MARASIGAN, IMY B.

BSHM-3H

1. Intangibility

a. Customer Experience
Intangibility is a characteristic of services in the tourism and hospitality
industry that cannot be touched, tasted, or seen before they are purchased.
Intangible tourism products are the experiences, memories and feelings
tourists have when visiting a destination. Intangibility poses a challenge for
service providers, as they have to create trust and satisfaction among
customers who cannot evaluate the quality of the service before buying it.

b. Employees Delivering Service

Employees delivering service in the tourism and hospitality industry are
responsible for creating memorable experiences for customers. Since the
services offered are intangible, employees must rely on their skills,
knowledge, and expertise to deliver high-quality services that meet customer
expectations. The intangible nature of these services also means that
employees must be able to communicate effectively with customers to
understand their needs and preferences.

c. Operation Managers
Intangibility is a critical concept in the tourism and hospitality industry. It refers
to the idea that services cannot be touched, tasted, or seen like physical
goods. In other words, services are intangible, and this presents unique
challenges for businesses in the tourism and hospitality sector.

In terms of operations management, intangibility can impact the way that

managers approach their work. For example, it can be difficult to measure the
quality of a service because it is not a tangible product . This can make it
challenging for managers to identify areas for improvement and to make data-
driven decisions. Additionally, because services are often customized to meet
the needs of individual customers, it can be difficult to standardize processes
and procedures
2. Limited Lifespan

a. Customer Experience
The travel, tourism, and hospitality industry has experienced severe
turbulence over the past several years. The COVID-19 pandemic has had a
significant impact on the industry, with 2020 being the worst year on record
for tourism. Every business, from hotels to airlines, tour operators to travel
apps, struggled to survive during this period.

The current state of customer experience in the travel, tourism, and hospitality
industry is that customers are today more thoroughly researching trips before
booking. This indicates that travel, tourism, and hospitality brands need to do
more in their customer experience to win their potential customers’ cash
Employees Delivering Service

b. Employees Delivering Service

The tourism and hospitality industry has been severely impacted by the
COVID-19 pandemic, leading to a limited lifespan of the industry. The closure
of borders, airports, and hotels, as well as restrictions on mass gatherings,
land travel, and related services across the world, have put around 100 to 120
million jobs at risk. The reduced working days, prohibition of work hours
extension, increased number of rest days, and the nonrequirement of holiday
work also result in financial difficulties. Given possible business closures,
employees delivering services in the tourism and hospitality industry face job
and employment insecurity

c. Operation Managers
The tourism and hospitality industry has been severely impacted by the
COVID-19 pandemic, which has led to a limited lifespan of many businesses
in the sector 12. The impact of this on operations managers is significant, as
they are responsible for ensuring that the day-to-day operations of these
businesses run smoothly. With the limited lifespan of these businesses,
operations managers may face challenges such as:

Reduced revenue: With fewer customers and lower demand, businesses in

the tourism and hospitality industry may experience reduced revenue. This
can lead to budget cuts and a reduction in staff, which can make it difficult for
operations managers to maintain the same level of service quality.

Increased pressure: Operations managers may face increased pressure to

cut costs and improve efficiency in order to keep the business afloat. This can
be challenging, especially if they are already working with limited resources.
Adapting to new trends: The pandemic has led to changes in consumer
behavior, with many people opting for virtual experiences over physical ones.
Operations managers may need to adapt to these new trends in order to
remain competitive.
3. Aggregability

a. Customer experience
The travel, tourism, and hospitality industry has experienced severe
turbulence in the past several years. The COVID-19 pandemic has caused a
significant impact on the industry, with 2020 being the worst year on record
for tourism. However, the skies are looking slightly brighter for the industry in
2023, with international travel bouncing back and global tourism set to reach
approximately 80% to 95% of pre-pandemic levels.

To thrive in this new era of travel, hospitality, and tourism, travel brands need
to better understand their customers’ wants and expectations, more easily
analyze and understand their millions of pieces of customer data, and deliver
customer experiences that are not only personalized to their customers but
also outperform their competitors.

b. Employees delivering services

The aggregability of tourism and hospitality industry refers to the ability of
businesses in these sectors to work together to provide a seamless
experience for customers. This can include sharing information, resources,
and services to create a more comprehensive offering.

