MAINTAIN QUALITY CUSTOMER / GUEST SERVICE

1. D1.HCS.CL6.03 D2.TRM.CL9.12D1.HML.CL10.07 D1.HRM.CL9.06 MAINTAIN QUALITY CUSTOMER / GUEST SERVICE

2. Subject Elements This unit comprises three Elements: • Identify customer/guest requirements • Ensure delivery of quality products and services • Evaluate customer service.

3. Assessment Assessment for this unit may include: • Oral questions • Written questions • Work projects • Workplace observation of practical skills • Practical exercises • Formal report from supervisor.

4. Element 1: Identify guest requirements

5. Identify guest requirements Performance Criteria for this Element are: • Research and assess needs of guests • Conduct data analysis to identify deficiencies in service delivery • Identify options to improve service levels.

6. Quality guest service • Regardless of the reason for their visit it is important all guests that receive quality service • Quality service is being able to use a combination of products and services, as a combined offering, that at a minimum, meets the needs and expectations of all guests (Continued)

7. Quality guest service • Quality customer service is not just associated with 5 star hotels, it is a fundamental aspect of all hospitality businesses, whether budget or luxury • Simply customer service is important to any business in any industry • It is about ensuring customers leave your premises pleased with the experience they received.

8. Researching customer needs • Before we can tailor our products and services to provide an offering that the guest wants, we first need to find out what the guest actually wants • Many businesses make the mistake of providing an offering they THINK the guest wants, but what is offered doesn’t meet their needs (Continued)

9. Researching customer needs • Therefore research of what the customer wants is an essential activity. This is the essence of marketing • Marketing must be customer-focused • To identify exactly what this focus needs to be we have to obtain information on customer needs and wants by undertaking some basic market research.

10. The customer A customer can be seen as: • A person on the receiving end of what the business offers • Someone who is willing to pay a fair price for a quality product and wants to be neither over-charged nor under-served • The reason the company is in business • Someone who has certain needs and wants them filled • If we cannot fill them, will go to a competitor who will.

11. The customer There is no ‘one’ customer • Customers are all individuals and come with individual needs and expectations • Businesses cater to a range of types of customers, known as target market segments • Challenge lies in being able to provide an offering to meet their individual needs • We have to recognize each type of customer and treat them as individuals (Continued)

12. Customer needs, wishes and expectations What is the difference between a customer’s: • Needs • Wishes • Expectations.

13. Customer needs, wishes and expectations Needs • The things customers are unable to do without • This may be a meal or beverage. Wishes • Way in which our customer would prefer to satisfy a specific need, but they may not have the resources to meet these wishes • They are willing to settle for less.

14. Customer needs, wishes and expectations Expectations These spring from the customers’ needs and wishes but are also influenced by: • The company’s image or reputation in the market • The customer’s previous perceptions and their experience with the company • The company’s advertising.

15. Identify customer needs, wishes and expectations Exercise • How can you identify these?

16. Identify customer needs, wishes and expectations • Involve the customers in developing new services • Organise and conduct a series of focus groups • Actively listen to the customers • Make decisions and act on the basis of the customer’s motives, needs and expectations • Wear customer spectacles and see with the customer’s eyes (Continued)

17. Identify customer needs, wishes and expectations • Actively look for customer feedback • Ask customers what elements or factors of service are of particular importance to them • Analyse the market trends • Analyse the competitors.

18. Identify customer needs, wishes and expectations Use staff feedback • Staff must be actively encouraged to provide input to the development of quality customer service, too • After all it is staff who are delivering the service and they who are best placed to understand what the needs and wants of customers may be. How can you get staff feedback?

19. Identify customer needs, wishes and expectations Use staff feedback Involving staff in this research process could include: • Encouraging staff to feedback all relevant comments from customers • Not shooting the messenger • Setting agenda items for staff meetings which include ‘customer service’ • Developing appropriate documentation.

20. Conduct data analysis to identify service deficiencies Now that we have identified the needs and wants of customers, it is vital to gain a detailed, complete and accurate: • Understanding of our current operations • Whether they are suitable to meet the needs of the customer.

21. Conduct data analysis to identify service deficiencies Research should be designed to identify: • What the customer wants • What we are currently offering to the customer • What we can improve.

22. Informal and formal research Research can be defined as a search for knowledge conducted on an: • Informal basis • Formal basis. What is the difference? How can you conduct each type of research?

23. Informal research Informal research is casual in nature and may include: • Discussing information with colleague • Seeking customer feedback by asking questions • Personal observation of customers and service delivery and then self-reflection on what you have seen • Discussing information with a wider network of contacts • Discussing information with the public in public places • Articles seen on TV or reading the newspaper, magazines or books.

24. Formal research Formal research is more structured and deliberate in nature and involves: • Reading printed material from your property • Enrolling in a specific course related to the area you want to find out about • Reading product and service information brochures • Surfing the Internet (Continued)

25. Formal research • Visiting the library • Developing, distributing and analysing questionnaires • Attending conferences and seminars • Attending product launches • Attending Industry Associations functions.

26. Conducting research When conducting research it is usual to follow the steps below: • Specify information to address service deficiencies • Design and trial the data collection method to be used • Collect the data • Analyse the results • Communicate findings, implications and recommendations • Develop policies and procedures to align with identified customer need and preferences.

