Explain why expectations differ between customers and establishments.

ter 2
I need 6, discussions/talk about this chapter. Pick 6 topics from chapter and discuss/talk about them. No plagiarism will check with checker. Need in 16 hours. Will pay $10.00, please do not ask for more.

Terminology:
Brand Management
Explicit Expectations
Implicit Expectations
Primary Expectations
Quality Guest Service
Secondary Expectations
Service Promise
“In business you get what you want by giving other people what they want.”
—Alice Foote MacDougall
“Being on par in terms of price and quality only gets you into the game. Service wins the game.”
—Dr. Tony Alessandra
24 Chapter 2 Defining Guest Service
Defining Quality Guest Service
Th ere are many defi nitions for quality guest service available. When summarized,
most can be condensed to this one simple defi nition: exceeding guests’ expectations.
While seemingly simple, this is often easier said than done. A challenge with this
defi nition is that much work goes into consistently pleasing the guest. Th ere are many
variables that must be accounted for. Below are many of the aspects that go into the
coordination and execution of guest services.
ASPECTS OF GUEST SERVICE
Th ere are many aspects that comprise guest service. Despite the initial defi nition, it
demands much explanation. Th e following is a list of common ideologies that defi ne
customer service:
Focusing on serving the guest : Th e guest is the primary focus. Th e guest can fi re
everyone by deciding not to patronize an establishment. Everything that you
do should result in pleasing the guest.
Consistency in service : Every guest experience is unique and important and cannot
rest on its laurels. Dan Kaplan (Hertz Equipment Rental Corp.) makes a
good analogy when he calls it “hitting 1000 singles.” Failing to provide quality
service even 2% of the time can result in nearly 150 customers a week who may
never return and may tell others about their poor experience.
Effi ciency in service : People have a sense of effi ciency on an unconscious level. Th ey
can detect ineffi ciencies, which often manifest themselves through irritability
and impatience with a situation. Good service is often quick service with little
wasted time or energy. Customers love to be a part of a well-run machine!
Guests defi ning quality and value : Everything is subject to the guest’s perception.
Th e guest brings many ideas of what is acceptable and what is unacceptable.
Every guest is diff erent. It is important to be able to recognize the guests’
individual expectations and accommodate them as much as the system allows.
Knowledgeable employees : Th e knowledge of your employees is often derived
through proper hiring, on-going training and motivation, and profi cient shift
management. Th is also brings a competence in your staff that feeds into the
guest experience and helps to eliminate potential problems before they escalate.
Commitment from the top of the organization : Customer service must be supported
by the top management of the organization. Th is will ensure that systems
and resources are allocated and in place to eff ectively handle the demands of
service.
Processes that allow service to continually improve : All good processes have a system
of checks and balances built into them. You can learn a lot from your mistakes.
Process improvement is done through a series of feedback evaluations from
which learning points can be derived and used to repair the system so that you
are constantly getting better.
Quality Guest
Service
Exceeding guests’
expectations.
Defining Quality Guest Service 25
PERISHABILITY OF SERVICE
You cannot inventory service. It is not a commodity.
It needs to be ready as dictated by the customer. Most
of what we do in the hospitality industry is perishable
because service is produced and consumed simultaneously.
Furthermore, the human element is interjected.
It is subject to interpretation by the staff and the customer.
Th is makes service very diffi cult to control.
MEDIA REPORTS OF CUSTOMER
SERVICE
Each year, there is an MSN Money-IBOPE Zogby
report that produces a ranking of customer service
companies. Respondents are asked to rate companies
as being excellent, good, fair, or poor. Th ose
with the most “Excellent” ratings are listed on their
Hall of Fame and those with the most “Poor” ratings
are Hall of Shame Companies.
Recent Hall of Fame winners with the highest scores are:
■ Netfl ix
■ Nordstrom
■ Southwest
■ Publix
■ Apple
■ FedEx
■ Costco
■ UPS
■ Marriott
■ Whole Foods
Recent Hall of Shame Winners are:
■ Bank of America
■ AOL
■ Capital One
■ Sprint Nextel
■ Time Warner
■ Comcast
■ Citibank
■ Progressive
■ JPMorgan Chase
■ Farmers
Advice for Providing Guest Service
Know your products and services. Know the procedures
of your company and the industry. Use this
information to make things better and easier for the
customer.
