旅游服務(wù)管理教學(xué)案例匯編

68/68《旅游服務(wù)治理》教學(xué)案例匯編案例一優(yōu)質(zhì)服務(wù)餐館經(jīng)理的圣經(jīng)為了理解服務(wù)是什么，也許我們應(yīng)該站在顧客的立場來看待這一問題會更好一些。你需要去看待他們所看待的，體驗(yàn)他們所體驗(yàn)的。與顧客打成一片是餐飲業(yè)提升服務(wù)質(zhì)量的關(guān)鍵的第一步?！癑ohn和CarolPleasant”的例子是許多餐館就餐經(jīng)歷的典型代表。盡管這一案例發(fā)生在桌式服務(wù)餐館，但那個(gè)故事能夠復(fù)制到任何背景中。不管你的餐館類型是什么，Pleasant的例子關(guān)于所有的餐飲業(yè)都有啟發(fā)。這一案例表明，服務(wù)是獨(dú)立的，同時(shí)特不獨(dú)特，它不同于菜肴或者構(gòu)成整個(gè)進(jìn)餐經(jīng)歷的其他因素。明白了這一點(diǎn)，讓我們來看看John和CarolPleasant這兩位故事中的原型人物。John和CarolPleasant和其他外出活動(dòng)比較多的情侶們一樣，會經(jīng)常在不處吃飯。他們間或會喜愛把小孩留在家里，去享受他們的二人世界。平日緊張繁忙的生活使得他們需要依靠這種躲避方式來放松自己，這差不多成為他們生活中的重要部分。他們都期望如此的時(shí)刻。兩個(gè)人能夠外出享受一個(gè)安靜的夜晚——就他們兩個(gè)人，沒有噪音，沒有騷擾，不用做飯涮盤子。在小區(qū)生活了5年多之后，Pleasant服務(wù)差不多形成了一些固定的適應(yīng)，但他們并沒有真正對某一家餐館特不忠誠。事實(shí)上，他們喜愛嘗試不同的餐館。Carol喜愛冒險(xiǎn)，John喜愛多樣化。生活在大都市中，Pleasant服務(wù)有專門多選擇。大多數(shù)餐飲連鎖店都會在他們開車能到的范圍內(nèi)設(shè)有分店。有了這些，再加上大量的快餐店和獨(dú)立經(jīng)營的家庭餐館，Pleasant在外出就餐時(shí)從來不缺乏選擇。事實(shí)上，他們經(jīng)常被太多的選擇弄得有些發(fā)懵。在討論了這周六外出就餐的幾個(gè)選擇之后，John和CarolPleasant決定去嘗試鄰居向他們推舉的一家相對較新的餐館。Carol的鄰居經(jīng)常大伙兒欣賞Runo’Mill餐館的食物。John特不喜愛吃牛排，而Carol則希望能在菜單上找到阿拉斯加大龍蝦。這是星期六的晚上，小孩們有人幫忙照顧，因而John和Carol能夠臨時(shí)解放了。汽車開出他們的庭院之后，他們都長舒了一口氣?！澳忝靼?，John”，Carol自信地講道，“我的確喜愛小孩們，但能有如此單獨(dú)外出的機(jī)會確實(shí)是太好了。我們應(yīng)該有更多如此的機(jī)會”。旁邊的John點(diǎn)頭表示同意。走到半道時(shí)，John問道：“順便問一下，我們在這家餐館有預(yù)訂嗎？”“沒有。我給他們打過電話，但她們不同意預(yù)訂?！盧uno’Mill是一家獨(dú)立經(jīng)營的餐館，位于當(dāng)?shù)氐馁徫镏行母浇?。?dāng)Pleasant將車開進(jìn)停車場時(shí)，時(shí)刻差不多是7點(diǎn)鐘了。他們二人都預(yù)備好要好好放松一個(gè)晚上。“有這么多車停在這，我希望等待的時(shí)刻不要太長。”Carol講道。當(dāng)John和Carol走到餐館前門的時(shí)候，他們注意到該建筑的正面特不氣派。它是那種不太常見的木頭并列式結(jié)構(gòu)，整個(gè)建筑的關(guān)鍵部位都安裝了強(qiáng)力照明?！斑@兒的裝修但是花費(fèi)不小?。　盝ohn講道。“這兒的建筑、裝修特不漂亮啊?！盋arol回應(yīng)道。當(dāng)他們進(jìn)來后，Carol注意到，外部的磚木裝卸風(fēng)格連續(xù)到了室內(nèi)，大理石地板特不豪華。一眼看過去，Pleasant無法推斷出到底要不要排隊(duì)等待。雞尾酒郎看起來差不多坐滿了人。John往餐廳瞟了一眼，里面也坐滿了人，“也許一會就會好的”他內(nèi)心如此想著。一個(gè)穿著保守的年輕的女招待站在前臺桌子的后面，她看來像是在數(shù)什么東西。當(dāng)Pleasant夫婦走上去時(shí)，她抬起頭來，講道：“噢，稍等一會，我就過來?！?。John和Carol彼此看了一眼，不安地笑了笑，然后就安靜地等著。過了相當(dāng)長的時(shí)刻后，這名女招待再次抬起頭來，講道：“我們這兒需要等上半個(gè)小時(shí)才有位子，你們要等嗎？”“她不是在白費(fèi)時(shí)刻，”John想到，因此他回答講“因此，我們情愿等。”“姓名？”女招待頭也不太地問道。John趕快報(bào)上他們的名字。“好的，當(dāng)有空位子的時(shí)候，我會叫你們的?！迸写v道，然后又接著去數(shù)她的數(shù)去了。突然間被獨(dú)自留下，John和Carol決定依舊留在酒廊里等待比較好。Carol在靠后面的拐角處找到了一張兩個(gè)人的桌子。在他們坐下后，他們發(fā)覺只有一名雞尾酒女招待，她站在走廊的另一邊，正忙著給給等候的客人倒酒。既然這唯一的一名女招待正在忙著，Carol想依舊利用這段時(shí)刻，和John討論他們臥房的裝修風(fēng)格比較好，而John，則正在發(fā)呆呢?！坝褠鄣?，你皺什么眉頭??？”Carol問道?！班?，我剛才正在想那個(gè)女招待呢?！薄八夭挥形?，但對你來講卻小了點(diǎn)噢，你覺得呢？”Carol打趣道?！拔也皇窍胨L得如何樣。她看起來一點(diǎn)也不友好，對不對？”“噢，”Carol回應(yīng)道，“她可能是新來的。我們是來這兒放松的，不要讓一個(gè)18歲的女招待攪擾了我們的興致。我們只管自己快樂就行了。”“你講得專門對，”John確信道，“那個(gè)雞尾酒女招待哪去了??？”當(dāng)他們在等待的時(shí)候，Carol不厭其煩地講他們家的桌裙太舊了，沙發(fā)太破了，客廳里沒有交談的地點(diǎn)?！半u尾酒女招待哪里去了?。俊盝ohn一直在反復(fù)詢問那個(gè)問題。10分鐘之后，出來了另一個(gè)女招待。她看起來專門緊張，看起來被騷擾了似的?！昂眉一?，這兒今晚真像是個(gè)動(dòng)物園似的?！彼泻舻溃骸拔覒?yīng)該在餐廳的，而不是在酒吧。但他們這兒太忙了。我該為你提供點(diǎn)什么呢？”在聽了如此的開場白之后，John內(nèi)心想，盡量不要給那個(gè)女招待增添苦惱了?！敖o我們兩杯白葡萄酒吧?！彼v道。John和Carol都不擅長白葡萄酒，Carol對此更是毫無興趣。