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• Foreword
• Preface
• Acknowledgments
• About the Authors
• Introduction
• Section I The Hospitality Service Strategy
• Chapter 1 The Basics of Wow! The Guest Knows Best: Hospitality Principle: Provide the Service Quality and Value That Guests Expect
• Introduction
• Guestology: What Is It?
• Meeting Customer Expectations
• Understanding the Guest
• Serving Internal Customers
• Service
• Service Product
• Service Industries
• Goods to Services to Experiences
• The Guest Experience
• Product, Setting, and Delivery
• Unique, Yet Similar
• Components of the Guest Experience
• The Service Product
• The Service Setting
• The Service Delivery System
• Service Encounters and Moments of Truth
• The Nature of Services
• Services Are Partly or Wholly Intangible
• Services Are Consumed at the Moment or during the Period of Production or Delivery
• Services Require Interaction between the Service Provider and the Customer, Client, or Guest
• Guest Expectations
• Meeting Expectations
• Do Not Provide More Hospitality than Guests Want
• Just What Does the Guest Expect?
• Quality, Value, and Cost Defined
• Quality
• Value
• Cost
• Cost of Quality
• Who Defines Quality and Value?
• The Importance of Guestology
• Lessons Learned
• Key Terms
• Review Questions
• Activities
• Ethics in Business
• Case Study
• Further Readings
• Chapter 2 Meeting Guest Expectations through Planning: Hospitality Principle: Focus Strategy on the Key Drivers of Guest Satisfaction
• Introduction
• Three Generic Strategies
• A Lower Price
• A Differentiated Product
• The Brand Image
• A Special Niche
• Reinventing the Industry
• No Matter the Strategy, Provide Better Service
• The Hospitality Planning Cycle
• Looking Around
• Looking Within
• The Necessity for Planning
• Forecasting
• Assessing The Environment
• The Overall Environment
• Society and Demographics
• Changing Social and Political Expectations
• Technology
• Ecology
• The Industry Environment
• Changing Competitors
• Changes in Other Relevant Groups
• The Operating Environment
• Strategic Premises
• Predicting the Competitive Environment
• Surprises
• Assessing the Organization Itself: The Internal Assessment
• Core Competencies
• Internal Assets
• Vision And Mission Statements
• The Vision Statement
• The Mission Statement
• Developing The Service Strategy
• Determining the Service-Product Strategy
• Determining the Service-Setting Strategy
• Determining the Delivery-System Strategy
• Action Plans
• Management Performance Plans
• Employee Hiring, Training, and Retention Plans
• Capacity Utilization Plans
• The Design Day
• Yield Management and Revenue Management
• Financial Budget Plans
• Marketing Plans
• Action Plans as an Integrated Whole
• Involve Employees in Planning
• The Uncertain Future
• Lessons Learned
• Key Terms
• Review Questions
• Activities
• Ethics in Business
• Case Study
• Appendix
• Further Readings
• Chapter 3 Setting the Scene for the Guest Experience: Hospitality Principle: Provide the Service Setting That Guests Expect
• Introduction
• Creating “the Show”
• Themes Create Fantasy
• To Theme or Not to Theme?
• Control and Focus
• The Architecture
• Sights and Sounds
• Why Is the Environment Important?
