ASSESSMENT COVER SHEET

PROGRAMME TITLE: FdA Hospitality Management

MODULE TITLE: Customer Service

MODULE CODE: LT4F12GN
INTAKE/SEMESTER: January 2020 / Autumn 2020
ASSESSMENT TITLE: Customer Service

MODULE
TBA
LEADER/LECTURER

STUDENT ID: (London Met)

STUDENT ID: (NCL) 190845

STUDENT NAME: Stefan Panciu

08.01.2021
SUBMISSION DEADLINE:
1108.01.2021.01.2019

I declare that all material in this assessment is my own work except where there is clear
acknowledgement or reference to the work of others, and I have complied and agreed to the
College statement on Plagiarism and Academic Integrity on the College Student Handbook
provided at Induction.

Signed: Stefan Panciu Date:05.01.2021

Word Count: 2199

Assessment Submission Guidance:
Students should provide a completed assessment cover sheet with all essential details. All
assessment should be submitted in electronic format via college systems on or before the submission
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cover sheet electronically, in whatever form, you are deemed to have made the declaration set out
above.
Introduction

The quality of tourist services is a complicated term, consisting of the quality of

the amount of tourist services offered and related services such as travel, lodging, diet,
organisation of leisure, entertainment, etc. The definition of the quality of tourist facilities is
still under debate in specialized literature on foreign tourism, which can be explained by
variations in cultural perceptions and approaches to tourist goods. The tourist service is
generally understood as a complex of operations with the intention of fulfilling the
corresponding needs of the tourist through the relationship between the executor and the
customer in the service provision process. The standard of the tourist service can also be
understood as a mixture of the assets of the tourist facilities, procedures and requirements
aimed at meeting the real or anticipated needs of the visitors during their rest periods, travel
etc. The maximum quality of the visitor goods or services determined by the solvency of the
clients in the specific business segment.

Question 1: Analyse service quality (SERVQUAL) with specific focus to

dimensions and gaps

Based on the understanding of the quality of the tourist service as a link

between the perceptions of the customer and his/her experience of the service obtained,
some basic methodological methods of service quality estimation have been built in
contemporary specialized literature, such as the Distance Model, the SERVQUAL tool.
The Distance Model and the SERVQUAL tool have been developed by American
researchers A. Parasuraman, V. Zeithaml, L. Berry, guy. In terms of service quality, they
meant the overall measurement of a given service rendered by the firm as a result of
contrasting the performance of the business with the general requirements of the client as
to how the firm could compete in that sector. If there is no difference, a service is deemed
to be of standard. The approach makes a general description of the service provision
mechanism to be given. It is more tailored to the qualitative estimation of the method.
SERVQUAL is a multi-dimensional analysis instrument intended to capture customer
preferences and service attitudes around the five dimensions believed to be of service
quality:
1. Tangibility-Elements that can be physically observed: the aesthetics of physical
structures, tools, personnel and communication device
2. Reliability-The capacity to deliver the promised services is efficient and precise. This
factor involves the execution of distribution, pricing and complaint management
promises.
3. Responsiveness-The ability to support consumers in a timely fashion. This factor
encourages constructive attitudes towards service and allows workers to pay heed to
customer inquiries, concerns and grievances.
4. Assurance-The knowledge and civility of staff and their capacity to exercise faith and
trust.

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 5. Empathy-The compassionate mindset and the individualized devotion of the
company to its clients.

For the first time, the GAP model was introduced by A. Parasperaman, Valarie
Zeithaml and Leonard L. In 1985, ASI and AOE were to be the Difference service efficiency
model that makes the business realize customer loyalty. In business, the distance model is
commonly used to explain the gaps that exist in the distribution of resources to prospective
customers. The Distance Service Quality Model aims to recognize differences between
perceived and planned service. There are five holes in the service delivery process. There are
five:
GAP 1: The gap between the understanding of management and the desires of the client.
This void exists where the manager or service supplier does not adequately analyse what
the client desires or needs. This is also attributed to a lack of coordination between touch
workers and managers. There is a lack of segmentation of the market. This discrepancy is
attributed to a lack of market analysis. For example-the owner of the coffee shop will
assume that the customer needs a better atmosphere in the coffee shop, but the consumer
is more worried with the coffee and the food they serve.

GAP 2: The gap between the specification of service efficiency and the understanding of
management. This discrepancy arises where the administrator or service provider can
accurately understand what the customer wants, but cannot set the performance level.
This may be attributed to poor infrastructure architecture, insufficient physical proof, and
the introduction of a modern non-systematic service. An example will be restaurant
managers who can tell the waiters to order the customer immediately, but do not define
"how fast"

GAP 3: The gap between the quality specification of services and the execution of
services. This delay can occur in the circumstances of current military members. It can
arise as a result of insufficient preparation, inability or failure to follow defined service
requirements. This could be attributed to insufficient measurement and payout processes.
Inefficient recruiting is the biggest explanation for this void. Failure to comply with
supply and demand will generate this void. There is also a lack of empowerment,
supposed regulation and structure. An example may be a restaurant that has very strict
food requirements shared, but restaurant employees do not have appropriate training
about how to conform with such standards.

GAP 4: The gap between external coordination and the distribution of services.
Consumer preferences are highly affected by the comments made by the company's
executives and ads. This shortcoming arises when the anticipated expectations are not
fulfilled at the time of completion of the service. An example would be a restaurant that
has printed a menu that serves 100% vegetarian food, but in fact it still serves non-
vegetarian food. Consumer standards are not fulfilled in this case.

GAP 5: The gap between the service encountered and the service anticipated. This pause
happens because the standard of the service is mistaken by the customer. For example, a

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 restaurant manager can attempt to contact the customer to ensure the consistency and
satisfaction of the consumer, so the consumer may view this as an indicator that
something is beyond or wrong with the service rendered by the restaurant staff.

Question 2: Demonstrate your knowledge and understanding of the

four acid tests of service recovery within the hospitality organisation

In this work, I will discuss the marketing of services within the Megaro Hotel
which has 4 stars. This hotel is located in historic London centre and has a capacity of 49
rooms, spread over 6 floors. It has two conference spaces, 4 business meeting rooms, a
restaurant, two bars, cleaning and laundry, terrace, picnic area, internet..., etc.
The goal of efficient management of service personnel-the method of delivering
facilities-can be accomplished by effectively practicing internal marketing, which seeks to
inspire and empower service personnel to deliver high-quality services. The central method in
internal marketing is to teach committed clients from their own staff. In order to satisfy the
demands of existing users, the service enterprise improves its capacity to efficiently meet the
needs of external consumers.
The worth of the consumer can be viewed in two ways:
-"The current value of the customer" in terms of the sales of amenities given to the visitor
who visited the hotel unit for the first time;
-'The future income of the same customer'’ in terms of the probable receipts that will be
received in the future.
The goal of achieving the objective of customer satisfaction is especially
complicated and suggests, on the part of hotel management, that:
- developing a plan for consumer engagement, creating mechanisms of loyalty (for
example customized service packages, additional services, direct mail, customer
groups, telephone marketing, internet orders, etc…).
- the establishment of a Customer Record, which must be updated constantly and from
which the Customer Data is to be collected for use in loyalty measures;
- the execution of customer loyalty analyses including assessments of, in particular,
customer satisfaction, recurring purchasing plans, the suggestion of a service bid to
other prospective customers;
- the establishment of performance criteria, the setting of customer satisfaction rules
and the periodic monitoring of compliance;
Customer satisfaction has a beneficial impact on reducing the expense of the supply business.
It is documented on this line:
- -reducing costs related to the operation of customer interactions, by focusing
behavior, in particular on loyal customers;
- -reducing the expense of "non-quality" by including clients in the process of
developing services;
- -the prospect of reducing trade costs by new connectivity solutions (for example, by
making electronic orders on services, the Internet).

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Question 3: Prepare a survey report with recommendations for better
customer service, after analysing tailor made questionnaire (Your
lecturer will provide you with an example response to three to four
questions for you to analyse) the hotel has sent to their customers

The quality measurement of hotel services can be achieved both by the

models described above (SERVQUAL and GAP) and by methods such as: mystery
customer, customer complaints, studies on lost clients, focus groups, client panels, market
studies, employee studies.
A request has been made by the marketing department to improve the service
with the hotel's clients. The application is an example of how to conduct quality of
service research using the standard SERVQUAL procedure. The research was carried out
in Megaro Hotel, the tool used for data collection was the questionnaire with 50
questions. The research was carried out between October and 97 questionnaires were
distributed in November 2018, of which 85 were completed.