她只是間或享受一杯好點(diǎn)的葡萄酒而已。但John對他缺乏葡萄酒知識卻感到有些不安。他通常會問侍者餐館提供哪些葡萄酒。這么多年來，他有了自己的偏好，而盡量幸免嘗試其他葡萄酒。他現(xiàn)在才意識到他不記得了問女招待該餐館提供的葡萄酒的名字?！暗人貋頃r(shí)，我再問她吧?！盝ohn內(nèi)心想。Carol仍然在津津樂道地談?wù)撝蛷d的情況。像往常一樣，在談?wù)摲课莸那闆r時(shí)，John是一位傾聽者，只會點(diǎn)頭同意。等了專門久之后，他們的葡萄酒依舊沒有上來?！拔覀儾畈欢嗟攘硕嗑昧税?？”John問道。“就幾分鐘，友愛的。放松點(diǎn)。”John忍不住四處張望，查找女招待的身影。最后，他看到她正扛著一托盤的飲料呢?？磥韮杀灼咸丫埔苍谕斜P里。當(dāng)女招待穿過走廊的時(shí)候，John忍不住為他感到同情，“也許她是超負(fù)荷工作，但卻只得到專門少的酬勞?！迸写罱K來到了Pleasant夫婦的桌子前，“嘿，我們今晚是不是專門忙?。俊?，當(dāng)她將整個(gè)葡萄酒杯放下時(shí)講道，臉上沒有一點(diǎn)笑容。“我的腳疼得要命。專門抱歉因此耽擱了你們太多的時(shí)刻。今晚的酒吧吧臺服務(wù)員是個(gè)新手。這些需要3美元?！薄拔覀兇蛩憬裢碓谶@吃晚飯。你能將這些帳單待會送到我們的餐桌上嗎？”，John問道?！皩Σ黄?，我們不能那樣做?！迸写夭惶仆坏鼗卮鸬馈]有再做進(jìn)一步的爭辯，John從鈔票包里拿出一張5元的鈔票遞給女招待。當(dāng)她用一只手托住托盤時(shí)，用另一只手掏出零鈔票。她特不聰慧地在黑色小托盤中放上一張1塊和四個(gè)25美分的硬幣，然后就像一陣微風(fēng)似地消逝了?！霸撍?，我應(yīng)該問問她這是什么酒的?！盝ohn悲傷地講道。“這就特不行噢?！盋arol用她慣有的幽默回答道?！霸囋嚢?。”過了一會后，John注意到又等了一段時(shí)刻，便問到“我們到底要等上多久??？”就在這時(shí)，Pleasant夫婦聽到了揚(yáng)聲器里傳出“Pleasant，兩個(gè)人，你們的桌子差不多好了。”John和Carol差不多喝完酒好長時(shí)刻了，但女招待卻再也沒來給他們續(xù)杯，因此，那一張美元紙幣和四個(gè)25美分的硬幣依舊躺在老地點(diǎn)。John撿起那張紙幣和2個(gè)硬幣，留下2個(gè)硬幣給女招待。當(dāng)Pleasant夫婦進(jìn)到大廳時(shí)，John注意到招待他們的女招待依舊凝視著桌上的那沓紙張。另一個(gè)年輕的長得比較好看的女小孩問道：“你們是Pleasant夫婦嗎？”John和Carol一致點(diǎn)頭認(rèn)可?！斑@邊請。”女小孩一邊講，一邊快速向前沖去，仿佛聽到了百米賽跑的槍聲似的。不一會，John就發(fā)覺，那個(gè)速度極快的女孩差不多在大廳的另一邊等他們了，他和Carol也朝那個(gè)方向走去。當(dāng)John和Carol坐下后，女招待遞給他們每人一份菜單，講道：“這是您的菜單，Gary將為你們服務(wù)”，講完這些，她便像她來時(shí)那樣，一陣風(fēng)似地消逝了。John簡單地掃視了一下菜單，注意到該餐館有他喜愛的牛排。當(dāng)Carol還在認(rèn)真地對這菜單研究時(shí)，John對餐廳掃視了一圈。那個(gè)地點(diǎn)的裝修和設(shè)計(jì)盡管有些中性，但都特不有品位?！澳愦蛩愠渣c(diǎn)什么？”Carol問道。“紐約排條?！薄拔覒?yīng)該明白。我是沖著阿拉斯加大龍蝦來的，但他們卻只有其他海鮮，看起來都挺油膩。我還無法做出決定?！薄澳闶裁淳壒什唤蠫ary幫忙呢？”“Gary？”“他應(yīng)該是我們今晚的侍者，但我到現(xiàn)在還不明白他在哪呢？”時(shí)刻一點(diǎn)點(diǎn)地過去了。終于，Gary來到餐桌前，“需要我從酒吧那幫你們?nèi)↑c(diǎn)什么嗎？”他問道，聽起來他的演講大概是預(yù)先錄制好的一樣。John看了看Carol，Carol也看了看John。John決定道：“不，我想不需要了。我們剛從酒廊那過來。但我們的確想點(diǎn)些酒配我們的食物?！薄班蓿銈兛雌饋頉]有就單，我去幫你們拿一份過來?！盙ary講這便走開了。在John和Carol等候的時(shí)候，John記起來應(yīng)該要問一問他們餐館提供什么葡萄酒的。Gary過來了，手里拿著酒單。他把酒單遞給了John。“你們餐館主推的葡萄酒是什么？”John問道：“我們剛才在酒廊喝了些，感受不錯(cuò)?！薄靶值芘频摹盙ary回答道，“不是特不甜，對不對？”Carol沒有注意到Gary話中的含義，講道：“我真得特不喜愛這種葡萄酒。John，我們再點(diǎn)些同樣的酒吧?！薄昂冒桑绱说脑?，你們就不需要酒單了”，Gary講道，口氣中透著惱怒。他伸手要去拿酒單，但John卻抓住不放。John快樂地講道，“哎呀，Carol，我們應(yīng)該點(diǎn)一瓶好些的葡萄酒。你認(rèn)為呢？”“我隨便?！盋arol微笑著回答道。由于缺乏葡萄酒知識，John關(guān)于其選擇葡萄酒的能力比較懷疑，因此便向Gary征求意見?！班蓿盙ary回答道，“我們酒單上的就都特不行?！薄班?，如此啊。那么，白葡萄酒如何樣？你能幫我們選擇一款嗎？”John問道?！爸v實(shí)話，我也不常喝酒，我真不明白該如何向你推舉?！盙ary回答道。最終，John隨意地選擇了一款白葡萄酒，對Gary講：“我們試試這款吧?！薄澳銈兪窍ＭF(xiàn)在就把酒送上來，依舊和食物一起送上來？”Gary問道。John講他們希望現(xiàn)在就把酒送上來。Carol還沒決定要點(diǎn)什么呢，如此他們能夠邊喝邊等。專門快，Gary就把他們所選擇的酒送過來了，還有兩只葡萄酒杯和一只冰桶。將標(biāo)簽給John看了之后，Gary從口袋里掏出起瓶器，剝掉酒店的塑封，將起瓶器轉(zhuǎn)進(jìn)軟木塞。一手扶瓶，一手轉(zhuǎn)動(dòng)起瓶器，他用力往上拽，但卻沒有移動(dòng)軟木塞。他再次往上拽，但軟木塞依舊沒動(dòng)。無望中，Gary將酒瓶放在兩腿之間，用雙手拽住氣瓶器往外用力。他一邊拽，一邊咕咕噥噥，但卻只起出了半只瓶塞?！捌咳闪恕?，他自言自語道。汗珠一滴滴流下，Gary再一次將起子塞進(jìn)瓶中。令所有人欣慰的是，軟木塞終于松動(dòng)了。Gary一邊給John倒酒，一邊講道：“噢，希望這酒味道不錯(cuò)，也不枉我花這么大力氣打開它”。John牽強(qiáng)地露出一絲笑容，點(diǎn)頭同意。將他們的酒杯倒?jié)M之后，Gary將酒瓶放進(jìn)冰桶，然后特不唐突地問道：“你們預(yù)備好點(diǎn)菜了嗎？”Carol回答道：“噢，我們還有一些問題。