Contributions from the literature provide a theoretical basis for the development of a customer satisfaction model. The variables of this model were converted into a survey instrument customer comment card and tested at a large urban hotel. Skip to main content.
Customer Satisfaction in the Hotel Industry: Vol 16, Issue 1, pp. Download Citation If you have the appropriate software installed, you can download article citation data to the citation manager of your choice. Customer Satisfaction in the Hotel Industry. Via Email All fields are required. Send me a copy Cancel. Request Permissions View permissions information for this article. Barsky 1 Jonathan D. Barsky 1 University of San Francisco. Keywords customer satisfaction , expectations , discomfirmation , importance , guest comment card.
Please click here for full access options. Remember me Forgotten your password? Subscribe to this journal. The Mediating Effects of Destinati Re-examining the relationships among perceived quality, value, satisfaction, and destination loyalty. Tips on citation download. Towards an understanding of inequity. Journal of Abnormal and Social Psychology, 67, — Google Scholar , Medline. The effects of disconfirmed expectancy on perceived product performance.
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The nature and uses of expectancy-value models in consumer attitude research. Journal of Marketing Research, 9, — Relationship quality in services selling: An interpersonal influence perspective. Journal of Marketing, 54, 68 — Linear models in decision making. We want to know if they give their customers a quality service that customers should experience. Review of Related Literature What profile of the respondents? The profiles of our respondents are staff and customers from Hotel Centro and Asturias Hotel.
Profiles in terms of age brackets, gender, educational attainment and etc…. What Do Customers Want? Sigmund Freud is often quoted as saying, "What do women want? As you created your restaurant, you probably thought a great deal about your customers -- what kind of food, what kind of atmosphere, what kind of lighting -- all sorts of things that would please your customers. So, what do your customers want? When you focus solely on cost, you will be missing the chance to address other concerns of your customers.
Customers want choices Show the customer that you are flexible and you can work around their diets and tastes. Don't get so tied into "efficiency" that you can't provide substitutions or other choices. Whether it's including a no- or low-fat salad dressing in your selection or allowing a customer to have the sauce on the side, it's good business sense to let your customers customize their order, if possible.
While meal customization and flexibility can add to the expense of your service, if you need a stronger business rationalization to encourage your servers and kitchen staff to cater to specific tastes and dietary needs, take a longer view. Your efforts will be rewarded in repeat business and word-of-mouth advertising. Customers want a smooth relationship Cultivating a good relationship with your customers can be a process that develops over years.
When a customer has a pleasant experience at your restaurant the first time, your relationship is not over. It has just begun. You've set the customer's expectations at a certain point, and that customer will expect as good -- or better -- experience the next time they come to your place. You accomplish this by providing high-quality service and food product while continuing to communicate and listen to your customers.
Customers want genuine greetings Your customers want to hear, "How are you today? Don't forget the importance of eye contact. If you or your hostess is studying the seating chart to determine where to seat the guests who have just arrived, you will make your guests feel more like a commodity to be handled than guests in your restaurant.
It's not difficult to make every person who enters your restaurant feel welcome -- to feel as if you are glad they are there, that they've been missed if some time has passed since their last visit and that their visit is going to be an enjoyable one. Providing your guests with a sincere greeting is the best way to set the tone for the dining experience to follow. Customers want a smiling face Personnel experts say that you have only eight seconds to make a good first impression.
The person who greets customers as they enter the restaurant sets the pace for the entire experience. Select your hosts and hostesses as if they are representing the attitude of every person on your team -- in fact, they are. Customers want available staff members Few guests want servers who hover at the table, but a server should be available within a minute or two of a customer needing something. Experienced servers continually make the rounds of each table in their station to make sure that all is well.
When you listen to complaints of people about restaurants, one that is often voiced is that the staff congregated in a clump, chatting away, while the customer did everything but stand on his chair to get their attention.
Being available doesn't have to mean instantaneous service -- in fact, all but the most demanding customer will be reasonable and voice their request in "When you have time, could you? You need superior housekeeping to build and maintain your restaurant's image. Customers want to eat in a place that is well-kept and where linens are fresh and surfaces are dust-free.
Just one mistake, such as water spots on a glass or food crumbs on the floor, can throw into question the cleanliness of your entire operation. The easiest way to keep your standards high is to establish routines and procedures for how every maintenance task within your restaurant is performed. Staff must be trained in how each task is to be completed. Customers want useful suggestions When a customer asks one of your servers, "What's good here?
How much more credible for the server to say, "Our chef is known for his spinach ravioli," or "If you like fish, you've got to try the sea bass. This doesn't mean that your server hovers over the table as the customers discuss the menu, but a server should be nearby to help customers understand and confirm their needs and choices.
Customers want knowledgeable staff members How big is the chef salad? How much is the lobster special? Are the pork chops fried or baked? Are the green beans fresh? If I order "medium rare," what will my steak look like? What vodkas do you carry? Your servers can be bombarded with questions -- all of which seem reasonable to your customers. To them your server is an "expert" who is expected to have all the answers to their questions at their fingertips. Make sure your servers understand the components of your various dishes and how they are prepared.