• Guest Expectations
• Guest Mood
• Main Street, Disney
• Employee Satisfaction
• Setting as a Part of Service
• The Functional Value of the Setting
• A Model: How the Service Environment Affects the Guest
• Environment
• Ambient Conditions
• Use of Space
• Functional Congruence
• Signs, Symbols, and Artifacts
• Other People
• The Servicescape
• Individual Moderators
• Responding to the Servicescape
• Physiological Responses
• Cognitive Responses
• Emotional Responses
• The Bottom Line: Come and Stay, or Stay Away
• Lessons Learned
• Key Terms
• Review Questions
• Activities
• Ethics in Business
• Case Studies
• Further Readings
• Chapter 4 Developing the Hospitality Culture: Everyone Serves!: Hospitality Principle: Define and Sustain a Total Service Culture
• Introduction
• The Importance of Leaders
• Culture and Reputation
• The Manager’s Most Important Leadership Responsibility
• The Importance of Culture
• Strategy and Employee Commitment
• Culture Defined
• Culture as a Competitive Advantage
• Management by Culture
• An Example: The Chef
• Culture as a Competency
• Culture and the Outside World
• Culture and the Internal Organization: X and Y
• Teaching the New Values
• Culture Fills the Gaps
• Beliefs, Values, and Norms
• Beliefs
• Values
• Norms
• Norms in Advertising
• Norms of Appearance
• Folkways and Mores
• Culture and the Environment
• Learning the Culture, Learning from the Culture
• Subcultures
• Subcultures of Nations
• Communicating the Culture
• Laws
• Language
• Stories, Legends, and Heroes
• Symbols
• Rituals
• Leaders Teach the Culture
• Setting the Example
• Guests Teach the Culture
• Culture and the Organization Chart
• Culture and Physical Space
• Culture and Leadership Skills
• At Southwest: Maintaining a Strong Culture
• Changing the Culture
• Denny’s Restaurants
• What We Know about Culture
• Lessons Learned
• Key Terms
• Review Questions
• Activities
• Ethics in Business
• Case Study
• Further Readings
• Section II The Hospitality Service Staff
• Chapter 5 Staffing for Service: Hospitality Principle: Find and Hire People Who Love to Serve
• Introduction
• The Many Employees of the Hospitality Industry
• Serving the Guests
• Supporting the Service
• The Role of the Manager
• Managing Emotional Labor
• Find the Service Naturals
• The Recruitment and Selection Challenge
• The First Step: Study the Job
• Job Analysis: The Foundation of Human Resources
• Study Your Best Performers
• Develop Talent Profiles
• Other Key Characteristics for Service Personnel
• Human Resource Planning
• The Second Step: Recruit a Pool of Qualified Candidates
• Hiring Internal Candidates
• The Known Quantity
• Internal Equity
• Experience
• Knowing the Culture
• Lower Cost
• Recruiting Advantage
• Internal Search Strategies
• Hiring External Candidates
• New Ideas and Fresh Perspectives
• Difficulties with Internal Candidates
• Specific Skills and Knowledge
• Diversity, Equity, and Inclusion
• External Search Strategies
• Casting a Broad Net
• Focused Recruitment Efforts
• Personal and Professional Networks
• Student Recruiting
• Employee Referrals
• Employment Events, Job Fairs, and Career Fairs
• Employers of Choice
• Walk-Ins
• Recruiting from the Competition
• Call-Back File and Boomerang Employees
• The Fully Virtual Experience
• The Final Applicant Pool
• The Third Step: Select the Best Candidate
• Screening and Evaluating Applicants
• The Application Form
• The Interview
• AI-Assisted Interviewing
• Commitment to Service
• Psychological Tests
• Assessment Centers
• References, Background Checks, and Drug Tests
• New Technologies for Screening and Evaluating Applicants
• The Fourth Step: Hire the Best Applicant
• The Fifth Step: Make The New Hire Feel Welcome
• The Sixth Step: Turnover—Retaining the Best and Selecting People Out of an Organization
• Employing the Best to Serve Your Guests
• Lessons Learned
• Key Terms
• Review Questions
• Activity
• Ethics in Business
• Case Studies
• Further Readings
• Chapter 6 Training and Developing Employees to Serve: Hospitality Principle: Train Your Employees, Then Train Them Some More
• Introduction
• Employee Training
• Berry’s Five Training Principles for an Effective Training Strategy
• Critical Skills
• The Big Picture
• Formalized Learning
• Varied Approaches
• Continuous Improvement
• Developing a Training Program
• What Do We Need to Improve?
