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1、农产运销学休闲产业行销 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,tangibilizing
2、theproduct,employeesaspartoftheproduct,perceivedrisk,capacityanddemandExperienceEconomicsAgritourism2HospitalityandTourismHospitalityindustrymadeupofthosebusinessesthatdooneormoreofthefollowing:provideaccommodation,preparefoodandbeverageserviceand/orentertainmentfortravelersTourism:astayofoneormoren
3、ightsawayfromhomeforholidays,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,5thEdi
4、tion,PearsonEducation,Inc.p.42Intangibility-1Servicescannotbeseen,tasted,felt,heard,orsmelledbeforepurchase.priortoboarding,airlinepassengershavenothingbutaticket&promiseofsafedeliverytotheirdestinationasalesforcecannottakeahotelroomwiththemonasalescall,andwhenguestsleave,theyhavenothingtoshowforthe
5、purchasebutareceiptRobertLewisobservedthatsomeonewhopurchasesaservicemaygoawayempty-handed,buttheydonotgoawayempty-headed.theyhavememoriesthatcanbesharedwithothers5tabIntangibility-2Toreduceuncertaintycausedbyserviceintangibility,buyerslookfortangibleevidencethatwillprovideinformationandconfidenceab
6、outtheservice.tangiblesprovidesignalsastothequalityoftheintangibleserviceconditionofthegrounds&overallcleanlinessprovidecluesastohowwellarestaurantisrunAsanichesegmentofthehospitality-lodgingindustry,conferencecentersfaceacontinuousneedtomaketheirproductstangible.theymustdifferentiatethemselvesfromr
7、esorts&hotels6tabIntangibility-3Productfeaturesthatconferencecentersusetodifferentiatethemselvesincludethefollowing:dedicatedmeetingroomsthatcannotbeusedforotherpurposestwenty-four-houruse,whichoffersclientssecurity&personalization(computers,briefcases,etc.,canbeleftintheroom)continuouscoffee,notjus
8、tcoffeebreaksall-inclusivepricing,asetpriceperday,perattendee7tabInseparability-1Serviceproviderandcustomermustbepresentforthetransactiontooccur.foodinarestaurantmaybeoutstanding,butiftheservicepersonhasapoorattitudeorprovidesinattentiveservice,customerswillnotbesatisfiedwiththeirexperienceCustomers
9、arepartoftheproduct.havingchosenarestaurantbecauseitisquiet&romantic,acouplewillbedisappointedifagroupofloud,boisterousconventioneersisseatedinthesameroomManagersmustmanagetheircustomerssotheydonotcreatedissatisfactionforothers.8tabInseparability-2Hospitalityandtravelorganizationshavetotraincustomer
10、sjustastheytrainemployeesbecausetheyarecoproducingtheservice.customersmustunderstandthemenuitemsinarestaurantsothattheygetthedishtheyexpecthotelcustomersmustknowhowtousethephonesystemandexpresscheckoutonthetelevisioncasinosknowtheymusttraincustomershowtoplaycertaintablegamessuchasblackjackorcraps9ta
11、bInseparability-3Organizationsmustselect,hire,andtraincustomers.Thebenefitsprovidedtotheguestbybecomingan“employee”includeincreasedvalue,customization,andreducedwaitingtime.fast-foodchainstraincustomerstogettheirowndrinkshotels,restaurants,airlines&rentalcarcompaniestraincustomerstousetheelectronicc
12、heck-inandtheInternettogetinformationandtomakereservationsInseparabilityrequireshospitalitymanagerstomanageboththeiremployeesandtheircustomers.10tabVariability-1Servicesareproducedandconsumedsimultaneously,andqualitydependsonwhoprovidesthemandwhenandwheretheyareprovided.fluctuatingdemandmakesitdiffi
13、culttodeliverconsistentproductsduringperiodsofpeakdemandAhighdegreeofcontactbetweentheserviceproviderandtheguestmeansproductconsistencydependsontheserviceprovidersskillsandperformanceatthetimeoftheexchange.aguestcanreceiveexcellentserviceonedayandmediocreservicefromthesamepersonthenextday11tabVariab
