Section III
Chapter Objectives:
After reading this chapter, you should be able to :
Apply the basic procedures of research
methodology for service research.
Identify and apply various quality research tools
and techniques.
Compare and contrast service quality external
awards and certifications.
Construct a research assessment using
appropriate quality tools and techniques.
Assess and improve a process properly using
quality techniques.
Research and Tools
Chapter 10
Terminology:
Affi nity Diagram
Baseline Measurements
Benchmarking
Brainstorming
Check Sheets
Control Chart
Cost–Benefi t Analysis
Cost of Error
Delphi Method
Diamond Rating
Fishbone Diagram
Flow Chart Diagram
Focus Group
Force-Field Analysis
Gantt Chart
Multi-voting
Pareto Chart
Poka-Yoke
Process Reengineering
Pros–Cons Sheet
Quality Assessment Tools and
Techniques
Root-Cause
Analysis
Scatter Diagram
Secret Shopper
Six Sigma
Star-Rating
Surveys
Survqual
182 Chapter 10 Research and Tools
Introduction
In the management of service, you will have to do much research. It isn’t usually formal
and you probably won’t be wearing a white lab coat. Th e term research means investigating,
thinking logically, and determining a solution. Quality tools are the vehicles for
doing just that. Tools are the keys to unlock the doors of mysteries. Th ey provide organization,
logic, clarity, and insight well past what the mind could do on its own.
Th is chapter is divided into three main sections. Th e fi rst discusses the foundations
of performing research. Th e second discusses the use of tools and techniques
used in the service industry. Th e third covers external awards and certifi cations common
to the hospitality industry.
Setting Up for Research
Research is anything but haphazard. It is a formal process. It is scientifi c. It follows a
set of steps that allow it to be standardized and critiqued for validity. In setting up for
research, there are criteria that need to be established to ensure a successful experiment.
We can refer to these casually as the why, what, who, and how of research
experiments (Figure 10.1 ). Th eir more formal labels and explanations are listed below.
Why:
Collect
Background
Information
What:
Determine What
to Measure
Who:
Choose the
Population
How:
Choose the
Method and
Measurement
FIGURE 10.1 The Why, What, Who, and How of Research.
WHY: COLLECT BACKGROUND INFORMATION
Collecting background information is crucial to any research. It identifi es areas of concern
that help to establish a starting point and build a case for the direction of future
investigation. Without it, you are guessing or ‘shooting in the dark’.
You can begin an analysis by asking questions such as:
■ Are you providing wants and needs?
■ What’s involved in your service?
■ What is good, what is bad, and what can be changed?
■ How consistent can you be?
■ What are the newest trends?
You should also take baseline measurements . Th ese are “before” measurements
that describe a situation or condition prior to intervention. Baseline measurements are
helpful in monitoring growth or change after you make improvements.
Baseline
Measurements
“Before” measurements
that describe a
situation or condition
prior to intervention.
Setting Up for Research 183
Another source of background information could be from your customer complaints.
It could be helpful to turn each one into just one word or a few short words.
You could also hold a focus group or simply just listen to your staff , because they
probably have some great suggestions.
WHAT: DETERMINE WHAT TO MEASURE
After background information has been collected, the information must be sorted and
analyzed. Th is is when the real direction takes place. Th e end product of this step is
having the primary areas to measure. All suggestions should be considered in determining
the primary areas.
Examples of this could be:
■ Empowerment
■ Customer service
■ Communication
■ Job security
■ Price
WHO: CHOOSE THE POPULATION
After you know what to measure, you need to determine who, how much, or how many
to measure. Th is may seem straightforward, but the details need to be considered and rules
must be established. Something as simple as measuring the customers may become an issue:
■ Do you want former, current, and potential customers?
■ What if they are repeat customers?
■ Can you measure every customer every time?
■ What if you cannot reach them or they refuse?
■ What if they purchase a lot, or a little, or their transaction is voided?
As you are setting this up, you should also determine how the population will be
divided. For example, it could be divided by demographics or psychographics:
■ Demographic : Age, income, marital status, education, stage in family life cycle,
home ownership, gender, ZIP code, occupation, household size and type,
travel patterns, ethnicity, religion
■ Psychographic : Lifestyles, mode of living, needs, attitudes, reference groups, culture,
class, family infl uences, hobbies, political affi liation
HOW: CHOOSE THE METHOD AND MEASUREMENT
After laying the groundwork and determining what and who to measure, the rest of
the research typically follows a logical path. Th e “how” completes the classic research
methodology format (research is typically conducted using this method). It has six
steps and will take much diligence to complete, but will likely yield superior results.
184 Chapter 10 Research and Tools
1. Choose instrument type
a. Tools
b. Techniques
2. Adapt tool or technique
3. Pilot test
a. Trial run of your experiment
b. Smaller scale
4. Revise based on results of pilot test
5. Administer experiment
6. Interpret data
Tools and Techniques
Th ere are many quality assessment tools and techniques . Th ese can be used in experiments
and in every step of the quality service process.
Quality assessment tools and techniques can be divided into four main groups by
their purpose. Th ey are used for specifi c reasons depending on your needs. Th e four
main purposes (shown in Figure 10.2 ) are to:
1. Target an opportunity for improvement
2. Analyze the area targeted for improvement
3. Develop and implement improvements
4. Evaluate improvements
Some tools can be used in more than one group.
Quality
Assessment Tools
and Techniques
A research instrument
used to target,
analyze, develop, or
evaluate a service
system.
Target Analyze Develop and
Implement
Evaluate
FIGURE 10.2 Quality Assessment Tools and Techniques.
Target an Opportunity for Improvement
■ Defi ne the process, identify and describe the problem.
■ Th ese tools analyze processes or determine current conditions.
■ Th ese tools help to write a problem statement or specify areas for improvement.
Th ey help to prevent misunderstandings. Th is forms a foundation for
objective analysis.
Analyze the Area Targeted for Improvement
■ Th ese are tools that assist in understanding the areas for improvement. Th ey
could also help to classify quality issues and analyze the preliminary data.
Tools and Techniques 185
■ Th ese tools help to assess:
❍ Importance to guests
❍ Importance to management
❍ Importance to staff
❍ Control over the improvement area
Develop and Implement Improvements
■ Determine and implement solutions to remedy the problems.
■ Th ese tools help to identify, select, and implement potential solutions.
■ Th ese tools can help to develop an action plan that has:
❍ Acceptance by guests.
❍ Acceptance by management.
❍ Acceptance by staff .
❍ Cost-eff ectiveness.
❍ Timelines for implementation.
❍ Practicality of implementation.
Evaluate Improvements
■ Assess the changes.
■ Th ese tools assist in evaluating the impact of the changes or solutions. Th ey
include many diff erent sources of feedback to assess questions such as:
❍ Did the changes work?
❍ Am I asking the right questions?
❍ How do I know?
❍ Can I trust this information?
Th e next section will detail many of the quality assessment tools and techniques
common to the quality service research process. Th e tools are listed alphabetically.