Be professional. Present yourself well, using
verbal and nonverbal communication. Take pride in
yourself, your company, and your job.
Listen to the customers. Empathize with and
assess the customers’ feelings fi rst. Let them know
that you care for their needs and have a sincere
interest in their satisfaction.
Exceed guests’ expectations. Be responsible
for the customers’ satisfaction. Treat the customer
as the most important part of your job. Notice the
specifi c needs of each customer and provide those
extras that are more than what the customer expects.
Service Insight
26 Chapter 2 Defining Guest Service
According to MSN Money, the top three most
important attributes are:
■ Knowledge of staff
■ Friendliness of staff
■ Readily available staff
To contrast, Businessweek assembles a Customer
Service Elite poll assembled from J.D. Power and
Associates data. It uses criteria such as “People,”
“Processes,” and “Would recommend.” Th e report produces
a letter grade. Recent top 10 A1 companies are:
1. USAA
2. L.L.Bean
3. Fairmont Hotels and Resorts
4. Lexus
5. Trader Joe’s
6. Starbucks
7. JetBlue
8. Edward Jones
9. Lands’ End
10. Ace Hardware
Also on the Businessweek ’s Elite List are:
■ Marriott
■ Ritz Carlton
■ Whole Foods
■ Apple
In J.D. Power’s own travel section of their top-rated customer service companies,
the following continue to rank highly on their lists:
■ Four Seasons
■ Southwest
■ Enterprise
It is not surprising that these same companies continue to rank high on the lists.
Th is type of publicity cannot be bought. Th ese are companies that have taken service to
new levels.
TYPES OF SERVICE
Another way to defi ne service is by categorizing it by type. Service can be generally categorized
into three diff erent types: assistance, repair, and value-added. Th e fi rst two
types of service are typically expected. Th e third type can almost always involve exceeding
the guests’ expectations.
Review Notes
In 2010, Delta had the most complaints with the
Department of Transportation and was ranked second
to last for on-time arrivals and had the most
cancelled fl ights. They were at the bottom of their performance
curve. They instituted a $2 billion improvement
plan. They sent 11,000 employees to charm
school. Any who had customer contact, and their
supervisors, attended a 1-day fi nishing school, teaching
them how to handle angry customers. It included
role-play scenarios on how to handle customer issues
with lost luggage, late arrivals, and extra fees. They
also instituted other measures such as hiring an
additional 1,000 staff members and increasing inventory
on spare parts so that planes could be fi xed
more quickly. The hard work paid off. The customers
and the industry noticed. Within a year Delta was
rated second in overall customer service.
Service Insight
Defining Quality Guest Service 27
Assistance Service : Th is 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.
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 fi res.”
Unfortunately, some people in the hospitality industry are better at putting out
fi res than avoiding them in the fi rst place.
Example : Repairing a leaky faucet in a guestroom.
Example : Helping a traveler fi nd an alternative fl ight in bad weather.
Value-Added Service : Th is involves exceeding the customers’ expectations. Th is
has a positive impact on the customer experience. It involves going a step past
basic job requirements. It raises average service to the level of exceptional service.
Example : Remembering a guests’ favorite drink.
Example : Off ering a free upgrade.
TANGIBLES AND INTANGIBLES
What are we really selling? Is it just a steak? Is it just a glass of wine? Is it just the
rental of a room? Is it just a seat at an event? No, of course it is not. Th ere is so much
more in addition to the tangible items. In hospitality, we sell an entire experience.
Th us, a great portion of your product is the experience. Th is experience turns into a
memory of a pleasant event, exchange, or service off ering.
To further understand what the customer experiences, it is important to break
everything down into parts or components. Two of the most common components
are tangibles and intangibles. By breaking down each of the components, they can be
monitored and evaluated and improved upon.
To do this, it is important to observe the entire customer service experience
through the eyes of the customer. In doing so, you will fi nd that most customers experience
both tangible and intangible products. Tangibles are anything the customer can
touch, consume, or take away from the experience such as a comfortable bed or a delicious
meal. Intangibles are anything that cannot be touched or easily quantifi ed, such
as an appropriate referral or a warm smile. (See Table 2.1 .)
Table 2.1 Tangibles and Intangibles of the Hospitality Industry.
