Chapter 2:

Service Characteristics of
Hospitality and Tourism Marketing

Marketing for Hospitality and Tourism, 3e ©2003 Pearson Education, Inc. 1

Philip Kotler, John Bowen, James Makens Upper Saddle River, NJ 07458
Characteristics of Services

Intangibility Can’t be seen, tasted, felt, heard,

or smelled before purchase.

Inseparability
Can’t be separated from service
providers.

Variability
Quality depends on who provides
them and when, where and how.

Perishability
Can’t be stored for later sale or use.

Marketing for Hospitality and Tourism, 3e ©2003 Pearson Education, Inc. 2

Philip Kotler, John Bowen, James Makens Upper Saddle River, NJ 07458
 Intangibility

• It is difficult to evaluate service before the

experience.

• Tangibilizing the intangible

• Create strong organization image
• Engage in post-purchase communication
• Stimulate “Word of Mouth” & Publicity

Marketing for Hospitality and Tourism, 3e ©2003 Pearson Education, Inc. 3

Philip Kotler, John Bowen, James Makens Upper Saddle River, NJ 07458
 Perishability
Lack of ability to inventory

Capacity and demand management

Marketing for Hospitality and Tourism, 3e ©2003 Pearson Education, Inc. 4

Philip Kotler, John Bowen, James Makens Upper Saddle River, NJ 07458
 Studi Kasus
Saat ini tanggal 1 desember 2019

Pada tanggal 24 desember 2019 jumlah reservasi di hotel anda

mencapai angka 85% (85 kamar terbooking) sisa 15 kamar yang
belum terbooking. Idealnya tenaga kerja di hotel anda dapat melayani
tamu pada occupancy 85%.
Apabila anda menjadi manager dihotel tersebut apakah
memungkinkan untuk menerima reservasi hingga occupancy
mencapai 90-95%? (anggap saja permintaan tinggi) mengingat pada
saat itu adalah peak seasons dan sangat memungkinkan untuk
meningkatkan profit perusahaan.

Apabila memungkinkan langkah apa yang akan anda lakukan, berikan

penjelasan??

Marketing for Hospitality and Tourism, 3e ©2003 Pearson Education, Inc. 5

Philip Kotler, John Bowen, James Makens Upper Saddle River, NJ 07458
 Managing Capacity
• Involve customers in the delivery
system
• Cross-train employees
• Use part - time employees
• Rent or share facilities and equipment
• Schedule downtime during periods of
low demand
• Use technology
Marketing for Hospitality and Tourism, 3e ©2003 Pearson Education, Inc.
Philip Kotler, John Bowen, James Makens Upper Saddle River, NJ 07458
 Managing Demand
• Understanding demand patterns
• Use price to increase or reduce
(Revenue Management)
• Use reservations
• Create promotional events

Marketing for Hospitality and Tourism, 3e ©2003 Pearson Education, Inc.

Philip Kotler, John Bowen, James Makens Upper Saddle River, NJ 07458
 Variability
Lack of consistency
• Managing consistency
- Standardized procedure
• Customized: taking care of individual
• Train contact and non-contact employees
• Manage supplier’s quality

Marketing for Hospitality and Tourism, 3e ©2003 Pearson Education, Inc. 8

Philip Kotler, John Bowen, James Makens Upper Saddle River, NJ 07458
 Inseparability
The customer becomes part of
the service
– Service encounter, Moment of truth
– Managing employees
• Communication training
• Empowerment
– Managing customers
• Understanding customers expectation
• Interaction with customers
Marketing for Hospitality and Tourism, 3e ©2003 Pearson Education, Inc. 9
Philip Kotler, John Bowen, James Makens Upper Saddle River, NJ 07458
 Management Strategies for
Service Business
• Positioning strongly in the chosen target
markets
• Effective interaction between customers
and employees
• Managing differentiation
• Managing service quality
• Tangibilizing the product
Marketing for Hospitality and Tourism, 3e ©2003 Pearson Education, Inc. 10
Philip Kotler, John Bowen, James Makens Upper Saddle River, NJ 07458
 Management Strategies for
Service Business
• Managing the physical surroundings
• Managing employees
• Managing perceived risk
• Managing capacity and demand
• Managing consistency

Marketing for Hospitality and Tourism, 3e ©2003 Pearson Education, Inc. 11

Philip Kotler, John Bowen, James Makens Upper Saddle River, NJ 07458
Marketing for Hospitality and Tourism, 3e ©2003 Pearson Education, Inc. 12
Philip Kotler, John Bowen, James Makens Upper Saddle River, NJ 07458
Marketing for Hospitality and Tourism, 3e ©2003 Pearson Education, Inc. 13
Philip Kotler, John Bowen, James Makens Upper Saddle River, NJ 07458
 Chapter 11: Figure
11-3: Conceptual
model of service
quality - the gap
analysis model.
Source: Leonard l.
Berry, A.
Parasuraman, and
Valarie A.
Zeithaml.

Marketing for Hospitality and Tourism, 3e ©2003 Pearson Education, Inc.

Philip Kotler, John Bowen, James Makens Upper Saddle River, NJ 07458
 Close Gap 1 by;
1. Talking to customers
2. Talking to customer contact employees
3. Marketing information systems--
customer surveys-- analysis by
segment-- focus groups

Marketing for Hospitality and Tourism, 3e ©2003 Pearson Education, Inc.

Philip Kotler, John Bowen, James Makens Upper Saddle River, NJ 07458
 Close Gap 2
1. Management Commitment-- resources,
internal marketing, reward systems
2. Use of hard and soft technology
3. Is meeting customer expectations
financially feasible?

Marketing for Hospitality and Tourism, 3e ©2003 Pearson Education, Inc.

Philip Kotler, John Bowen, James Makens Upper Saddle River, NJ 07458
 Close Gap 3
1. Training
2. Internal marketing, pride
3. Teamwork
4. Reward systems
5. Service quality audits

Marketing for Hospitality and Tourism, 3e ©2003 Pearson Education, Inc.

Philip Kotler, John Bowen, James Makens Upper Saddle River, NJ 07458
 Close Gap 4
1. Know the capabilities of the firm
2. Good communications within the firm
3. Internal marketing-- teamwork

Marketing for Hospitality and Tourism, 3e ©2003 Pearson Education, Inc.

Philip Kotler, John Bowen, James Makens Upper Saddle River, NJ 07458