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1、农产运销学14休闲产业行销 Still waters run deep.流静水深流静水深,人静心深人静心深 Where there is life,there is hope。有生命必有希望。有生命必有希望OutlineHospitalityandTourismServiceCharacteristicsIntangibility,inseparability,variability,andperishabilityManagementStrategiesDifferentiation,servicequality,resolvingcustomercomplaints,tangibilizi
2、ngtheproduct,employeesaspartoftheproduct,perceivedrisk,capacityanddemandExperienceEconomicsAgritourism2HospitalityandTourismHospitalityindustrymadeupofthosebusinessesthatdooneormoreofthefollowing:provideaccommodation,preparefoodandbeverageserviceand/orentertainmentfortravelersTourism:astayofoneormor
3、enightsawayfromhomeforholidays,visitstofriendsorrelatives,businessconferences,oranyotherpurpose,exceptsuchthingsasboarding,education,orsemi-permanentemployment3ServiceCharacteristics4Figure 2-1Four service characteristics.資料來源：Kotler,P.,J.T.Bowen,J.C.Makens.Marketing for Hospitality and Tourism,5thE
4、dition,PearsonEducation,Inc.p.42Intangibility-1Servicescannotbeseen,tasted,felt,heard,orsmelledbeforepurchase.priortoboarding,airlinepassengershavenothingbutaticket&promiseofsafedeliverytotheirdestinationasalesforcecannottakeahotelroomwiththemonasalescall,andwhenguestsleave,theyhavenothingtoshowfort
5、hepurchasebutareceiptRobertLewisobservedthatsomeonewhopurchasesaservicemaygoawayempty-handed,buttheydonotgoawayempty-headed.theyhavememoriesthatcanbesharedwithothers5tabIntangibility-2Toreduceuncertaintycausedbyserviceintangibility,buyerslookfortangibleevidencethatwillprovideinformationandconfidence
6、abouttheservice.tangiblesprovidesignalsastothequalityoftheintangibleserviceconditionofthegrounds&overallcleanlinessprovidecluesastohowwellarestaurantisrunAsanichesegmentofthehospitality-lodgingindustry,conferencecentersfaceacontinuousneedtomaketheirproductstangible.theymustdifferentiatethemselvesfro
7、mresorts&hotels6tabIntangibility-3Productfeaturesthatconferencecentersusetodifferentiatethemselvesincludethefollowing:dedicatedmeetingroomsthatcannotbeusedforotherpurposestwenty-four-houruse,whichoffersclientssecurity&personalization(computers,briefcases,etc.,canbeleftintheroom)continuouscoffee,notj
8、ustcoffeebreaksall-inclusivepricing,asetpriceperday,perattendee7tabInseparability-1Serviceproviderandcustomermustbepresentforthetransactiontooccur.foodinarestaurantmaybeoutstanding,butiftheservicepersonhasapoorattitudeorprovidesinattentiveservice,customerswillnotbesatisfiedwiththeirexperienceCustome
9、rsarepartoftheproduct.havingchosenarestaurantbecauseitisquiet&romantic,acouplewillbedisappointedifagroupofloud,boisterousconventioneersisseatedinthesameroomManagersmustmanagetheircustomerssotheydonotcreatedissatisfactionforothers.8tabInseparability-2Hospitalityandtravelorganizationshavetotraincustom
10、ersjustastheytrainemployeesbecausetheyarecoproducingtheservice.customersmustunderstandthemenuitemsinarestaurantsothattheygetthedishtheyexpecthotelcustomersmustknowhowtousethephonesystemandexpresscheckoutonthetelevisioncasinosknowtheymusttraincustomershowtoplaycertaintablegamessuchasblackjackorcraps9
11、tabInseparability-3Organizationsmustselect,hire,andtraincustomers.Thebenefitsprovidedtotheguestbybecomingan“employee”includeincreasedvalue,customization,andreducedwaitingtime.fast-foodchainstraincustomerstogettheirowndrinkshotels,restaurants,airlines&rentalcarcompaniestraincustomerstousetheelectroni
12、ccheck-inandtheInternettogetinformationandtomakereservationsInseparabilityrequireshospitalitymanagerstomanageboththeiremployeesandtheircustomers.10tabVariability-1Servicesareproducedandconsumedsimultaneously,andqualitydependsonwhoprovidesthemandwhenandwheretheyareprovided.fluctuatingdemandmakesitdif