A brief defi nition is provided, including a display of their place in the research process,
along with tips of when they are most useful. In addition, basic instructions are provided,
along with an example of most. Th is should help to place them into a context of
how, where, and when they could best be used.
AFFINITY DIAGRAM
Affi nity Diagram
A process that
sorts ideas into
categories for further
interpretation. not in
terminology lists.
Target Analyze Develop and
Implement
Evaluate
Defi nition : A process that sorts ideas into categories for further interpretation.
Helpful when : Analyzing verbal data or too many facts or ideas are in need of sorting.
Time Cost Labor Diffi culty
Low Low Medium Low
186 Chapter 10 Research and Tools
Random Ideas
Theme 1 Theme 2 Theme 3
FIGURE 10.3 Affi nity Diagram.
Instructions (see Figure 10.3 ):
1. Brainstorm, collect, or assemble diff erent ideas for potential problems, causes,
errors, or underlying reasons for the problems.
2. Record each idea on a sticky note, on a white board, or in some similar
fashion.
3. Begin to place in groups. Look for relationships and commonalities.
4. Begin to develop and refi ne labels for groups. Look for primary groups and
subgroups. Make duplicates if ideas belong in more than one groups.
BENCHMARKING
Benchmarking
A comparison of bestpractice
methods.
Defi nition : A comparison of best-practice methods.
Helpful when : You need to fi nd the best way to perform a process.
Target Analyze Develop and
Implement
Evaluate
Tools and Techniques 187
Time Cost Labor Diffi culty
Medium Medium Medium Medium
Instructions:
1. Determine process that needs improvement.
2. Determine who will be compared (benchmarked). Th is should ideally be with
another business that is the “best-in-class” at this process. Th ey may be a
competitor or even in another industry.
3. Analyze what makes them best.
4. Adapt and adopt fi ndings.
Example: In the past, the restaurant industry has had a diffi cult time with customers
waiting for tables. Th e wait times could be long, and the customers were
bored and uncomfortable. Th e restaurant industry searched across all industries to
see if other businesses did a better job with customer wait-times. Th ey discovered
that Eye World Vision Centers handed out pagers to customers waiting for their
eye glasses to be made. Benchmarking of this best-practice was applied and the
rest is history. Th e restaurant industry quickly adopted this practice. Customers
are no longer bound to a small area, and calling them is much less disconcerting.
BRAINSTORMING
Brainstorming
Free-form thinking to
generate ideas.
Target Analyze Develop and
Implement
Evaluate
Defi nition : Free-form thinking to generate ideas.
Helpful when : When trying to obtain a wide range of ideas or options.
Time Cost Labor Diffi culty
Medium Low Medium Low
Instructions:
1. Gather participants. Any size group will work, but a group with over 20 participants
is more diffi cult to give all a chance to participate.
2. Present participants with issue for thought.
3. Give participants 2 to 5 minutes of silence to think and make notes.
4. Give everyone a chance to speak at least a few times.
5. Accurately record all ideas on board without judgment.
6. Process answers by seeking trends, eliminating duplicates, and so on.
188 Chapter 10 Research and Tools
CHECK SHEETS
Check Sheets
Tabulation list of frequency
for repeated
data.
Target Analyze Develop and
Implement
Evaluate
Defi nition : Tabulation of frequency for repeated data.
Helpful when : Collecting and analyzing repeated data, such as tabulating the
guest complaints regarding renovation during a given week.
Time Cost Labor Diffi culty
Low Low Low Low
Instructions (see Figure 10.4 ):
1. Determine what data will be observed.
2. Determine how the data will be observed. It should be measured the same
way at the same location, at appropriate and consistent times.
3. Trial test for measuring or methodology errors prior to actual use.
Renovation Complaints
Day
Reason Mon Tues Wed Th urs Fri Total
Noise 6 3 2 1 0 12
Mess 3 2 3 7 2 17
Eyesore 3 3 1 6 1 14
Congestion 3 0 0 3 0 6
Other 2 0 0 3 0 5
Total 17 8 6 20 3 54
FIGURE 10.4 Check Sheet for Renovation Complaints.
Tools and Techniques 189
Defi nition : Measure of deviations of processes over a period of time. Other
name: statistical process control (SPC).
Helpful when : Looking at data that vary over time.
Time Cost Labor Diffi culty
High Low Medium Medium
Instructions (see Figure 10.5 ):
1. Determine data to be measured.
2. Determine control (average or ideal) line.
3. Determine upper control limit (UCL) and lower controls limit (LCL) that
indicates when measurement is unacceptable or out-of-control.
4. Trial test for measuring or methodology errors prior to actual use.
CONTROL CHART
Control Chart
Graph that measures
deviations of processes
over a period
of time. Other name:
statistical process
control (SPC).
Target Analyze Develop and
Implement
Evaluate
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24
Hour of the day
X
UCL _ 19 minutes
Average _ 10 minutes
LCL _ 1 minute
FIGURE 10.5 Control Chart for Room Service Times.
190 Chapter 10 Research and Tools
New Property-Management System
Costs
System $25,000
Installation $2,300
Training: 200 staff hours @ $12/hour 5 $2,400
Training: 70 staff hours @ $20/hour 5 $1,400
Trainers: 15 hours @$45/hour 5 $600
Ancillary costs $1,200
Total costs $32,900
Benefi ts
Reduction of incorrect orders voided $5,000 / year
Improved inventory effi ciency estimate $2,000 / year
Improved ordering effi ciency estimate $3,000 / year
Reduction of system maintenance costs $1,200 / year
Total benefi ts $11,200 / year
Payback $32,900 / $11,200 5 2.9375 years
Figure 10.6 Cost–Benefi t Analysis for New Property Management System.
Time Cost Labor Diffi culty
Medium Low Low Medium
Instructions (see Figure 10.6 ):
1. Determine total costs associated with idea. Consider costs at all levels, present and
future. Some of these may be diffi cult to quantify, such as time and satisfaction.
2. Determine total benefi ts associated with idea. Th e same qualities apply to
these as in costs. Some of these areas, such as frustration, may be diffi cult
to quantify.
3. Compare the results of each total against the other. Th is can be done as one
cost and savings, annual costs, or both.
4. When comparing, you will encounter a break-even point. You must decide
what is acceptable. In the case below, it is just under 3 years, which is likely
acceptable since the system has a projected life of more than 10 years.
Target Analyze Develop and
Implement
Evaluate
COST–BENEFIT ANALYSIS
Cost–Benefi t
Analysis
Used to decide
whether an idea or
project is worthy of
spending money
on it.
Defi nition : Used to decide whether an idea or project is cost-worthy.
Helpful when : Financial implications are a main priority. It answers whether it is
worth doing from a fi nancial standpoint.
Tools and Techniques 191
COST OF ERROR
Cost of Error
The total amount of
costs associated with
a customer service
mistake or losing the
customer.
Target Analyze Develop and
Implement
Evaluate
Defi nition : Th e total amount of costs associated with a customer service mistake
or losing the customer.
