analysis of the service quality of high-star hotel industry and its main problems

1. the service quality of high-star hotel industry

the sampling survey statistics in recent years show that the overall evaluation of the service quality of high-star hotels in China by inbound tourists is generally good. In the evaluation of the service quality of high-star hotel services, catering services, transportation services, entertainment services, shopping services, tour guide services and post and telecommunications services in China, the highest satisfaction rate has always been high-star hotel services, and the number of people who rated "fair" or above generally exceeded 91%.

The overall service quality level of high-star hotels in China has been continuously improved, and the main promoting factors are (1) learning from international advanced management experience. International high-star hotel (company) groups began to enter the China market in the early 1981s. For more than 21 years, China's high-star hotel industry has continuously absorbed, digested and utilized the advanced management theories, management methods and experiences of developed countries in the international high-star hotel industry, and has gradually established a high-star hotel management model suitable for China's national conditions. Drawing lessons from the international advanced management theory and experience of high-star hotels has greatly promoted the transformation of management concepts, the establishment of service concepts and quality concepts, the implementation of service facilities construction and service standardization of high-star hotels, and the improvement of service quality. (2) Market competition pressure. Since the mid-1991s, the occupancy rate and profit rate of China's high-star hotel industry have basically shown a downward trend. In 1998, the average profit rate of the high-star hotel industry has been reduced to negative (-5. 8%), and the competition in the high-star hotel market is extremely fierce. White-hot competition forces high-star hotels to re-examine their business ideas. Many high-star hotels have begun to improve their service quality and win the market competition with high-quality services. Under this background, it is rare to neglect guests in the early days of opening up, and more and more managers have begun to pay attention to finding a service model suitable for China's high-star hotel industry, and have made a lot of fruitful practical explorations.

2. The gap and problems of China's high-star hotel industry < P > Compared with large foreign high-star hotels and branch hotels operating in China, the service quality of China's endogenous high-star hotel industry is still low at this stage, and the service quality management is still low. Far from it, compared with our neighboring countries such as Japan, Thailand and Singapore, the service quality level of high-star hotels in China is still difficult to compete with them. According to a survey published in Modern High-Star Hotels in 2111, among the 81 best high-star hotels in the world, Oriental, Bangkok) in Bangkok, Thailand ranks first, followed by Laveur (〔Raffles, Singapore) in Singapore, and t Shangri-la in Hong Kong. Hong Kong) and tPeninsular, Hong Kong) tied for fourth place, and four other high-star hotels in Singapore were shortlisted. So far, high-star hotels in mainland China have never been able to do so. This is exactly the case. Although the hardware facilities of most high-star hotels in China have reached or exceeded the level of similar international high-star hotels, the service quality of high-star hotels lags behind the international level of the same industry due to the influence of internal and external factors such as management concept, quality of employees, management efficiency and market competition pressure.

1. The tendency of "emphasizing hardware over software"

The fact that the service quality of China's high-star hotels is still far from the international advanced level has been recognized as the inevitable result of the tendency of emphasizing facilities construction and neglecting personnel training in the early stage of China's tourism development. Ferede, an expert of the World Tourism Organization, has visited 14 tourist cities in China and inspected 12 high-star hotels in various places. He thinks that the hardware facilities of most high-star hotels in China have reached or surpassed the international level of similar high-star hotels, but the quality, quality management and service level of employees in high-star hotels are behind the international level of the same industry. This problem has always been very prominent in China's high-star hotel industry. Many high-star hotels have high-end facilities, but the service level is not satisfactory. Good hardware facilities are an important material basis and component of high-quality service, but without high-level personnel service, it is difficult to really improve the service quality of high-star hotels. After all, hardware facilities mainly meet the material needs of guests, and only personnel services can give guests a higher level of spiritual enjoyment and satisfaction.

Carzon, a service marketer, called the service experience a "critical moment" (Calzon, 1987). The implicit assumption is that the customer's perception of service contact is the key factor to determine customer satisfaction, quality perception and long-term loyalty. The focus of service experience research is the interaction between guests and service personnel. Service experience includes four elements: 1. Service personnel, including employees who are in direct contact with guests and members who are not in direct contact with guests but contribute to the operation of the organization; 2. Service facilities, including facilities directly used by guests and facilities indirectly used, such as the kitchen of the restaurant; 3. Clients, namely high-star hotel guests; 4. Service process, that is, the sequence of a series of activities in the process of providing services.

