UNIT - I

GUEST SERVICE, HOSPITALITY and TOTAL QUALITY MANAGEMENT

Introduction - Service standards -Verbal means, Visual means - guest conflict

resolution Concept of Hospitality – Importance of Hospitality. Managing Hospitality
Delivery – Entrepreneur Role and Management’s Role
Service Strategy Statement – Developing a Service Management Program, Movements
of Truth in Hotel Service Management, Employee Buy in Concept, Employee
Empowerment, Screening Employee who delivers Hospitality Training for Hospitality
Diversity awareness, Evaluating Service Management Program and Follow Through.
TOTAL QUALITY MANAGEMENT - Guest's Perception of quality. Total Quality
Management. Practices in Total Quality - Japanese 5 S Practice - Business Process
Re-engineering, Quality Control Circles - Kaizen – Benchmarking. Benefits of TQM.

UNIT - I
GUEST SERVICE, HOSPITALITY and TOTAL QUALITY MANAGEMENT

The hospitality and tourism industry is the largest and fastest growing industry in the world
today. An exciting aspect of this industry is that it is made up of so many different
professions. As diverse as the hospitality industry is, there are some powerful and common
dynamics, which include the designing and delivering quality products and services with
distinctive excellence which enables the hotel to exceed guest’s expectation. The purpose of
hospitality is to enhance the lives of guests through quality service.

SERVICE STANDARDS

Employees in any industry need

to have expectations made clear
to them. A hotel that clearly
defines its guest service
guidelines will be able to hold
employees accountable. That
accountability helps
management guide and
evaluate employees
Many hotel chains have
developed an implement their
own guest service standard the
name for these programs differs
but the overriding theme is
consistent amongst all of them. “Guest service is paramount to hotel success.”
Establishing guest service guidelines began with a breakdown of a guest interaction. Guest
interaction can be verbal or it can be visual. Rooms division employees use those two methods
of conveying a message to guests. Guest service is accomplished when the employee conveys
a message using both visual and verbal means.

Legendary Hotelier Cesar Ritz’s view on Guest Service:

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 “No detail is too small and no request is too big if it is meant to satisfying a customer”

GUEST SERVICE
 Guest satisfaction is crucial in maintaining loyalty.
 Guest loyalty ensures repeat business.
 Guest service is paramount to hotel success
 Guest interaction defines guest service

VERBAL MEANS

 Verbal communication allows for gaining insight into a guest

 The most important verbal tools in ensuring guest satisfaction are perhaps the simplest

The basic rules for verbal communication are:

 Use an appropriate greeting

 Personalize the conversation (use the guest’s name)
 Thank the guest
 Listen

Use an appropriate greeting:

 Employees should greet every guest

appropriately whether in person or over the
phone.
 They should identify the time of day: “Good
morning/afternoon/evening”.
 When greeting a guest over the phone, an
employee should also include their name and department: “Good morning, front desk, this is
John, how may I help you?” This reassures the guest that they have reached the appropriate
department

Personalize the conversation:

 This helps to set a relaxed tone in the conversation, however using an appropriate title (i.e., Mr.
or Ms.) is important
 During check-in or checkout, the guest account will let the employee know the guest’s name
 Many phone systems will identify the guest’s name and room number, as will many PMS
systems
 Guests greeted by name are subtly reminded that the hotel values their business

Thank the guest:

 Thanking the guest in a sincere manner is also very important

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 Employees may conduct a variety of guest services in a day, and each of these transaction
should be completed with a “thank you”
 Thanking a guest for staying at a hotel also implies that the hotel appreciates their business

Listening:

 This is the only way a receiver can hear the message that the transmitter is sending, so
employees can listen for subtle hints and signals a guest gives out during communication
 The employee creates a comfort level when they listen, and letting the guest initiate the tone of
the conversation also puts him/her at ease. Failure to listen properly can cause problems

The seven common listening errors are:

o Failure to concentrate
o Listening too hard
o “Jumping the gun”
o Lagging behind the conversation
o Focusing too much on delivery or appearance
o Omitting
o Adding

VISUAL MEANS

 Communicating visually is as important as communicating verbally, as visual communication

can reinforce what is being said verbally
 The complete delivery of guest service can be accomplished by incorporating both means

The rules for effective visual communication are:

 Communicate with a smile

 Be aware of body language
 Observe the grooming standards

Communicate with a smile:

 A genuine smile that accompanies a greeting or

thank you reinforces the message
 Smiling at guests helps create a comfortable
atmosphere

Be aware of body language:

 Observing guest body language is like listening with eyes, it can give the employee clues on
how to communicate with the guest

Common body language signals include the following:

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o Crossed arms may indicate a defensive posture

o A guest who leans across the front desk during conversation may be aggressive

o Strong and consistent eye contact may indicate confidence

o Strong firm handshakes may also indicate confidence

o Red eyes may indicate fatigue

Observe appropriate grooming standards:

 Hotel employees are viewed as an extension of the hotel so a guest’s perception of an employee
can contribute to the guest’s overall perception of the hotel
 The first and often most long lasting perception a guest makes on an employee is the employee’s
appearance, so most hotels have instituted grooming standards

GUEST CONFLICT RESOLUTION

 Service received from employees is one part of the guest experience, and in addition, many
physical aspects of the hotel must function well to ensure the guest receives the whole product
 At some point, one or both of these parts may break down
 Resolving a conflict to a guest’s satisfaction can “turn” around an unhappy guest and make
him/her a satisfied guest
 The resolution is best accomplished by adhering to the visual and verbal rules of guest service
 It is assumed that if the employee is fully trained,

The following rules should be followed to meet or exceed a guest’s expectations:

o Listen first
o Summarize
o Make no excuses
o Resolve the problem
o Document the conflict

IMPORTANCE OF HOSPITALITY

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In hospitality industry hospitality
is very important, the success
and failure in providing
hospitality often determines the
success or failure of the hotel.
Hospitality is important for the
guest or travelers as they are
providing money.
Simultaneously it is important for
the entrepreneurs as they want
profit.