Tangibles Intangibles
Comfortable bed Suggestion for a nice restaurant
Delicious meal Warm, welcoming smile
Hot coff ee Willingness to serve
Chocolate truffl es in the room Accurate reservation
Luxurious bedspread “Th ank you” and “Good night” upon exit
28 Chapter 2 Defining Guest Service
Meeting Guests’ Expectations
Receiving truly great service is receiving more than you expected. It is something that
a guest would want to tell others about. Th ey want to tell others about their favorite
restaurant or a fantastic hotel that they just visited or a wonderful show that they
attended, or a wonderful trip that they just took. You are selling, in a sense, bragging
rights. Most people enjoy hearing these stories, as they can see in their friends’ eyes
how much they enjoyed it. Is it the great product they received or did they receive
exactly or even more than they expected? It was likely both. And the fi rst step in meeting
expectations is understanding them.
Expectations can be as complex as people themselves. Most customers do not ask
for anything unreasonable. Only a few want the world on a platter. Most customers
simply want their expectations met. In fact, they even have tolerance if a few things are
lacking but they are treated well. Meeting those expectations can be best accomplished
through fi rst understanding them. Expectations can also be categorized a few ways.
The Customer Ultimately Decides
Who pays the salaries of the management and the employees? Who pays the rent, the
utilities, and the taxes? Who can fi re the entire establishment? Who can bring the business
to a screeching halt? Customers can. Customer satisfaction is the reason that all
of this is possible. The customer can fi re everyone and bring the whole place down by
voting with their patronage. They return as infrequently or as often as they wish. They
may be easily swayed, but are diffi cult to convince. They should be treated as the ultimate
critic, because ultimately they are.
Service Insight
Let me tell you
about the great
dinner I had at . . .
Meeting Guests’ Expectations 29
Th e fi rst to evaluate are the type of signals you are putting out as a business.
Th ese signals begin to establish or set the level of expectations. Th ey can be explicit or
implicit. Th ey all make up the brand or image that you portray. Th is 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.
■ Explicit expectations : Th ose expectations that are fully expressed. Th ey are
set by promises made by staff , contracts, menus, signage, advertisements, and
service promise .
■ Implicit expectations : Th ose expectations that are not fully expressed. Th ey
are set by prices, décor, location, and service style.
LEVELS OF EXPECTATIONS
You can also defi ne expectations by level. In the perfect world, you would want to
achieve ideal expectations. Reasonable levels, however, are still quite meritorious, particularly
if accomplished on a consistent level.
■ Ideal Expectations: Th e best possible outcomes, those that exceed the typical
expectations. Th ese experiences wow the guests. Th ey create memorable
experiences.
■ Reasonable Expectations: Th ese are typically met by following the standard
protocol. Th ey are the expected outcome and still very worthy and held in
regard.
■ Minimal Expectations : Th e least the guest will tolerate. Not ideal for most
guests. Th is level is advantageous for competitors. Some guests will complain,
but many will endure, leaving the management and staff wondering what went
wrong. Others will move on, particularly if lured by the competition.
ORDER OF EXPECTATIONS
Expectations are also defi ned by order: primary and secondary. Th e primary expectations
are assumed, while the secondary expectations are initially less important.
■ Primary expectations are generalizable to most hospitality settings. Th ey are
the main wants and needs of the service experience.
❍ Prepared and ready for the guest
❍ Attentive, professional service
❍ Effi ciency
❍ Comprehension of the process
❍ Knowledge of the times
❍ Wants are heard and understood
❍ Follow-through of a product that is what it claims
Brand
Management
The idea of organizing
and controlling
a theme that is
consistent throughout
the entirety of a
company.
Explicit
Expectations
Expectations of service
that are clearly
provided or given by
the business.
Service Promise
Often stated internally
and externally, a
guarantee of goods or
services that the customer
will be satisfi
ed. In the event that
this is not achieved,
the business promises
to correct the
error. Common in
organizations.
Implicit
Expectations
Expectations of
service not fully
expressed or stated,
but certainly implied
by a business.
Primary
Expectations
Essential expectations,
crucial to the
quality guest service
experience.
30 Chapter 2 Defining Guest Service
■ Secondary expectations are less important to basic, essential service and may
be omitted with a certain level of tolerance by the customer. Th ey 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.
INPUTS THAT SET EXPECTATIONS
Every customer is diff erent. Th ere are many inputs that determine the individual customer’s
expectations. Some come from the business while others come from the guests. As
a result, the expectations may be low, high, or even undecided. To understand what the
guest expects, let’s look at examples of the diff erent inputs that defi ne their expectations.