14、ility-2Lackofcommunicationandheterogeneityofguestexpectationsalsoleadtoservicevariability.acustomerorderingamediumsteakmayexpectittobecookedallthewaythrough,wherethepersonworkingthebroilermaydefinemediumashavingawarmpinkcenterSincetheguestwillbedisappointedwhenhe/shecutsintothesteakandseespinkmeat,r
15、estaurantshavedevelopedcommondefinitionsofsteakdoneness.theycommunicatethemtotheemployeesandcustomerssometimesverballyandsometimesprintedonthemenu12tabVariability-3Customersusuallyreturntoarestaurantbecausetheyenjoyedtheirlastexperience.whentheproducttheyreceiveisdifferent&doesnotmeettheirexpectatio
16、nsonthenextvisit,theyoftendontreturnProductvariabilityorlackofconsistencyisamajorcauseofcustomerdisappointmentinthehospitality.Consistencyisoneofthekeyfactorsinthesuccessofaservicebusiness,andmeanscustomersreceivetheexpectedproductwithoutunwantedsurprises.consistencyisoneofthemajorreasonsfortheworld
17、widesuccessofMcDonalds13tabVariability-4Toreducevariabilityandcreateconsistency.StepOne-Investingoodhiringandtrainingprocedures.Recruitingtherightemployeesandprovidingthemwithexcellenttrainingiscrucial.whetherhighlyskilledprofessionalsorlow-skilledworkersStepTwo-Standardizetheservice-performanceproc
18、essthroughouttheorganization.diagrammingservicedeliverycanmaptheserviceprocess,pointsofcustomercontact&evidenceofservicefromacustomerpointofview14tabVariability-5StepThree-Monitorcustomersatisfaction,usingsuggestionandcomplaintsystems,customersurveys,andcomparisonshopping.Hospitalitycompaniesknowthe
19、ircustomers,andhavee-mailaddressesofthosewhopurchasefromourWebsites,contactgueststoseeiftheyweresatisfiedwithahotelbookedontheirsiteFirmscanalsodevelopcustomerdatabasestopermitpersonalized,customizedservice,especiallyonline.15tabPerishability-1Servicescannotbestored.A100-roomhotelthatsellsonly60room
20、sonagivennightcantinventory40unusedroomsandsell140roomsthenextnight.revenuelostfromnotsellingthe40roomsisgoneforeverAirlinesandsomehotelschargeguestsholdingguaranteedreservationswhentheyfailtoarrive.restaurantsarealsostartingtochargeafeetocustomerswhodonotshowupforareservationIfhospitalitycompaniesa
21、retomaximizerevenue,theymustmanagecapacityanddemand.16tabManagementStrategiesDifferentiation,Servicequality,Resolvingcustomercomplaints,Tangibilizingtheproduct,Employeesaspartoftheproduct,Perceivedrisk,Capacityanddemand17Differentiation-1Whencustomersviewservicesofdifferentprovidersassimilar,theycar
22、elessaboutproviderthanprice.Thesolutionistodevelopdifferentiatedofferings,withinnovativefeaturesthatsetacompanyapart.airlinesofferInternetaccessinflight,seatsthatturnintoflatbeds,showers&cooked-to-orderbreakfastsThoughinnovationsarecopiedeasily,theservicecompanythatinnovatesregularlyusuallygainsasuc
23、cessionoftemporaryadvantages.andaninnovativereputationthatmayhelpitkeepcustomerswhowanttogowiththebest18Differentiation-2Servicecompaniescandifferentiatetheirservicedeliveryinthreeways:throughpeople,physicalenvironment,andprocessAcompanycandistinguishitselfbyhavingmoreable,reliablecustomer-contactpe
24、ople.Itcandevelopasuperiorphysicalenvironment&processinwhichtheserviceproductisdelivered.Servicecompaniescanalsodifferentiatetheirimagesthroughsymbolsandbranding.familiarsymbolswouldbeMcDonaldsgoldenarchesfamiliarbrandsincludeHilton,Shangri-La,andSofitel19ServiceQuality-1Aservicefirmcandifferentiate
25、itselfbydeliveringconsistentlyhigherqualitythancompetitors.withhospitalityproducts,qualityismeasuredbyhowwellcustomerexpectationsaremetExpectationsarebasedonpastexperiences,word-of-mouth,andservicefirmadvertising.ifperceivedserviceofagivenfirmexceedsexpectedservice,customersareapttousetheprovideraga
26、inAservicefirmsabilitytoretaincustomersdependsonhowconsistentlyitdeliversvaluetothem.customerretentionisperhapsthebestmeasureofquality20ServiceQuality-2Studiesofwell-managedservicecompaniesshowtheysharecommonvirtuesregardingservicequality.topservicecompaniesare“customerobsessed”well-managedserviceco