The example stated below will

make importance of hospitality more
clear.

If the hotel does not provide the desired level of service to 10guests on any given day, out of 10
any one of the guest will bring the complaint to the attention of the hotel staff .if the complaint is
resolved quickly, this person will almost surely do business again with the hotel .he or she will
also have occasion to influence 5 people to use your hotel. On the other hand 9 guests who do
not bring their complain to the attention of the hotel staff will probably not do business with hotel
again, and each of them may tell approximately 20 people- a total of 180 people will hear their
negative account of the hotel if the model is extended to course of a whole year of dissatisfied
guests,68, 985 people will have a negative impression of the hotel(180 people told+ 9 original
dissatisfied customers) * 365 days of a year and 2190 will have a positive impression ( 5 people
told + 1 original satisfied customer * 365 days in a year)

The ramifications of so many people negatively impressed with the hotel are completely
disastrous. Hospitality is very important and everyone in the hotel must adopt standard operating
procedure as a concept for effective delivery of services along with hospitality.

Reliable Products and Features

A guest experience must start with a reliable product that has good features. Unless a hotel is
reputable no one will want to stay in it. Hotels try hard to get the right image of their product.
They build attractive edifices in the first place; then they spend extravagant sums to promote
their property many of which is achieved by associations with already reputed hotel chains
through franchise; they have comfortable rooms, features and facilities that get them a star
rating; there must be order and management to ensure all services are provided; and above all
the establishment must be safe both physically and emotionally.

Well-Presented Staff
The service industry sustains itself by the quality of its people. Hiring processes ensure that the
basic minimum attributes exist before they are selected. Some of these attributes include
physical looks, grooming, smile, cheerful, caring, team orientation, etiquettes and manners,
enjoy serving people and problem solvers. The most important aspect of people is their attitude.
They must have a positive attitude and enjoy working. The hiring process empowers the
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organization with the right people who act as a foundation on which the organization builds skills
and competencies. Guest contact staff must be extroverted and people-oriented.

Given Importance
There is nothing more important to a human being than his or her ego. A guest likes his/her ego
being pampered. Recognition is a powerful word that meets that ego-pampering. The name is
the most precious thing to an individual. Addressing the guest by name immediately provides
recognition and breaks down formal barriers. They become somebody in a new environment.
Front contact staff is always trained to address the guest by name. The other aspect of being
given importance is not to be ignored. Guests hate to experience indifference. It is not only rude
but creates an emotional insecurity that brings about strange responses. Recognition also
manifests itself when staff knows a guest's preferences, habits and needs. Guest History
systems are created just for this purpose - to give guests importance and recognition.

Feeling Welcomed
Nobody likes to enter into an unwelcome environment. It is the most uncomfortable feeling.
Guest contact personnel are the hosts and hostesses of the property or perceived as such by
guests. They must welcome the guest in the first instance. It can start with the coach driver that
collects the guest from the airport; the doorman who opens the portal door; the bellboy who
attends to the guest; and the receptionist who registers him in. All must extend a warm welcome
to the guest. This welcome must be accompanied with a smile. A smile is the most disarming
gesture to a guest whether s/he is tired, pre-occupied, angry, frustrated etc. Recruiters look for
a smile first when hiring guest contact staff.

Information
Guests like to be informed on a continuous basis. Information gives them emotional security.
The courtesy coach driver can tell the guest how long he has to wait before the coach leaves.
The guest likes to be informed how long it will take to get to the hotel. The guest wants
information on his bills, room rates, guest facilities, how to use room features etc. The concierge
fulfills just that role to keep the guest informed.

Caring
This is a personal experience. Care can be in terms of anticipating guest needs and anxieties
and allaying them. Care is not tangible but an attitude that has a great impact on guests. A front
desk agent can detect a guest who is fatigued from a long air travel; concerned about his
valuables and where to store them safely; worried about the water that s/he drinks, etc. This
requires sensitivity and an immediate response without asking the guest. A hostess in a home
cares for her guests. Even the guest can feel "at home" in a hotel if this is extended to hotel
situations. Hotel managements have recognized this need for care and spend millions in
providing orthopedic mattresses, eiderdown pillows, towels that are soft to the skin, etc. They
also install double locks, door chains and peep-holes for the physical safety of guests. While
these are tangible manifestations of care, there is nothing to replace the warmth of human
caring.

Entertainment
Guests like the atmosphere to be fun-filled. In physical dimensions, entertainment is found in
televisions installed in rooms, live acts in restaurants or just piped music throughout the hotel.
But in intangible terms, the hotel employees can exude an atmosphere of fun by being cheerful
and happy. Some restaurants like the Rattlesnake—a Texmex restaurant at the Metropolitan
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 hotel in Dubai, get their serving staff to break into the Macarena dance; While others like the
Buffalo Wings, a grill room in Alberta, have their employees serenade the guests with country
and western music. Many fine hotels have a pianist playing in the Lobby to lighten the
atmosphere. Hotels have always been the place of fun and this must be continued to give a
quality experience.

Teamwork
Guests must perceive the employees showing teamwork. It is well-known by now that
departments that serve other departments must view them as internal customers and give them
just the same amount of courtesy and cooperation as they would to guests. Guests seeing this
kind of teamwork, therefore, feel emotionally secure that the people serving them are
professionally coordinated. It cannot be more truer for the front office that depends on other
departments for their success as the diagram below shows:

Promises
The moment a guest makes a reservation s/he has been given a promise. The guest expects to
have a room waiting for him/her on arrival. If this promise is not met, the promise is broken. The
guest feels let down. Yet this happens everywhere in hotel business. Quality service will not
break a promise.

 The guest further believes that:

 The room allotted is physically safe.

 Clean to international standards.

 His/her privacy is protected.

 His/her belongings are protected from theft.

 The food s/he eats is fresh.

