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What is quality?

Fitness for use.

-Joseph Juran

This means that the concept of quality is variable to the one defining it.
Products/Goods are tangible items that are manufactured, produced,
or assembled and can be physically held or possessed by customers,
such as electronics, clothing, or vehicles.

Services are intangible offerings that provide customers with actions,

expertise, or experiences, often involving interactions between service
providers and customers, like consulting, healthcare, or entertainment
performances.
Service Product: Goods and Services
Product- Goods (Physical objects) and Services (Intangible)

4 Features of Services (IHIP)

1. Intangibility
2. Inseparability (Take part of the service e.g., haircut)
3. Heterogeneous- Inconsistency/variability
4. Perishable- It has to be consumed once purchased. It also implies
that services cannot be returned or refunded once they are
delivered.

Note: Goods and Services cannot be separated from each other.

8- Dimension of Quality for Service Products
• Performance- How well the service product does its job and meets your
needs. It's about the service's effectiveness and efficiency.
• Features- Extra qualities or options that enhance the service. Think of these as
the special things that make the service better or more useful. Examples would
include free drinks, free WiFi and a hot tea after a full body massage.
• Reliability- the ability to perform the promised service product dependably
and accurately. How consistent and dependable the service is in delivering
what it promises. You want a service that works reliably every time.
• Conformance- Service product’s design and characteristics should meet the
standard set.
• Durability- How long the service lasts without deteriorating. A good service
should hold up well over time.
• Serviceability- How easy it is to maintain and fix the service if something goes
wrong. You want a service that can be quickly repaired if needed.
• Aesthetics (appreciation of things)- The visual and sensory appeal of
the service. It's about making the service look and feel pleasing to the
customer.
• Perceived Quality- refers to the quality that customers recognize via
senses. The overall impression customers have about the service. It's
influenced by all the other dimensions and shapes how much
customers like the service.
Notable People in Service Quality
• Walter A. Shewart- was an American physicist, engineer, and
statistician. He is the Father of Statistical Quality Control and also
related to Shewart cycle.
William Edwards Deming
He supported the work of Walter Shewart including statistical process
control, operational definitions and called it “Shewart cycle” which had
evolved into Plan-Do-Study-Act (PDSA)
Joseph M. Juran
• Authored the book “Quality Control Handbook” classic reference for
quality engineers
• He help Japan’s economy into the industrial leader today
• First to incorporate the human aspect of quality management which
is referred to as Total Quality Management (TQM).
Armand V. Feigenbaum
• Quality control expert
Kaoru Ishikawa
• Notable for rejuvenating the norm in the workplace
• Highlighted and reinvented the concept of customer service .giving us
the concept of after sale service and warranty
• Coined the “ishikawa “ or fishbone diagram that highlights the cause
and effect of the activities and processes while in constant search of
quality in operations.
Genichi Taguchi
• Developed a methodology for applying statistics to improve the
quality of manufactured goods
 Guestology
• refers to the study and understanding of guests or customers in the
context of the hospitality and service industry. It involves analyzing
their behavior, preferences, and needs to enhance their experience
and satisfaction.
Customer Expectations
• Customer expectations are the anticipated standards, experiences,
and outcomes that customers envision when interacting with a
product, service, or brand. These expectations are formed based on
past experiences, marketing messages, word-of-mouth, and industry
norms, and they greatly influence customer satisfaction and
perception.
Restaurant Survey Form
• a structured questionnaire designed to collect feedback and opinions
from customers about their dining experience at a restaurant. It
typically covers aspects like food quality, service, ambiance,
cleanliness, and overall satisfaction, helping the restaurant
understand customer preferences and areas for improvement.
Common issues or criticisms that can arise from a
restaurant survey form include the following:
• Food Quality: Complaints about taste, presentation, temperature, or
portion size of the dishes served.
• Service: Negative feedback regarding staff behavior, responsiveness,
accuracy of orders, and waiting times.
• Cleanliness: Concerns about the cleanliness of tables, utensils,
restrooms, and the general environment.
• Ambiance: Criticisms about noise levels, lighting, decor, and overall
comfort of the dining area.
• Pricing: Customer dissatisfaction with menu prices in relation to the
quality of food and service.
• Wait Times: Frustration due to long waiting times for seating, food
preparation, or bill payment.
• Communication: Issues related to unclear menu descriptions, lack of
dietary information, or miscommunication between staff and customers.
• Allergies and Special Requests: Complaints about mishandling of dietary
restrictions, allergies, or special requests.
• Reservation Process: Negative feedback about difficulties in making
reservations or confusion regarding table availability.
• Online Experience: Problems with online ordering, reservation systems, or
lack of a user-friendly website/app.
• Consistency: Customers may notice variations in quality, taste, or service
on different visits.
• Hygiene: Concerns about food safety practices, handling of ingredients,
and adherence to health regulations.
• Feedback Response: Dissatisfaction when suggestions or complaints
provided in previous visits haven't been addressed.
• Payment Process: Issues related to payment methods, accuracy of
bills, or delays in processing payments.
• Lack of Options: Feedback about limited menu choices, especially for
dietary preferences or restrictions.
Customers/ Guests/ Clients
• “Customers," "guests," and "clients" are often used interchangeably, they can have slightly
different connotations based on the context in which they are used. Here's a general
distinction:
• Customers: This term is commonly used in retail and business contexts. It refers to
individuals who purchase products or services from a business. "Customers" is a broad term
that encompasses anyone who engages in a transaction with a company.
• Guests: This term is often used in the hospitality industry, such as hotels, restaurants, and
events. It implies a level of hospitality and welcome, suggesting that the person is being
hosted or accommodated in some way. "Guests" is typically used to refer to people who are
receiving a service or experience.
• Clients: This term is frequently used in professional services contexts, such as consulting,
law, and financial services. It often implies a more ongoing and strategic relationship
between the service provider and the person or entity being served. "Clients" often
suggests a deeper level of engagement and a focus on meeting specific needs.
 5 Types of Customers
• Loyal Customer: A loyal customer is someone who keeps coming back to the same
brand or business because they really like what they offer. They trust the brand and
enjoy the experience so much that they choose it over other options.
• Impulse Customer: An impulse customer is someone who buys things on a whim,
often without much planning. They see something appealing and buy it because they
feel excited at the moment.
• Discount Customer: A discount customer is all about finding the best deals. They like
to buy things when they're on sale or available at a lower price. Saving money is
their main motivation.
• Need-Based Customer: This type of customer buys things when they have a specific
need or problem to solve. They're practical shoppers who look for items that serve a
purpose in their lives.
• Wandering Customer: A wandering customer browses around without a clear goal
to buy. They might be looking for inspiration or just passing time, and they're not
always committed to making a purchase.
Quality vs. Value
• Quality: Quality refers to the standard of excellence or the level of
goodness inherent in a product, service, or experience. It
encompasses factors like durability, reliability, performance, features,
and overall craftsmanship. A high-quality item is well-made, functions
as intended, and is built to last.
• quality is about the inherent attributes and characteristics of a
product or service
• Value: Value, on the other hand, is the perception of what you get in
return for what you pay. It's a balance between the benefits you
receive from a product or service and its cost. Something that offers
good value is considered to provide a desirable outcome relative to its
price.
• about the satisfaction and benefits you derive from that product or
service compared to the price you paid for it
Strategies for Quality Service in
Tourism and Hospitality
 Michael Porter