13、ficulttodeliverconsistentproductsduringperiodsofpeakdemandAhighdegreeofcontactbetweentheserviceproviderandtheguestmeansproductconsistencydependsontheserviceprovidersskillsandperformanceatthetimeoftheexchange.aguestcanreceiveexcellentserviceonedayandmediocreservicefromthesamepersonthenextday11tabVari
14、ability-2Lackofcommunicationandheterogeneityofguestexpectationsalsoleadtoservicevariability.acustomerorderingamediumsteakmayexpectittobecookedallthewaythrough,wherethepersonworkingthebroilermaydefinemediumashavingawarmpinkcenterSincetheguestwillbedisappointedwhenhe/shecutsintothesteakandseespinkmeat
15、,restaurantshavedevelopedcommondefinitionsofsteakdoneness.theycommunicatethemtotheemployeesandcustomerssometimesverballyandsometimesprintedonthemenu12tabVariability-3Customersusuallyreturntoarestaurantbecausetheyenjoyedtheirlastexperience.whentheproducttheyreceiveisdifferent&doesnotmeettheirexpectat
16、ionsonthenextvisit,theyoftendontreturnProductvariabilityorlackofconsistencyisamajorcauseofcustomerdisappointmentinthehospitality.Consistencyisoneofthekeyfactorsinthesuccessofaservicebusiness,andmeanscustomersreceivetheexpectedproductwithoutunwantedsurprises.consistencyisoneofthemajorreasonsforthewor
17、ldwidesuccessofMcDonalds13tabVariability-4Toreducevariabilityandcreateconsistency.StepOne-Investingoodhiringandtrainingprocedures.Recruitingtherightemployeesandprovidingthemwithexcellenttrainingiscrucial.whetherhighlyskilledprofessionalsorlow-skilledworkersStepTwo-Standardizetheservice-performancepr
18、ocessthroughouttheorganization.diagrammingservicedeliverycanmaptheserviceprocess,pointsofcustomercontact&evidenceofservicefromacustomerpointofview14tabVariability-5StepThree-Monitorcustomersatisfaction,usingsuggestionandcomplaintsystems,customersurveys,andcomparisonshopping.Hospitalitycompaniesknowt
19、heircustomers,andhavee-mailaddressesofthosewhopurchasefromourWebsites,contactgueststoseeiftheyweresatisfiedwithahotelbookedontheirsiteFirmscanalsodevelopcustomerdatabasestopermitpersonalized,customizedservice,especiallyonline.15tabPerishability-1Servicescannotbestored.A100-roomhotelthatsellsonly60ro
20、omsonagivennightcantinventory40unusedroomsandsell140roomsthenextnight.revenuelostfromnotsellingthe40roomsisgoneforeverAirlinesandsomehotelschargeguestsholdingguaranteedreservationswhentheyfailtoarrive.restaurantsarealsostartingtochargeafeetocustomerswhodonotshowupforareservationIfhospitalitycompanie
21、saretomaximizerevenue,theymustmanagecapacityanddemand.16tabManagementStrategiesDifferentiation,Servicequality,Resolvingcustomercomplaints,Tangibilizingtheproduct,Employeesaspartoftheproduct,Perceivedrisk,Capacityanddemand17Differentiation-1Whencustomersviewservicesofdifferentprovidersassimilar,theyc
22、arelessaboutproviderthanprice.Thesolutionistodevelopdifferentiatedofferings,withinnovativefeaturesthatsetacompanyapart.airlinesofferInternetaccessinflight,seatsthatturnintoflatbeds,showers&cooked-to-orderbreakfastsThoughinnovationsarecopiedeasily,theservicecompanythatinnovatesregularlyusuallygainsas
23、uccessionoftemporaryadvantages.andaninnovativereputationthatmayhelpitkeepcustomerswhowanttogowiththebest18Differentiation-2Servicecompaniescandifferentiatetheirservicedeliveryinthreeways:throughpeople,physicalenvironment,andprocessAcompanycandistinguishitselfbyhavingmoreable,reliablecustomer-contact
24、people.Itcandevelopasuperiorphysicalenvironment&processinwhichtheserviceproductisdelivered.Servicecompaniescanalsodifferentiatetheirimagesthroughsymbolsandbranding.familiarsymbolswouldbeMcDonaldsgoldenarchesfamiliarbrandsincludeHilton,Shangri-La,andSofitel19ServiceQuality-1Aservicefirmcandifferentia
25、teitselfbydeliveringconsistentlyhigherqualitythancompetitors.withhospitalityproducts,qualityismeasuredbyhowwellcustomerexpectationsaremetExpectationsarebasedonpastexperiences,word-of-mouth,andservicefirmadvertising.ifperceivedserviceofagivenfirmexceedsexpectedservice,customersareapttousetheprovidera