Helpful when : Reviewing consequences of errors in processes.
Time Cost Labor Diffi culty
Medium Low Low Medium
Instructions (see Figure 10.7 ):
1. Determine process to be measured.
2. Calculate amount of errors in set period of time.
3. Calculate total costs associated with error.
Problem: Lines too long for customer to wait.
Example 1:
Occurrence: 2 patrons per night.
2 patrons 3 315 days open per year 5 630 lost customers per year.
630 3 $15.38 check average per person 5 $9,689.40 per year.
( Note: Other expenses that are more diffi cult to quantify: poor word of mouth, loss of tips .)
Th is can also be done in a hotel setting based on a percentage of error.
Example 2:
0.5% of hotel customers leave because of a type of error.
0.5% 3 400 rooms 5 2 room per nights per day with uncleaned room issue.
2 rooms per night 3 365 days 5 730 nights.
730 nights 3 80% occupancy 5 584 room nights per year.
584 room nights 3 $89.65 average daily rate 5 $52,355.60 per year.
( Note: Th ere are typically other expenses that are diffi cult to quantify, such as loss of reputation .)
FIGURE 10.7 Cost of Error.
192 Chapter 10 Research and Tools
Defi nition : A method of gaining group consensus.
Helpful when : You need to get a group to make a decision. Members avoid having
to publicly defend themselves and they are free to speak their minds after
reading the responses of others.
Time Cost Labor Diffi culty
Medium Low Medium Medium
Instructions:
1. Expert participants are selected and given a problem or situation in need of a decision.
Th ey are asked to provide comments in bullet form and not share responses.
2. Th e results are collected, tabulated, and handed out anonymously in
summative form.
3. Th e participants review the group responses and consider revising or updating
their own responses in light of the other opinions.
4. Th e new responses are collected from the participants, tabulated, and handed
out anonymously in summative form.
5. Th is process continues for two or more rounds until a group consensus is
formed or a vote is taken.
Group Consensus
Not everyone in a group will always get their fi rst choice. When a group must make a
decision, it is unlikely that everyone will agree on precisely the same choice. The idea
of group consensus means that everyone doesn’t have to believe a choice is perfect
or that it is their top choice. Instead, they believe that the choice is reasonable. They
understand that the group as a whole believes it is the best choice or blend. Consensus
means they will support it and they will not stand in the way of the choice at this time or
in the future. Sometimes, group consensus is the best that we can hope for.
Service Insight
Comment
Rating: (1 _ strongly disagree; 5 _ strongly agree)
Second Round Scores [fi rst round scores in brackets]
1 2 3 4 5
New logo has retro appeal 1 [3] 5 [3] 1 [2] 2 [1]
New logo has fresh look 1 [2] 5 [3] 2 [1] 1 [3]
New logo mimics competitors 1 [1] 5 [6] 3 [2]
FIGURE 10.8 Delphi Method Example Group Tabulation.
Target Analyze Develop and
Implement
Evaluate
DELPHI METHOD
Delphi Method
A method of gaining
group consensus.
Tools and Techniques 193
Defi nition : Identifi es potential causes for a problem in categories. Other names:
Ishikawa diagram, cause-and-eff ect diagram.
Helpful when : Identifying problems or causes for a multi-faceted issue.
Time Cost Labor Diffi culty
High Medium Medium High
Instructions (see Figure 10.9 ):
1. Write down problem or eff ect.
2. Set up with generic headings as applicable to your situation. Make them
branches from the main arrow (problem). Typical headings are: Methods,
Materials, People, and Equipment. Measurement and Environment are also
sometimes used as additional headings.
3. In each heading, ask, “Why does this happen?” and record the reason.
4. Continue to ask, and broaden the branch as the reasons expand and deepen.
Th e branches extend to indicate causal relationships.
Target Analyze Develop and
Implement
Evaluate
FISHBONE DIAGRAM
Fishbone Diagram
Identifi es potential
causes for a problem
in categories. Other
names: Ishikawa
diagram, cause-andeffect
diagram.
Problem:
Lack of
customer
service
Policies
People Process
Equipment
Limited terminals
Not on the
floor
Difficulty calling
waiting guests
Long guest wait times
System failures
Unsure
No reservation
policy
Congestion
at door
Strict policies
Many functions
require manager
approval
Older propertymanagement
system
Long waits for
terminals
No system for
special orders
Difficulty predicting demand
Managers
Not customer
focused
Miss issues
Staff
Needed more
control in past
Understaffed
Hiring issues
Unsupported
FIGURE 10.9 Fishbone Chart Example of a Lack of Customer Service Problem.
194 Chapter 10 Research and Tools
FLOW CHART
Flow Chart
Diagram
A graphic account of
sequential steps in a
process.
Defi nition : A graphic account of sequential steps in a process.
Helpful when :
❍ Breaking down each step to analyze a process.
❍ Understanding a process.
❍ Showing where a process speeds up, slows, and has other issues.
❍ Training new employees.
Time Cost Labor Diffi culty
Medium Low Medium Medium
Instructions (see Figure 10.10 ):
1. Defi ne process or interrelating processes.
2. Determine beginning and ending points of the process.
3. Determine all steps and options within the process.
4. Diagram each step and option using the appropriate
symbol.
5. Connect using appropriate symbols.
Th ere is no universally accepted legend of symbols
but commonly accepted meanings of symbols are as
follows:
❍ Ovals or circles 5 beginning and endings
❍ Rectangles 5 typical processes
❍ Diamonds or triangles 5 decisions
❍ Arrows 5 demonstrate fl ow of the process
Target Analyze Develop and
Implement
Evaluate
Confirm
Charge full
admission price
Determine age
of ticket
holder
<12?
Yes No
Yes No
>65?
Confirm
Yes
AAA
member?
Charge AAA
discounted rate
Charge senior.
discount rate
Give free
children’s pass
No
FIGURE 10.10 Flow Chart of Determining Ticket Price.
Tools and Techniques 195
FOCUS GROUP
Bottleneck
A bottleneck is a metaphor used to describe a type of issue in fl ow charts. Just like
the neck of the bottle constricts, forcing the liquid to gather and slow before exiting
the bottle and completing the pour, so does a bottleneck slow the process in a fl ow
chart. If you look around, you will notice many bottlenecks, like many people waiting to
check out with only one register open.
Service Insight
Target Analyze Develop and
Implement
Evaluate
Defi nition : Qualitative (verbal) research in which a group (usually 4 to 10 people)
is surveyed regarding their ideas and opinions on a certain product, company,
or fi eld.
Helpful when : You need in-depth data from respondents.
Time Cost Labor Diffi culty
High High High High
Description : Focus groups are typically conducted by a focus group facilitator,
a trained professional who has superior communication and group skills. It
is qualitative research in which a group (usually 4 to 10 people) is verbally
surveyed regarding their ideas and opinion regarding a certain product or
company. Th is method generates in-depth data from individuals that is diffi
cult to obtain through alternative methods. A trained moderator leads the
discussion. Th e group usually meets in a specially-designed room so that
ideas can all be recorded and later interpreted. Each group typically lasts 30
to 120 minutes. Focus-group participants are usually given a token gift in
appreciation of their time. Th e moderator may conduct one or several diff erent
focus groups on the same topics.