A renowned American economist, researcher, and professor at

Harvard Business School. He's widely known for his work in
business strategy and competitiveness. Porter developed
influential frameworks like the Five Forces analysis and the
Three Generic Strategies, which help businesses understand
industry dynamics and ways to gain a competitive edge. His
ideas have had a profound impact on how companies think
about competition and strategy.
Porter’s Generic Strategies
• Cost Leadership Strategy: Be the cheapest in making something to
attract price-sensitive customers.
• Ex. Spend low on labor, materials, and facilities.
• Differentiation Strategy: Make something special that stands out so
people are willing to pay more for it.
• Focus Strategy : Pay extra attention to a small group of customers or a
specific area to do really well there.
Internal and External Assessment
• Internal Assessment: This involves looking within the organization to
evaluate its resources, capabilities, and performance. It helps identify
areas of expertise, competitive advantages, and areas that need
improvement. An internal assessment often includes analyzing factors
like the company's workforce, technology, financial health, and
operational efficiency.
• External Assessment: External assessment focuses on understanding
factors outside the organization that can impact its success. This
involves analyzing the broader environment, including market trends,
competition, regulatory changes, economic conditions, and cultural
shifts. The goal is to identify opportunities to exploit and threats to
mitigate.
Competitors
• Competitors are other companies that sell similar things in the same market. They're like rivals,
trying to get customers to choose their products instead of yours.
Examples:
• Apple (iPhone):
• Competitors: Samsung (Galaxy series), Huawei (P series), Xiaomi (Mi phones)
• Coca-Cola:
• Competitors: PepsiCo (Pepsi), RC Cola
• McDonald's:
• Competitors: Burger King, Wendy's, Subway, KFC, Jollibee
• Nike:
• Competitors: Adidas, Puma, Under Armour, Reebok
• Toyota:
• Competitors: Honda, Ford, General Motors, Nissan
• Starbucks:
• Competitors: Dunkin' Donuts, Tim Hortons, Peet's Coffee, Costa Coffee
 Other Stakeholders and Relevant Groups
Stakeholders: These are people or groups who care about a company's success
and can be affected by it. They include employees, customers, investors, and more.