27、mpanieshaveahistoryoftopmanagementcommitmenttoqualitythebestserviceproviderssethighservice-qualitystandardsthetopservicefirmswatchserviceperformanceclosely,boththeirownandthatofcompetitors21ResolvingCustomerComplaints-1Problemsinevitablyoccur,forashardastheytry,eventhebestcompanieshaveanoccasionalla
28、tedelivery,burnedsteak,orgrumpyemployee.acompanycannotalwayspreventserviceproblems,butitcanlearnfromthemGoodservicerecoverycanturnangrycustomersintoloyalones,andcanwinmorecustomerpurchasing&loyaltythanifthingshadgonewellinthefirstplace.Companiesshouldtakestepsnotonlytoprovidegoodserviceeverytimebuta
29、lsotorecoverfromservicemistakes.22ResolvingCustomerComplaints-2Tohaveeffectivecomplaintresolution,managersmustempowerfrontlineserviceemployees.togivethemauthority,responsibility,andincentivestheyneedtorecognize,careabout,andtendtocustomerneedsResolvingcustomercomplaintsisacriticalcomponentofcustomer
30、retention.AstudybytheTechnicalResearchProgramsInstitutefoundthatifacustomerhasamajorcomplaint,91 percentwillnotbuyfromyouagain,butifitwasresolvedquickly,82 percentofthosecustomerswillreturn23ResolvingCustomerComplaints-3Therearetwoimportantcomplaintresolutionfactors:first,ifyouresolveacomplaint,do i
31、t quicklythelongerittakestoresolve,thehigherthedefectionratesecond,seek outcustomercomplaintsComplaintsbylettershouldberespondedtoquickly,withmosteffectiveresolutionbeingviatelephone.acallallowspersonalcontactwiththeguestandallowsthemanagertofindoutexactlywhathappenedTheworstthingacompanycandoissend
32、outaformletterthatshowsnoempathytotheguestsproblem.ornotrespondatall24ResolvingCustomerComplaints-4Anothercriticalareaincomplaintresolutionisthatmostcustomersdonotcomplain.theydonotgivemanagersachancetoresolvetheirproblem;theyjustleaveandnevercomebackWhenacustomerdoescomplain,managementshouldbegrate
33、ful.itgivesthemachancetoresolvethecomplaintandgainthecustomersrepeatbusinessMostcomplaintscomefromloyalcustomerswhowanttoreturn,buttheyalsowantmanagementtofixtheproblemsoitwillnotoccurontheirnextvisit.25ResolvingCustomerComplaints-5Managersmustdevelopmethodstoencouragecustomerstocomplain.customerhot
34、linesencouragecallsaboutproblemscommentcardsencouragecustomerstodiscussproblemstrainedemployeescanlookoutforguestswhoappeardissatisfiedandtrytodeterminetheirproblemsaserviceguaranteeisawaytogetcustomerstocomplain;toinvoketheguarantee,theyhavetocomplainCustomercomplaintsareoneofthemostavailableyetund
35、erutilizedsourcesofcustomerandmarketinformation.26Tangibilizingtheproduct-1Promotionalmaterial,employeesappearance,andtheservicefirmsphysicalenvironmentallhelptangibilizeservice.ahotelspromotionalmaterialmightincludeameetingplannerspacket,photographsofthehotelspublicarea,guestrooms,andmeetingspaceAb
36、anquetsalespersonforafinerestaurantcanmaketheproducttangiblebytakingpastrysamplesonmorningsalescalls.thiscreatesgoodwillandprovidestheprospectiveclientwithsomeknowledgeabouttherestaurantsfoodquality27Tangibilizingtheproduct-2Thesalespersonmaybetheprospectivecustomersfirstcontactwiththatbusiness.onew
37、hoiswellgroomed,dressedappropriatelyandwhoanswersquestionsinaprompt,professionalmannercandoagreatdealtohelpdevelopapositiveimageofthehotelEverythingaboutahospitalitycompanycommunicatessomething.28Tangibilizingtheproduct-3Managersworkhardprovidetheirguestswithpositivereinforcement,andphysicalevidence
38、thatisnotmanagedproperlycanhurtabusiness.Negativemessagescommunicatedbypoorlymanagedphysicalevidenceinclude:signsthatcontinuetoadvertiseaholidayspecialtwoweeksaftertheholidayhaspassedsignswithmissinglettersorburned-outlightsparkinglots&groundsunkemptandfulloftrashemployeesindirtyuniformsatmessyworks