• Solving the Guest’s Problem
• Data-Driven Approaches to Identifying Training Needs
• Types of Training
• Internal Training
• External Training
• Skills Training
• Training the Very Basics
• Using Training to Refresh Employee Skills
• Training Methods
• On-the-Job Training
• Coaching
• Apprenticeships
• Internships
• Cross-Functional Training
• Classroom Training
• Simulation
• Online and Electronic Learning
• Training with Collaboration Platforms
• Executive Education
• Mentoring
• Challenges and Pitfalls of Training
• Know Your Training Objectives
• Measuring Training Effectiveness
• Participant Reactions
• Content Mastery
• Behavioral Change
• Organizational Performance
• When a Great Training Program Can Hurt You
• Training Costs
• Training Return on Investment
• Employee Development
• Career Paths and the Right Experience
• Preparing for Organizational Needs
• Giving Employees the Chance to Advance
• Education
• Supporting General Education
• The Competition Is Watching
• They Want Your Best
• Lessons Learned
• Key Terms
• Review Questions
• Activities
• Ethics in Business
• Case Studies
• Further Readings
• Chapter 7 Serving with a Smile: Motivating Exceptional Service: Hospitality Principle: Engage, Motivate, and Empower Your Employees
• Introduction
• Motivating and Engaging Employees
• The Service-Profit Chain
• What Motivates People?
• The Needs People Have
• Economic Needs
• Social Needs
• Recognition Needs
• Growth Needs
• Achievement Needs
• The Rewards Managers Can Provide
• Financial Rewards
• Recognizing a Job Well Done
• Making the Job Fun
• Minimizing the Negatives
• Accommodating Worker Preferences
• Empowering the Employee
• What Is Empowerment?
• Empowerment Implementation
• Limitations and Potential of Empowerment
• Degrees of Empowerment
• Unintended Consequences of Empowerment
• Ways Rewards Can Motivate
• Individual, Generational, and Cultural Differences
• The Power of Positive Reinforcement
• At the Buffet
• Linking Performance and Rewards
• Managing Fairly
• Justice in the Workplace
• Pay Secrecy
• Setting Goals
• An Example: Management by Objectives
• Working in Teams
• Increasing Team Effectiveness
• Self-Managed Teams
• How Managers and Leaders Provide the Right Direction
• Managers and Authority
• Authority-Acceptance Theory
• Preconditions for Employee Acceptance of Authority
• Securing Employee Compliance with Authoritative Directives
• Sexual Harassment in the Hospitality Industry
• Managers and Leaders
• Ethical Leadership
• Leaders and the Changing Environment
• Solving the Leadership Challenge of Motivating Exceptional Guest Service
• Lessons Learned
• Key Terms
• Review Questions
• Activities
• Ethics in Business
• Case Studies
• Further Readings
• Chapter 8 Involving the Guest: The Co-Creation of Value: Hospitality Principle: Empower Guests to Co-Create Their Experiences
• Introduction
• The Guest Can Help!
• Guests as Quasi-Employees
• The Organization Decides
• Strategies for Involving the Guest
• Guests as Unpaid Consultants
• Guests as Marketers
• Guests as Part of Each Other’s Experience
• Guests as Co-Producers
• Advantages of Co-Production for the Organization
• Advantages of Co-Production for the Guest
• Disadvantages of Co-Production for the Organization
• Disadvantages of Co-Production for the Guest
• The High Cost of Failure
• Motivating Guests to Co-Produce
• The Guest as a Substitute for Management
• Guests as Supervisors
• Guests as Motivators
• Guests as Supervisors and Trainers for Other Guests
• Determining Where Co-Production Makes Sense
• Enriching the Wait
• Co-Producing Value
• Key Factors: Time and Control
• Cutting Costs, Increasing Capacity
• Co-Production as a Differentiation Strategy
• Building Commitment
• The Bottom Line: Costs versus Benefits
• Help Wanted: Co-Producer
• Inviting Guests to Participate: Guidelines
• One Last Point: Firing the Guest
• Firing Airline Passengers
• Abrupt Firings
• Subtle Firings
• Maintaining Guest Dignity
• Lessons Learned
• Key Terms
• Review Questions
• Activities
• Ethics in Business
• Case Study
• Further Readings
• Section III The Hospitality Service Delivery System
• Chapter 9 Communicating for Service: Hospitality Principle: Glue the Guest Experience Elements Together with Information
• Introduction
• The Challenge of Managing Information
• Informing the Guest
• Cues Communicate