我不明白應(yīng)該點(diǎn)蟹腿依舊扇貝，或者箭魚？你覺得那一個(gè)好些？”“它們都特不行?！盙ary回答道，“這要看你的心情而定了?！卑l(fā)覺從侍者那得不到關(guān)心，Carol回答道：“我想想，……噢，對了，扇貝是如何做的啊？”“我不明白，但假如你需要的話，我能夠幫你去問問廚師。我向他們在上面澆了些醬汁吧。”“不，我不要那個(gè)。我試試蟹腿吧。”Carol決定到，大概覺得如此做會更安全些。John要求將他的紐約排條做成五分熟的。在他們點(diǎn)好菜后不久，Gary拿來了色拉和一籃熱面包。接著，色拉吃完了，面包也光了，他們又等了好久，Gary才為他們端上了正餐。Carol的盤子里裝滿了5只巨大的蟹腿，還有一小碟融化了的黃油放在盤子的中間。蟹腿中間還放有土豆。盤子邊緣還裝飾有新奇的水果配菜。John的盤子看起來也一樣具有吸引力。John和Carol都饑腸轆轆，因此彼此會心一笑，便開始大吃起來?！斑€需要為你們?nèi)⌒┦裁磫?？”Gary在開溜前敷衍了事地問道?！安挥昧?，感謝。”John回答道，但Gary差不多走出專門遠(yuǎn)，聽不見John的話了。期間，Gary在Pleasant夫婦的餐桌前停留了片刻，詢問他們是否還需要點(diǎn)什么。John講還需要一籃面包。Gary點(diǎn)了點(diǎn)頭，便又消逝了。但晚餐結(jié)束時(shí)，Gary過來收拾盤子，并問道：“還需要我做些什么嗎？”“我不需要了?！盋arol回答道?！拔蚁雺蛄恕！盝ohn回答道，他沒有再向侍者提起那籃從沒出現(xiàn)過的面包。又等了一會，Gary拿來了賬單，賬單放在一只小黑托盤上面。John在上面放了足夠支付餐費(fèi)和15%小費(fèi)的現(xiàn)金。然而，他們離開了。在他們回家的路上，Carol講道：“我喜愛今晚的食物。你呢？”“食物的確特不行?！盝ohn帶著些許的不安回答道，“但服務(wù)則是另一回事了?！薄暗拇_有點(diǎn)慢，是不是？但她們看起來大概都在賣力工作?！盋arol回應(yīng)道，“還有啊，裝修那兒的人確實(shí)專門棒啊，是不是？”“是的，但看起來，他們的船有點(diǎn)兒迷失方向了。大概缺少了點(diǎn)什么，感受我們對他們看起來無足輕重似的。工作中我差不多受夠了被忽視的感受。這是一種‘假如你不喜愛就走人’的態(tài)度。不管如何樣，短期內(nèi)我是不情愿再來這家餐館了。你呢，如何想？”“我無所謂，如何都行?！盋arol回答道。接著，Pleasant夫婦默默地驅(qū)車行進(jìn)在回家的路上。John和CarolPleasant的例子，盡管是虛構(gòu)的，但講的確是特不常見的進(jìn)餐經(jīng)歷。也許你就曾經(jīng)有過如此的經(jīng)歷。也許，你的顧客也曾經(jīng)受到你的職員的漠不關(guān)懷的待遇。Runo’Mill餐館的問題不在于他們的食物，價(jià)格或者裝修。這些關(guān)于大多數(shù)的餐館來講都不是大問題。Runo’Mill以及其他許多餐館的弱點(diǎn)是服務(wù)——顧客被對待的方式。就像我立即要討論的那樣，服務(wù)是顧客推斷你的餐館質(zhì)量的重要元素。案例二ThesevendeadlysinsofserviceApathy:Apathycanbedescribedasalackofemotionsorinterest.Anexampleofanapathetichostisfoundinthefollowingexample:Theguestenterstherestaurantandseesthehoststandingatthehost’sdesk(thepodium).Thehostdoesnotacknowledgetheguest’spresence.Instead,thehostappearstobeinterestedinreadingsomethingthatismuchmoreimportantthangreetingtheguests.Toavoidthesinofapathy,greetguestsimmediatelywhentheyentertherestaurant.Studieshaveshownthattheimpressionmadeinthefirst30secondsofcontactbetweentheguestandtherestaurantdeterminesthefeelingoftheguestaboutthetotaldiningexperience.Thisisthefirstmomentoftruthfortherestaurant.Thehostcancreateapositiveonebygreetingtheguestwithin30secondsofarrival.Thebrush-off:Brush-offisaslangtermthatmeansrebuff,accordingtotheRandomHouseDictionary.Relatingittothehost’sjob,anexampleofbrushingofftheguestoccursinthefollowingcases:theguestapproachesthehostandasks(usuallyinatimidmanner),“whenwillmytablebeready?Youtoldmeitwouldbereadynowanditisn’t”Thehostreplies:“inafewminutes.”andwalksawayfromtheguestwithoutanyexplanationorcomment.Thesecondmomentoftruthhasbeennegativefortherestaurant.Topreventcommittingthesecondsin,thehostshouldstrivetogivetheguestundividedattention.Toavoidbrushingofftheguest,thehostcouldapologizetotheguestandassuretheguestthatthepartywillbeseatedassoonaspossible.Thehostwillthenseatthatpartywhenthenexttableisavailable.Iftheproblempersistsandatableisnotready,itbecomestheresponsibilityofthehosttotelltheguestaboutthestatusoftheseating.Eyecontactshouldbemadewiththeguest,sothattheydonotgettheimpressionthatthehostistryingtobrushthemoff.Coldness:Haveyoueverbeentoarestaurantwherethefoodwasexcellentandthepricesreasonable,butyoustillfeltsomethingwasmissing?Thatsomethingwasaproblemthatyoucouldnotidentify.Mostofthetime,itwasthattherestaurantleftyouwithacoldfeelingtowardit.Thehostwhorespondstotheguest’squestionwithone-phraseorone-wordanswersisguiltyofcommittingthesinofcoldness.Forexample,aguestmightaskthehost,“Howlonghastherestaurantbeeninbusiness?”thehostanswers,“twoyears.”Thenextquestionisalsoansweredwithabriskreply.Thisistheoneopportunityforthehosttomaketheguesttherestaurant’sally;instead,thehosthasturnedofftheguest.Answersarebestiftheyarecompleteandfriendly.Thiswillbenefittherestaurantintwoways.First,theguestwillhavequestionsanswered,andsecond,itwillcreateawarmfeelingtowardtherestaurantbytheguest.Condescension:Condescensioncanbedescribedasanairofsuperioritythatanindividualshowstowardanotherperson.Ahostwhoisguiltyofthesinofcondescensionwouldgivetheguesttheimpressionthatheorshedoesnotbelongintherestaurant.Unfortunately,condescensionisfrequentlydirectedathighschoolstudents.Thismostoftenoccurswhentheyhaveaprom,andgoouttodinnerbeforethedance.Thehost’sattitudeconveystheimpressiontothestaffthatthehighschoolstudentsarenotverygoodcustomers.Noticethewordcustomersisused,notguests.Thatisanexampleofacondescendingattitude.Tocorrectthisproblem,thehostshouldleadbysettinganexampleandshouldtreatalltheindividualswhoentertherestaurantasguests.Allguestsreceivingpositivetreatmentbyallemployerswillincreaserepeatbusinessfortheestablishment.Thehostorthestaffshouldnotbeallowedtofeelthattheyarebetterthananyoftheguests.Bytreatingthehighschoolstudentsasguests,andbyrealizingthatthisisanimportantnightforthem,thehostcanmakethemfeelimportant.Therefore,thehostshouldgreetthemwarmlyandtreatthemlikethevalued,respectablegueststheyare.Robotism:Robotsdonotbelonginthediningroomofarestaurant.Arobotcandomanyrepetitive,boringtaskswell.However,thejobofthehostisnotrepetitiveorboring.Anexampleofrobotismiswhenthehostseatsguests.Thehostpicksupthemenus,says,“followme”,andsprintstothetable,“haveagoodmeal”thenextgroupofpeoplearetreatedtothesameroboticantics.Thismethodofdealingwithguestsiseventuallytransferredtotheactionsoftheservicestaff.Itbecomesespeciallyobviouswhentheservicepersonisgoingthroughthe“Hi,mynameis”cannedspeech.Toalleviatethesinofrobotism,thehostshouldactnatural,andshouldencouragethestafftoactnaturalalso.Thehost’smovementsshouldbeenergetic,andhisorherspeechshouldbecordialtowardtheguests.Arobotwouldbegreattodothedishes,butnottomanagingthediningroom.Rulebookexcuses:Rulesareanecessarypartofanybusiness.However,whenahostmanagesonlybyrules,anddoesnotusecommonsense,therestaurantwillsuffer.Thehostmustnotfallvictimofthesinifrulebookexcuses,andmaybendtheruleswhenitbenefitstheguests.Acoupledecidedtotryanewrestaurantthathadwindowsoverlookingabeautifulview.Thetablesdirectlyinfrontofthewindowswereallboothsforfourpeople.Whenthehostessseatedthematadeuceawayfromthewindows,theyaskedforawindowseat.Thehostesssaid:”I’msorry,butIhavetosavethoseseatsforpartiesoffour.”Theytriedtobuythetablebygivingheratip.Shestillsaidthatshecouldnotgivethemthetable.Thetimewas5:00PM,justwhentherestaurantopenedandtherewerenootherguestsdemandingtobeseated.Theycouldnotunderstandwhytheycouldnothavethetabletheydesired.Duringtheirmeal,theywatchedthetabletoseehowmanypeopleshesatatthebooths.Whentheyleftanhourandahalflater,therestillwerenoguestsseatedatthetabletheywanted.Ofcourse,theyneverreturnedtotherestaurant–andapparentlynottoomanyothersdideither,becausetherestaurantwentoutofbusiness.Thiswasanotherexampleofahostfailingatthemomentoftruth.Therunaround:Thefinalsinofservicehasbeenexperiencedbyeveryoneatonetimeoranotherinlife-therunaround.Anexampleofthisasitrelatestothehostoftenoccurswhentheguestiswaitingforatableatano-reservationrestaurant.Whentheguestapproachesthehostandaskshowlongitwouldbebeforethepartyisseated,thehostreplies,”justashorttime”theguestwaitsforatabletobevacant,andafter20minutesreturnstothehostandasksthesamequestion.Againthehostsaysitwillbejustashortwhile.Whentheguestdemandsaspecifictime,thehostpretendstocheckthediningroomandgetssidetracked.Thedefinitionoftherunaroundistogivevagueanswersortorefusetoanswerthequestionbyignoringorchangingthemeaningofthequestion.Thewaytoavoidtherunaroundisforthehosttogivedefiniteanswers.Adefinitetimewillsatisfytheguest’squestionof“howlongwillitbebeforethetableisready?”Anappropriateanswerwouldbe”15to20minutes”not“inashortwhile”.案例三EasternStatesAirEnvironmentGioriaRooneyassumedthepresidencyofEasternStatesAirinthelater1990s,afterprovingherabilityasexecutivevicepresidentwithtwoothermajorairlines.Likemostothersurvivingairlines,EasternStatesAirweatherroughtimesduringtheearly1990s.Butastheyear2000neared,Rooneytookoveranairlinethatwasdoingwell.Naturally,Rooneycouldn’tbesatisfiedwithsimplystayingthecourse;shewantedtodobetter.Andshethoughtsheknewhow.Rooneysawthatserviceintheairlineindustryhadbeeninastateofsteadydeclineforseveralyears.Moreandmorepassengerswereflyingthaneverbefore,buttheirlevelofsatisfactionwentdownastheirnumberswentup.Crowdedairports,flightdelays,overbooking,theoccasionaldisastrousaccident,andotherfactorshadallcombinedtoraiseindustrycomplaintstoall-time-highlevelsjustwhenpassengerflightmileswerealsoatanall-timehigh.Inthatatmosphere,Rooneyfinallyhadanopportunitytoputintopracticeoneofhermostdeeplyheldbeliefsaboutrunninganairline:“It’snotwhatyoudo;it’showyoudoit.”Shetoldherstafftimeaftertime:“TheWhatistheeasypart.Whatwedoistakepassengersfromheretothere.ThewaywecandistinguishourselvesfavorablyfromourcompetitorsisinTheHow.”EasternStatesAirbecameknownas“theairlinethatputtheFrillsbackintoFlying”.Asmallloungewasaddedtoallplanesthatcouldaccommodateone.Forpeoplenotwantingtoleavetheirseats,twocomplimentarydrinksperpassengerperflight,deliveredtotheseat,becamethestandard.Aninternationallyknownchefwashiredtosuperviseafood-servicesystemthatproducedmealsasclosetothegourmetlevelaswaspossiblegiventhestateoftechnology.JustbeforepassengersexitedeachEasternStatesflight,theyweresurveyedtoseehowsatisfiedtheyhadbeenwiththebasicsoftheflightandwiththefrillswhichEasternStateshadputbackintoflying.EarlyresultsofRooney’scampaignshowedthatpassengersatisfactionlevelswereoffthechartatthetop.Inoneastonishingmonth,theairlinereceivednocomplaintsaboutanything.Rooneywasoverjoyed.“Theysaidzerodefectswasanimpossiblestandardinairlineservice.Weprovedthemwrong.”ThepassengerswhoracedaboutEasternStatesAirandflewtheairlineasoftenadtheycould,sometimessimplyforsheerpleasure,understoodthatthereisnofreelunch.EasternStateshadtoraiseitsfaresconsiderablytoprovideoutstandingservice,butsomepeoplepaidthehigherpriceshappily.Unfortunately,thenumberofpassengersflyingEasternStatesAirtookadisastrousdrop.Theoneswhostayedlovedtheairline.TheybecameevangelistsforEasternStates,buttherewerenotenoughofthem.Rooneyrealizedthatshehadbeensomewhatdeceivedbytheexcellentsurveyresults.Shehadbeensurveyingonlythosewhostayed,notthosewholeft.Surveyingabroadercrosssectionofpassengers,formerpassengers,andpassengersofotherairlinesledRooneytochangeherstrategy.“Whenyougetrightdowntoit,”shesaid,“thisisreallyaverysimplebusiness.Steamshipsusedtobeamodeoftransportation;nowtheyprovideluxurycruisesthatendupwheretheystarted.Butinourbusiness,whatpeoplewantistogetfromheretothereisinexpensiveaspossible.Inthecurrentmarket,cheapairfaresarewhatpeopleexpect,andthat’swhatweneedtogivethem.Butwewon’tforgetthatloyalcustomerswhohavestayedwithus.Ifwedothisright,wecanappealtobothgroups.”Toimplementthenewstrategy,EasternStatescutbackonthenumberofseatsinfirstclassbutincreasedtheirsize,alongwithfirst-classappointmentsandlevelofservice,toretaintheairlineguestswhohadbeensatisfiedtohavethefrillsputbackintoflyingandwerewillingtopayforthem.Throughouttherestoftheplane,however,economybecamethewatchword.Moreseatswerestuffedintoeachplane,thenumberofflightattendantswasreduced,and“meals”consistedofdryfingerfood,mainlypretzels.EasternStatesbegantomakeafinancialcomeback,butthenumberofcomplaintsskyrocketedtorecordlevels.Thefollowingcommentsweretypical:“Youareputtingallyourserviceintofrontoftheplane.Whataboutthoseofusstuckinthemiddleseat.Whyisthat?”“I’veseentheanimalsincattlecarstreatedbetterthanthis.”“Iusedtobeabletogetbyawindoworontheaisle;nowIalwaysseemtogetstuckinthemiddleseat.Whyisthat?”“Iseethatyourindustryisenjoyingrecordprofits.Howaboutusingsomeofthatdoughtogiveusabetterride?”“I’malittleoversixfeettall,andIhavetotwistmylegstofitinthatcrampedspaceyougiveme.”“Seatsaretoonarrow,tooclosetogether.Flightattendanthandedmepretzelsjustaswewerelanding.”“I’vehadbetterseatsandbetterserviceonacrosstownbus.”Someofthesedisappointedandangrypassengerstookouttheirresentmentontheflightcrews.Moraleamongthepilotsandflightattendantsbegantodrop.Rooneywasbaffledanddisappointed.