A service feature of Shangri-La Hotel is: sincerity, simplicity, courtesy, gentleness, humility, helpfulness and pride. "Let the guests go out with joy" is also the goal pursued by "hospitality". The communication mode of "guest-general manager dialogue" advocated by Shangri-La operation department within the group is the only mode in the global hotel industry at present. That is: in the 38 hotels owned by Shangri-La, from 5 pm to 7 pm every Monday to Friday, the general managers of the 38 hotels meet the guests in their hotel lobby respectively, and have a direct dialogue and communication with the guests. Although this is a simple method, it makes managers and guests receive unexpected results. The boundary between the service staff and the customers in China Hotel seems to be very clear. When meeting the guests at ordinary times, the service staff will either routinely say hello to the guests. , or pass by in a hurry, generally will not take the initiative to communicate with guests except normal service work. In general, senior managers in hotels will not come to the front-line service venues, so there is no chance to communicate with guests. Top hotels in China should also pay more attention to details and serve customers better.

2. Service quality management is inefficient

Consistency is the basic element of quality. High-star hotel products have intangible characteristics. Unlike industrial enterprises, it is difficult for high-star hotels to control the service products themselves, such as color, size and size. Standardizing and controlling the behavior of service personnel is the fundamental way to improve the reliability and consistency of service quality. Formulating scientific service quality standards and service regulations, and controlling the work behavior of employees with these standards and regulations are the main means to ensure the stability of service quality of high-star hotels. The services provided by employees under the guidance of these specific standards and procedures are known as "standardized services". Although standardized services are being criticized and doubted more and more. However, as far as the overall situation of China's high-star hotel industry is concerned, it is still an appropriate choice for most high-star hotels to vigorously promote standardized services.

for example, in the international arena, the concretization of efficiency is a clear concept of time. There are quantitative service standards for services of all sizes, such as how many minutes it takes to serve food, how many minutes to call a taxi, how long it takes to repair the broken facilities in the guest room, and how long it takes to complete the check-out at the front desk. Although there are differences in the specific quantity, the principle of quickness and simplicity is the same. However, some hotels in China have not yet established the consciousness of service efficiency, and where efficiency is most needed, it is often expressed by vague concepts, such as "almost", "immediately" and "soon". This will inevitably lead to irresponsibility to customers, and it will not make customers satisfied and recognize their services.

3. The quality of employees in high-star hotels is backward

Advanced service facilities and good basic quality of employees are the fundamental guarantee for high-star hotels to provide quality services, and they cannot be neglected. Many domestic-funded high-star hotels in China are not inferior to foreign high-star hotels in terms of facilities and equipment, and some can even compete with international luxury high-star hotels, but the service quality level is greatly backward. One of the important reasons is that the basic quality of employees is backward. The basic qualities of employees include external and internal aspects. External quality refers to the gfd of employees and the professionalism of behavior. The external quality level of employees has a great relationship with the creation of elegant and civilized environmental atmosphere in high-star hotels. The intrinsic quality of employees in high-star hotels refers to the humanistic quality and professional quality of employees in high-star hotels, that is, the cultural level, civilization, moral cultivation, professional knowledge, service awareness and service skills of employees. As an intangible commodity, the service of high-star hotels is valued by the intrinsic quality of employees in high-star hotels. The internal quality of employees in high-star hotels is directly related to whether various systems, service standards and operating procedures of high-star hotels can play a role, and therefore it is also the key to maintain and improve the service quality level of high-star hotels. The quality of high-star hotel employees in China is relatively high. The star hotel industry has improved obviously in the early stage of development, but various factors are also restricting the further improvement of the overall quality of high-star hotel employees in China.

For example, more than 81 hotels in Jinjiang Hotel all over the country have talents at all levels, including various systems (design/consultation/construction/supervision/maintenance) involved in operation, management, renovation and expansion of civil engineering, finance and human resources papers Target = _ blank href = "/thesis/list _ 54.html" > Human resources, chefs, computers, public relations marketing, cleaning, procurement, secretarial and foreign languages and other talents; Jinjiang Group Education and Training Center is a training base specially set up by the Group, with full-time teachers and internship hotels. It is also the only training base in China designated by Lausanne Hotel Management College in Switzerland with the right to jointly issue certificates. Fully managed hotels or affiliated hotels can send backbones to the corresponding hotels in the group for internship or attachment.

