Professional Documents
Culture Documents
attention to selecting the right people with an attitude that takes great pride in delivering exceptional service. We know that motivated and happy employees are essential to our service culture and are committed to developing our employees to their highest potential. Our extensive training programmes and career development plans are designed with care and attention to support the individual needs of our employees as well as operational and business demands. In conjunction with traditional classroom-based learning, we offer tailor-made internet-based learning featuring exceptional quality courses for all levels of employee. Such importance is given to learning and development that the hotel has created two specialized rooms, designated for learning and development. One is intended for group learning and the other is equipped with private computer stations for internet-based individual learning. There is also a library equipped with a broad variety of hospitality-related books, CDs and DVDs that can be taken home at any time. This encourages our employees to learn and develop at an individual pace. This is very motivating for our employees and in the same instance their development is invaluable to the growth of our company. Career-wise, the sky is the limit and our goal is to build lifelong, international careers with Four Seasons. Our objective is to exceed guest expectations and feedback from our guests and our employees is an invaluable barometer of our performance. We have created an in-house database that is used to record all guest feedback (whether positive or negative). We also use an online guest survey and guest comment cards which are all personally responded to and analysed to
Chapter 17 identify any potential service gaps. We continue to focus on delivering individual personalized experiences and our Guest History database remains vital in helping us to achieve this. All preferences and specic comments about service experience are logged on the database.
Quality management
497
Every comment and every preference is discussed and planned for, for every guest, for every visit. It is our culture that sets Four Seasons apart: the drive to deliver the best service in the industry that keeps our guests returning again and again.
Figure 17.2 Higher quality has a benecial effect on both revenues and costs
Source: Based on Gummerson, E. (1993)2
498
There are many denitions of quality; here we dene it as consistent conformance to customers expectations. The use of the word conformance implies that there is a need to meet a clear specication. Ensuring a product or service conforms to specication is a key operations task. Consistent implies that conformance to specication is not an ad hoc event but that the product or service meets the specication because quality requirements are used to design and run the processes that produce products and services. The use of customers expectations recognizes that the product or service must take the views of customers into account, which may be inuenced by price. Also note the use of the word expectations in this denition, rather than needs or wants.
Customers view of quality
Past experiences, individual knowledge and history will all shape customers expectations. Furthermore, customers may each perceive a product or service in different ways. One person may perceive a long-haul ight as an exciting part of a holiday; the person on the next seat may see it as a necessary chore to get to a business meeting. So quality needs to be understood from a customers point of view because, to the customer, the quality of a particular product or service is whatever he or she perceives it to be. If the passengers on a skiing charter ight perceive it to be of good quality, despite long queues at check-in or cramped seating and poor meals, then the ight really is of good perceived quality.3 Also customers may be unable to judge the technical specication of the service or product and so use surrogate measures as a basis for their perception of quality.4 For example, a customer may nd it difcult to judge the technical quality of dental treatment, except insofar as it does not give any more trouble. The customer may therefore perceive quality in terms the attire and demeanour of the dentist and technician, dcor of the surgery, and how they were treated.
Customer perception
The operations view of quality is concerned with trying to meet customer expectations. The customers view of quality is what he or she perceives the product or service to be. To create a unied view, quality can be dened as the degree of t between customers expectations and customer perception of the product or service.5 Using this idea allows us to see the customers view of quality of (and, therefore, satisfaction with) the product or service as the result of the customers comparing their expectations of the product or service with
Figure 17.3 Perceived quality is governed by the magnitude and direction of the gap between customers expectations and their perceptions of the product or service
Chapter 17
Quality management
499
A customers view of quality is shaped by the gap between perception and expectation
their perception of how it performs. This is not always straightforward; see the short case Tea and Sympathy. Also, if the product or service experience was better than expected then the customer is satised and quality is perceived to be high. If the product or service was less than his or her expectations then quality is low and the customer may be dissatised. If the product or service matches expectations then the perceived quality of the product or service is seen to be acceptable. These relationships are summarized in Figure 17.3.
5 These rules are strictly enforced. Any argument will incur Nickys wrath. You have been warned. Most of the waitresses are also British and enforce Nickys Rules strictly. If customers object they are thrown out. Nicky says that she has had to train her girls to toughen up. Ive taught them that when people cross the line they can tear their throats out as far as Im concerned. What weve discovered over the years is that if you are really sweet, people see it as a weakness. People get thrown out of the restaurant about twice a week and yet customers still queue for the genuine shepherds pie, a real cup of tea, and of course the service.
Both customers expectations and perceptions are inuenced by a number of factors, some of which cannot be controlled by the operation and some of which, to a certain extent, can be managed. Figure 17.4 shows some of the factors that will inuence the gap between expectations and perceptions. This model of customer-perceived quality can help us understand how operations can manage quality and identies some of the problems in so doing. The bottom part of the diagram represents the operations domain of quality and the top part the customers domain. These two domains meet in the actual product or service, which is provided by the organization and experienced by the customer. Within the operations domain, management is responsible for designing the product or service and providing a specication of the quality to which the product or service has to be created. Within the customers domain, his or her expectations are shaped by such factors as previous experiences with the particular product or service, the marketing image provided by the organization and word-of-mouth information from other users. These expectations are internalized as a set of quality characteristics.
Source: Corbis
500
Figure 17.4 The customers domain and the operations domain in determining the perceived quality, showing how the gap between customers expectations and their perception of a product or service could be explained by one or more gaps elsewhere in the model
Source: Adapted from Parasuraman, A. et al. (1985) A conceptual model of service quality and implications for future research, Journal of Marketing, vol. 49, Fall, pp. 4150. Reproduced with permission from the American Marketing Association.