 The wake-up call s/he has asked for, will happen.

 The water s/he drinks is potable and safe.

The moment a hotel of standard receives a guest within its portals, it is expected to meet these
promises of quality service.

Solve Problems
Guests like the staff to solve their problems quickly and with the least inconvenience. If the tap
in the guest bathroom is not working, the guest expects it to be fixed the next time s/he uses it.
If the hotel is sold out in spite of a reservation, the guest expects the hotel to have arranged an
alternate accommodation. If the guest wants a bouquet of flowers to be delivered to a dear
friend, s/he expects the hotel to make that arrangement. There are innumerable instances where
a guest leans on the hotel to solve his/her problems. Some frequent examples are:

 Not having the local currency to pay the taxi at the porch.

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 Needing someone to speak their language.

 Delivery of goods to people and offices outside the property.

 Confirmation of air tickets.

 Secretarial services

 Babysitting services, Kennel services

 Extra blankets and pillows

 Noisy neighbors

Invitation to Return

Quality service will ensure that a guest is invited to return. The employees involved in the
departure are the bellboy, front of ice cashier and the doorman. Each would be trained to invite
the guest to return. It is a courtesy that sits well with guests. S/he feels a sense of belonging
and being wanted. Guest Relations Executives even call guests who have not returned for a
while to enquire about their next visit.

IMPORTANCE OF HOSPITALITY

Hospitality is an important consideration for both the guest and the hotel entrepreneur. Every
guest expects and deserves hospitable treatment. Providing hospitality to meet guests’ needs
involves not only a positive attitude but an array of services that make the guest’s stay enjoyable.
If the market being served by a hotel is composed of business travelers, a hotel staff will find
that their needs revolve around schedules and flexible delivery of hotel services. The business
traveler may arrive late and leave early. The hotel restaurant must be organized to provide a
healthy and quick breakfast. Wake-up services must be located within the room or provided by
an efficient staff. The hotel should also offer office services, such as word processing
capabilities, advanced telephone system fax and photocopying facilities, and computers. The
guest who is associated with a convention may want early check-in, late checkout, and a full
range of hotel services. If the convention starts at noon on Tuesday, the guest may arrive at 9
A.M., wanting to unload and set up before the noon starting time. If the convention ends on
Thursday at 3 P.M., the guest may want to retain occupancy of the room beyond the normal
checkout time. While the guest is in the hotel, he or she may require flexible scheduling hours
of the swimming pool, health club facilities, lounge and live entertainment, gift shops, coffee
shop, and other hotel services. International guests may require assistance with using electrical
appliances, converting their national currency into local currency, or interpreting geographic
directions. Success or failure in providing hospitality often determines the success or failure of
the hotel. Capitalizing on opportunities to provide hospitality is essential. The failure to make the
most of these chances directly affects the hotel’s financial success.

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The average business never hears from 96% of its unhappy customers. For every complaint
received the average company in fact has 26 customers with problems, 6 of which are “serious”
problems. Complainers are more likely than non complainers to do business again with the
company that upset them, even if the problem isn’t satisfactorily resolved. Of the customers who
register a complaint, between 54 and 70% will do business again with the organization if their
complaint is resolved. That figure goes up to a staggering 95% if the customer feels that the
complaint was resolved quickly. The average customer who has had a problem with an
organization recounts the incident to more than 20 people. Customers who have complained to
an organization and had their complaints satisfactorily resolved tell an average of five people
about the treatment they received

MANAGING THE DELIVERY OF HOSPITALITY

It is not enough for the front office manager to ensure that all front office staff should provide
good service and display hospitality to the guests, rather he/she must develop and administer a
service management program, which highlights a company’s focus on meeting customers’
needs and allow a hotel to achieve its financial goals. That is why this chapter has given under
front office syllabus. The service management program (SMP) must be based on good
management principles and the hotel’s commitment for meeting those needs.

The managing of delivery of hospitality can be discussed under two headings depending upon
the persons involved in that.

1. Management

2. Entrepreneur.

1. Management’s Role:

Communication is perhaps the most important function of any front desk or front office manager.
Communication both with guests and staff is vital. In terms of guest communication, these
managers should become involved in guest complaints only after an empowered desk agent
attempted to resolve the issue first. Managers who involve themselves in any situation before
the agent has had a chance to resolve it successfully on his/her own defeat the purpose behind
empowerment. Managers need to be a resource for employees, giving advice only if asked. Of
course, proper implementation of empowerment requires evaluation of any action taken by the
employee after the fact, if the preset parameters were exceeded in some way.

Some guests may simply prefer to address complaints to a manager Guest complaints must be
viewed as opportunities to improve hotel services, not a "burdens of any kind. Managers must
lead by example here. Reactions to guest complaints must be done in a timely, positive, and
caring manner. Not every complaint may be valid in the mind of management, but it is valid in
the mind of the guest. All complaints should be investigated, evaluated, and responded to. If the
front office manager is unable to resolve the situation it should be passed along to more senior
management. The escalation of an issue can and often should go all the way to the general
manager.

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 On behalf of management FOM must develop SMP, based on sound management principle and
the hotel’s commitment to meeting those needs.
 Other managers should work behind the scene to develop a plan that assures employees efforts
are continuous and professional as per SMP.
 All the managers commitment to SMP must be as integral to the organization as effective
market planning, cost control programs, budgeting and human resources management.
 As service management is the most visible responsibility which affects all the other objectives
of the hotel and the people in staff position will be so involved in their day to day activities that
they may forget that they should be hospitable (which they may not necessarily meant to forget
but it still happens), through SMP management must appoint someone within the organization
to be responsible for delivering it to a long range.
 Other managers especially F&B manager, sales and marketing manager who are in guest
contact should rely on the organizational leadership of the FOM as he supervises the SMP.
 The G.M must keep a track of all this happenings.