Table 2.2 begins to explain how guest expectations are formed.
Secondary
Expectations
Expectations of
lesser importance
to the guest service
experience.
Somewhat tolerable
when omitted, but
appreciated when
present.
Inputs from Business Examples Guest Expectations
Marketing
Advertisements Nobody beats us . . . ↑High
Reviews 4 Stars ↑High
Critics dislike ↔Undecided
Operations
Name Is it vague? ↔Undecided
Complex or sophisticated? ↑High
Cheesy? Cliché? ↓Low
Menu prices High prices ↑High
Low prices ↓Low
Menu off erings High-quality items, tableside
preparation
↑High
Service Type Full ↑High
Limited ↓Low
Décor Food service: tablecloths,
high-back chairs
↑High
Hotel: valet, concierge, many
amenities
↑High
Table 2.2 Guest Expectation Inputs from Businesses and Guests.
(continued )
Meeting Guests’ Expectations 31
Guests
Personal knowledge Th ey took a course in wine
appreciation.
↑High
Standards Th ey do not mind seating
themselves.
↓Low
Personal view of quality Th ey are accustomed to all
meals being fi ne dining.
↑High
Others
Infl uence of others in party Trying to make a good
impression on others in the
party.
↑High
Competition Competitors are weak. ↓Low
Word of mouth Word-on-the-street says that
you are awesome.
↑High
Occasion
To relax Laid back ↓Low
To entertain Business clients ↑High
To impress First date ↑High
Professional Business meeting ↑High
As you can see, there are many factors that go into assessing the expectations of
customers. Some can be managed, like menu off erings, prices, décor, and image, while
other factors can only be responded to. Th e individual customer’s personal combination
can range from low to high and can change depending on circumstances. It is
important to identify and accommodate as best as possible.
SCENARIO A: FAST-FOOD RESTAURANT
You can have great customer service at a quick-service restaurant. Consider the
following scenario:
As you approach a fast-food restaurant, you have certain expectations. Th is is your
fi rst point of service. As you enter and move to the front counter, you have a certain
set of expectations. Th is continues as you order, wait for the food, receive the food,
and consume the food. You expect a moderately clean building, a relatively short and
fast-moving line, and a correct order. You would like to be able to place your order
reasonably quickly without encountering a rude order-taker. Lastly, you would like to
receive the items ordered.
Inputs from Business Examples Guest Expectations
32 Chapter 2 Defining Guest Service
Point of Service Expectations Actual Customer Reaction
Building Safe, minimal litter, not
too crowded
Average cleanliness, Some
straw papers on the fl oor,
some trays stacked around
trash can, semicrowded
OK, because minimal litter
and some crowd was
expected
Line Less than 3 minutes to
order
Waited 3 to 4 minutes OK, because it was close to
the expected time
Cashier Cashier mood: average, not
disgruntled
Indiff erent OK, because cashier wasn’t
disgruntled
Order Order accuracy: accurate
as described, with minimal
issues
Customer had to restate
order, cashier was mostly
familiar with menu (had to
search for buttons)
OK, because the menu/
order issue was minimal
Wait for food Less than 3 minutes 3 minutes OK, because it took 3
minutes
Quality Food quality: average Average, fries were hot but
not straight out of fryer;
one onion ring mixed in
OK, because food was
average; one onion ring
mixed in didn’t bother
customer
Table Available with minimal
eff ort, all members in party
can sit together
You fi nd an adequate
table, you clear off a few
crumbs from previous
customer
OK, because everyone can
sit together; small mess
seemed reasonable
Was it a good experience? Yes, because they received
what they expected
SCENARIO B: FINE-DINING RESTAURANT
Point of Service Expectations Actual Result
Building Safe, spotless, not too
crowded
Average cleanliness, a few
drinks discarded outside
entrance, semicrowded
Not pleased, but able to overlook
these small issues at fi rst
Entrance Maître d’ greets customer
within 20 seconds of arrival
Waited 3 to 4 minutes to
be noticed
Mildly upset, 3 to 4 minutes
seemed like a long time for such
a nice place
Maître d’ Is pleased to see guests Indiff erent, somewhat
hurried, no special
recognition
Feel unimportant; paying a
great deal of money and want to
feel welcomed
(continued )
Meeting Guests’ Expectations 33
Point of Service Expectations Actual Result
Reservation Reservation correct as
requested and table ready
Correct with
mispronunciation of
last name
Perturbed; they have
the reservation, but the
mispronunciation is mildly
frustrating, causing customer to
roll their eyes
Table Open and set Open, but busman
setting it
Inconvenienced; dislikes having
to stand in dining room, feels
in the way of passing servers,
patrons stare; wonder why they
were walked to table if it wasn’t
fully ready; smell of cleaning
solution emanates
Server Attentive, friendly,
professional
Indiff erent, rushed Feels like a burden to the
server; wonders what is going
on with management and
operations
Order All accurate, memorized,
server had a superior command
of menu knowledge
Accurate, used a pad, customer
had to restate order,
average menu knowledge
OK, but frazzled from previous
feelings
Wait for food Only reasonable timing is
acceptable
Reasonable timing OK, but frazzled from previous
feelings; beginning to feel better
Food Perfection Perfect except for a smear
of sauce and two green
beans hanging off side of
a plate
Preposterous! Wonders if the
kitchen cares at all
Was it a good
experience?
