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Marketing for Hospitality and Tourism, 3e Philip Kotler, John Bowen, James Makens
Figure 11-1
Marketing for Hospitality and Tourism, 3e Philip Kotler, John Bowen, James Makens
Traditional Marketing
Orientation to single sales Discontinuous customer contact Focus on product features Short time scale Little emphasis on customer service Limited commitment to meeting customer expectations Quality is the concern of the production staff
2003 Pearson Education, Inc. Upper Saddle River, NJ 07458
Marketing for Hospitality and Tourism, 3e Philip Kotler, John Bowen, James Makens
Minus
Equals
Marketing for Hospitality and Tourism, 3e Philip Kotler, John Bowen, James Makens
Customer Satisfaction
Customer Satisfaction with a purchase depends on the products performance relative to a buyers expectations. If performance exceeds or meets expectations the customer is highly satisfied or delighted.
Marketing for Hospitality and Tourism, 3e Philip Kotler, John Bowen, James Makens 2003 Pearson Education, Inc. Upper Saddle River, NJ 07458
Marketing for Hospitality and Tourism, 3e Philip Kotler, John Bowen, James Makens
Marketing for Hospitality and Tourism, 3e Philip Kotler, John Bowen, James Makens
Marketing for Hospitality and Tourism, 3e Philip Kotler, John Bowen, James Makens
Marketing for Hospitality and Tourism, 3e Philip Kotler, John Bowen, James Makens
Internal Costs
Rework (back of the house) Facility Downtime Loss of Morale High employee turnover Loss of employee marketing
Marketing for Hospitality and Tourism, 3e Philip Kotler, John Bowen, James Makens
Complaint resolution
Approximate percentages that will purchase again if they have a complaint
82% if resolved quickly 50% if resolved 15% if not resolved 9% if they don't communicate their complaint
Marketing for Hospitality and Tourism, 3e Philip Kotler, John Bowen, James Makens 2003 Pearson Education, Inc. Upper Saddle River, NJ 07458
Managers and employees should treat complaining customers as the most important customer - and listen to their complaints
Complaints and problems create opportunities to develop loyalty Knowing customer value gives us an idea of how far we want to got fix the problem
Marketing for Hospitality and Tourism, 3e Philip Kotler, John Bowen, James Makens 2003 Pearson Education, Inc. Upper Saddle River, NJ 07458
Marketing for Hospitality and Tourism, 3e Philip Kotler, John Bowen, James Makens
Marketing for Hospitality and Tourism, 3e Philip Kotler, John Bowen, James Makens
Managing Capacity
Involve customers in the delivery system Cross-train employees Use part - time employees Rent or share facilities and equipment
Marketing for Hospitality and Tourism, 3e Philip Kotler, John Bowen, James Makens
Managing Capacity
Schedule downtime during periods of low demand Extend service hours Use technology Use price
Marketing for Hospitality and Tourism, 3e Philip Kotler, John Bowen, James Makens
Customers as Employees
Reservations Check - out Check-in Salad bar Honor bar - concierge floor Macaroni Grill - wine Fast food - beverages Cook Steak
Marketing for Hospitality and Tourism, 3e Philip Kotler, John Bowen, James Makens 2003 Pearson Education, Inc. Upper Saddle River, NJ 07458
Managing Demand
Use price to increase or reduce Use reservations Overbook Use queuing Shift demand Change salespersons assignment Create promotional events
2003 Pearson Education, Inc. Upper Saddle River, NJ 07458
Marketing for Hospitality and Tourism, 3e Philip Kotler, John Bowen, James Makens
Waiting Time
Unoccupied times feels longer than occupied time Unfair waits are longer than equitable waits
Marketing for Hospitality and Tourism, 3e Philip Kotler, John Bowen, James Makens
Chapter 11: Figure 11-3: Conceptual model of service quality - the gap analysis model. Source: Leonard l. Berry, A. Parasuraman, and Valarie A. Zeithaml.
Marketing for Hospitality and Tourism, 3e Philip Kotler, John Bowen, James Makens
Marketing for Hospitality and Tourism, 3e Philip Kotler, John Bowen, James Makens
Close Gap 2
1. Management Commitment-- resources, internal marketing, reward systems 2. Use of hard and soft technology 3. Shift demand 4. Is meeting customer expectations financially feasible?
Marketing for Hospitality and Tourism, 3e Philip Kotler, John Bowen, James Makens
Close Gap 3
1. Training 2. Internal marketing, pride 3. Teamwork 4. Reward systems 5. Service quality audits
Marketing for Hospitality and Tourism, 3e Philip Kotler, John Bowen, James Makens
Close Gap 4
1. Know the capabilities of the firm 2. Good communications within the firm 3. Internal marketing-- teamwork
Marketing for Hospitality and Tourism, 3e Philip Kotler, John Bowen, James Makens