The size The scale question of item The origin of The calculated
item degree of
importance
efficiency Accommodation services are provided SERVQUAL 6.12
as promised "in the hotel's offer ?
efficiency I am sure - will the staff resolve any SERVQUAL 6.00
problems that may arise in connection
with the provision of services?
efficiency Are hotel services properly provided SERVQUAL 6.03
from the very beginning?
relationship Does the hotel staff adapt easily to the SERVQUAL 5.81
situation?
relationship Are the staff willing to respond to SERVQUAL 5.78
special customer requests?
relationship Are hotel employees giving a feeling SERVQUAL 6.11
of confidence to their customers?
tangible Is the hotel staff in a clean outfit? SERVQUAL 6.39
tangible Does the incoming camera look good? SERVQUAL 6.52
tangible The hotel is clean? SERVQUAL 6.53
tangible Does the hotel look good both inside SERVQUAL 6.71
and outside?
empathy Hotel employees convey a sense of SERVQUAL 6.33
confidence customers?
empathy Customers feel safe during the SERVQUAL 6.30
performance hotel services?
empathy Customers feel comfortable during SERVQUAL 6.87
their stay in the Hotel?

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 By analysing the results obtained from the research carried out within the
4-star "Megaro" Hotel in London on each the dimensions of the SERVQUAL model, we
notice that the differences between customer perceptions and waiting’s, all have positive
values. This represents the fact that the clients are pleased in the case of the hotel
analysed. Hotel management who detects complaints from clients and their progression
over time (repeating the study periodically) will act to increase the level of services
delivered in the future. To see service from the eyes of the consumer and to exceed his
needs, the tourism agency must first know what the clients want. This illustrates the role
of those who come into close communication with customers, those who deliver the
service. But what do you think for others that work away from customers? There is a
definition of the consumer chain for this. In this chain, any individual in the organisation,
no matter where they operate, is deemed to be a link, and the chain eventually leads to an
external customer. Since this principle is both functional and practical, a strong
communication mechanism is required in the organization. Value cannot be experienced
in an environment of the sort 'they and us,' hotel workers must have a real involvement
with groups of visitors. Where services are not well structured, it is difficult for workers
to deliver the appropriate quality of support and to become unmotivated and irritated. A
well-considered quality assurance policy will enable workers to determine what needs to
be done and will help them in their attempts to break out of this spiral. Employees'
advantages include increased happiness at the post, a lower level of dissatisfaction, better
input from clients and a higher level of self-esteem as programs are noticed and
improved.
In conclusion the quality of the services as a whole is commensurate with
the expectations of the customers, the values reflecting a good quality, but not totally
satisfactory. It can be seen from the table that the biggest complaints of hotel clients are
when employees are connected to clients and the smallest are related to tangible.

Conclusion

To have a quality scheme in the sense of customer care is evidence of effective

management, of management geared towards cultural principles, which considers quality
to be a fundamental aspect of continuous development. Community standards, promoted
by the introduction of the quality framework, are the result of improvements in the
corporate culture. In specific, in the tourism industry, consistency means recognizing the
following standards of quality improvement:
-The standard is viewed by the customer;
-Quality is not limited to a product or service, but must be defined in every operation of
the company;
-Quality requires the engagement of all employees;
-Quality needs coordination with quality partners;
-The standard will still be improved;
-Improving consistency often provides remedies as a result of prior accumulations;
-Quality is never too costly, instead of not always costing quality;
-"Quality is the best thing for customers."

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Reference

1.Anderson, E. W., & Fornell, C. (1994). A Customer Satisfaction Research

Prospectus. In R. T. Rust & R. L. Oliver (Eds.), Service Quality: New Directions in
Theory and Practice (pp. 241–269). London: SAGE Publications Ltd.

2. Bitner, M. J., & Hubbert, A. R. (1994). Encounter Satisfaction Versus Overall

Satisfaction Versus Quality: The Customer’s Voice. In R. T. Rust & R. L. Oliver
(Eds.), Service Quality: New Directions in Theory and Practice (pp. 72–95).
London: SAGE Publications Ltd.

3.Oliver, R. L. (2010). Satisfaction: A Behavioral Perspective on the Consumer. 2nd

Edition (p. 516). Armonk, N.Y: M.E. Sharpe Inc

4.Robert Johnnston and Graham Clark: Service Operations Management Improving

Service Delivery

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Table of contents

Introduction …………………………………………………………………………..pag 1
Question 1: Analyse service quality (SERVQUAL) with specific focus to
dimensions and gaps ………………………………………………………………….pag 1
Question 2: Demonstrate your knowledge and understanding of the four acid tests of
service recovery within the hospitality organisation…………………………….........pag 3
Question 3: Prepare a survey report with recommendations for better customer service,
after analysing tailor made questionnaire (Your lecturer will provide you with an example
response to three to four questions for you to analyse) the hotel has sent to their
customers………………………………………………………………...……………pag 4

Conclusion ……………………………………………………………………………pag 6
Reference ……………………………………………………………………………..pag 6