No! Expectations not met; food
and service not acceptable
Was either scenario truly horrible? Probably not, but according to the guest in
the fi ne dining restaurant, it was preposterous! Th e guests believe that they were not
provided with the level of service they expected. A customer might make comments
such as, “What’s the matter with this place?” and “Th e service was absolutely hideous!”
Meeting expectations of service can make all the diff erence.
Neither scenario was great, but although it wasn’t an exceptional experience for
either example, the customer at the fast-food restaurant left pleased and would likely
return. Th e party at the fi ne-dining restaurant will probably tell many of their acquaintances
about the disappointing experience they had.
Also notice that some small issues are permitted in both cases. As the customer
service encounter progresses and service points are not meeting expectations,
Customer B becomes quite upset. Meeting expectations is important as is the collection
of several smaller points.
34 Chapter 2 Defining Guest Service
Providing Guest Service Basics:
To help meet or exceed the guests’ expectations, consider the following:
■ Become familiar with your customers, survey them.
■ Demonstrate your dedication to your customers.
■ Tell your customers what they can expect, then keep your word.
■ Develop your expertise and maintain consistency.
■ Treat all your customers and workers with the same high level of respect.
■ Apologize if you are wrong, and remember that credibility is much harder to
regain than it is to attain in the fi rst place.
Service Insight
ISSUES WITH EXCEEDING EXPECTATIONS
Is it possible to always exceed customer expectations? Perhaps you should just meet
them. Consider this:
If you are always “delighting” customers, logic might lead to the conclusion that
you are consistently underselling and overdelivering. If this were the case,
wouldn’t the customers come to expect more than you say? And wouldn’t they
be disappointed when they did not receive more than promised?
Wouldn’t your competition be able to make greater claims if you are underselling?
What happens if you can promise only a 45-minute show (that is typically 55
minutes) and the competition is able to promise a 55-minute show? Th ey look
better than you do.
Aren’t you going to lose money by giving everyone a free meal, a free room, a free
show, and a free plane ticket? Of course you are. You cannot upgrade everyone
to fi rst class, and eventually someone has to pay for all of the items that you
comp. After all, businesses are in business to earn a profi t.
“Outrageous! Where
is our bread
and butter?”
“Wow, a candle!
This is pretty
nice!”
High Expectation Guest Low Expectation Guest
Chapter Review Questions 35
Consider this, the other part of the defi nition of quality guest service is “consistently
meeting expectations.” You can still exceed expectations, but it must be done
with grace, tact, fi nesse, and logic that all properly trained hospitality professionals
have. 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!
Hospitality companies are quickly adopting an approach to getting to know the
customer and adding a human touch by what they call, “developing lifetime relationships
with the customers.” Th ey have developed a large database with all of their customers’
information that is shared among properties. Th is database keeps records of
the guests’ profi les, which stores items such as:
■ Name and title preferences
■ Likes and dislikes
■ Pictures of pets
■ Food and beverage preferences
■ Past issues
■ Lifetime usage and frequency
Th ey review these in advance of the stay and include these in the meetings. Th ey
can do things like set the lights and temperature as the guests prefer and print a picture
of the customer’s pet, place it in a frame, and set it next to the bed. Now, that’s a
special touch!