2. Entrepreneur / Owner’s Role:

 He/she must ensure financial commitment to ensure the success of the program.
 This can be in the form of monitory incentive program/bonus/higher hourly rates etc.

THE SERVICE STRATEGY STATEMENT

To provide an effective service management program, management must derive a service

strategy statement, a formal recognition by management that the hotel will strive to deliver the
products and service desired by the guest, in a professional manner.

To accomplish this, management must identify the guest needs, which can be done combined
in two different ways.

1. Through feedback from entry level employees, like bellboys, table attendants, butlers,
switchboard operator etc. because they are the person who directly deal with the guests.

2. Through a systematic consumer research study by the senior management.

The first way will give a general feedback what guest want through the eyes of customer, while
the second way will give information about guest’s particular needs about a particular hotel. G.M
may assign this job to sales and marketing manager to do the survey may be from the feedback
collected through the guest comment card.

Once the guest wants are identified management can develop Service Strategy Statement
(SSS). The (SSS) should include:

 A commitment to make service top priority in the company from top-level.

 A commitment to develop and administer service management program.
 A commitment to train employees to deliver service efficiently.

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 A commitment of financial resources to develop incentives for the employees who deliver the
services..

The owners of hotel, management and staff will combine forces to establish a service to the
guests program, administered by management and delivered by staff. Delivery of services to
guest is crucial to the economic viability of our hotel. The owners of the hotel will provide financial
support to the people who deliver hospitality on a daily basis.

DEVELOPING SERVICE MANAGEMENT PROGRAM

While developing SMP (Service Management Program), F.O.M must involve employees along
with obtaining financial commitment from the owner of the establishment. If the employees are
not involved and when they are asked to execute the program they may not show interest as
their involvement is less. On the contrary if they are part of it from the beginning they will be
much more likely to buy into the program.

While designing and developing SMP the following points taken into consideration

1. MOMENTS OF TRUTH

This is a term created by Jan Carlzon, president of the Scandinavian Airlines Systems (SAS).
Moments of truth are the interactions between a customer and a hotel employee at a specific
moment of time. It is during these moments of interaction that quality service can be made from
the ordinary to the unbelievable. The following slide illustrates the different stages of value that
a guest perceives when evaluating quality.

Customer Values
Unbelievable

Unanticipated

Desired

Expected

Basic

Unbelievable

Unbelievable
This is a bottom stage that is used negatively. It is the worst stage. Take for instance a guest
who comes with a confirmed reservation. The Front Desk Agent ignores him. He notices that
she is having a fight with another employee and both are screaming at each other. The guest
makes several attempts to get her attention but she is just too preoccupied. He gets her attention
finally and she is rude and curt. She informs him that there is no room and that he has to go

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somewhere else. He explains that he holds a confirmed reservation but she argues with him and
shows her inability to help him. She finally gives him a room after much waiting. The room is
unprepared and stinking of cigarette smoke. He calls for housekeeping and is told that the
housekeepers have gone home and that he should clean it himself. Nothing can me more terrible
than such kind of experience. The guest will never return.

Basic
This is a stage when the minimum service is provided. The guest arrives at the counter. The
Front Desk Agent flings a registration form on the counter and tells him to fill it rather coldly. She
shouts for the bell boy and tells him to room the guest. The room is prepared but with basic
requirements. A bed, attached bathroom with hot and cold water, a dresser and a lounge chair
and table. There is no television. The guest got his basic requirements.

Expected
This stage starts the quality circle. The guest expects a room waiting for him. He expects the
receptionist to give him immediate attention. He expects the room to be ready and fresh. The
room has a television with basic channels. It is fine. At least it has a news channel and some
entertainment channels.

Desired
He desires the Front Desk Agent to recognize him by name and know his preferences in a room.
He desires her to give him a special room with all the comforts. The room is clean and
comfortable but he desires a mini-bar, internet connection and direct dial facility on his phone.
He wants The Economic Times.

Unanticipated
He finds that he has already been pre-registered and that he needn't stand at the counter. He
can sign the card in the room. The room service calls him by name and enquires if he likes a
refreshing coffee. He finds the mini-bar in the room and safety locker in his room. The channels
on TV have his favorite sports channel to follow the latest scores.

Unbelievable
This is the state of extreme quality service. A limousine awaits him at the airport though he
hadn't booked one. The driver explains the city highlights that he passes. He speaks his
language. The Front Desk Agents are dressed like models and well groomed. She gives the
most disarming smile and welcomes him by name. She assures him that she has his favorite
room ready and that he needs to go directly. The room has two pillows extra in the wardrobe
and a bathrobe as he always wanted.

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 Moments of Truth in a Hotel
The following table gives the possible moments of truth of guest before and during his or her
stay in a hotel. It also extrapolates the possible expectations that the guest may have at each
moment of truth. While this is a guide, each hotel may have other moments of truths where they
need to define guest expectations.

MOMENTS OF TRUTH CHECKLIST OF QUALITY SERVICE

 TELEPHONE CONTACT
· Is the phone picked up within three rings?
· Does the operator identify the hotel and wish the guest?
· Does operator connect to the reservations promptly?

 MAKING A RESERVATION
· Does the reservation agent pick the phone within three rings?
· Does she identify the department and wish the guest?
· Does the agent ask for his name and start addressing him by it?
·Does she inform the status availability?
·Does the agent spell the guest's name?
·Does she professionally take all the relevant information?
·Does she repeat the information so as to avoid mistakes?
·Does she confirm the room rate?
·Does she up-sell by giving benefits and options?
·Does she ensure the hotel waits to welcome the guest?

 ARRIVAL AT AIRPORT
· Is there a courtesy transport for him?
· Does the driver address him by name?
· Does the driver give a welcome?
· Does driver help in loading the baggage?
· Does the driver speak the language?
· Is the driver informed about the hotel and city features and facilities?
· Does driver drive safely?

 RECEPTION AT THE PORTAL

· Does the doorman open the door and welcome the guest with a smile?
· Is there a bell boy waiting to carry the baggage?