39、tationsSuchsignssendnegativemessagestocustomers.29Tangibilizingtheproduct-4Physicalsurroundingsshouldbedesignedtoreinforceproductpositioninthecustomersmind.front-deskstaffinaluxuryhotelshoulddressinprofessionalapparel,suchasaconservativesuit,whilestaffatatropicalresortmightwearHawaiian-styleshirtsAf
40、irmscommunicationsshouldalsoreinforcetheirpositioning.RonaldMcDonaldisgreatforMcDonalds,butaclownwouldnotbeappropriateforaFourSeasonshotelAserviceorganizationshouldreviewalltangibleevidencetoensureitdeliversthedesiredimage.30Employeesaspartoftheproduct-1Inthehospitalityindustry,employeesareacritical
41、partoftheproductandmarketingmix.Thismeansthehumanresourcesandmarketingdepartmentsmustworkcloselytogetherinrestaurantswithoutahumanresourcesdepartment,therestaurantmanagerservesasthehumanresourcemanagerThemanagermusthirefriendly,capableemployeesandformulatepoliciesthatsupportpositiverelationsbetweene
42、mployeesandguests.evenminordetailsrelatedtopersonnelpolicycanhaveasignificanteffectontheproductsquality31Perceivedrisk-1Customersofhospitalityproductsexperienceanxietybecausetheycannotexperiencetheproductfirst.Considerasalespersonwhosemanageraskshertosetuparegionalsalesmeeting.ifthemeetinggoeswell,h
43、ersalesmanagerwillbefavorablyimpressed;ifitgoesbadly,shemaybeblamedinarrangingthemeeting,thesalespersonhastotrustthehotelssalespersonGoodhotelsalespeoplealleviateclientfearsbylettingthemknowtheyhavearrangedhundredsofsuccessfulmeetings.32Perceivedrisk-2Awaytocombatconcernistoencouragetheclienttotryth
44、ehotelorrestaurantinalow-risksituation.hotelsandresortsofferfamiliarization(fam)tripstomeetingplannersandtravelagentsairlinesoftenoffercomplimentaryflightticketsbecausetheyarealsointerestedincreatingbusinessfamtripsreduceaproductsintangibilitybylettingtheintermediarycustomerexperiencethehotelbeforeh
45、andThehighriskpeopleperceivewhenpurchasinghospitalityproductsincreasesloyaltytocompaniesthathaveprovidedaconsistentproductinthepast.33CapacityandDemand-1Corporatemanagementisresponsibleformatchingcapacitywithdemandonalong-termbasis.unitmanagersareresponsibleformatchingcapacitywithfluctuationsinshort
46、-termdemandManagershavetwomajoroptionsformatchingcapacitywithdemand:change capacityorchange demand.airlinesswapsmallaircraftforlargeraircraftonflightsthataresellingoutfasterthannormalifalargerplaneisnotavailable,theycanreducedemandbyeliminatingdiscountedfares&chargingahigherfare34CapacityManagementI
47、nvolvethecustomerintheservicedeliverysystemCross-trainemployeesUsepart-timeemployeesRentorshareextrafacilitiesandequipmentScheduledowntimeduringperiodsoflowdemandChangetheservicedeliverysystem35DemandManagementUsepricetocreateorreducedemandUsereservationsOverbookRevenuemanagementUsequeuingShiftdeman
48、dCreatepromotionalevents 36RevenueManagementManagersareusingprice,reservationhistory,andoverbookingtodevelopasophisticatedapproachtodemandmanagementcalledrevenue management.Theconceptgrewoutofyield management,whichwasintroducedinthe1980s.itisamethodologicalapproachtoallocatingaperishableandfixedinve
49、ntorytothemostprofitablecustomersTomaximizeRevPAR(revenueperavailableroom)Tomaximizerevenueperavailableseat(RevPASH).37UseQueuingDavidMaister,aserviceexpert,providesthefollowingtipsforthemanagementofawaitingline:Unoccupiedtimefeelslongerthanoccupiedtime.entertainmentparkshavecharacterswhotalktokidsi
50、nwaitinglines,occupyingtimemakingthewaitpassfasterrestaurantssendcustomerswaitingforadinnertableintotheircocktaillounge,tomakethetimepassmorequicklyUnfairwaitsarelongerthanequitablewaits.guestscanbecomeupsetandpreoccupiedwithawaitiftheyfeeltheyarebeingtreatedunfairlytheserviceprovidermustmakevigorou