CHAPTER REVIEW QUESTIONS
1. Give an example of empowerment in a counter-service setting.
2. What is the difference between implicit and explicit expectations?
3. Explain how the defi nition for the term quality service can be generalized to facets of the
hospitality industry.
4. Defi ne basic expectations of guest service and explain why they may be met but quality
guest service may not be perceived in the eyes of the customer.
5. Provide three recent examples of a service experience during which your expectations
were exceeded.
6. List fi ve tips for delivering quality service.
7. Explain why expectations differ between customers and establishments.
8. List and briefl y describe three types of service.
9. Explain the difference between tangibles and intangibles in a service setting.
10. What does the term perishability of service mean in relation to the hospitality industry?
36 Chapter 2 Defining Guest Service
CASE STUDIES
Ghost Tours
Ghost Tours is a small tour company that specializes in walking tours through the town of
Salem, Massachusetts. A small New England town, Salem is known for its famous witch trials.
People come to Salem from all over the world to experience the history and lure of the
town. Ghost Tours provides them with an opportunity to experience this fi rsthand.
Ghost Tours is a low-budget tour company. It was started a few months ago by Dana
Robinson. She saw other companies doing this and thought that she could do an even better
job with just a small investment, some creativity, and a lot of hard work. She was right. Ghost
Tours quickly gained a reputation of being the best in town. It won as award from a local
magazine and was featured on the Best Small Businesses of the Year.
She operates her business using a website and a cellular phone out of her home. Ghost
Tours began in the spring with 4 tour guides and is now up to 10 employees since the late
summer going into the busy Halloween season. The tours meet people at predetermined
locations to begin the tours. A popular starting point is her friend’s coffee shop, which enjoys
the extra business before and after the tours. Dana’s creativity has produced a great website
that offers reduced payment if patrons pay online, in advance. Business is growing and, in
general, it has worked quite well.
Many of the tours have gone quite well. Guests have returned to the coffee shop
excited. However, Dana’s friend at the coffee shop is noticing a trend. Guests are arriving
unprepared for the early darkness and the cold, inclement weather. Dana fi gures that people
should realize what they are in for when they sign up for a walking tour. As she begins to
send out e-mail surveys to her customers, she realizes that she is wrong. She is struggling
with how to remedy this problem.
Dana looks at her website to see what could be done. She writes, “You will be scared,
on this walking tour. Be prepared, and dress accordingly.”
Despite what it says on their website, guests are not always dressed accordingly. The
temperatures drop quickly and the wind blows, adding wind chill, which causes complaints.
1. Why was Ghost Tours successful?
2. Why did the customers begin to become dissatisfi ed with Ghost Tours?
3. What could Dana do to satisfy her customers?
Rodeo Spectacular
“Rodeo Spectacular—good ol’ fashion family fun!” was the motto of Rodeo Spectacular. It
was in an awesome spot on the open range just outside of town. It overlooked the Grand
Teton Mountains. The sky was big, and it felt like the West. It also had a regular fl ow of tourists
passing through the area.
The proprietor was Sam Revo. He was a cowboy and a showman through and through.
He was a fourth-generation cowboy who loved all things Western. Everyone knew Sam. He was
everywhere at the rodeo. Sam was very likable. Like all cowboys, Sam was very polite to everyone
he met. He would say howdy to all of the guests as they entered the rodeo. Some would ask
to take his picture, as they had never seen such a true image of a cowboy. He always obliged.
Case Studies 37
As great as Sam was, Rodeo Spectacular was hardly a spectacular experience for many
of the tourists. Sam, being a simple man, wanted to provide his guests with an authentic
rodeo experience. Guests sat on rustic bleachers made of rough planks. They were exposed
to the elements, often making it diffi cult to stay for the entire show. Children had a play area
with a small petting zoo. This generally went well, but the chickens, ducks, and geese left
droppings, causing obvious health issues to unknowing children. Tourists were permitted to
explore most of the ranch before the show. This came to as a surprise to many because they
were not accustomed to the realities of a working ranch.
Sam had a philosophy for Rodeo Spectacular. He would advertise, advertise, advertise.
Sam believed that locals already knew about his business, so he targeted tourists.
Billboards were spread out on highways for over a hundred miles each every direction. There
were brochures in every hotel and restaurant lobby in the area. Posters advertised Rodeo
Spectacular at the local airport and on cabs and shuttle vans in the area. All of this advertising
was beginning to become a burden in costs. Sam cut back on advertising and saw a
sharp drop in business. Consequently, he resumed his heavy advertising campaign because
he felt that he couldn’t stop.