Focus Group
Qualitative (verbal)
research in which a
group (usually 4 to 10
people) is surveyed
about their ideas
and opinion about a
certain product, company,
or fi eld.
196 Chapter 10 Research and Tools
Target Analyze Develop and
Implement
Evaluate
Forces for Change Forces against Change
Customers do not
currently have
sufficient parking
Customers do not like
shuttles
Idea
Proposal:
To build a
remote
parking lot
with shuttle
service.
Land is for sale across
street in adjacent lot
More customer parking
means more potential
business volume
Removes congestion
from main lot
Cost of land
Cost of shuttles
Cost of labor
Total: 14
5
5
4
3
4
2
3
5
Total: 17
FIGURE 10.11 Force-Field Analysis Example for an Idea Proposal.
FORCE-FIELD ANALYSIS
Force-Field
Analysis
A technique for
analyzing the forces
that help and hurt a
decision.
Defi nition : A technique for analyzing the forces that help and hurt a decision.
Helpful when : Determining and examining what is benefi cial and detrimental regarding
a decision. Pros–Cons Sheet examine the product of a decision while this examines
the other factors that may enable or disable your eff orts in pursuing the decision.
Instructions (see Figure 10.11 ):
1. List the decision in the middle of the page.
2. On the left, label: Forces for Change.
3. On the right, label: Forces against Change.
4. Brainstorm and fi ll in both sides of the page with bullet statements (forces).
5. Rate each of the forces from 1 (weak) to 5 (strong).
6. Tabulate and interpret your fi ndings, deciding whether or not your plan is
suffi cient given the forces for and against it.
Tools and Techniques 197
Defi nition : A project planning tool that clarifi es what is done and by when.
It can also include who is responsible for the task.
Helpful when : You are setting up a project that requires coordination with
others.
Time Cost Labor Diffi culty
High Low Medium Medium
Instructions:
1. Determine tasks of project.
2. Determine order of tasks and which tasks need to be completed before others
can begin.
3. Determine due dates of tasks.
4. Determine who will be responsible for each task, if applicable.
5. Apply steps 1 to 4 to the chart.
GANTT CHART
Gantt Chart
A project-planning
tool that clarifi es who
does what and by
when. Target Analyze Develop and
Implement
Evaluate
Week 0
Identify benchmarks to study
Present to board of directors
Devise team and set parameters
Present to board subcommittee
Develop details for pilot study
Conduct trial research
Process trial research findings
Set up major study details
Conduct research
Process research findings
Identify current business process
Identify differences
Outline new process
Finalize new process
Send to printing
Present new process plan to board of directors
1 2 3 4 5 6 7 8 9 10 11 12
Completed Presentation
FIGURE 10.12 Gantt Chart of Typical Research Project.
198 Chapter 10 Research and Tools
Top 5 votes in rank order:
Kathy’s votes: 4, 9, 12, 2, 8; Richard’s votes: 10, 8, 15, 12, 11; Carol’s votes:
6, 10, 12, 9, 15; Patrick’s votes: 8, 6, 11, 10, 4; Kelly’s votes: 2, 9, 14, 4, 6
1. Balloons 5 0 6. Radio 5 1 1 1 4 5 10 11. Celebrity 1 1 3 5 4
2. Banners 2 1 5 5 7 7. Television 5 0 12. Food 3 1 3 1 2 5 8
3. Neon 5 0 8. Airplane banner 1 1 4 1 5 5 10 13. Carnival 5 0
4. Spotlight 5 1 2 1 1 5 8 9. Linked-in 4 1 2 1 4 5 10 14. Giveaway 3
5. Spokesperson 5 0 10. Facebook 4 1 5 1 2 5 11 15. Open house 1 1 3 5 4
FIGURE 10.13 Multi-Voting Chart Example.
MULTI-VOTING
Multi-voting
Technique that prioritizes
and narrows
a large number of
decisions to refl ect
the general favor of
a group. Other name:
nominal prioritization.
Target Analyze Develop and
Implement
Evaluate
Time Cost Labor Diffi culty
Medium Low Medium Low
Instructions (see Figure 10.13 ):
1. List all decisions or options, omitting duplication.
2. Determine a number of votes each participant will be given. (e.g., 5 votes
each).
3. Each participant in the group will rank order their choices (e.g., 5 5 top
choice, 4 5 second best choice, and so on).
4. Collect and tally all votes. Th e highest number is the group’s preferred
choice.
5. Th is may be done once or with a few elimination rounds.
Defi nition : Prioritizes and narrows a large number of decisions to refl ect the
general favor of a group. Other names: nominal prioritization.
Helpful when : A group must make a decision and equal input from all is a
necessity.
Tools and Techniques 199
Target Analyze Develop and
Implement
Evaluate
Defi nition : A bar graph that displays frequency of time, errors, or
money.
Premise : Limitations prevent you from fi xing every cause. You have
limited resources and want to be able to solve the most problems within the
limits of your abilities. Th e idea behind the Pareto Chart is that it displays
the cumulative amount of errors that solutions would solve. Th e Pareto
principle contains an 80–20 rule that states that 80 percent of the eff ects come
from just 20 percent of the causes. Th is is an estimation, but the general idea
holds true in many cases. In lay terms, “What gives you the best bang for your
buck?”
Helpful when : Deciding on which problem/cause to focus on to resolve the most
issues.
Time Cost Labor Diffi culty
Medium Low Medium Medium
Instructions:
1. Construct a bar chart of categories of causes.
2. Arrange the categories (bars) in descending order.
3. Draw a line displaying the cumulative total.
4. Draw conclusions from the chart regarding the percentage of problems.
Example : If you could fi x two of the fi ve categories, how many of the errors
would be resolved?
PARETO CHART
Pareto Chart
A bar graph that
displays frequency
of time, errors, or
money.
200 Chapter 10 Research and Tools
POKA-YOKE Poka-Yoke
A system that helps
to self-correct itself.
Poka-Yokes are
everywhere that you
look. We take most
of them for granted.
They are engineered
fail-safe systems.
Target Analyze Develop and
Implement
Evaluate
FIGURE 10.14 Pareto Chart Example.
0
10
20
30
40
Paper
Jam
Input
Error
System
Busy
Forgot
to
Enter
Forgot
to
Prepare
20%
40%
60%
80%
100%
0%
Out
of
Item
Defi nition : A system that helps to self-correct itself. Poka-Yokes are everywhere that
you look. We take most of them for granted. Th ey are engineered fail-safe systems.
Other names : Fail-proofi ng, mistake-proofi ng.
Helpful when : A process, function, or system is prone to a certain error.
