HM 421

MBWA

(Management by walking around) Idea that managers should "get in touch" with the employees and customers to learn what is really occurring.

PDCA

(Plan-Do-Check-Act) A four-step process for implementing change, or, continuous improvement. It is useful for incremental or breakthrough improvement. It promotes the idea that a business can always improve.

DRIFT

(do it right the first time) DRIFT was originally derived from manufacturing. It is an idea that promoted processes and procedures that ran smoothly and efficiently, thus, doing it right the first time.

TQM

(total quality management) ideas of applying statistics to automotive manufacturing

Paradigms

A paradigm is a belief that is commonly accepted as being the proper way or method that something is to be done. This promoted "thinking outside the box," in which a paradigm was considered to be "the box." The idea of a paradigm shift became very popular with the quality movement.

Moment of truth

A point of service at which customer service is either made or lost. The concept of the moment of truth was first popularized by Jan Carlzon of SAS Airlines.

New customer cost

All of the costs associated with obtaining a new customer.

Rate of dissatisfaction

Amount or percentage of errors in a system. If calculated through a survey, the amount of low-scoring results.

Peter Drucker

Commonly known as the Father of Modern Management, Peter Drucker was an author and management guru who advocated for the human side as opposed to the numbers. He was popular for ideas such as "management by objectives" and the "knowledge worker." He was very interested in the concept of permitting workers to think for themselves. He made many predictions, some of which came true.

Primary expectations

Essential expectations, crucial to the quality guest service experience. Are generalizable to most hospitality settings. They are the main wants and needs of the service experience. Prepared and ready for the guest Attentive, professional service Efficiency Comprehension of the process Knowledge of the times Wants are heard and understood Follow-through of a product that is what it claims

Order of Expectations

Expectations are also defined by order: primary and secondary. The primary expectations are assumed, while the secondary expectations are initially less important.

Secondary expectations

Expectations of lesser importance to the guest service experience. Somewhat tolerable when omitted, but appreciated when present. are less important to basic, essential service and may be omitted with a certain level of tolerance by the customer. They are the things that take away from the guest service. Guests don't usually mind until they become a larger issue, although it would certainly be best to provide all of these expectations in a desirable situation. Knowledgeable, pleasant staff Options made known No transferring Competence Acknowledgment—know the customer. Or, respect their anonymity.

Implicit expectations

Expectations of service not fully expressed or stated, but certainly implied by a business. Those expectations that are not fully expressed. They are set by prices, décor, location, and service style.

Explicit expectations

Expectations of service that are clearly provided or given by the business. Those expectations that are fully expressed. They are set by promises made by staff, contracts, menus, signage, advertisements, and service promise.

Repair service

Fixing a problem for a customer. It may have been a fault of the business. It is reactive, instead of proactive. It involves "putting out fires." Example: Repairing a leaky faucet in a guestroom. Example: Helping a traveler find an alternative flight in bad weather.

G.U.E.S.T

G.U.E.S.T. is an acronym used to remember how to handle customer complaints or issues. It is an easy-to-remember, easily adaptable problem-solving model. G—Greet U—Understand; listen, repeat E—Empathize; apologize S—Suggest/solve T—Track; record/document/write up

Philip Crosby

He published a well-known book, Quality Is Free. He was able to show that quality programs would save much more money than they cost. He is popularized for DRIFT (do it right the first time) and zero defects. DRIFT was originally derived from manufacturing. It is an idea that promoted processes and procedures that ran smoothly and efficiently, thus, doing it right the first time.

Level of Expectations

Ideal expectations Reasonable expectations Minimal expectations

Red Flags

Indicators that go off in customers' minds when they do not receive what they need and expect. Not easily detected by employees. The red flags have a cumulative effect and result in a poor service experience.

Joseph Juran

Joseph Juran was credited as being the Father of Quality Service. A friend and colleague of W. Edwards Deming, Dr. Juran also helped to introduce quality to the Japanese. He first spoke to Japanese managers in a series of 1954 lectures promoting quality. He was a lecturer and business consultant in over 40 different countries.

Service Promise

Often stated internally and externally, a guarantee of goods or services that the customer will be satisfied. In the event that this is not achieved, the business promises to correct the error. Common in organizations.

Tom Peters

Popularized Management by Walking Around (MBWA), the idea that managers should "get in touch" with the employees and customers to learn what is really occurring. Author of numerous books, including In Search of Excellence, and a presenter and business consultant, Dr. Peters was one of the first and most influential gurus of contemporary management. He has advocated for service excellence through practical means.

Moments of Truth

Popularized by Jan Carlzon of SAS Airlines, a phrase and best-selling book, Moments of Truth explains how a guest experience is made up of many individual moments of truth—many points at which quality guest service can be made or lost. This concept helps businesses to break down the service experience, understand its importance, and be able to monitor and improve upon it.

Meeting Guest Expectations

Receiving truly great service is receiving more than you expected. Expectations can also be categorized a few ways. The first to evaluate are the type of signals you are putting out as a business. These signals begin to establish or set the level of expectations. They can be explicit or implicit. They all make up the brand or image that you portray. This idea is commonly referred to as brand management. All decisions, both implicit and explicit, would be related to this central theme, from the wallpaper and décor to service style.

Competitive Advantage of Service

The Three Steps of Service include: 1. A warm and sincere greeting. Use the guest's name. 2. Anticipation and fulfillment of the guest's needs. 3. Fond farewell. Give a warm good-bye and use the guest's name (The Ritz-Carlton).

Intent to Return

The belief of a customer that he or she will patronize the establishment or services in the future.

Brand management

The idea of organizing and controlling a theme that is consistent throughout the entirety of a company.

Assistance service

This involves basic service. It is meeting the expectations of the customer. Providing this type of assistance to others is crucial to any business. Example: I need help choosing a good seat for the show. Example: I need help choosing an appropriate wine.

Value-added service

This involves exceeding the customers' expectations. Example: Remembering a guest's favorite drink. Example: Offering a free upgrade.

Meeting & exceeding customers' expectations

To give something extra doesn't mean giving away your business, it could mean personalizing a service, giving extra attention, recognizing a familiar face, or giving extra help with bags or the elevator. Using the human touch is what makes hospitality what it is!

Meyers-Briggs Type Indicator

Tool used to outline personality and temperament types.

W. Edwards Deming

a talented statistician and management consultant considered to be a leader in the customer service movement because of his work with the total quality management (TQM) movement.