27. Conducting research Primary and secondary data Research can be categorised into two main types: • Primary data • Secondary data. What is the difference primary and secondary data? What is benefit of using each method?

28. Conducting research Primary data Primary data is fresh, new and original information specific to your requirements. Primary data collection methods include: • In-house observation • Conducting interviews • Applying questionnaires • Conducting surveys.

29. Conducting research Secondary data Secondary data is information which already exists: • Reading newspapers, books, magazines, trade journals and the media • Researching library catalogues and other sources • Subscribing to on-line computer information systems • Analysing trading figures, occupancy and booking statistics, costs or profit.

30. Conducting research Quantitative and qualitative data Research data can further be separated into: • Quantitative data - known as ‘hard data’ • Qualitative data - known as ‘soft data’. What are some examples of hard and soft data?

31. Conducting research Qualitative data Qualitative data is important in a service industry such as hospitality because it answers the ‘Why?’ questions such as: • Why do they eat with us and not the opposition across the road? • Why do they prefer healthy food? • Why have they stopped coming to the nightclub?

32. Conducting research Quantitative data Quantitative data is statistical in nature. It deals with ‘quantifying’ things such as: • The number of times a person visits the premises • The amount of money they spend • The number of minutes they are kept waiting for service • Their satisfaction rating in % terms with our service.

33. Conducting research Changes in the business environment Development of successful customer service is an on-going exercise and involves: • Monitoring of the internal and external environments • Integration of findings into future planning. It is vital to understand: • What can cause changes in our operational environment • Factors having impact on service delivery.

34. Internal environment Internal environment The internal environment is the environment within the business. It can include: • Level of staff available • Policies and procedures of the organisation • Skill and knowledge levels of staff • Operational hours of the business • Facilities available within the venue. In theory, a property has control over these internal factors because it is in a position to influence them.

35. Internal environment Possible causes of deficiencies from within the internal environment could include: • Substandard products • Equipment • Marketing • Staffing • Recruitment • Training.

36. Internal environment Possible causes of deficiencies from within the internal environment could include: • Management • Financial support • Changes in management style • Changes in client focus • Creation of new and different target markets • Organisational re-structures.

37. External environment The external environment refers to the area outside the business over which the venue has little or no control. It can relate to changes in: • Customer trends • Technology • Legislation • Economy • Political situations • Competition in the marketplace • Environmental issues.

38. Reviewing research You must check and question it so as to identify whether or not you can use research collected as the basis for future action: • Is it valid? • Is it reliable? • Is it relevant? • Is it accurate? • Does it make a useful contribution? • Is it clear and unambiguous? • Is it sufficient in volume to be useful? • Does it represent the views of our target markets?

39. Identify service deficiencies Once we have identified causes of service deficiencies, staff and management must: • Address these • Seek to find options to improve service levels.

40. Identify service deficiencies Common service deficiencies • What are common service deficiencies in hospitality departments? • What are some ways you can improve service deficiencies?

41. Involve staff in customer service planning It helps staff: • To understand what is required of them • Provides them with an opportunity to make input to areas that will ultimately greatly impact on them • Increase ownership ‘own’ the changes • Strive to better implement any actions agreed to.

42. Involve staff in customer service planning Getting the staff involved Activities providing opportunities for staff participation in the planning process include: • The formation of quality improvement groups or ‘quality circles’ • Establishment of group training sessions • Introducing a variety of methods and systems to spread information • Keep the message in front of everyone’s eyes.

43. Service improvement options Operational focus • Create a competitive advantage over competition by either doing something different, more superior or cheaper • New or revised products • New services • New menus • Renovations • New equipment with staff fully trained in their operations.

44. Service improvement options Operational focus • New equipment with staff fully trained in their operations • New marketing strategies to new target market segments • New advertising campaigns with suitable attractive packages • New branding • Correct staffing level and mixes • Recruitment • Structured training programs.

45. Service improvement options Operational focus • Management • Financial support • Changes in management style • Organisational re-structures. • Greater use of e-business • Greater use of technology • Environmental awareness.

46. Service improvement options Staff focus • Ensuring staff play an active role in improving service standards, is a key objective for management • Staff are their eyes and ears and are able to communicate important information about the customer.

47. Service improvement options Staff focus Approaches to the staff may include: • Creating and implanting the business concept in the entire organisation, which helps to determine the direction the company will take in the future • Involving staff in planning and implementing quality improvement • Building a spirit of working together towards goals.

48. Service improvement options Staff focus Approaches to the staff may include: • Creating instruments and channels to disseminate the company’s philosophy, goals and values throughout the organisation • Promoting a climate of open communication and feedback • Encouraging and recognising innovation and teamwork • Recognising the right of every employee to understand the requirements of their assignment, and to be heard when offering suggestion for improvement.

49. Service improvement options Customer focus • Approaches to the customers may include: • Making the customer a ‘member’ of the organisation • Rewarding faithful customers • Communicating with customers to promote goodwill, trust and satisfaction • Identifying customer’s unstated needs • Ensuring customers’ needs and (reasonable) requests are met • Providing friendly and courtesy assistance.

50. Service improvement options Regardless of the type of organisation, solutions will only work if the customer believes them to be: • Meeting their needs, wants and expectations • Is of good value • Is better than that provided by the competition.