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 · Does the bell boy smile and give a welcome?
· Does the bell boy handle the baggage carefully?

 REGISTRATION
· Does the GRE receive him in the lobby and give a welcome?
·Does she escort him to the reception counter?
·Does the front office agent expect him?
·Is she well-groomed?
·Does she smile and give him immediate attention?
·Does she give a clean and crisp registration form?
·Does she check that all information included?
·Does she wish the guest a pleasant stay?

 GUEST ROOM
·Is the room ready for occupation?
·Does the room smell fresh?
·Does the bell boy explain the features of the room?
·Does the bell boy shut the door softly on leaving?

 ROOM SERVICE
· Does order-taker pick the phone within three rings?
·Does she identify the department and wish the guest?
Does she listen to guest orders carefully? Does she repeat the order to confirm correct
communication?
·Does she tell the guest when he can expect the order to reach?
· Does she wish the guest a pleasant stay?

 HOUSEKEEPING SERVICES
· Does the housekeeping desk answer within three rings and identify the department?
· Does she wish the guest?
· Does she ask the guest his name? · Does she listen to his need? Does she tell the guest when
to expect the request to be met?
· Does she wish the guest a pleasant stay?

 LAUNDRY SERVICES
· Does the laundry desk answer the phone in three rings and identify the department?
· Does the attendant address the guest by name after identifying him?
· Does he listen carefully and repeat the instruction?
· Does the attendant tell the guest when to expect the valet?
· Does the valet reach within the time specified?
· Is the valet well-dressed?
· Does the valet identify himself when he knocks the door?
· Does he wish the guest?
·Does he help the guest to fill the Laundry List and pack the soiled clothes in the laundry bag?
· Does he tell the guest when to expect the laundered clothes?
· Does he wish the guest a pleasant day?
· Does he shut the door silently when leaving?

 BAR SERVICE

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 · Is the barman cheerful and friendly?
· Does he have a well-stocked bar?
· Does he serve drinks correctly?
· Is the glassware clean and spotless?
· Does the barman ask for a refill?

 RESTAURANT SERVICE
·Is the guest received at the entrance by the hostess and welcomed?
·Does she escort him to the table?
·Does she enquire if the table choice is to his liking?
·Is the table clean and well laid out?
·Are the glassware, cutlery and table appointments spotless and polished?
·Does she hand over a clean menu card? Does the server introduce himself?
· Does he give time for the guest to make a choice?
· Is the server informative to explain the dishes?
· Does he repeat the food orders?
· Does he bring the food hot and warn the guest for hot platw? .
· Does he assure that he is available for any further assistance?
·Does he replenish the water goblets?
· Does he do clearance properly with least fuss? .
· Does he present the bill discreetly?
· Does he wish the guest and invite him to return?
· Does the hostess at the door wish the guest and invite him to return?

 MESSAGES
· Does the concierge take the messages accurately?
· Is the concierge polite and does he keep the guest informed?
· Is the guest alerted when there is a message for him?

 CONCIERGE
· Is the concierge well-informed?
· Is the concierge well-groomed and cheerful?
· Does he help when his help is needed?
· How efficient is he?

 SWIMMING POOL
· Is there a locker for the guest to change?
· Is the attendant polite and helpful?
· Are the towels given to the guest fresh?
· Is the pool clear of debris?
·Are the surrounding areas clean?
·Can the guest get a snack or beverage if he wants to?
·Is there a life-guard to protect the guest?

 WAKE-UP CALL
· Does the operator wish the guest?
· Does she address the guest by name, since she knows his room numbers
· Does she repeat the time and date?
· Is the wake-up call prompt?

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 · Is the voice cheerful? · Does it call after five minutes to remind me?

 DEPARTURE
· Does the bell desk announce itself and wish the guest when he sails? ·
Does the bell boy come immediately?
· Does he announce himself when knocking the door?
· Is he well-groomed and polite?
· Does he check the room for anything I have left behind?
· Does he help the guest lock his suitcase?
· Does he let the guest leave the room first?
·Is he careful with the luggage of the guest?
. Is the front office cashier ready with the bill of the guest?
. Does he give the guest time to check it?
· Does he give the guest the receipt promptly?
. Does he invite the guest to return?
· Does the GRE escort the guest out and invite the guest to return?
· Does the doorman open the door of the hotel and the transport?
. Does he invite the guest to return?
· Does the bell boy place the baggage of the guest carefully in the transport?

These moments of truth can be further embellished with unbelievable (positive) experiences.
The guest perceives quality in his or her experience.
Customer’s brain is like a report card. By coming across the moment of truth he/she will grade
the property and the hospitality offered by it.

While designing SMP, the “customer report cared concept”, might be kept in mind.

2. EMPLOYEE BUY –IN CONCEPT

This is about the buying of the philosophy of SMP designed by the management [FOM] by the
employee. If hotel needs to succeed in delivering exceptional service to guest then, the
management has to convince every new employee of the benefit of ‘buying’ to the hotel
philosophy and standards. Because employees who are in regular guest contact will have the
capacity of changing guest’s opinion about the quality of hospitality delivered by the hotel.

For doing this the management has to motivate each and every employee in a hotel so that they
are committed to service.

Motivating employees in their day-to-day duties helps ensure guest satisfaction. Motivation is
difficult without some method of quantifying results. When an employee has a clearly defined
goal, the task of achieving it is much easier. Hotels that dictate “Good customer service” can
have a hard time relaying that premise to employees. After all, what does good customer service
mean?

Quantifying customer service is best achieved from guest feedback. Most hotels have some
version of a comment card in guest rooms. These cards encourage guests to rate and/or rank
the services received during his/her stay. They also solicit the names of employees the guest

16
feels made an impact on his/ her stay. The completed cards are mailed by the guest in business
reply envelopes to management.

