On hotel service quality management in tourist areas
Service quality management is the key element and core content of hotel management, and improving service quality is an important means for hotels to pursue excellent management quality and establish competitive advantage. At present, the problems of hotel service quality in tourist areas have a great influence on the hotel industry. It affects the consumption level, attitude and interest of tourists to the hotel, and also affects the reputation, image, management level and economic benefits of the hotel. Therefore, if hotels in tourist areas want to succeed, they must take service quality as the guarantee and strengthen service quality management.
Keywords: tourist area; Hotel service; quality management
The service quality of hotels in tourist areas directly affects the consumption level, attitude and interest of tourists in hotels, and also directly affects the reputation, image, management level and economic benefits of hotels in tourist areas. If hotels in tourist areas want to succeed, they must survive by service quality, win credibility by service quality, win market by service quality and gain benefits by service quality. Therefore, the control and management of service quality has naturally become the key element and important content of hotel management in tourist areas.
First, the current tourist area hotel service quality problems
Service quality management is the key element and core content of hotel management, and improving service quality is an important means for hotels to pursue excellent management quality and establish competitive advantage. Hotel service products have their own particularity, such as the comprehensive and systematic composition of service quality; Timeliness of quality presentation; Variability that varies from time to time, from person to person and from place to place; The relationship between the various links of service quality and the dependence on the quality of hotel employees. In particular, the service quality and the subjective feelings and evaluation of the main passengers make the quality of hotel service products more difficult to control than the actual product quality, thus increasing the difficulty of quality management. As far as the actual situation of hotel management in China's tourist areas is concerned, the outstanding problems of hotel service quality are mainly manifested in the following aspects:
(1) There is a big gap between the expected value of passengers and the actual value.
As we know, hotels in tourist areas mainly provide tangible products and intangible services, and hotel services are a collection of tangible products and intangible service activities. It includes personnel service and product service. Product service is the physical product provided by the hotel, plus a certain amount of personnel service. Thus, service plays an extremely important role in hotel products. Due to the characteristics of immediacy and randomness of service products, it directly affects the fit between passengers' expectations and actual values, forming a gap, which is specifically manifested as:
1, the gap between the needs and expectations of hotel services and the perception and judgment of hotel managers on the needs and expectations of passengers. In other words, hotel managers don't know what passengers need and expect. Or lack a deep understanding of the needs and expectations of passengers.
2. The gap between the established hotel service quality standards and the passenger needs and expectations judged by the hotel manager.
3. The gap between the service quality standards set by the hotel and the services actually provided to passengers. In other words, hotel staff did not operate according to the established service quality norms and standards when providing services to passengers, thus making the standards a dead letter.
4. The gap between the promotion activities in the hotel market and the services actually provided to passengers. When tourists learn about the hotel from its advertisements and other promotional activities, they will form high expectations. If not, it will seriously affect the reputation of the hotel.
5. The gap between expected service and experienced service, that is, the service expected by passengers is inconsistent with the service actually felt by passengers. The reasons for this gap are closely related to the above four gaps. If hotel managers can accurately judge the expectations and needs of passengers, formulate reasonable service norms and standards accordingly, provide appropriate and satisfactory services for passengers according to standards, and carry out market promotion realistically, even if there are certain subjective factors of passengers, this gap can be greatly narrowed.
(2) The overall service level is low.
The tourist hotels in China have experienced the reform and opening up. No matter the establishment of star standard or the introduction of IS09000 standard, it is possible to make the hotel service industry in China have a higher starting point and provide perfect service products. The objective evaluation of achievements is obvious to all. But there are still problems in the service level:
1, service management. This aspect is particularly prominent, which is the difficulty and focus of the quality problem of the whole hotel service products. The representatives of service management are:
(1) service is not standardized. It is almost common for service personnel to move passengers' belongings without authorization, enter passengers' rooms without knocking at the door, temporarily cancel passengers' reservation rooms, have incomplete room necessities, and the hotel does not supply hot water or turn on air conditioning, which seriously affects the service quality of the hotel.
(2) The attitude of service personnel is poor and the service consciousness is not strong enough. Mainly reflected in the blunt attitude of service personnel, mutual shirking when encountering problems, and untimely handling; Low service efficiency and slow action; The switchboard didn't answer for a long time. There was a chat on the phone. These phenomena are particularly obvious in hotels with low star ratings, which seriously affect the hotel's image.
(3) Unreasonable charges, mainly reflected in the unclear and unreasonable charging standards for telephone, guest room, photocopying, Internet access, and overcharged passengers.