Time Cost Labor Diffi culty
Medium Medium Medium High
Instructions:
1. Observe the system for errors.
2. Select an error.
3. Revise the system to avoid or disallow the mistake to be made.
Example : A safety window prompting you to fi ll in missing information on a
computerized reservation form before confi rming.
Tools and Techniques 201
Defi nition : A comparison of the benefi ts and drawbacks of a given idea or solution.
Helpful when : A decision has many points to consider.
Time Cost Labor Diffi culty
Low Low Low Low
PROCESS REENGINEERING
Process
Reengineering
A dramatic redesign
of a system, process
or business. Target Analyze Develop and
Implement
Evaluate
Target Analyze Develop and
Implement
Evaluate
Defi nition : A dramatic redesign of a system, process or business that can have the
most impact on achieving goals.
Helpful when : You require out-of-the-box thinking. When a process fails to
the point at which it can no longer be patched, reengineering could be a great
alternative in developing a plan.
Time Cost Labor Diffi culty
High High High High
Instructions:
1. Observe the process.
2. Extract the main purpose of the process.
3. Seek or engineer alternative methods to achieve main purpose of process.
4. Th oroughly review every step, asking fundamental questions such as:
a. Why it is done?
b. Does it have to be done?
c. Is that the only way it could be done?
d. Is that the best way it could be done?
Example : A student cannot aff ord a car and rides his bicycle to school every
day. It has been very rainy lately, so he purchases a rain coat. His pants kept
getting wet so he buys fenders for the bike. His backpack still gets wet so he
waterproofs it with a trash bag. With process reengineering, he looks at his
goal: to get to school. He realizes that he can sell his bicycle and take the bus.
PROS–CONS SHEET
Pros–Cons Sheet
A technique that
compares the benefi
ts and drawbacks
of a given idea or
solution.
202 Chapter 10 Research and Tools
Instructions:
1. Begin with two separate sheets, one for pros and one for cons.
2. List all of the benefi ts of the idea on the pros sheet.
3. List all of the negative aspects on the cons sheet.
4. Devise a system to weight each of them. Th is can be stars or numbers in order
of importance.
5. Compare results. Keep in mind not only the number of lines on each list, but
also the priority or weight of the individual items.
ROOT-CAUSE ANALYSIS
Root-Cause
Analysis
Determining the
underlying reasons
why something
happens. Target Analyze Develop and
Implement
Evaluate
Defi nition : Determining the underlying reasons why something happens.
Helpful when : You want to explore why something happens so that you can solve
it at the cause.
Time Cost Labor Diffi culty
Medium Low Medium Medium
Instructions ( Note : Th is is sometimes done with a group.) (see Figure 10.15 ):
1. Determine the problem. Write it on a board or in a similar fashion. Th is will
typically become the eff ect.
2. Ask, “Why does this happen?” ( Note : Th ere may be more than one reason.
Record any and all responses.)
3. State the response from step 2 and ask, “Why does this happen?”
4. Record the response(s)
5. Repeat asking why until it cannot be answered. Th is may be three, four, or
fi ve times. Th is is likely your root cause.
Tools and Techniques 203
SCATTER DIAGRAM
Scatter Diagram
A graphing of pairs of
numerical data. Other
names: scatter plot;
X–Y graph.
Question Answer
Why were we overcommitted on
reservations?
Online reservations lost. People showed up
that we didn’t know about.
Why were the online reservations lost? Our network went down and we couldn’t
retrieve the information.
Why did the network go down and lose
information?
Our network administrator was on vacation
and we couldn’t reach him or his backup.
Root-cause answer: So we were overcommitted
because we don’t have a reliable
backup for our network administrator?
FIGURE 10.15 Root-Cause Analysis Example: Problem: Overcommitted on Reservations.
Target Analyze Develop and
Implement
Evaluate
Defi nition : A graphing of pairs of numerical data. Other names: Scatter plot;
X–Y graph
Helpful when : Examining for trends. Initial display and interpretation of
coordinate data.
Time Cost Labor Diffi culty
Medium Low Medium Medium
Instructions (see Figure 10.16 ):
1. Collect or gather pairs of data believed to be related.
2. Plot on an X–Y graph.
3. Observe for patterns. Run regression analysis if warranted.
204 Chapter 10 Research and Tools
Defi nition : Evaluators who pose as customers and report fi ndings to the management
and owners.
Helpful when : Owners or managers want to test and ensure that operational procedures
are followed.
Time Cost Labor Diffi culty
High High High Medium
Discussion : A secret shopper is a customer in disguise. Outside contractors
are sent to evaluate food, accommodations, services, and various other products
in a covert fashion. Companies often change or rotate shoppers so as not to
be discovered. Secret shoppers typically receive a reimbursement for the meal,
show, treatment, or service and a small token of appreciation for their time. A
standard form is devised for each type of situation. Th e shoppers must follow a
strict protocol, shopping at certain times, and ordering certain items. Shoppers
hide the forms and fi ll them out immediately after the transaction (see Figure
10.17 ). Owners use secret shoppers as a control device for operations. Managers
usually have bonuses tied to shopper scores, and employees sometimes view it as
spying. Nonetheless, it is relatively common, especially in chain establishments.
Secret Shopper
Evaluators who pose
as customers and
report fi ndings to the
management and
owners.
Target Analyze Develop and
Implement
Evaluate
SECRET SHOPPERS
Drinks Sold
300
50
00
50
00
1 2 3 4
Cost of Drinks in U.S. Dollars
5 6 7 8
FIGURE 10.16 Scatter Diagram Example of Contrast between Drinks Sold and Cost of Drinks.
Tools and Techniques 205
Quality Evaluation Company - Customer Service Evaluation Form
Last Name: First Name: Employee ID Number:
Property Number: Property Location:
Date of Evaluation: / / Arrival Time: : AM/PM Time of Departure: : AM/PM
Property:
Poor Below average Average Above average Excellent
External
Dining room
Kitchen
Counter
Bathroom
Order:
Poor Below average Average Above average Excellent
Greeting
Accuracy
Timeliness
Quality
Staff:
Yes No Unsure
Was someone present at the door?
Was it busy?
Was the manager present?
Did all staff have proper uniforms?
Attendant ’s name:
Description of your order:
Additional comments:
Please complete, affi x your receipt to the bottom portion of the page and fax to 1-800-432-12XX
FIGURE 10.17 Secret Shopper Evaluation Form Example.
206 Chapter 10 Research and Tools
Defi nition : Measures fi ve dimensions and assesses fi ve diff erent types of gaps in
service organizations.
Helpful when : Owners or managers want to test or ensure that quality service is present.
Time Cost Labor Diffi culty
High Medium Medium High
Discussion : Zeithaml, Parasuraman, and Berry developed SERVQUAL in 1985.
Th ey compiled the literature and blended it with practical use in industry. Th e
SERVQUAL model was widely used throughout the 1990s and after. Th e
dimensions are widely accepted and the gaps have strong real-world application.
It has received very little press in recent years, but the dimensions and gaps are
widely understood to be a classic contribution to service research.