The comment cards are then tallied and the rankings/scores of each department are readily
apparent. Hotel management should have in place guest service target goals based on these
rankings/scores. Employees or departments that achieve these goals should be rewarded or
recognized in some way. Some chains recognize their employees by changing the look of their
name tags. Employees named in a comment card, for example, can be awarded points. After a
predetermined number of points are achieved, the employee's name tag receives a star or stripe
indicating they embody superior customer service skills. Hotel management can take pride in
the number of employees achieving these ranks. The employees themselves are proud to wear
a name tag that sets them apart. A healthy competition can ensue to see which employees can
get the most stars/stripes.

Other motivators include bringing the skilled employees into new hire orientation. Real-life
testimonials are powerful learning tools, and setting the tone for new- hires in this fashion helps
establish good practices. Monetary rewards from the hotel are also good motivators. In-kind
rewards such as a free dinner for two or a complimentary stay at another hotel also serve as
incentives

Guest Comment Card

Date of Stay __________________________ Room Occupied ____________

Name/Address (Optional _____________________________________________
_____________________________________________

Please rate your stay: Poor Average Good Excellent

(Please circle one) 1 2 3 4

Reservation Accuracy 1 2 3 4

Check-in Speed 1 2 3 4

Checkout Speed 1 2 3 4

Accuracy of Bill 1 2 3 4

Guestroom Cleanliness 1 2 3 4

Room Service Quality 1 2 3 4

Restaurant Quality 1 2 3 4

Pool/Spa Quality 1 2 3 4

Are You Likely to Return? 1 2 3 4

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 If we did not live up to your expectations, please let us know:

______________________________________________________________________

______________________________________________________________________

If we exceeded your expectations, please let us know:

_____________________________________________________________________

_______________________________________________________________________

Please share the name(s) of employees who helped make your stay memorable:

___________________________________________________________________

__________________________________________________________________

3. SCREENING EMPLOYEES WHO DELIVER HOSPITALITY

The service industry sustains itself by the quality of its people. Hiring processes ensure that the
basic minimum attributes exist before they are selected. Some of these attributes include
physical looks, grooming, smile, cheerful, caring, team orientation, etiquettes and manners,
enjoy serving people and problem solvers. The most important aspect of people is their attitude.
They must have a positive attitude and enjoy working. The hiring process empowers the
organization with the right people who act as a foundation on which the organization builds skills
and competencies. Guest contact staff must be extroverted and people-oriented.

For proper execution of SMP, GM, HR manager normally looks from the following traits while
screening employees.

 Willingness to deal with demands of guest service

 Adequate level of maturity & self esteem to deal with emergency conditions.
 Reasonable articulate
 Should be aware of normal rules of social content.
 Should be able to say and do what is necessary to establish rapport with customer and maintain
it.

4. TRAINING FOR HOSPITALITY

Proper training of employees can minimize the role management must play in guest service.
The guest service philosophy of a hotel should be communicated constantly and consistently.
This communication should begin with the first day of new employee orientation. Hotels should
begin the guest service training process immediately. During orientation, new employees (of all
departments) should be given the hotel's service philosophy. This message is often best
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 delivered by a member of the executive committee. The impact of a senior manager stating the
importance of guest service can be memorable.

5. SERVICE MISSION STATEMENT

A hotel's guest service message can be summarized succinctly in the hotel's service mission
statement. A service mission statement serves as the rule and/or goal of the guest service
philosophy. A sample mission statement might read:

"We, as the staff and management of the Golden Bay Star Hotel, pledge to consistently meet or
exceed our guest's expectations in order to ensure complete customer satisfaction."

The mission statement should be posted in all employee break areas, in the cafeteria, and in
the changing rooms. The management must continually reinforce this philosophy in both words
and deeds. Managers exhibiting ownership of the service mission statement motivate their
employees by example. Some hotels choose to post their service mission statement in areas
visible to guests. This is advisable only in operations where the goals of the mission statement
are being met. Unhappy guests will not take comfort in empty words or promises.

Guest service training continues beyond orientation and introduction of the service mission
statement. Guest service training should be constant. New and experienced employees alike
should continually refresh their skills. Larger hotel chains have complete divisions at a corporate
level dedicated to creating and implementing guest service programs. Smaller chains and
independent hotels can take advantage of other resources, for example:

 On-the-job training/reinforcement

 Role-playing

 Commercial videos

 Guest speakers

 Continuing education/distance learning

An excellent way to promote superior guest service is to share examples of actual employee
successes. When a manager is made aware of an example of superior guest service, he/she
should share it with other members of the department. If appropriate, the example can be shared
with the entire hotel. Employees are often motivated by “Real life" examples. When it comes to
guest service, motivation is very important.

6. EMPOWERMENT

Guest service is often a focal point of hotel management. Training, experience, personality, and
other things contribute to an individual employee's ability to satisfy a guest. Hotel management
must support that effort. One way management supports an employee's ability to satisfy a guest
is by integrating empowerment in all duties.

A trend in many hotels today is to empower the employees to make guest service decisions.
Nowhere is that more vital than the rooms division. Empowerment is defined as the ability and
19
 authority to satisfy guest complaints/requests within preset parameters. Whenever issues arise,
an empowered employee is able to take whatever action is deemed appropriate to solve the
problem. Guests are more satisfied when an employee takes care of the situation instead of
saying, "I have to ask my manager." Employees gain a greater sense of self-worth as well.

Employees learn to implement empowerment techniques in how they communicate with guests
as well. Certain words and phrases should be avoided whenever possible. There are other ways
of communicating the same message. For example:

Phrases to Avoid Phrases to Use Instead

“I don’t know.” “That is a good question; let me find out for you.”

“We can’t do that.” “Well, I haven’t encountered this before, let me research it and find
a resolution that you are happy with.”

“You have to.” or “Next time, here is how you can avoid this situation.” or “I think the
“This is hotel policy” best way to handle this would be…”

“No.” “We are not able to reduce your rate but I am able to upgrade your
room”

“That’s not my job.” “The person who handles that is (name). Please let me get him/her.”

