week1dqs

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