Tourism and

Hospitality
Service
Quality
Management
Johnny Rick S. Apellanes
Faculty-in-charge
Instructor I
Department of Management
Strategies for Quality Service
in Tourism and Hospitality

CHAPTER III
 1. analyze the concept of strategy;
2. explain the importance of designing

OBJECTIVES
the guest experience; and
3. identify key factors that must be
considered in strategizing the future of
Hospitality and Tourism organizations
Introduction

⮚ In order to bridge the gap between a

guest's expectations and perceptions in a
hospitality or tourism setting, the
experience must be carefully planned.
⮚ A successful guest encounter is
anticipated to result in the best possible
experience. With this, critical planning is
required to create and ensure that a
guest's best experience is the only one
they will have.
Strategies
⮚are plans that are designed to help an organization
reach a specified goal.
⮚are used while developing the guest experience.
Porter’s Generic
Strategies

⮚ help managers make the

best choice for their
company.

⮚ include three strategies in

achieving a competitive
edge.
 COMPETITIVE
ADVANTAGE
-unique set of values or
qualities that your
company has that helps to
set you apart from similar
businesses within the
same industry.
1. Cost leadership • focuses on increasing profits by reducing operational cost
and charging lower prices
strategy
EXAMPLE
• an economy-level hotel that
charges low rates but has
only basic amenities for a
standard room

⮚ It will typically have a

standard bed, color
television, air-conditioning
unit, and private bathroom.
Wi-Fi connection is optional.
2. Differentiation • focuses on making company’s service being
attractive and unique in comparison to those of
strategy its competitor.
EXAMPLE
• a hotel utilizing green
technology in its operations
⮚This hotel can boast of
adhering to the call on
sustainability and
environmental stewardship
by integrating this concept
in its day-to-day operations.
3. Focus
strategy
• concentrates on developing
services for a niche market.
 cost focus - refers to
cost leadership in
narrow or focused
market
3. Focus strategy
differentiation focus -
refers to differentiation
in a narrow or focused
market.
EXAMPLE
COST FOCUS

• study hubs in the university

belts

✔ They specifically target student

guests that are looking for cheaper
alternatives to hotel lounges
wherein they could spend their time
studying. They do not provide for
everyone but only for students, that
is why their price is relevantly low.
EXAMPLE
Differentiation focus

• a coffee shop that adapted the

drive-through business model

✔ It focuses on guests who do not

necessarily want to sit down and
have a cup of coffee. The guests
like the brand and offering but do
not have the time to sit down and
enjoy a cup of coffee. They have it
on the move.
Internal and External
Assessments
INTERNAL ANALYSIS
•is where an organization takes stock of the
resources and assets that it possesses.
•include the strengths that enable an organization
to function well refer to as the "secret sauce" of an
organization.
•also flaunts the weaknesses of an organization
that are identified not to dwell onto but to be
addressed and resolved not to harm an
organization.
EXTERNAL ANALYSIS
• is concerned on how a company positions
itself in the market concerning its rivals in its
particular space

• attention should be on what a company is

good at relative to its rivals in that industry.

• determines a company's position in the

external environment and showcases its
opportunities and threats
 Strategizing
for the Future
of Hospitality
and Tourism

Hospitality and tourism

organizations must plan to
cope with changes in the
future including the
following:
1. Demographics

• Changes in the workforce and the

hospitality and tourism market will
continue to affect the industry's
operations, which is relevant not
only to the service providers but
also to its market.
 2. Economic and
natural forces

• Economic and natural forces

also change the nature of
the industry and how it is
managed by the key
stakeholders of this fast-
growing sector.
 3. COMPETITORS

• The presence of competitor brings out

major changes in the industry.
• Movements between competitors shift
from time to time and create different
relationships between which also
affect other relationship that will be
made in the future
 Resource supplier
Other • A company cannot continue its operation without the raw
materials, equipment and other supplies.
Stakeholders and
• A disruption in the operation of the resource supplier will
Relevant Groups ultimately affect the company.
 Capital suppliers.
Other • Now that the capital market is international and electronic transfers are
Stakeholders and available, suppliers can now move in a faster pace, making a company
vulnerable.
Relevant Groups
• A company may need to spend more time forecasting the availability of
this valued resource.
Other Labor Supply
Stakeholders and • Without a stable labor supply, the tourism and hospitality
Relevant Groups operations will be significantly affected as they drive the
operation itself.
QUESTIONS, SUGGESTIONS
AND CLARIFICATIONS?
THANK YOU.