Training for Empowerment

Employees need training sessions to prepare for empowerment. Training sessions should cover
the feeling that management has abandoned its responsibility by asking employees to resolve
guest concerns. Employees may also experience anxiety in dealing with guests who are upset.
Front office managers must develop flexible but relatively routine methods for employees to use
to achieve a uniform delivery of service.
Training for empowerment begins by asking employees how they feel about providing guests
with good service. Front office managers might ask employees how they think the hotel can
make the guest feel most comfortable in this environment. Questions that pertain to employees’
recent personal experiences at the time of check-in or checkout may yield some opportunities
for discussion. Training continues with a list of empowerment policy standards, which describe
the authority and responsibility included in their job description. Employee-manager dialog about
these standards helps clarify employee understanding and concerns and identify manager
communication issues. The manager should demonstrate and have employees go over the use
of empowerment policy standards. Managers should also hold follow-up training sessions that
include reviews of employee performance and opportunities for employee feedback.

7. EVALUATING THE SERVICE MANAGEMENT PROGRAM

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 Evaluating determines the extent to which planned goals are, in fact, attained. Evaluating also
involves reviewing and, when necessary, revising or helping to revise SMP goals.

Evaluation can be done in various ways like:

 Observing moments of truths.

 By taking guest feedback at check-out time about service offered.
 By observing the employees progress. Use the task checklist to confirm that all tasks have been
mastered. Provide further training and practice for tasks that have not been mastered.

8. FOLLOW-THROUGH

SMP is the strict and consistent adherence to measurable and verifiable standards to achieve
uniformity of output that satisfies specific customer or user requirements. It is an important
aspect of the products and services offered by a hotel.SMP is a management philosophy where
every individual in an organization is motivated to work towards a common vision, in an ideal
environment, continuously improving one’s performance, resulting in better business
opportunities.

Vital to any service management program is the continued implementation of the program over
the time. A good management program requires continuous follow - through after implementing
it. It requires
constant
attention,
research, training and
evaluation.

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 TOTAL QUALITY MANAGEMENT

GUESTS’ PERCEPTION OF QUALITY

 A quality product or service should fulfil or exceed the users’ expectations.

 The expectations are based on the intended use and the selling price of the product or service.

 If a product exceeds guest expectations, it is considered to be a quality product.

 Quality may be measured in dimensions like:

 Performance

 Features

 Conformance,

 Reliability

 Durability
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 Service,

 Response

 Aesthetics

 Reputation

FEATURES OF QUALITY

 Fitness for Use: Products and services are considered to be of good quality when every
component of the product is working properly.

 Performance: Performance is related with the fitness of the product/service for consumption
by the end user.

 Features: Identifiable features or attributes of a product/service are psychological, time

oriented, contractual, ethical, and technological. Features are secondary characteristics of a
product/service.

 Warranty: The product warranty represents an organization’s public promise of a quality

product backed up by a guarantee of customer satisfaction.

 Reputation: Most of us rate organizations by our overall experience with them. Total customer
satisfaction is based on the entire experience with the organization, not just the product.

 Degree of Excellence: Quality is a measure of the degree of general excellence of the

products or services that are offered by a hotel.

 Service: An emphasis on customer service is emerging as a means of organizations giving

customers added value.

 Grade: The grade of the product or service is also considered a measure of the quality of the
product/service.

 Price: Today’s discerning customers are willing to pay a higher price to obtain value for their
money.

 Degree of Preference: Quality is the degree to which a particular product is preferred over
competing products of equivalent grade.

QUALITY COMPONENTS IN HOSPITALITY INDUSTRY

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 TOTAL QUALITY MANAGEMENT

Total - made up of the whole

Quality - degree of excellence a product or service provides
Management - act, art or manner of planning, controlling, directing…

Therefore, TQM is the art of managing the whole to achieve excellence.

 Total quality management (TQM) is a set of systematic activities carried out by the entire
organization to effectively and efficiently achieve company objectives so as to provide products
and services at a level of quality that satisfies customers, at the appropriate time and price.

 TQM may be defined as a philosophy and also as a set of guiding principles that represent the
foundation of a continuously improving organization

PRACTICES IN TOTAL QUALITY MANAGEMENT

 Total quality management is the process of identifying and administrating the activities that are
needed to achieve the quality objective of a hotel, which is contained in the statement of the
quality as well as in the mission statement.

 To have a systematic approach to TQM, it is necessary to develop a conceptual model.

 Generally, a model is a sequence of steps arranged logically to guide the implementation of a

process in order to achieve the ultimate goal of quality assurance.

The following are the recognized practices in TQM:

 Japanese 5-S practice

 Quality Control Circles

 Benchmarking

 Kaizen

 Business Process Re-Engineering

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 JAPANESE 5 S PRACTICE

The 5-S stand for five Japanese

words:

 Seiri (sort)

 Seiton (systematize)

 Seiso (sanitize)

 Seiketsu (standardize)

 Shitsuke (self-discipline)

Seiri

 Seiri (sort) is sorting through

the contents of the workplace
and removing unnecessary
items. It is about separating the
things that are necessary for the
job from those that are not and discarding the latter. Some of the necessary items may be:

 Unnecessary tools and equipments in the work area.

 Unused machinery in the area.

 Defective products, such as stationery like staplers.

 Papers and documents such as forms and formats that are not in use

Seiton

 Seiton is (systematize) putting the necessary items in their place and providing easy access so
that they are ready for use when needed. This is an action to put every necessary item in good
order, and focuses on efficient and effective storage methods. This can be applied in the front
office department by arranging all necessary papers and documents in an orderly manner in
such a way so as to increase efficiency at the time of check-in and check-out. Seiton is all about
neatness and systematic arrangement. It is about how quickly one can get the things that are
needed and how quickly one can put them away. There are four ways of achieving neatness
and increasing efficiency:

 Analyze the status quo.