4. Low job satisfaction and high staff turnover

Only a relatively stable staff can ensure the stability of service quality in high-star hotels. The high-star hotel industry in China has attracted the attention of the industry and researchers because of the high staff turnover rate, which affects the service quality level. According to a statistic, the average turnover rate of staff in high-star hotels in Beijing, Shanghai, Guangdong and other regions is around 31%, and some high-star hotels are as high as 45%. The influence of high staff turnover rate on the stability of service quality of high-star hotels is obvious. Generally speaking, employees are not as serious and responsible as before when they decide to leave a high-star hotel. After employees leave, high-star hotels not only need some time to find and train new employees, but often due to insufficient training, the quality of new employees in all aspects is difficult to meet the service needs, which directly affects the service quality of high-star hotels. Staff turnover will also affect morale and adversely affect the mood and work attitude of other on-the-job personnel. The primary reason for the frequent turnover of staff and the instability of staff in China's high-star hotel industry is the low degree of professional satisfaction of staff in high-star hotels.

most high-star hotels have not realized the powerful spiritual cohesion and incentive function of corporate culture, so the work done in corporate culture construction is very limited. for example, many high-star hotel managers think that corporate culture construction is to hold several cultural and sports activities for employees. Without the spiritual bond of corporate culture, it is difficult to maintain the stability of the staff of high-star hotels.

5. Poor coordination among departments of high-star hotels

As mentioned above, the service products of high-star hotels must be provided by different departments and employees, which has comprehensive characteristics. Therefore, the quality of high-star hotel products must have comprehensive characteristics, that is, the quality of high-star hotel products not only relates to the quality of work of various departments of high-star hotels, but also depends on the close cooperation and high coordination between departments and employees. According to the theory of "internal marketing", there are two basic viewpoints in the concept of internal marketing. First, "everyone in the organization has a guest" (Gronroos, 1981). This shows that for an enterprise, it is not only the employees who have direct contact with the guests that need to consider how to satisfy the guests, but everyone in the organization has guests for whom he or she must work. Second, before employees can effectively serve the end guests, they must take pleasure in serving the internal guests as they treat the end guests. These two viewpoints show that some tools and concepts in marketing (such as market segmentation and market research) can be applied to internal employees (Berry, 1981). The basic premise of internal marketing is that satisfied employees (that is, internal guests who enjoy good service) will lead to satisfied guests (external guests who enjoy good service).

The primary reason for the poor coordination of some high-star hotel departments lies in the lack of cooperation awareness among employees and good communication between departments. If all the staff of high-star hotels, whether they are front desk service staff or backstage service staff, whether they are room service staff or meal service staff, can take the guiding ideology of "meeting the needs of guests wholeheartedly", the internal coordination of high-star hotels will be greatly improved. Employees' ignorance of the working procedures and norms of other departments is another reason that affects the internal coordination of high-star hotels. Rotation and cross-training are one of the effective measures to solve this problem.

Take a classic case of Sheraton Hotel as an example. Once, when a guest was eating in a restaurant, the waitress came forward with a menu, and said, "Sir, there is beef in these dishes. Please don't order it. These dishes are stewed in beef sauce, so please don't order them. " The husband exclaimed, "Miss, how do you know that I don't eat beef?" "Sir, you came to our store two years ago, and we have guest files to provide your preferences and requirements." "It's incredible. When I stayed in your store two years ago, I only stayed for one day and had two meals. This personal habit was known and kept in mind by you. How can I not be impressed by your service level and thoughtfulness?" Since then, this guest has become a loyal repeat customer of the store. In this case, it is the coordination and cooperation between the hotel's file management system and the specific customer service system that makes the guests enjoy meticulous service, thus greatly improving customer loyalty.

6. vicious price competition affects the stability of service quality of high-star hotels

in recent years, with the rapid development of China's tourism industry, the number of high-star hotels in China has been growing at a high speed, and the supply capacity of high-star hotels has been significantly improved. in some areas, the supply capacity of high-star hotels far exceeds the market demand, which leads to oversupply in the high-star hotel market. Under the market pressure of oversupply, some high-star hotels try to use the price war to compete for tourists. However, the special nature of high-star hotel services makes the role of price war in the high-star hotel industry extremely limited. Because the service products of high-star hotels cannot be stored,