As for the impact of aggregability on employees delivering services, it can be

both positive and negative. On one hand, aggregability can lead to increased
efficiency, better communication, and more opportunities for employees to
learn new skills. On the other hand, it can also lead to job insecurity,
increased competition, and a lack of control over one’s work environment.

c. Operation managers
The tourism and hospitality industry is a complex and dynamic sector that
requires effective management of its operations. The aggregability of this
industry refers to the ability of different businesses to work together to provide
a seamless experience for customers. This can include the integration of
different services, such as transportation, accommodation, and food and
beverage, to create a comprehensive package for tourists.

The impact of aggregability on operation managers in the tourism and

hospitality industry is significant. It requires them to have a deep
understanding of the various components of the industry and how they can be
integrated to create a cohesive experience for customers. Operation
managers must also be able to manage the different stakeholders involved in
the process, including suppliers, vendors, and employees
4. Heterogeneity

a. Customer experience
The heterogeneity of the tourism and hospitality industry can have a
significant impact on customer experience. Services are never exactly the
same, and they are heterogeneous. Variability in experiences may be caused
by location, time, topography, season, the environment, amenities, events,
and service providers. The hospitality industry is unique in that it naturally
operates in a space of multiculturalism with diverse clientele. Recognizing
and fostering diversity in this field means valuing and celebrating the
differences among both workers and customers and how these factors might
impact their experience.

b. Employees delivering service

The heterogeneity of the tourism and hospitality industry can have both
positive and negative impacts on employees delivering services. According to
a study by Mistry et al, diversity management is of great importance in the
hospitality industry, resulting in a host of constructive consequences if
managed effectively. However, there is a deficiency of investigation
surrounding the outcomes of diversity management on the employees’
attitudes and behavior in the hospitality industry. The study identified a
relationship between diversity management and positive workforce-related
outcomes, including job performance, service innovation behavior, and
employee engagement in the hospitality industry.

c. Operations managers
The tourism and hospitality industry is characterized by heterogeneity due to
the diversity of services offered, the nature of the products, and the
customers’ expectations. This heterogeneity poses several challenges to
operation managers in the industry.

Firstly, operation managers must ensure that they have a flexible and
adaptable approach to cater to the diverse needs of customers. They must be
able to customize their services to meet the unique requirements of each
customer.

Secondly, operation managers must be able to manage quality effectively.

The quality of service delivery is critical in the tourism and hospitality industry,
and it can significantly impact customer satisfaction. Operation managers
must ensure that they have a robust quality management system in place to
monitor and maintain service quality.
 Thirdly, operation managers must be able to manage costs effectively. The
tourism and hospitality industry is highly competitive, and operation managers
must ensure that they can deliver high-quality services at a reasonable cost.
They must be able to identify areas where costs can be reduced without
compromising on service quality.

Finally, operation managers must be able to manage human resources

effectively. The tourism and hospitality industry is labor-intensive, and
operation managers must ensure that they have a skilled and motivated
workforce. They must be able to attract, retain, and develop talent to ensure
that they can deliver high-quality services.

5. Simultaneity of product and consumption

a. Custumer experience
 The simultaneity of product and consumption is a characteristic of service
products, which are being consumed at the same time they are being
produced. This characteristic is also known as inseparability.

In the context of the tourism and hospitality industry, this characteristic has a
significant impact on customer experience. The provider of the service is
often present when consumption takes place, which means that the
customer’s experience is influenced by the behavior of the service provider.

b. Employees delivering service

Simultaneity of product and consumption is a characteristic of services that
makes it compulsory to produce and consume the service at the same time.
This characteristic is also known as inseparability. In the tourism and
hospitality industry, this characteristic has a significant impact on employees
delivering services. Since the service is produced and consumed
simultaneously, employees must be present when consumption takes place.
This means that employees must be able to manage their time effectively to
ensure that they are available when customers require their services.
Additionally, employees must be able to provide high-quality service
consistently since customers are present during the production of the service.
This can be challenging for employees since they must manage their time
effectively while also ensuring that they provide high-quality service. However,
if employees can manage their time effectively and provide high-quality
service consistently, they can create a positive experience for customers,
which can lead to repeat business and positive word-of-mouth advertising
.
c. Operations managers
The simultaneity of product and consumption is a unique characteristic of
services, including those in the tourism and hospitality industry. It refers to the
fact that services are produced and consumed at the same time, making it
challenging for operation managers to manage the quality of service delivery.

This characteristic has a significant impact on the management of operations

in the tourism and hospitality industry. Operation managers need to ensure
that the service is delivered efficiently and effectively, while also maintaining
high levels of customer satisfaction. They must also ensure that the service is
delivered consistently across all customer touchpoints, including pre- and
post-service interactions.