 Decide where the things belong.

 Decide how things should be put away.

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 Obey the put-away rules (by putting things back where they belong).

Seiso

 Seiso(sanitize) is an action to clean the workplace daily. Everyone in the organization from the
managing director to the cleaner should undertake this job. It is believed that while cleaning,
one is cleaning one’s mind as well. This involves cleaning and keeping everything clean daily,
and bringing the work desk back to proper order by the end of each day. Some of the guiding
principles are:

 Use covers or devices to prevent and reduce the possible amount of dirt.

 Investigate the sources of dirt and implement a plan to eliminate these causes.

 Front office staff must clean their own equipment and working area, and perform basic
preventive maintenance.

Seiketsu

 Seiketsu (standardize) involves creating visual controls and guidelines for keeping the
workplace organized, orderly, and clean. This is a condition where a high standard of good
housekeeping is maintained.

 Standardization means to continually and repeatedly maintain the first three Ss. In other words,
one should maintain neatness and cleanliness in the organization.

 The emphasis is on visual management and standardization.

 Put systems in place to ensure that what has been accomplished remains intact. Establish
standardized procedures and practices, and make them into habits.

 You can use labels, signs, posters, and banners to make people aware and to remind them
about the standards.

Shitsuke

 Shitsuke (self-discipline) involves training and discipline to ensure that everyone follows the 5-
S standards.

 This is a condition where all members practice the first four Ss spontaneously and willingly as a
way of life.

 Accordingly, it becomes a culture in the organization. Self-discipline is important because it

reaches beyond discipline.

 The emphasis here is on creating a workforce with good habits.

 Everyone should follow the procedure in the work area of their respective job locations.
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 BUSINESS PROCESS RE-ENGINEERING

 Business process re-engineering (BPR) is a thorough rethinking of all business processes, job
definitions, management systems, organizational structure, work flow, and underlying
assumptions and beliefs. suggested seven principles of re-engineering to streamline the work
process and thereby achieve significant levels of improvement in quality, time management, and
cost:

 Organize around outcomes, not tasks.

 Identify all the processes in an organization and prioritize them in order of redesign urgency.

 Integrate information processing work into the real work that produces the final information.

 Treat geographically dispersed resources as though they were centralized.

 Link parallel activities in the workflow process instead of just integrating their results.

 Put the decision point where the work is performed, and build control into the process.

 Capture information once and at the source

QUALITY CONTROL CIRCLES

 Quality control circles (QCC) originated in Japan in the 1950s. A QCC is a small group of people
working together to contribute to the improvement of the enterprise, to respect humanity, and to
build a cheerful workgroup through the development of the infinite potential of its workers.

 A QCC team usually comes from the same work area and voluntarily meets on a regular basis
to identify, investigate, analyze, and solve work-related problems. The basic concepts behind
QCC activities as part of company-wide quality control efforts are:

 To contribute to the improvement and development of the enterprise.

 To respect humanity and to build worthwhile lives and cheerful work areas.

 To give fullest recognition to human capabilities and to draw out each individual’s infinite
potential.

KAIZEN

 Kaizen is the Japanese concept of continuous overall improvement. It is a Japanese term for a
gradual approach to ever-higher standards in quality enhancement and waste reduction through
small but continual improvements, involving everyone from the chief executive to the lowest
level workers.

 Improvements are usually accomplished at little or no expense, without sophisticated techniques

or expensive equipment.
27
 The Kaizen improvement focuses on the use of:

 Value-added and non-value-added work activities.

 Muda, which refers to the seven classes of waste—over-production, delay, transportation, over
processing, inventory, wasted motion, and defective parts.

 Principles of motion study and the use of cell technology.

 Principle of materials handling and use of one-piece fl ow.

 Documentation of standard operating procedure.

 The Japanese 5-S practice for workplace organizations.

Visual management by means of visual display that everyone in the hotel can use for better
communication

BENCHMARKING

 Benchmarking is the process of identifying the best practice in relation to products and
processes, both within an industry and outside it, with the objective of using this as a guide and
reference point for improving the practice of one’s own organization.

 Benchmarking is the systematic search for best practices, innovative ideas, and highly effective
operating procedures. It considers the experience of others, learns what they did right, and then
imitates them to avoid reinventing the wheel.

28
 Benchmarking is not new and has been around for a long time. In fact, in the 1800s, Francis
Lowell, a New England colonist, studied British textile mills and imported many ideas, along with
his own improvements, for the burgeoning American Textile Mills.

BENEFITS OF TQM
 TQM is a business management strategy aimed at embedding awareness of quality in all
organizational processes. The practice is used in manufacturing, education, call centers,
government, and service industries, as well as NASA space and science program. Some of the
major benefits of TQM are :

 Improves Quality

 Improves Working Relationship

 Increases Employee Participation

 Enhances Guest Satisfaction

 Improves Employees’ Satisfaction

 Increases Productivity

 Makes Communication Effective

 Increases Profitability

 Increases Market Share

Keywords:

Guest Service- Guest service is the act of taking care of the guest's needs by providing and
delivering professional, helpful, high quality service and assistance before, during, and after the
guest's requirements are met. Guest service is meeting the needs and desires of any guest.

Movement of Truth- A moment of truth is when an interaction occurs between a customer and
the service provider that can leave a lasting positive or negative impression on a customer.

Kaizen- Kaizen in Japanese means "improvement." Kaizen refers to activities that continuously
improve all functions and involve all employees from the CEO to the lower level workers

Japanese 5 S Practices- 5S is the name of a workplace organization method that uses a list of
five Japanese words: Seiri, Seiton, Seiso, Seiketsu, And Shitsuke

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TQM- TQM is a management approach for an organization, centered on quality, based on the
participation of all its members and aiming at long-term success through customer satisfaction
and benefits to all members of the organization and to the society

Benchmarking- It is the process of improving performance by continuously identifying,

understanding, and adapting outstanding practices found inside and outside the organization

30