SERVQUAL was originally developed with 10 dimensions: Tangibles, responsibility,
responsiveness, communication (credibility, security, competence),
courtesy, understanding/knowing customers, and access. It was later reduced to
RATER, which stands for:
Reliability : Ability to perform promised service accurately and dependably
Assurance : Employee knowledge, courtesy, ability to inspire trust and confi dence
Tangibles : Equipment, facilities, appearance of personnel
Empathy : Individualized attention and care to customers
Responsiveness : Prompt service, willingness to help
( Note : Th e last two dimensions combine the others previously mentioned in
the original instrument.)
After measuring these dimensions, a measurement of fi ve diff erent potential
gaps in the quality service process are determined:
❍ Gap 1: Management expectation and customer exceptions
❍ Gap 2: Management perceptions and service specifi cations
❍ Gap 3: Service specifi cations and service delivery
❍ Gap 4: Service delivery and external communications
❍ Gap 5: Customer expectations and service delivery
SERVQUAL
Measures fi ve dimensions
and assesses
fi ve different types of
gaps in service organizations:
reliability,
assurance, tangibles,
empathy, and responsiveness
(RATER).
Target Analyze Develop and
Implement
Evaluate
SERVQUAL
Tools and Techniques 207
Defi nition : A polling of a group. Can be formal or informal. Works well with
small to large groups.
Helpful when : You need to obtain a brief response from a broad audience.
Time Cost Labor Diffi culty
Medium High Medium Medium
Could be administered to :
■ Employees
■ Managers
■ Customers (Existing, Potential, Lost/Dissatisfi ed)
Types of questions ( Note : Off er “no opinion” when appropriate.):
■ Close-ended questions: Have specifi c options for an answer
Example: How old are you? —— 18 —— 18–29 —— 30–49 —— 50–65
—— ≥66
■ Open-ended questions: Have no specifi c options for an answer
Example: How old are you?——————
Defi nition : Quality program aimed at reducing defects to less than 3.4 in 1 million.
Defi ne, measure, analyze, improve, control (DMAIC).
Helpful when : A full embrace of quality control in a product is desired.
Time Cost Labor Diffi culty
High High High High
SURVEYS
Survey
A poll of a group. Can
be formal or informal.
Works well with small
to large groups.
Target Analyze Develop and
Implement
Evaluate
Target Analyze Develop and
Implement
Evaluate
SIX SIGMA
Six Sigma
Quality program
aimed at reducing
defects to less than
3.4 in 1 million.
Defi ne, measure,
analyze, improve,
control (DMAIC).
208 Chapter 10 Research and Tools
Types of scales :
■ Likert scale
Example: 1 5 strongly disagree; 2 5 disagree; 3 5 neutral; 4 5 agree;
5 5 strongly agree
■ Verbal frequency
Example: 1 5 always; 2 5 often; 3 5 sometimes; 4 5 seldom; 5 5 never
■ Forced ranking
Example: —— Bud —— Coors —— Miller —— Amstel —— Guinness
■ Semantic diff erential
Example: Hot —— —— —— —— Cold
All surveys should have :
■ Introduction briefl y describing the situation: Who? What? Why?
■ Body including the survey questions
■ Closing
■ Th ank you
All surveys should be :
■ Brief
■ Focused directly on the subject
■ Simple to follow
■ Focused without extraneous information
Eff ective survey questions should be :
■ Clear/unambiguous to ensure consistent interpretation. (Poor example: What
do you do?)
■ Grammatically correct and free from spelling errors
■ Free fl owing and easy to understand
■ Ordered so that sensitive questions come last
Eff ective survey questions should not include:
■ Leading questions that introduce bias or lead to a particular answer
Example: Would you favor random searches to keep people safe from bombers,
assassins, and drug smugglers?
■ Inapplicable or overly sensitive questions
Example: What are your children’s names?
■ Overly demanding recall questions
Example: When learning to ride your bicycle, how many times did you fall off ?
■ Double-barreled questions—two questions in one
Example: Do you enjoy going to an event and getting a program?
Tools and Techniques 209
Correlation Does Not Imply Causation
Your research may show that variables are seemingly related. Be careful of your interpretations
and claims.
■ Claim: Odd-numbered days yield fewer complaints.
■ Claim: A recent rise in male travelers caused a lowering of guest complaints.
■ Claim: A rise in gas prices relates to a decline in pool usage.
■ Claim: An increase in service staff has led to a decline in room service delivery
times.
When conducting research, be aware that just because two variables may be correlated,
one does not necessarily cause the other. They may not be related at all to
each other.
■ I ncorrect: If the value of A rises as the value of B lowers, then A’s rising
causes B to lower.
■ Reasoning: Many things could cause B to lower in value. Just because the two
values have correlation does not mean that one causes the other. Seemingly
related or not, we cannot imply that.
Now let’s review the previous claims:
■ I ncorrect: Odd-numbered days yield fewer complaints.
■ Reasoning: Scheduling? Service staff? Property maintenance?
■ I ncorrect: A recent rise in male travelers caused a lowering of guest complaints.
■ Reasoning: Did the manager/staff change? What other factors changed?
■ I ncorrect: A rise in gas prices relates to a decline in pool usage.
■ Reasoning: What was the occupancy? Clientele? Weather?
■ I ncorrect: An increase in service staff has led to increased room service delivery
times.
■ Reasoning: That’s illogical. The opposite might happen. There were likely other
issues.
Service Insight
Eff ective survey writing should avoid :
■ Technical language or terminology
■ Asking questions that you already have the answer to
■ Too many questions assessing the same point
■ Embarrassing/personal questions
■ Too many questions
■ Multiple changes in response patterns
■ Questions that cannot be answered with the options provided
210 Chapter 10 Research and Tools
External Awards, Certifications, and
Recognitions
Awards, certifi cations, and recognitions are a way of letting the customer and others
know what you stand for. Th ey display a commitment and presence to your work.
Th ey are part of your brand image. Th ey can show an affi liation or even a rite of
passage in the fi eld. However, they are also quite common. Customers have a diffi -
cult time keeping track of them, and the granting organizations go to great lengths to
make theirs appear as worthy as possible. A few stand out and many are lost in a sea of
sameness. Th is section aims to explain the signifi cant North American awards, certifi -
cation, and recognitions common to the hospitality industry.
J.D. POWER AWARD
Features Ratings of hotels, restaurants, rental car companies
Input Randomly selected customer reviews
Award Power Circles (out of 5)
Diffi culty Medium
Customer recognition High
Field recognition Medium
J.D. Power is a customer-rated service that reviews hotels, restaurants, and rental
car companies, among many other non–hospitality industries. It is Canadian-based,
but also has a strong presence in its U.S. Division. It gained U.S. popularity when car
manufacturers began using it for marketing publicity. Since then, the restrictions for
its use in advertisements have tightened.