(4) Service failures also occur from time to time. For example, the bellboy lost the passenger's luggage, and the front desk lost the goods delivered by the passenger. It can be said that this aspect is more serious, and many hotel disputes are caused by these aspects.
2. Maintenance of equipment and facilities. This situation is very common in some low-star hotels. Due to the long opening time of some hotels, the facilities and equipment are aging and lack of maintenance, which leads to equipment failure. For example, passengers are trapped in the elevator, the telephone frequently breaks down, the guest room facilities are outdated, and the air conditioner cannot be used.
3. Safety. After passengers enter the hotel, the hotel has the responsibility and obligation to ensure the safety of passengers in all aspects, but at present, hotels in domestic tourist areas do have discordant tones. Mainly reflected in:
(1) When passengers lose their property in the hotel, the hotel can't do a good job of appeasement in time, and the report is not timely;
(2) The security personnel's blunt attitude towards the passengers caused dissatisfaction among the passengers, seriously affected the hotel's operation and reputation, and led to bad word-of-mouth communication.
4. Health management. In this regard, both high-star and low-star hotels have problems. Some restaurants sell dead fish to passengers after processing; Some foods have expired; Some rooms are not thoroughly cleaned, and cockroaches are found. And problems with hotel hygiene will inevitably lead to complaints.
(C) low management level
Quality is the foundation of the hotel, and it is an indisputable fact to survive by quality. Service quality, from a deeper level, is the result of management. It is precisely because the management consciousness of hotel managers in China is not in place that the exported hotel products are not in place. As far as some hotels in domestic tourist areas are concerned, I think the low management level is mainly manifested in the following three aspects:
First, the awareness of quality management is weak. Although many hotel managers verbally acknowledge the importance of quality, they do not perform well in their actions. They always think that quality management is not within their jurisdiction, so it is enough to arrange several quality supervisors or complaints.
Second, the means of quality management are weak. Hotel management is not fully aware of the importance of quality, so it is impossible to comprehensively manage hotel service quality from the aspects of organizational structure, staffing, management methods and management measures.
Third, quality management is a mere formality. In quality management, only attention is paid to control and inspection, not to prevention beforehand. After the quality accident, we will investigate the responsibility and make quality management an after-the-fact management.
Second, the management of hotel service quality in tourist areas
Service quality is the lifeline of hotel management. How to strengthen management? In view of the above problems, combined with the actual situation of hotel development in China's tourist areas, according to the situation I have contacted and seen for many years, I think we can try to manage the service quality in the following ways.
1. Establish and improve the service quality control system.
In order to effectively control the service quality of hotels in tourist areas, it is necessary to establish a comprehensive, scientific and reasonable service quality control system, and make hotel quality management activities systematic, standardized and institutionalized through certain systems, regulations, methods, procedures and institutions, and bring hotel quality activities into a unified management system. Hotels can establish corresponding service quality decision-making and planning system, service execution and operation system, quality assurance system, information feedback system and training and education system, so that the subsystems can interact with each other to form a strict quality control system, give full play to management efficiency and help managers overcome? A headache, a sore foot? The idea of local quality management systematically strengthens the quality consciousness and management level of managers as a whole.
2. Formulate dynamic service quality standards that are in line with reality.
The formulation of hotel service quality standards should be based on reality, focus on the future, seek truth from facts and leave room. First of all, we should pay attention to the analysis of tourist market and the study of customer demand. Hotels should change the marketing mode of promotion-oriented, strengthen market research, understand customer needs, collect market information, analyze and evaluate passengers' needs and expectations for hotel services, so as to determine the quality standards of various service contents, and develop service products according to customer needs to increase their attractiveness. Secondly, the service quality standards should be specific and operable. Managers should determine specific quantifiable service quality standards, and pay attention to the control of planning, execution, inspection and feedback in content; In the operation process, actions, language, posture, service time requirements, appliances, accident handling, temporary requirements, etc. The number of service personnel should be determined. The hotel can provide employees with opportunities to participate in the decision-making and formulation process, try to make the service quality conform to the actual situation of the hotel and the skill level of employees, and ensure that it can be understood and accepted by employees and is easy to implement. At the same time, the service quality standards should be moderately flexible. Although the service quality standard should have high stability to ensure the quality level and be beneficial to the management control of employees, due to the uncertainty of market changes and individual differences in customer needs, the quality standard should be moderately flexible to adapt to the development and changes of the market. Hotels should pay close attention to quality information, revise unreasonable or outdated standards in time, and keep a dynamic balance with uncertain customer needs on the basis of institutionalized and standardized service quality. Finally, the hotel should form a perfect service quality standard system, covering hotel facilities and equipment, physical products, service operation, etiquette, safety and health, language behavior, service efficiency and so on. , and runs through the whole service process, in order to meet the needs of many service items and service operation modes with inconsistent quality standards, and fundamentally improve the service quality level of the hotel.