• Adding Quality and Value through Information
• New Information from Virtual Worlds
• Getting Information Where It Needs to Go
• Information and the Service Product
• Information as Product: FreshPoint
• Giving Employees the Information They Need
• Information and the Service Setting
• The Environment and the Service
• The Environment as Information System
• Customer-Provided Information
• Information and the Delivery System
• Really Knowing Your Customers
• Delivering Freshness
• Information on Service Quality
• Information to the People
• At Hyatt
• At United
• High Tech Becomes High Touch
• Technology for Expertise
• Centralized Reservations at Hyatt
• Cross-Selling
• The Front and the Back of the House
• Point-of-Sale Systems
• The Daily Count
• The Information Flow Between Levels
• Decision Support Systems
• Using Data to Drive Decisions
• Modeling Decisions
• Statistical Analysis
• Big Data and Data Mining
• Using Information
• Market Segmentation
• Identifying and Targeting Your Best and Worst Customers
• Collaborative Filters
• Problems with Information Systems
• Information Overload
• Focusing on the Numbers
• Bad Information
• Maintaining Security
• Value Versus Cost
• Learning the System
• The Hospitality Organization as an Information System
• The Primacy of Information
• Strategies for Addressing Deficiencies
• Everybody Connected
• Implications for Service
• Lessons Learned
• Key Terms
• Review Questions
• Activities
• Ethics in Business
• Case Studies
• Further Readings
• Chapter 10 Planning the Service Delivery System: Hospitality Principle: Provide Seamless Service Delivery
• Introduction
• Planning and Designing the Service Delivery System
• Designing and Checking the Service Delivery System
• The Goal: Fail No Guest; Delight Every Guest
• Some Guiding Principles
• Developing the Service Delivery System
• Planning the System
• Monitoring the Service Experience
• Assessing the Experience and Improving the System
• The Blurred Lines
• The Self-Healing System
• Planning Techniques
• Blueprinting
• The Hot Dog Stand
• Adding Detail to Blueprints
• The Universal Service Map
• The Line of Internal Interactions
• The Line of Visibility
• The Line of Guest Interaction
• Fishbone Analysis
• Late Departures at Quickconnect Airlines
• Resource Categories
• Airport Data
• No More Waiting
• PERT/CPM
• PERT/CPM Defined
• The Diagrams
• Circles and Arrows
• Tony’s Deli
• Building the Network
• The Big PERT/CPM Picture
• Holding a Convention
• Potential Disadvantages
• Simulations
• At Epcot
• The Odyssey Restaurant
• Computer Simulations for All
• Targeting Specific Problem Areas in Service Delivery Systems
• Forecasting Demand to Prevent Problems
• Training
• Quality Teams
• Poka-Yokes
• Types of Inspections
• Warnings and Controls
• Poka-Yokes for Customers
• Speed Parking
• Cross-Functional Project and Matrix Organizations
• At the Ritz-Carlton
• Advantages and Disadvantages of Cross-Functional Project and Matrix Structures
• The Real Boss
• Lessons Learned
• Key Terms
• Review Questions
• Activities
• Ethics in Business
• Case Studies
• Further Readings
• Chapter 11 Waiting for Service: Hospitality Principle: Manage the Guest’s Wait
• Introduction
• Capacity and Psychology: Keys To Managing Lines
• When the Wait Begins
• Designing the Service to Manage the Wait
• Capacity
• What to Do?
• Design Day
• The Capacity Day
• Queuing Theory: Managing the Reality of the Wait
• Characteristics of Waiting Lines
• Line Types
• Single-Channel, Single-Phase Queue
• Single-Channel, Multiphase Queue
• Multichannel, Single-Phase Queue
• Multichannel, Multiphase Queue
• Virtual Queues
• Which Queue to Use?
• Line Simulation: A Gift Shop
• Observing the Flow
• Allocation Wheels
• Balancing Capacity and Demand
• Managing the Perception of the Wait
• The Emotional Wait State
• Crowds and Clientele
• Waits in Contrast
• Service Value and the Wait
• Before Service
• During Service
• After Service
• Managing Waits in an Imperfect World
• Lessons Learned
• Key Terms
• Review Questions
• Activities
• Ethics in Business
• Case Studies
• Appendix
• Further Readings
• Chapter 12 Measuring and Managing Service Delivery: Hospitality Principle: Pursue Perfection Relentlessly
• Introduction
• Techniques and Methods for Assessing Service Quality
• Process Strategies
• Rusty Pelican Standards
• Measures of Service Quality
• Use Many Measures or Just One?