26、gainAservicefirmsabilitytoretaincustomersdependsonhowconsistentlyitdeliversvaluetothem.customerretentionisperhapsthebestmeasureofquality20ServiceQuality-2Studiesofwell-managedservicecompaniesshowtheysharecommonvirtuesregardingservicequality.topservicecompaniesare“customerobsessed”well-managedservice
27、companieshaveahistoryoftopmanagementcommitmenttoqualitythebestserviceproviderssethighservice-qualitystandardsthetopservicefirmswatchserviceperformanceclosely,boththeirownandthatofcompetitors21ResolvingCustomerComplaints-1Problemsinevitablyoccur,forashardastheytry,eventhebestcompanieshaveanoccasional
28、latedelivery,burnedsteak,orgrumpyemployee.acompanycannotalwayspreventserviceproblems,butitcanlearnfromthemGoodservicerecoverycanturnangrycustomersintoloyalones,andcanwinmorecustomerpurchasing&loyaltythanifthingshadgonewellinthefirstplace.Companiesshouldtakestepsnotonlytoprovidegoodserviceeverytimebu
29、talsotorecoverfromservicemistakes.22ResolvingCustomerComplaints-2Tohaveeffectivecomplaintresolution,managersmustempowerfrontlineserviceemployees.togivethemauthority,responsibility,andincentivestheyneedtorecognize,careabout,andtendtocustomerneedsResolvingcustomercomplaintsisacriticalcomponentofcustom
30、erretention.AstudybytheTechnicalResearchProgramsInstitutefoundthatifacustomerhasamajorcomplaint,91 percentwillnotbuyfromyouagain,butifitwasresolvedquickly,82 percentofthosecustomerswillreturn23ResolvingCustomerComplaints-3Therearetwoimportantcomplaintresolutionfactors:first,ifyouresolveacomplaint,do
31、 it quicklythelongerittakestoresolve,thehigherthedefectionratesecond,seek outcustomercomplaintsComplaintsbylettershouldberespondedtoquickly,withmosteffectiveresolutionbeingviatelephone.acallallowspersonalcontactwiththeguestandallowsthemanagertofindoutexactlywhathappenedTheworstthingacompanycandoisse
32、ndoutaformletterthatshowsnoempathytotheguestsproblem.ornotrespondatall24ResolvingCustomerComplaints-4Anothercriticalareaincomplaintresolutionisthatmostcustomersdonotcomplain.theydonotgivemanagersachancetoresolvetheirproblem;theyjustleaveandnevercomebackWhenacustomerdoescomplain,managementshouldbegra
33、teful.itgivesthemachancetoresolvethecomplaintandgainthecustomersrepeatbusinessMostcomplaintscomefromloyalcustomerswhowanttoreturn,buttheyalsowantmanagementtofixtheproblemsoitwillnotoccurontheirnextvisit.25ResolvingCustomerComplaints-5Managersmustdevelopmethodstoencouragecustomerstocomplain.customerh
34、otlinesencouragecallsaboutproblemscommentcardsencouragecustomerstodiscussproblemstrainedemployeescanlookoutforguestswhoappeardissatisfiedandtrytodeterminetheirproblemsaserviceguaranteeisawaytogetcustomerstocomplain;toinvoketheguarantee,theyhavetocomplainCustomercomplaintsareoneofthemostavailableyetu
35、nderutilizedsourcesofcustomerandmarketinformation.26Tangibilizingtheproduct-1Promotionalmaterial,employeesappearance,andtheservicefirmsphysicalenvironmentallhelptangibilizeservice.ahotelspromotionalmaterialmightincludeameetingplannerspacket,photographsofthehotelspublicarea,guestrooms,andmeetingspace
36、Abanquetsalespersonforafinerestaurantcanmaketheproducttangiblebytakingpastrysamplesonmorningsalescalls.thiscreatesgoodwillandprovidestheprospectiveclientwithsomeknowledgeabouttherestaurantsfoodquality27Tangibilizingtheproduct-2Thesalespersonmaybetheprospectivecustomersfirstcontactwiththatbusiness.on
37、ewhoiswellgroomed,dressedappropriatelyandwhoanswersquestionsinaprompt,professionalmannercandoagreatdealtohelpdevelopapositiveimageofthehotelEverythingaboutahospitalitycompanycommunicatessomething.28Tangibilizingtheproduct-3Managersworkhardprovidetheirguestswithpositivereinforcement,andphysicaleviden