MALCOLM BALDRIGE QUALITY AWARD
Features Award divisions for service and small business
Input Strict and lengthy application process
Award Granted or not granted
Diffi culty High
Customer recognition High
Field recognition High
External Awards, Certifications, and Recognitions 211
Th is is a national award given to companies who exhibit excellence. Th e Ritz
Carlton Hotel Company won this award in 1992 and 1999. It awards up to two a year
in the areas of manufacturing, service, education, health care, or small business. Other
past recipients have been FedEx, IBM, Cadillac, Verizon, Merrill Lynch, Xerox,
Boeing, and Caterpillar.
INTERNATIONAL STANDARDS
ORGANIZATION (ISO)
Features Quality and standardization for many areas. ISO 9000
series features quality
Input Strict and lengthy application process
Award Certifi cation
Diffi culty High
Customer recognition Medium
Field recognition Medium
ISO forms and maintains the largest sets of commercial and industrial standards
in the world. Th ese are labeled by numbers. For example, the ISO 9001
series provide standards on how to run a business that has a process for ensuring
quality in its products. Used throughout most of the world, especially in
European divisions of companies. Organizations pass a rigorous process to show
that they are conforming to commonly accepted industry practices. Some businesses
will work only with other ISO-certifi ed companies. Other common organizations
are ANSI (American National Standards Institute) and UL (Underwriters
Laboratories).
FORBES—MOBIL GUIDE RATINGS
Features Ratings of hotels, restaurants, spas
Input Forbes unannounced inspectors
Award Certifi cation of star rating: 1 to 5
Diffi culty High (for 5 stars)
Customer recognition High
Field recognition High
212 Chapter 10 Research and Tools
FORBES STAR EVALUATIONS
Forbes Travel Guide evaluates hotels, restaurants and spas in the United States,
Canada, and Asia. Forbes has been evaluating since 1958. In 2009, Forbes merged
with Mobil Travel Guide, another industry leader, and assumed its star-rating system.
In it, hotels, restaurants, and spas are evaluated using a 5-star rating system. Forbes
primarily concentrates on 4- and 5-star properties. In 2011, Forbes Travel Guide
awarded 54 hotels, 22 restaurants, and 21 spas the prestigious honor of 5 stars. Th e
same year it also awarded 172 hotels, 150 restaurants, and 111 spas the 4-star award.
Ratings are determined by the combined scores of a facility inspection (25 percent)
and a service evaluation (75 percent). Facility inspection is up to 3 days and 2 nights and
reviews 17 major areas of the hotel, including reservations, room service, laundry,
and concierge. Service evaluation is performed incognito and assesses over 550 points.
Five-Star Hotels : Th ese are the most exceptional of all properties. Th ey are nearly
fl awless, the staff is passionate and eager to deliver guest satisfaction beyond
their expectations. Th e properties exhibit fi ne craftsmanship, comfort, and
quality and are a destination unto themselves. Examples: Montage Beverly
Hills, Mandarin Oriental NYC.
Four-Star Hotels : Distinctive setting, many interesting and inviting features, strong
attention to detail in all aspects, prideful and accommodating staff , personalized
service. Examples: Wynn Las Vegas, St. Regis Deer Valley Resort.
Th ree-Star Hotels : Are held to lesser inspection and evaluation standards than the
4- and 5-star candidates. Th ey are still very nice properties with a strong sense
of location, distinguishing style, ambience, functionality, and ease of access to
meetings or tourist attractions.
In 2005, Forbes began off ering an additional consulting practice that shares the
extensive inspection criteria with the hotels. Th is allows them to more appropriately
gauge what they need to change in order to achieve the 4- and 5-star ratings.
AAA RATINGS
Features Ratings of hotels, restaurants, campgrounds
Input AAA unannounced inspectors
Award Diamond rating of 1 of 5
Diffi culty High
Customer recognition High
Field recognition High
AAA DIAMOND RATINGS
Th e American Automobile Association (AAA) approves and rates hotels and restaurants.
Th ey cover more entities than any other rating association. AAA began
Star-Rating
Forbes Mobil Guide
rating system
of 1 to 5 stars.
Unannounced inspectors
rate hotels, restaurants,
and spas,
assessing over 550
standard aspects
for its 4- and 5-star
applicants.
approving hotels in 1937 and added the rating system in 1963. Th e lodging ratings
evolved into the currently known diamond rating system in 1976. Diamond ratings
were rolled out to restaurants between 1986 and 1991. Th ey rate hotels and restaurants
on a scale of 1 to 5 Diamonds. One is the lowest and 5 in the highest. Th e ratings
assess extensiveness of services, amenities and décor. Th e diamond rating is highly
coveted. Only 179 have ever been awarded (in the U.S., Canada, Mexico, Caribbean)
which equals 0.3% of the 31,000 hotels and 28,000 restaurants evaluated in those
areas. Candidate properties for diamond awards undergo multiple evaluations and an
expert panel. In 2011, 124 hotels were awarded the diamond rating. AAA inspectors
visit every property and rate them every year.
Hotel diamond ratings:
■ 1 Diamond: Th e lowest level. Th is is a no-frills property, but satisfactorily meets
the basic requirements. It is suitable for the budget-minded traveler.
■ 2 Diamonds: A modest designation of a property. It has more to off er than a
1-diamond property, and off ers modest accommodations.
■ 3 Diamonds : A property for a traveler with more needs.
■ 4 Diamonds: Properties that are located in upscale areas. Th ey are refi ned, stylish,
and feature a high level of quality throughout.
■ 5 Diamonds : Properties that off er the highest level in all manners. Th ese
properties off er the best of everything. Th ey are the pinnacle of luxury, with
impeccable service and amenities. Names like Ritz Carlton and St. Regis are
common in this category.
Restaurants must fi rst meet a criterion of having set minimum requirements to
be evaluated. Diamonds represent levels of food, décor, and service. A total of 55
restaurants scored 5 diamonds for 2011. Th e restaurant with the longest-standing
5- diamond rating is Th e Inn at Little Washington Dining Room in Washington,
Virginia, which has held it since 1988.
Restaurant diamond ratings:
■ 1 Diamond : “Good food” meets basic, essential requirements of food, management,
and overall quality. Limited food selection, limited service (or self-service),
basic décor and surroundings. Lower-priced.
■ 2 Diamonds : “Family fare” reasonably priced. Better dishware, garnishes, familiar
surroundings with a theme, elevated level of food and service. Up-graded.
■ 3 Diamonds: “Entry-level fi ne dining,” has a chef and highly trained cooks
and a menu that refl ects it, complementing beverages, dining room manager,
skilled service staff , fi ne-dining, comfortable, typically adult-oriented.
■ 4 Diamonds : “Fine dining,” has an executive chef, highly trained kitchen and dining
room staff , fresh market ingredients, fi rst-class impressions in all respects.
■ 5 Diamonds: “World-class dining,” the best in every aspect. Renowned, worldclass
cuisine, “haute cuisine.” Th e best of everything from the staff , to the menu,
to the beverages, to the décor, to the food. Typically very expensive.
—newsroom.aaa.com/wp-content/uploads/2011/09/5D_Facts_2011.pdf .