• Resource Suppliers: These are the people or companies that give the materials a
business needs to make its products. Think of them as the ingredients suppliers
for a recipe.
• Capital Suppliers: These are the people or groups that give money to a business
so it can grow and operate. They're like the financial supporters of the business.
Ex: Investment Firms
• Labor Supply: This is the group of people who work for a company, like
employees and workers. They provide the effort and skills to make everything
happen.
The Guest and the Service Setting
The Servicescapes
• refers to the physical environment and atmosphere in which a service
is delivered to customers. It includes the tangible elements of a
service setting that contribute to the overall experience.

For example, in a restaurant, the decor, lighting, layout, and seating

arrangements are all part of the servicescape. Similarly, in a spa, the
soothing music, calming colors, and comfortable furniture contribute to
the servicescape that shapes the customer's perception of the service.
Ambiance vs. Servicescapes
• “Servicescapes" is a broader term that encompasses the entire
physical setting and its impact on the service experience, “Ambiance"
specifically focuses on the emotional or sensory aspects that
contribute to the overall feel or mood of the environment. In essence,
ambiance is a significant component of the larger servicescape that
influences how customers perceive and experience a service.
Rutledge’s Principles of Design for Tourism
and Leisure- Related Establishment
1. Everything should have a purpose.
1. Natural Elements- These areas include the land, water areas, and plants.
2. Use Areas- area where there is an interaction between guests and the
service staff, like the dining room and game rooms.
3. Major areas- In large complexes, these pertain to builbing and dams.
4. Minor Structure- Includes Utility Areas, Benches for Guests, Walkways,
Pathways, or any systems so that guests would not be lost and to ensure
quality of experience.
5. Forces of Nature- includes wind, sun, and rain effects.
2. The design should be for both employees and guests.
3. Function and aesthetics should be present.
4. Set up a substantial experience for the guests and employees
5. Set up appropriate experience for guests and employees
6. Adhere to technical requirements
7. Comply with needs at the lowest possible cost
8. Establish design with less supervision
Mood and Emotion
• Emotion: Emotion refers to specific and intense feelings that are
usually short-lived and triggered by a particular event, situation, or
stimulus. Emotions are more distinct and can include feelings like
happiness, sadness, anger, fear, or excitement. They tend to have a
clear cause and can change rapidly.
• Mood: Mood, on the other hand, is a more general and long-lasting
state of feeling that isn't necessarily tied to a specific event. Moods
are less intense than emotions and can persist for longer periods.
They can influence how you interpret and react to various situations.
Moods are more like an overall emotional backdrop to your
experiences.
Mood and Emotion in relation to
Servicescape
• Emotion: Emotion refers to more intense and specific feelings that
customers might have in response to the servicescape. A beautifully
decorated spa might evoke emotions like tranquility or excitement,
enhancing the overall experience.
• Mood: Mood is the general feeling or emotional state that a customer
experiences when in a particular servicescape. For example, a cozy
and warmly lit café might evoke feelings of relaxation and
contentment, putting customers in a positive mood.
Emotion Examples:
• Happiness
• Sadness
• Anger
• Fear
• Excitement

Mood Examples:
• Calm
• Grumpy
• Cheerful
• Melancholic
• Anxious
Employee Satisfaction
It refers to how content and fulfilled employees are with their jobs and
their overall experience working for a company. It reflects their feelings
about their work environment, relationships with colleagues and
supervisors, job responsibilities, compensation, and opportunities for
growth.