38、cethatisnotmanagedproperlycanhurtabusiness.Negativemessagescommunicatedbypoorlymanagedphysicalevidenceinclude:signsthatcontinuetoadvertiseaholidayspecialtwoweeksaftertheholidayhaspassedsignswithmissinglettersorburned-outlightsparkinglots&groundsunkemptandfulloftrashemployeesindirtyuniformsatmessywor
39、kstationsSuchsignssendnegativemessagestocustomers.29Tangibilizingtheproduct-4Physicalsurroundingsshouldbedesignedtoreinforceproductpositioninthecustomersmind.front-deskstaffinaluxuryhotelshoulddressinprofessionalapparel,suchasaconservativesuit,whilestaffatatropicalresortmightwearHawaiian-styleshirts
40、Afirmscommunicationsshouldalsoreinforcetheirpositioning.RonaldMcDonaldisgreatforMcDonalds,butaclownwouldnotbeappropriateforaFourSeasonshotelAserviceorganizationshouldreviewalltangibleevidencetoensureitdeliversthedesiredimage.30Employeesaspartoftheproduct-1Inthehospitalityindustry,employeesareacritic
41、alpartoftheproductandmarketingmix.Thismeansthehumanresourcesandmarketingdepartmentsmustworkcloselytogetherinrestaurantswithoutahumanresourcesdepartment,therestaurantmanagerservesasthehumanresourcemanagerThemanagermusthirefriendly,capableemployeesandformulatepoliciesthatsupportpositiverelationsbetwee
42、nemployeesandguests.evenminordetailsrelatedtopersonnelpolicycanhaveasignificanteffectontheproductsquality31Perceivedrisk-1Customersofhospitalityproductsexperienceanxietybecausetheycannotexperiencetheproductfirst.Considerasalespersonwhosemanageraskshertosetuparegionalsalesmeeting.ifthemeetinggoeswell
43、,hersalesmanagerwillbefavorablyimpressed;ifitgoesbadly,shemaybeblamedinarrangingthemeeting,thesalespersonhastotrustthehotelssalespersonGoodhotelsalespeoplealleviateclientfearsbylettingthemknowtheyhavearrangedhundredsofsuccessfulmeetings.32Perceivedrisk-2Awaytocombatconcernistoencouragetheclienttotry
44、thehotelorrestaurantinalow-risksituation.hotelsandresortsofferfamiliarization(fam)tripstomeetingplannersandtravelagentsairlinesoftenoffercomplimentaryflightticketsbecausetheyarealsointerestedincreatingbusinessfamtripsreduceaproductsintangibilitybylettingtheintermediarycustomerexperiencethehotelbefor
45、ehandThehighriskpeopleperceivewhenpurchasinghospitalityproductsincreasesloyaltytocompaniesthathaveprovidedaconsistentproductinthepast.33CapacityandDemand-1Corporatemanagementisresponsibleformatchingcapacitywithdemandonalong-termbasis.unitmanagersareresponsibleformatchingcapacitywithfluctuationsinsho
46、rt-termdemandManagershavetwomajoroptionsformatchingcapacitywithdemand:change capacityorchange demand.airlinesswapsmallaircraftforlargeraircraftonflightsthataresellingoutfasterthannormalifalargerplaneisnotavailable,theycanreducedemandbyeliminatingdiscountedfares&chargingahigherfare34CapacityManagemen
47、tInvolvethecustomerintheservicedeliverysystemCross-trainemployeesUsepart-timeemployeesRentorshareextrafacilitiesandequipmentScheduledowntimeduringperiodsoflowdemandChangetheservicedeliverysystem35DemandManagementUsepricetocreateorreducedemandUsereservationsOverbookRevenuemanagementUsequeuingShiftdem
48、andCreatepromotionalevents 36RevenueManagementManagersareusingprice,reservationhistory,andoverbookingtodevelopasophisticatedapproachtodemandmanagementcalledrevenue management.Theconceptgrewoutofyield management,whichwasintroducedinthe1980s.itisamethodologicalapproachtoallocatingaperishableandfixedin
49、ventorytothemostprofitablecustomersTomaximizeRevPAR(revenueperavailableroom)Tomaximizerevenueperavailableseat(RevPASH).37UseQueuingDavidMaister,aserviceexpert,providesthefollowingtipsforthemanagementofawaitingline:Unoccupiedtimefeelslongerthanoccupiedtime.entertainmentparkshavecharacterswhotalktokid
50、sinwaitinglines,occupyingtimemakingthewaitpassfasterrestaurantssendcustomerswaitingforadinnertableintotheircocktaillounge,tomakethetimepassmorequicklyUnfairwaitsarelongerthanequitablewaits.guestscanbecomeupsetandpreoccupiedwithawaitiftheyfeeltheyarebeingtreatedunfairlytheserviceprovidermustmakevigor