1. Why did Sam always have to advertise?
2. Why was Rodeo Spectacular less than spectacular?
3. What did the guests expect?
Bar 229 Main
Bar 229 Main is a trendy new bar. The owners had a vision to make it the coolest, trendiest
place in town. As many places do, they used a common method of naming by using the
type of establishment as its address. This trendy name was accompanied by a trendy setting
and décor. Being downtown, they were located in the middle of the nightlife and the pulse of
the metropolitan neighborhood. They had a small window in front and an open door. Eclectic
music spilled out into the street. The inside was dim and inviting, with small, color-changing
LCD lights that illuminated the clear tables, chairs, and bar. The place was exotic. People
walked in and thought, “Wow, that’s cool.” It was the place to be.
As trendy as the Bar 229 Main was, the owners also had a unique hiring technique.
They hired the most attractive people who applied. The owners cared little about background
or qualifi cations. Instead, they thought, anyone can wait tables, and we could train a monkey
to tend bar. If they don’t know how, we can train them, or they can shadow another person
who does.
Initially, this worked. A few of the applicants had previous experience and worked with
the others. This did not last, and soon service suffered greatly. The skilled workers became
agitated covering for the unskilled workers, and customer complaints began to increase
greatly. To make things worse, the owners scheduled workers without taking skill into
account. At fi rst, the unskilled workers used charm to overcome their lack of ability, but it
was not long before customers grew intolerant.
1. Describe the brand management of Bar 229 Main.
2. What was Bar 229 Main selling?
3. How could Bar 229 Main overcome the customer complaints?
CASE STUDIES continued
38 Chapter 2 Defining Guest Service
Beachside Hotel
Beachside Hotel was a typical, small hotel by the water. It had 32 rooms. All but 2 of the
rooms had a view of the beach and the water. Beachside was once a branded hotel, but
the owners didn’t feel it was worth paying for the name, the standards, and the hassle of the
inspections. In fact, it was questioned whether they gave up the name or lost it.
Eda and Surge were the owners of the Beachside Hotel. They were minimalists, placing
all of their efforts into the hotel. They were frugal and strict with every aspect of their
personal lives and business, and lived in a small apartment in the back of the hotel. They
had acquired the hotel as a rundown property many years ago. Having scraped together all
of their money to repair the property and pay the mortgage, they closely monitored all of the
expenses.
Surge would often tell employees: “You just check them in and clean the rooms. They
don’t need anything extra. It just costs me extra money and they don’t need it. They have
the beach and water. What more could they want? You give them good, basic service. You
take their money and give them a key to their room and that is it. What do you think that we
are running the Taj Mahal here?” In fact, Beachside did provide the basics. The rooms were
clean. They were basic, but did provide access to the beach and the water.
1. List the tangibles and intangibles of the Beachside Hotel.
2. Did the Beachside Hotel meet the expectations of the customers?
3. What suggestions would you make to Surge and Eda regarding customer service?
6-Star Restaurant
6-Star Restaurant had an ideal location in downtown Chicago, surrounded by other restaurants,
hotels, and major businesses. Several of the restaurants in this area were considered
world-class. The owners and design staff had an idea to make 6-Star Restaurant stand out
from those. They envisioned a restaurant that was better than the rest. They decided upon a
name that would help it to stand out, “6-Star Restaurant.” They based this name on the rating
system of 1 to 5 stars, placing their establishment off-the-scales. Although it was never
formally rated, the owners believed they deserved an extra star above the rest because of
their ability. They believed they would have a restaurant like no other.
Much work went into substantiating their claim. They trained their staff to deliver outstanding
service. They chose some of the nicest place settings available. They recruited the
best chef and kitchen staff available. They were off to a great start. They were delivering outstanding
food and service.
Despite this, customers left feeling slighted. Many of the competitors in that area were
also delivering outstanding food and service. 6-Star Restaurant was good, but not overly
impressive. It was not the entire step above the competitors that would have warranted their
claims. Because of these claims, the customers’ expectations were not met.
1. Describe the concept of 6-Star Restaurant.
2. Describe the expectations of the customers.
3. In your opinion, is it possible to deliver 6-star service?
CASE STUDIES continued

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