Post and review "frequently asked questions" at your lineups, so that customers' questions can be easily answered. Make sure your servers know it's OK to say, "I don't know. Customers want a visible restaurant manager Customers like to know that somebody in authority is nearby to answer questions or settle a dispute.
People feel better when they know that there is a next level of help available to them. Even if the customer doesn't call on you, he wants to see that a manager is available and on site.
The presence of a manager making the rounds is reassuring to the customers that someone is "on call" if they need it. One well-known restaurant chain feels so strongly about the importance of a visible manager that the manager's office has no chairs. That's right -- no sitting in the back room when there's a dining room full of guests. Customers want a pleasant experience. Isn't that what it's all about? Customers want to come to an attractive setting and enjoy a good meal.
They arrive at your restaurant wanting to have a good time. When you bear in mind the expectations that customers have, you will be able to do a better job at meeting -- or exceeding -- them.
Customer care concept Kotler described customer care as a service in any activity or benefit that one party can offer to another that is essentially intangible and does not result in the ownership of anything.
According to Ngahu , customer care can be defined as any good service rendered to a customer in the process of selling a product or service. According to Balunywa any service rendered to a customer is the one referred to as customer care.
Indeed so many scholars have attempted to described customer care but the gist of the whole concept of customer care from such definition above is that any one in business must not only concentrate on the product he or she is offering, but must accompany it with great service to the targeted customers.
Balunywa observed that the concept of customer care is still new and most managers are yet to embrace it. Mbonigaba wrote that there is need to make customers satisfied since they help business to earn.
In most offices, customer care starts with the front office clerks. The secretaries at the front office should be made to appreciate the importance of customer care because this is the best chance for any business to create the first impression of good service to its customers. Kotler further noted that good customer service among other things entails keeping the promises made to customers, and not guaranteeing things that cannot be possible given the nature of the operating environment.
To provide an excellent service to customers, the organization should deliver beyond the expectations of the customers. Santon argues that, to provide good customer services, the organization in designing must focus wholly on the customer.
This brings us to who actually is the customer. A customer is an individual or organization that makes a purchase decision. Drucker identifies customer creation as one of the major objectives of the business.
Without a customer, other components of organization will not be viable for long. Organizations therefore design customer care programs seeking to acquire new customers, provide superior customer satisfaction and build customer loyalty.
American Business in Uganda October , 1st edition Benefits of customer care Hasket Otal says that growth and profits are stimulated primarily by customer satisfaction which has a large bearing on customer loyalty. Customer loyalty is a direct result of customer satisfaction that is largely influenced by the value of customer care provided along or with product or service to the customer.
A satisfied customer is one whose expectations have been met and with such a customer organizations tend to benefit in the following ways: The business will thus thrive on credible and positive image. Good customer care would reduce labour turn over. Cardiac symptoms and absenteeism. Benefits of giving staff customer care focus Organizations rely on human resources to perform and thus be able to compete with others.
Where human resource is poor, the performance of the organization may also be poor. Pearn and Kandala To take care of customers, organizations must take care of those staff that take care of customers and this can be achieved by giving staff customer focused training. Organizations need to get persons who know their attitudes, behavior and experience over a period of time.
The person can conduct a job analysis of the organization which can enable him to isolate bad attitudes, behaviours and experiences and promote good ones that are customer focused. Customer care- the work of looking after customers and ensuring their satisfaction with your business and its goods or services Customer satisfaction- Customer satisfaction is a measure of how products or services supplied by a company meet customer expectations.
Hotel- An establishment providing accommodation, meals, and other services for travelers and tourists. Hotel Centro and Asturias hotel are the examples of hotels that we will be studying. Measure-Dimensions, quantity, or capacity as ascertained by comparison with a standard. Needs - The necessity or requirement in order to gain something important.
retaining existing customers implementing effective policies of customer satisfaction and loyalty. In hotel industry customer satisfaction is largely hooked upon quality of service. A management approach focused on customer satisfaction can improve customer loyalty, thus increasing the positive image of the touristic destination.
Hoteliers must concentrate on retaining existing customers implementing effective policies of customer satisfaction and loyalty. In hotel industry customer satisfaction is largely hooked upon quality of service 3 (Gandolfo and Rosa, ).
Focusing on the hotel industry, this study builds a functional definition of customer satisfaction and a practical approach to facilitate its measurement. Field research conducted in the United States and Japan support these new approaches. Contributions from the literature provide a theoretical. The ACSI independently measures customer satisfaction with some of the most popular hotel chains in the United States. The study expands ACSI coverage of the hotel industry, which measures customer satisfaction with each company’s portfolio of lodging brands.
From restaurants to hotels and everything in between, your job as a hospitality service provider is to maintain customer happiness and satisfaction. Satisfaction with check-in/check-out; food and beverage; hotel services; and hotel facilities are at new lows since the study and satisfaction with guest room has declined within one point of its lowest level in the past seven years.