• Service Standards
• Job Performance Standards
• Managerial Observation of the Delivery Process
• Employee Assessment of Guest Experiences
• The Service Guarantee
• Organizational Advantages of Guarantees
• Potential Disadvantages of Service Guarantees
• Asking Guests the Right Questions
• Informal Queries by Employees
• Formal Inquiries by Employees
• Structured Guest Interviews
• Measuring Service Quality After the Experience
• Customer Rating Systems
• Disadvantages
• Call-in Feedback
• Web, Tablet, and Phone App Feedback
• Surveys
• Web Surveys/Mail
• Telephone Surveys and Interviews
• Critical-Incidents Surveys
• SERVQUAL
• Guest Focus Groups
• Experiments
• Customers Evaluating Services on Their Own
• Mystery Shoppers
• Finding And Using The Technique That Fits
• Your Best Evaluators: The Guests
• The Improvement Cycle Continues
• Lessons Learned
• Key Terms
• Review Questions
• Activities
• Ethics in Business
• Case Studies
• Further Readings
• Chapter 13 Fixing Service Failures: Hospitality Principle: Don’t Fail the Guest Twice
• Introduction
• Service Failures: Types, Where, and Why
• Stuck in the Snow
• Types of Service Failures
• Customer Failure
• Where Failures Happen
• Severity of Failure and Recovery
• The Importance of Fixing Service Failures
• The Price of Failure
• The Customer’s Response to Service Failure
• Never Return
• Complain
• Bad-Mouth the Organization
• Retaliate
• Worst-Case Scenario
• The Value of Positive Publicity: Bad-Mouth versus “Wow”
• Credibility
• Evangelists
• Dealing With Service Failures
• How the Recovery Is Handled
• Service Recovery: A Message to Employees
• The Yellow and Black Tags
• Looking for Service Failures
• The Complaint as a Monitoring Device
• Encouraging Complaints
• Body Language as a Complaint
• Don’t Forget to Ask
• Recovering from Service Failure
• Do Something Quickly
• Benefits of Quick Recovery
• How Do Customers Evaluate Recovery Efforts?
• Distributive Justice
• Procedural Justice
• Interactional Justice
• How the Recovery Is Managed
• Service-Recovery Systems Analysis
• Characteristics of a Good Recovery Strategy
• No Better Makes It Worse
• Costs of Failure to Guests
• Making It Right Is Not Enough
• Being Wrong with Dignity
• Matching the Recovery Strategy to the Failure
• Learning from Failures
• Service Recovery: Ow! to Wow!
• Successful Service Recovery
• Lessons Learned
• Key Terms
• Review Questions
• Activities
• Ethics in Business
• Case Studies
• Further Readings
• Chapter 14 Service Excellence: Leading the Way to Wow!: Hospitality Principle: Lead Others to Excel
• Introduction
• The Three Ss: Strategy, Staffing, and Systems
• Strategy
• The Key Drivers
• Study, Study, Study
• Accumulating Information
• An Added Element: Personalization
• Plan, Plan, Plan
• Get Constant Feedback to Drive Innovation
• Culture Fills the Gaps
• Staffing
• Getting the Right People for the Job
• Training
• Setting and Reinforcing the Standards
• Satisfaction from Satisfying
• Employ the Guest
• Systems
• Systems and Guestology
• The Wait
• Hospitality and the Future
• Service or Price
• People Making the Difference
• Keeping Promises
• Tomorrow’s “Wow”
• Server-Customer Interactions
• Leading the Way into the Future
• Leading the Way through Innovation
• Types of Innovation
• Management Innovation: William C. Coup, Innovative Champion
• Restaurant Incubators
• Eco-Innovations
• Leading and Managing
• Servant Leadership
• All Jobs and People Have Value
• Leaders, Employees, Guests, and the Larger Purpose
• The Leader’s Challenge: Blending It All Together—Seamlessly
• It All Begins—and Ends—with the Guest
• Lessons Learned
• Key Terms
• Review Questions
• Activities
• Ethics in Business
• Case Studies
• Further Readings
• Glossary
• Additional Readings
• End Notes
• Index