High employee satisfaction is associated with improved morale,

productivity, and retention, while low satisfaction can lead to decreased
performance and higher turnover rates.
Service Staffing in Tourism and
Hospitality Industry
Internal hiring

• Also known as internal recruitment or internal promotion, is the

practice of filling job vacancies or positions within a company by
considering and selecting candidates who are already employed
within the same organization.
Information about the applicant
• refers to the details, data, and insights gathered regarding an
individual who has applied for a job or position within an
organization. This information typically includes the applicant's
personal and professional background, qualifications, work
experience, skills, education, references, and any additional relevant
information that helps the hiring team assess the applicant's
suitability for the role.
Fairness of the Company
• This includes ensuring that the process is transparent, consistent, and
unbiased, providing all eligible employees an equal chance to
compete. Fair internal hiring practices also involve considering
candidates based on their qualifications, skills, and potential, rather
than favoritism or unrelated factors.
• Companies that prioritize fairness in internal hiring promote a positive
work environment, boost employee morale, and retain valuable
talent.
Knowledge and Experience Within the
Organization
• Internal Hiring: Promoting or hiring from within the organization allows you to
tap into the knowledge and experience that employees have already gained
while working there. These employees are familiar with the company's culture,
processes, products, and customers, which can lead to quicker integration into
new roles and faster contributions to the organization's goals.
• Skills Transfer: Internal hiring facilitates the transfer of skills and knowledge
from experienced employees to those who are new to the role. This can
happen through mentorship, training, and knowledge sharing, resulting in a
smoother learning curve and improved job performance.
• Cultural Fit: Existing employees are likely aligned with the organization's values
and culture, making them strong candidates for new roles. Hiring internally
reduces the risk of a poor cultural fit that might occur with external hires.
• Retention and Motivation: Offering advancement opportunities
through internal hiring can boost employee morale, motivation, and
job satisfaction. It signals that the organization values and invests in
its employees' growth, leading to increased loyalty and reduced
turnover.
• Cost and Time Efficiency: Internal hires require less time and
resources for onboarding and training since they are already familiar
with the company's operations. This can lead to cost savings and
quicker productivity.
External Hiring
• the practice of recruiting and bringing in new employees from outside
the organization to fill job positions.
Education and Experience are two critical factors that
organizations consider when evaluating candidates for job
positions.
• Education: This refers to the formal learning and qualifications an
individual has acquired through schools, colleges, universities, and
specialized training programs. Education includes degrees,
certifications, diplomas, and courses that provide theoretical
knowledge and foundational skills relevant to the job.
• Experience: Experience encompasses the practical skills, knowledge,
and insights an individual gains through their work, internships,
projects, and involvement in real-world situations. It's the application
of what someone has learned in educational settings to actual job-
related tasks and challenges.
Approaches to Hiring External Employees
• The Internet: Posting job openings online on websites and job boards
to attract candidates from all over the world.
• Print Advertising: Advertising job positions in newspapers,
magazines, or other printed materials to reach a broader audience.
• Professional Linkages or Groups: Reaching out to industry-related
associations or networks to find potential candidates with relevant
skills and experience.
• Internship or Work and Travel Program: Offering internships or
programs that allow students or travelers to work temporarily, giving
both the employer and employee a chance to assess each other.
• Referral or Peer Recommendations: Current employees referring
friends, acquaintances, or colleagues for job openings, often leading to
reliable hires.
• Company's Image or Brand: Attracting candidates through a positive
company reputation or strong branding that showcases the company as
an appealing place to work.
• Walk-in Application: Allowing candidates to physically visit the
company's location to drop off resumes and inquire about job openings.
• Headhunters: Hiring specialized recruiters or headhunters to actively
search for qualified candidates, often targeting individuals currently
employed elsewhere.
• Talent Pooling: Building and maintaining a database of potential
candidates who have shown interest in the company in the past, making
future hiring processes quicker.
Training the Employees
External Training: Sending employees to workshops, classes, or seminars
outside the company to learn new skills or gain industry knowledge.

Internal Hiring: Promoting existing employees to new roles within the

company, utilizing their familiarity with company culture and operations.
• Personal Training: one-on-one training, teacher-student type training
• On-the-Job Training: Learning while doing the actual tasks of the job,
often with guidance from experienced coworkers.
• Classroom Lecture: Traditional teaching method where an instructor
imparts knowledge and information to a group of employees in a
classroom setting.
• Simulation: Creating scenarios that mimic real work situations for
employees to practice problem-solving and decision-making.
• Audiovisual Presentation: Using videos and presentations to deliver
training content in a visually engaging way.
• Computer Aided Training: Using digital tools and software to provide
interactive training modules that employees can complete on
computers.
Summative Test I