Diamond Rating
AAA rating system
of 1 to 5 diamonds
scoring hotels, restaurants,
and campgrounds.
The largest
guide of its kind.
External Awards, Certifications, and Recognitions 213
214 Chapter 10 Research and Tools
CHAPTER REVIEW QUESTIONS
1. List the basic procedures of the classic research methodology format.
2. At what point in the research process are people surveyed?
3. What are the four parts of setting up for research?
4. How is the research process begun?
5. What are the four different groups in which a tool could be divided?
6. What is the purpose of a Secret Shopper?
7. List three tools that could be used for evaluating improvements.
8. Why do think that the Ritz Carlton was the only hotel to receive the prestigious Malcolm
Baldrige Quality award?
9. What is the difference between a star rating and a diamond rating?
10. What substantiates a 5-diamond rating for a restaurant?
11. What substantiates a 5-star rating for a hotel?
CASE STUDIES
The Riverboat
The Riverboat is a casino on the Mississippi River. It has enjoyed years of a loyal local following.
The staff and management have been in place for many years. It ran a great operation,
but recently its revenues have been falling. It has witnessed 5 consecutive years of 1 to
2 percent declining revenues. Although this is a slight decline each year, the trend continues.
The owners of the boat visit occasionally and are obviously beginning to get nervous.
The management company that runs operations is also very concerned. The future is unsure.
Many of the employees have rumored that the management company needs to turn business
around within the next year or the owners will not renew its contract. Overtime hours
and customer comps have been eliminated and the company is tightly monitoring the other
expenses. Employee and customer moral has diminished and is evident in the service.
Employees and lower-level management are nervous and trying to do the best they can.
One day, the new district manager of the management company came aboard for a visit.
Everyone knew she was there and was on their toes. She spent the day on The Riverboat
observing and talking to as many employees and customers as possible. After a series of
informal discussions, she met with the boat management, and a plan was devised to conduct
research to determine the issue behind lost revenue and to seek a solution.
1. Did the new district manager begin the process correctly?
2. Outline the next research steps that The Riverboat should take.
José’s Travel
José’s Travel is a small, private company that prides itself on serving the people of the
greater Los Angeles area. It is a full-service travel company with a strong clientele speaking
mostly Spanish. To assess his customer service, José e-mails all of his customers an electronic
survey 1 week after their trip. It groups questions into main areas, such as accuracy of
service, friendliness of service, and price/value of service. Four questions are listed in each
area, each approaching the topic from a slightly different point of view.
Case Studies 215
Of the surveys sent out, Jose realizes that only about 25 percent of his customers reply.
When analyzing the responses, he sees two trends emerge. One group loves everything and
is quite pleased with all aspects of the service. Another, yet smaller group is displeased
with nearly every aspect of the service. He believes that customers generally appear happy
and quite pleased in the store and on the telephone, so he is unsure how they could have
received such poor ratings across the survey from a few of the customers.
In an effort to rectify the bad experiences of his customers, he has historically
e-mailed them back, offering a coupon, although he has seldom ever received a reply to his
e-mail offer. To probe further, José has recently begun calling each of the customers who
responded with an average of less than 60 percent satisfaction. He has been unable to
reach most of these people on the telephone. He leaves messages, but continues to receive
little or no information as a result.
1. List the research steps that José has taken up to this point.
2. In what step might José have failed?
3. Outline tips or advice that you would give to José’ to help him better gauge his
customers.
The Suggestion Box
The Operations Department at the Van Arena consists of 15 full-time help, with several others
brought in on an as-needed basis. Jeff has recently been promoted to director of operations
and of the department. He has been at the arena for 7 years. He began as a part-timer
in high school, eventually working his way to a full-time employee after graduating from a
local college. He has always gotten along well with the other members of the department,
and considers many of them close friends.
In the storage room, Jeff noticed a comment box gaining dust in the back corner. He
decided to place it on the wall outside his offi ce with blank cards in a rack above it. He didn’t
know what would happen, and he didn’t really think about it until he decided to open it one day.
To his surprise, it was quite full. Jeff spent the next 2 hours in his offi ce poring over the
comments. He was very upset, but decided to wait until the next weekly staff meeting.
Jeff could barely stand waiting, but the meeting fi nally came. He walked into the room
last and stared at everyone. He took out a folder containing the comment cards from the suggestion
box. He then proceeded to read all of them, one by one. The room was silent and the
air was heavy. Jeff was obviously mad. Everyone froze as he began:
“You stink.”
“You give preferential treatment to your friends.”
“We could use new uniforms.”
“Sometimes people sneak in over the fence after dark.”
“We could save money by getting automatic devices in the restrooms.”
Overall, there were many good suggestions, but there were also two very negative ones.
Jeff could not get over how someone could write those two. He looked around the room to
survey their faces. He had a few ideas who it was. It even looked like the two negative comments
were in the same handwriting. Jeff was mad at everyone.
1. Was the Comment Card Box a good idea? Explain.
2. Rate the responses that were read. Overall, what did they say?
3. If you were Jeff’s boss, what advice would you give him regarding the comment
card box?
CASE STUDIES continued
216 Chapter 10 Research and Tools
EXERCISES
Exercise 1: Conducting Service Research
Directions:
Your objective is to develop a plan, employing quality service improvement tools to help the
company in the scenario move through the improvement process.
Assignment to be submitted:
1. Assuming the role of consultant, choose two tools to help the company in the case scenario
below. Complete the chart explaining which two tools you chose, what they will measure,
who will be measured, and the purpose of the tool, such as target an opportunity for
improvement, analyze the area targeted for improvement, develop and implement improvements,
or evaluate improvements. Your response must contain answers to each area in the
chart below. Further think this through and predict the anticipated outcome of each tool.
2. Determine the prediction of outcome for tool 1.
3. Determine the prediction of outcome for tool 2.
Case Scenario:
Your institution is receiving complaints regarding student parking.
Name of tool:
What will it
measure?
Who will be
measured? Purpose:
Tool 1
Tool 2
Exercise 2: Analyzing a Survey
Directions:
1. Obtain a survey of a hospitality business in a fi eld that interests you. This may be local
or national.
2. Print out the survey and staple to the back of your assignment.
3. Reference the survey and fi ll in the example and indicate whether or not it is correct in
the chart below:
Component Example
Was it correct or
incorrect?
Introduction provided
Clear instructions
Type of scale used
Free from introducing bias
Avoids technical terminology
Directions provided
Thank you included
Exercises 217
Exercise 3: Diamond Rating
Directions:
1. Choose a local hotel or restaurant that can be observed for this assignment.
2. Review it according to the Diamond Standard Rating according to AAA.
3. Provide examples to support your decision.
Name of Property:
Location of Property:
Number of diamonds awarded according to your review:
Justifi cation:
List at least seven aspects of the property that substantiate your Diamond Rating:
Aspect
1.
2.
3.
4.
5.
6.
7.
EXERCISES continued
Chevy52
pick_2_topics_and_discusswk4.docx
0
