • The Real Boss
    • Lessons Learned
    • Key Terms
    • Review Questions
    • Activities
    • Ethics in Business
    • Case Studies
    • Further Readings
  • Chapter 11 Waiting for Service: Hospitality Principle: Manage the Guest’s Wait
    • Introduction
    • Capacity and Psychology: Keys To Managing Lines
      • When the Wait Begins
      • Designing the Service to Manage the Wait
      • Capacity
        • What to Do?
        • Design Day
        • The Capacity Day
    • Queuing Theory: Managing the Reality of the Wait
      • Characteristics of Waiting Lines
      • Line Types
        • Single-Channel, Single-Phase Queue
        • Single-Channel, Multiphase Queue
        • Multichannel, Single-Phase Queue
        • Multichannel, Multiphase Queue
        • Virtual Queues
      • Which Queue to Use?
      • Line Simulation: A Gift Shop
        • Observing the Flow
        • Allocation Wheels
      • Balancing Capacity and Demand
    • Managing the Perception of the Wait
      • The Emotional Wait State
      • Crowds and Clientele
      • Waits in Contrast
    • Service Value and the Wait
      • Before Service
      • During Service
      • After Service
      • Managing Waits in an Imperfect World
    • Lessons Learned
    • Key Terms
    • Review Questions
    • Activities
    • Ethics in Business
    • Case Studies
    • Appendix
    • Further Readings
  • Chapter 12 Measuring and Managing Service Delivery: Hospitality Principle: Pursue Perfection Relentlessly
    • Introduction
    • Techniques and Methods for Assessing Service Quality
      • Process Strategies
        • Rusty Pelican Standards
      • Measures of Service Quality
        • Use Many Measures or Just One?
      • Service Standards
        • Job Performance Standards
        • Managerial Observation of the Delivery Process
        • Employee Assessment of Guest Experiences
      • The Service Guarantee
        • Organizational Advantages of Guarantees
        • Potential Disadvantages of Service Guarantees
      • Asking Guests the Right Questions
        • Informal Queries by Employees
        • Formal Inquiries by Employees
        • Structured Guest Interviews
    • Measuring Service Quality After the Experience
      • Customer Rating Systems
        • Disadvantages
      • Call-in Feedback
      • Web, Tablet, and Phone App Feedback
      • Surveys
        • Web Surveys/Mail
        • Telephone Surveys and Interviews
        • Critical-Incidents Surveys
      • SERVQUAL
      • Guest Focus Groups
      • Experiments
      • Customers Evaluating Services on Their Own
      • Mystery Shoppers
    • Finding And Using The Technique That Fits
      • Your Best Evaluators: The Guests
      • The Improvement Cycle Continues
    • Lessons Learned
    • Key Terms
    • Review Questions
    • Activities
    • Ethics in Business
    • Case Studies
    • Further Readings
  • Chapter 13 Fixing Service Failures: Hospitality Principle: Don’t Fail the Guest Twice
    • Introduction
    • Service Failures: Types, Where, and Why
      • Stuck in the Snow
      • Types of Service Failures
      • Customer Failure
      • Where Failures Happen
      • Severity of Failure and Recovery
    • The Importance of Fixing Service Failures
      • The Price of Failure
      • The Customer’s Response to Service Failure
        • Never Return
        • Complain
        • Bad-Mouth the Organization
        • Retaliate
        • Worst-Case Scenario
      • The Value of Positive Publicity: Bad-Mouth versus “Wow”
        • Credibility
        • Evangelists
    • Dealing With Service Failures
      • How the Recovery Is Handled
        • Service Recovery: A Message to Employees
        • The Yellow and Black Tags
      • Looking for Service Failures
        • The Complaint as a Monitoring Device
        • Encouraging Complaints
        • Body Language as a Complaint
        • Don’t Forget to Ask
    • Recovering from Service Failure
      • Do Something Quickly
        • Benefits of Quick Recovery
      • How Do Customers Evaluate Recovery Efforts?
        • Distributive Justice
        • Procedural Justice
        • Interactional Justice
        • How the Recovery Is Managed
      • Service-Recovery Systems Analysis
      • Characteristics of a Good Recovery Strategy
        • No Better Makes It Worse
        • Costs of Failure to Guests
        • Making It Right Is Not Enough
        • Being Wrong with Dignity
      • Matching the Recovery Strategy to the Failure
      • Learning from Failures
      • Service Recovery: Ow! to Wow!
      • Successful Service Recovery
    • Lessons Learned
    • Key Terms
    • Review Questions
    • Activities
    • Ethics in Business
    • Case Studies
    • Further Readings
  • Chapter 14 Service Excellence: Leading the Way to Wow!: Hospitality Principle: Lead Others to Excel
    • Introduction
    • The Three Ss: Strategy, Staffing, and Systems
      • Strategy
        • The Key Drivers
        • Study, Study, Study
        • Accumulating Information
        • An Added Element: Personalization
        • Plan, Plan, Plan
        • Get Constant Feedback to Drive Innovation
        • Culture Fills the Gaps
      • Staffing
        • Getting the Right People for the Job
        • Training
        • Setting and Reinforcing the Standards
        • Satisfaction from Satisfying
        • Employ the Guest
      • Systems
        • Systems and Guestology
        • The Wait
    • Hospitality and the Future
      • Service or Price
      • People Making the Difference
      • Keeping Promises
      • Tomorrow’s “Wow”
      • Server-Customer Interactions
    • Leading the Way into the Future
      • Leading the Way through Innovation
      • Types of Innovation
      • Management Innovation: William C. Coup, Innovative Champion
      • Restaurant Incubators
      • Eco-Innovations
    • Leading and Managing
      • Servant Leadership
      • All Jobs and People Have Value
      • Leaders, Employees, Guests, and the Larger Purpose
      • The Leader’s Challenge: Blending It All Together—Seamlessly
    • It All Begins—and Ends—with the Guest
    • Lessons Learned
    • Key Terms
    • Review Questions
    • Activities
    • Ethics in Business
    • Case Studies
    • Further Readings
• Glossary
• Additional Readings
• End Notes
• Index

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