Managing Tourism and Hospitality Services Quality

Question: Discuss about the Managing Tourism and Hospitality Services Quality. Answer: Introduction: The critical success factors are the areas or activities in which an organization needs to excel for surviving in the marketplace. The hotel industry has critical success factors changing over time as the customer expectations keep changing and rising. Quality management is multifaceted and goes beyond customer service. External Customer- The external customers are the individuals that purchase products and services in exchange for money. A business does not exist without a customer. High occupancy rates shall indicate success of the total quality management processes in the hotel. Once the guests enter the hotel, the server must approach to escort them to the table and take their orders. There needs to be efficient communication with great attentiveness. The hotels may conduct feedback surveys, monitored and formulated to increase the database of loyal customers. The customers shall revisit the hotel if their needs and tastes are satisfied (Dedeoglu and Demirer 2015). In addition, contended external customers usually come back to make more purchases and even refer other potential customers they know to your business. An external purchaser who encounters negative experience within the hotel for example being treated impolitely by a staff member can as well deter the company by putting off other pros pective buyers from patronizing it (Prideaux, Moscardo, Laws, 2006). Internal Customer- The internal customers are the colleagues within the company who work together to deliver products or services to the external customer. While these internal customers might not necessary buy goods or services dealt in by their employer, they take a crucial role in the viability of the business. Besides, hotel administrators ought to ensure that the relationships among the employees are splendid because in case of a strained relation, the business operations they undertake can be adversely affected. The employees must recognize and know the corporate goals. The internal customers need to continually improve the process and focus on customer requirements. The employees in the hotel industry are expected to provide exceptional customer service. The organization or management need to ask their employees for suggestion as they directly interact with the guests visiting hotels and restaurants (Taylan, Varinli and Kitapci 2014). Strategic planning- Strategic planning is a process in which the hotels can prioritize and focus and implement plans. The hotels can use strategic planning to anticipate changes in the business environment, demands based on seasonality and the ways in which hotels can respond. The tourism organizations can develop a competitive edge by meeting the demand of customers. The employees need to be provided with formal training so that they serve their guests with highest service quality and hospitality (Nikolaidis, Chrysikou and Alexandris 2016). Strategically planning how to handle the customers visiting the premises is the first step in the success of the business. This process provides the management with a clear path and direction that the company should take to attain its set goals and objectives. Furthermore, implementing a strategy enables internal customers and other stakeholders to be on the same page, meaning that all of them will align to the primary aims of the business. Leadership- Different customers have different expectation from a hotel. The managers must have the authority to make decisions for satisfying the customers with greatest flexibility. The manager can turn the situation and earn good reputation for effective leadership. Leadership in quality management can foster employee responsibility in a manner that they meet their quality output goals. Hotels managers are expected to execute proper leadership skills. For instance, they can consider applying participative form leadership whereby they can involve their subjects in the decision-making processes. As Jones, Haven-Tang, (2005) point out, alienating internal customers from the decision-making undertakings also isolates from the plans of the business. Mobilizing them to bring about change in the business incentivizes them to be more focused in their assigned roles. The employees shall be motivated and the leaders must be proactive where they can improve overall quality (Liat, Mansori an d Huei 2014). Assessing Quality- Hoteliers ought to show significant interest in augmenting the quality of services provided to the customers. They should always work towards meeting their needs and anticipations and one way of doing this is by assessing quality of their amenities. Evaluating various aspects regarding service delivery not only enables the business to improve quality but also assists in assessing its position in the industry. Hotel administrators after assessing the wants of their guests, they get a chance to realize a loophole or a weak point where an improvement is needed. Supervisors at the floor, for instance, can walkabout during routine business hours to monitor proceedings and gather face-to-face feedback from the guests. Benchmarking is also another critical aspect of quality assessment. This involves detailed analysis of the companys performance against other hotels in a stipulated locality. In short this critical success factor is meant primarily to realize both threats a nd opportunities of a business and henceforth make rectifications where deemed necessary. Therefore, the above factors contribute to quality management and help the front office department. References Jones, E. E., Haven-Tang, C. (2005).Tourism SMEs, Service Quality, and Destination Competitiveness. Wallingford, UK, Cabi Pub. Http://Dx.Doi.Org/10.1079/9780851990118.0000 Liat, C., Mansori, S. and Huei, C., 2014. The Associations Between Service Quality, Corporate Image, Customer Satisfaction, and Loyalty: Evidence From the Malaysian Hotel Industry.Journal of Hospitality Marketing Management, 23(3), pp.314-326. Nikolaidis, D., Chrysikou, S. and Alexandris, K., 2016. Testing the relationship between hotel service quality and hotel brand personality.International Journal of Hospitality and Event Management, 1(4), p.355. Prideaux, B., Moscardo, G., Laws, E. (2006).Managing Tourism and Hospitality Services: Theory and International Applications. Wallingford, Cabi. Http://Dx.Doi.Org/10.1079/9781845930127.0000 Taylan Dortyol, I., Varinli, I. and Kitapci, O., 2014. How do international tourists perceive hotel quality?.International Journal of Contemporary Hospitality Management, 26(3), pp.470-495.