1. Customer Care “When you have a true passion for excellence, and when you act on it, you will stand straighter. You will look people in the eye. You will see things happen. You will see heroes created, watch ideas unfold and take shape.” – Tom Peters

2. 2 © 2009 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Organizational Behavior for the Hospitality Industry Berger/Brownell Components of Service Technical Component Includes the organization’s facilities Functional Component Includes the speed at which an employee attends to guest inquiries and the manner in which an employee speaks to a guest Image Component Includes a company’s reputation, which is built through advertising, price, performance, and customer expectations The quality of a service is dependent on all three of these components!

3. 3 © 2009 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Organizational Behavior for the Hospitality Industry Berger/Brownell Service Factors and Market Share Processes for staff recruitment, selection, and training are crucial to compete in the hospitality industry Long-term consistency produces loyal customers Responding to technological innovations is important to maintaining position in the market

4. 4 © 2009 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Organizational Behavior for the Hospitality Industry Berger/Brownell Two Perspectives on Service Customer’s Perspective Understanding how consumers decide, purchase, and evaluate hospitality services is important for the improvement of service delivery. Quality of service rendered is ultimately only as good as the consumer perceives it to be.

5. 5 © 2009 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Organizational Behavior for the Hospitality Industry Berger/Brownell Two Perspectives on Service Service Provider’s Perspective Ability to control and regulate service delivery depends on the use of sensitive feedback mechanisms and corrective measures. Improvements in the quality of service must be a continuous improvement process of implementation, feedback, and enhancements, rather than one quick fix.

6. 6 © 2009 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Organizational Behavior for the Hospitality Industry Berger/Brownell Assessing Service Quality Managers often have a difficult time assessing the quality of the services they provide. Measuring service quality requires that managers observe the process as it unfolds and evaluate outcomes against the consumer’s expectations.

7. 7 © 2009 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Organizational Behavior for the Hospitality Industry Berger/Brownell Importance of Providing Excellent Customer Service Providing service that exceeds customers’ expectations is one of the most important tasks for a service-oriented organization.

8. 8 © 2009 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Organizational Behavior for the Hospitality Industry Berger/Brownell Importance of Providing Excellent Customer Service In order to provide excellent service, managers should remember: 1. Excellent service is the key to global success in the service industry 2. Customers judge the quality of a service based on a comparison of their expectations before the service and their perceptions after the service 3. Employees can affect the service encounter through personality, displayed emotions, and communication

9. 9 © 2009 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Organizational Behavior for the Hospitality Industry Berger/Brownell Consequences of Service Failure Dissatisfaction Decline in customer confidence Negative word-of-mouth Loss of revenue Increased costs Decrease in employee morale and subsequent performance

10. 10 © 2009 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Organizational Behavior for the Hospitality Industry Berger/Brownell Service Recovery When a service doesn’t meet the expectations of a customer, a service recovery, a bonus, is needed to fix the problem and make the experience positive for the customer.

11. 11 © 2009 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Organizational Behavior for the Hospitality Industry Berger/Brownell Service Recovery Common Service Recovery Strategies Apology Correction Empathy Compensation Follow up Acknowledgement and explanation Exceptional treatment

12. 12 © 2009 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Organizational Behavior for the Hospitality Industry Berger/Brownell Employees Hold the Keys to Service Customers do not interact with management, but with front-line employees; Customer satisfaction is strongly linked to personal interaction with these employees; Quality service depends on capable employees; Employee training in service is essential to providing quality and recovering a service failure.

13. 13 © 2009 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Organizational Behavior for the Hospitality Industry Berger/Brownell Internal Service Philosophy that employees, supervisors, and managers must be treated well and given good service in the same way that customers are provided excellent care. Employees who feel valued will provide excellent service to the guest.

14. 14 © 2009 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Organizational Behavior for the Hospitality Industry Berger/Brownell Internal Service In service-driven organizations, everybody and every unit has a customer. Your customers are the people who depend on you to get their jobs done The main purpose of the organization is to support the efforts of the front-line employees

15. 15 © 2009 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Organizational Behavior for the Hospitality Industry Berger/Brownell Signs of Poor Internal Service Customer dissatisfaction about their interactions with the company Low employee awareness about the company’s mission as well as their own role in the organization Low employee morale

16. 16 © 2009 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Organizational Behavior for the Hospitality Industry Berger/Brownell Difficulty of Service Positions It is important for managers to recognize two aspects of service positions that make them especially difficult and stressful Emotional Labor- occurs when employees’ psychological and emotional reactions become involved as a consequence of some aspect of the job itself Contact Overload Syndrome- experienced when individuals are in jobs that require one-on-one contact with many people on a repeated basis; a person can handle only so many of these emotional events.

17. 17 © 2009 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Organizational Behavior for the Hospitality Industry Berger/Brownell Difficulty of Service Positions Warning signs that employee is experiencing contact overload: Physical fatigue, tension, moodiness Indifference toward the job and customer Loss of interest in work quality Detachment from the situation

18. 18 © 2009 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Organizational Behavior for the Hospitality Industry Berger/Brownell Implementing Internal Service Practices 1. Define your customers. Identify a list of people who rely on you to get their work done. Prioritize the names on your list, with those that rely on you the most at the top. 2. Identify your contribution. Specify the primary need you think each person on your list has to which you can contribute

19. 19 © 2009 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Organizational Behavior for the Hospitality Industry Berger/Brownell Implementing Internal Service Practices Define service quality. Try to recognize a specific criterion that your customer considers critical to the successful performance of the service involved. Validate your criterion. Talk to your customers to find out if their perceptions of quality coincide with your criterion. Develop a mission statement.

20. 20 © 2009 Pearson Education, Upper Saddle River, NJ 07458. All Rights Reserved. Organizational Behavior for the Hospitality Industry Berger/Brownell Creating a Service Culture Enable all employees to understand and accept the business mission, strategies, and tactics. Develop a service-oriented management style. Teach all employees service-oriented communications and interaction skills.