3. Build a high-quality staff.
Due to the high interaction between passengers and service personnel in the process of consumption, the quality and service level of employees can provide customers with rich emotional experience. High-quality staff can improve the quality of passengers' actual experience and further increase their satisfaction. The competition of tourist sources, service quality and management level of tourist hotels is, in the final analysis, the competition of staff quality. According to the current quality of hotel employees in China, firstly, in staffing, we should pay attention to the actual talents of employees and select suitable personnel according to different job requirements; Secondly, it is necessary to improve the service consciousness of employees, strengthen the service thought and establish the concept of customer first; Thirdly, we should attach importance to the professional training of employees and improve their professional knowledge and service skills; Finally, we need to pay attention to the cultivation of employees' interpersonal skills. At the same time, establish an effective supervision mechanism, standardize the behavior of employees with corresponding assessment and reward systems, and build a high-quality workforce.
4. Improve the incentive mechanism of quality management to ensure the effect of service quality management.
(1) The institutionalization of management is combined with art, and a strict management system is established, so that the hotel quality management can be followed by rules and laws, avoiding arbitrary behaviors such as different people (no standard), random (no standard) and relying on experience (no system) in the management process, and relying on the system to standardize management behaviors, thus effectively controlling the fluctuation and difference of service quality. On the other hand, we should implement management flexibly according to the actual situation of employees, pay attention to skills and art, and pay attention to the emotional and spiritual needs of employees. In management, we should not only pay attention to rational logic and reasoning, but also pursue irrational intuition and enthusiasm, and implement people-oriented humanized management.
(2) Strengthen field control. Hotel staff are complex and mobile, and the interaction between employees and customers is strong in the service process, which requires the hotel to carry out walking on-site management. Especially in the key time and events of service, we must strengthen on-site management, solve quality problems in time, and change post-event management into pre-event control. In addition, hotel services are extensive, meticulous and trivial, and must be supervised and controlled all the time to guide the development of service activities, change passive management into active management, and promote the improvement of service management level.
(3) Strengthen management efficiency and effectiveness. Quality management should strengthen the sense of responsibility of managers, emphasize setting an example, avoid overstaffing, and emphasize the timeliness and efficiency of management. It is necessary to analyze specific problems in service activities and take decisive measures in a targeted manner. If you are prepared before the service peak, you should be psychologically prepared for possible service quality accidents and take corresponding preventive measures to effectively improve management efficiency and effectiveness.
(4) Pay attention to the psychology and growth of employees. Only satisfied employees can satisfy passengers. Hotels should strive to improve employees' job satisfaction and ensure that employees are always in good working condition. Managers should establish a people-oriented concept, consider employees' physical, safety, social and self-realization needs as much as possible in their work, provide employees with training, career development design and various beneficial development guidance and help, and fully consider employees' psychological, spiritual and emotional needs, so that employees can reserve service quality energy and work motivation, and lay a solid foundation for hotels to provide quality services.
(5) Using scientific incentive mechanism. Hotels should adopt effective incentive mechanism to fully mobilize the enthusiasm of employees and develop their potential and innovation ability. For example, the combination of internal and external incentives; Rational use of material incentives and spiritual incentives; Provide opportunities to participate in management and decision-making; Full authorization and other forms to ensure high-quality and efficient service.
(6) Improve passenger satisfaction. Because many tourists' consumption concept is immature, they can't objectively and correctly evaluate the quality of hotel service, which causes the problem of hotel service quality. In view of this, the hotel should take appropriate measures to correct the improper views of passengers; Actively collect relevant information of passengers; Accurately grasp the consumer psychology of passengers; Help passengers establish a correct concept of consumption; Evaluate hotel service quality realistically and improve passenger satisfaction.
In a word, service quality management is the key element and important content of hotel management in tourist areas, which directly affects the consumption level, attitude and interest of tourists in hotels, and also affects the reputation, image, management level and economic benefits of hotels in tourist areas. The success of hotels in tourist areas must be guaranteed by service quality.
refer to
Wang Ying. Service quality management in tourist areas [M]. China Tourism Publishing House
[2] Feng Zhaojun. Hotel service etiquette learning manual [M]. Tourism education press
Did you get a look at him? Hotel service quality management paper? People still see:
1. catering service quality management paper
2. Research papers on hotel service quality management
3. Talking about catering service management papers
4. Graduation thesis on hotel management service quality
5. Talking about catering service and management papers