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THE QUALITY PLAN
A Strategy for Anticipating, Meetingand Exceeding GUEST Expectations
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Our purpose….The Acquisition and
Maintenance of GUESTSOur strategy….
By anticipating, meeting andexceeding GUEST Expectations
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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
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Quality Management & Customer Care
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
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Quality Management & Customer Care
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!
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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
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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?
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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?
Quality Assurance – 5 Dimensions
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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?
Quality Assurance – 5 Dimensions
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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?
Quality Assurance – 5 Dimensions
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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?
Quality Assurance – 5 Dimensions
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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)
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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.
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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.
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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
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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
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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
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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
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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
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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?
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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
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Implementing the Quality Plan
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
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Implementing the Quality Plan
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!