“Youcan’twininthisbusiness.Yougivepeoplewhattheywant,andthecomplaintsgothroughtheroof.”Shewasquiteconcernedaboutthenextboardofdirectorsmeetingandwhattheboardwouldhavetosayabouthermanagementoftheairline.Whatistheserviceproductoftheairlineindustry?WhatwereRooney’smistakes?Howcouldtheyhavebeenavoided?Whatnow?案例四Profit?Growth?Survival?Service?Customers?Environment?SixhospitalityadministrationstudentswerehavingadiscussionattheStudentJimsaidemphatically,“Largehospitalitycorporationsareinbusinesstomakeasmuchmoneyastheycan.Nomatterifit’sfood,orgaming,profitmaximizationistheirprimarygoal,andeverythingelseissecondary.Businessesexisttomakeaprofit.”Willagreed,uptoapoint:“Ifthehospitalityorganizationisapubliccorporation,profitsareanecessity,buttheprimarygoalofanybusinessesistogrow.Nobusinesswantstostaysmallandunimportant.Companyofficialsandstockholderswantgrowth,forthefeelingofprogressandaccomplishmentitbringsandfortheprofitsthatwilleventuallyaccompanygrowth.”Janesaid,“There’ssomethingtowhatyoubothsay.Anycompanyneedsprofits,andanycompanywouldliketogrow.Butsurvivalistheprimarygoal,becausewithoutityoucan’thaveprofitorgrowth.”Sallysaid,“Anyhospitalityorganization’sgoalhadbetterbetogivegoodguestservice.Iftheorganizationachievesthatgoal,alliftherestwillfallintoplace.Iftheydon’t,theyhavenochanceanyway.”Spirosaid,“Mydadownsarestaurant,andheagreeswithmyprofessorwhosaidthatthemaingoalofanybusinessistogetandkeepcustomers.Nocustomers,nonothing.Iagreewithmydad.”Bettysaid,“Nomatterwhatyoulearnedinclass,youareallkiddingyourselves.Primarygoalsarejustforlooksanyway.Nomatterhowspecificanorganization’sgoals,theenvironmentwithinwhichtheorganizationmarketsitsproductorservicewilldeterminetheorganization’sdestiny.Organizationsreacttoenvironmentalforces,regardlessofgoals.Tosucceed,abusinessorganizationdoesn’tneedtoestablishgoals;itneedstobeluckyenoughtobeintherightplaceattherighttimeandtakeadvantageoftheopportunitiespresentedtoit.”Withwhosepositionwouldthecompany’sstockholdersmostlikelyagree?TheCEO?Theemployees?Theguests?Wheredoyoustandontheissue?案例五ThediamondbackplazahotelDwightRobinsonownstheDiamonbackPlaza,alargehotelinapopularvacationarea.Robinsontriestomaintainareputationofcausaleleganceforhishotelandisknownamonglocalhoteliersforhisdignifiedadvertisingandforstickingtothe“rackrate”.Hefeelsthattodootherwiseisnotfairtoguestspayingfullservice.Robinsonishappyaboutallaspectsofhishoteloperationexpecthisaveragenightlyoccupancyrateof68percent.Inanattempttoimprovehisresults,Robinsonhashiredaconsultantwho,afterstudyingthesituation,haspresentedthefollowingrecommendation:Mr.Robinson,yourroomsarenotyieldingtheincomethattheymightyieldbecauseyouestablishonepriceforyourroomsandthensitbackhopingpeoplewillstaywithyou.Intoday’smarketthatstrategywon’twork;youhavetomanageyoursituationtoimproveyouryieldperroom.Youneedtouseallavailablemeanstoluretravelersintoyourhotel.Whenyouseeatacertaintimeintheeveningthatyourhotelisnotgoingtobefull,youhavetocutpricesuntilyousellout.Youmaynotbeabletoselleveryroomeverynight,butdon’tbesatisfieduntilyouroccupancyrateisover95percent.Followthisprinciple:Don’tgotosleepyourselfuntilyougetpeopletosleepinallyourrooms.Yourdebtrelativetoyourpropertyvalueislow;youdon’thavehighinterestchargestocover.Soyoucanofferlowerroompricesthanyourcompetitorsandstillmakeaprofit.Putabigflashingsignoutsideyourhotel.Ifpeoplearen’tcheckinginandyouforeseevacancies,startthatsighflashingat$39.95.ifyoucan’tfillupatthatfigure,dropitto$29.95oreven$19.95.Anythingisbetterthannothing.Firstthingeverymorning,checkthepreviousnight’srecords.IftheDiamondbackwasn’tsoldout.Askyournightmanagerwhy?She’llsoongetthemessage.Sure,youraveragedailyroomratewilldrop,butsowhat?That’sjustaprestigenumbertobragaboutwhenyougettogetherwithotherlocalowners.Bymanagingtheyieldoneachunit,you’llmaximizeyourprofits,andisn’tthatwhyyou’reinbusiness?ShouldDwightRobinsontaketheconsultant’sadvice?案例六FineDiningattheSilverSlipperAfterprofitablecareersinthestockbrokerageindustry,FredandSongYiattendedChefElmo’sofCulinaryArts.Whentheygraduated,theyfulfilledtheirdreamofmanyyears:theyopenedtheirownfinediningrestaurant,TheSilverSlipper.Theyfoundabuildinginwhattheycouldconcludewasanexcellentlocation.IthadoriginallybeenaDenny’sRestaurant.Thenextowner,BellaStarr,hadconvertedthefamilyrestaurantintoasteakhouse,theTombstoneRestaurantandSaloon.SheleftmostoftheDenny’sdécorintactbutsuperimposedontheinteriortheroughtimbersandboardsthatAmericanshavecometoexpectintheirwesternsteakhouses.BuyingtheTombstoneRestaurantandSaloonusedupalargechunkofFredandSongYi’savailablecapital.Theydecidedthatsincetheirfocuswastobeexcellentfood,theywouldinvesttherestoftheirfundsinanupdateofthekitchen.TheypatternedtheirkitchenafterthemodelfinediningkitchensatChefElmo’sSchool.Thecouplerealizedthatthediningareaneededrefurbishingandupgrading,buttheycouldn’tdoeverythingatonce.Theydecidedtostrugglealongwiththevinylupholstery,plasticfurnishing,andrough-hewntimbersandboardsuntiltheirsuperbmealshadgeneratedsomeprofits.Afterall,guestscametoafinediningrestaurantforfinedining,notforthedécor.TheyknewthatsomeofEurope’sfinestrestaurants,withthehighestprices,weresimpleandbasicalmosttothepointofbareness.Theyhadgraduatedatthetopoftheirculinaryclass,hadservedapprenticeshipsatexcellentrestaurants,andknewtheycouldprovidetastierculinarycreationsthananyotherchefsintown.Thebignightcame;FredandSongYiwereopenforbusiness!Theirreputationsastrainedchefshadprecededthem,andmanyguestsarrivedinresponsetotheexcitementcreatedbythenewfinediningopportunity.FredandSongYireceivedmanycomplimentsontheexcellenceofthefood.Butmorethanafewguestscommentcardsalsoreferredtohowexpensivethemealswere.Althoughcommentsonthefoodcontinuedtobehighlyfavorable,thecrowdsofdinersbegantodwindleastheinitialexcitementworeoff.Withinafewweeks,thoughthesmallnumbersofdinersstillwillingtopaypremiumpricescontinuedtoraveaboutthefood,FredandSongYisawthattheyhadtodosomethingortheyweren’tgoingtomakeit.SongYievenhadtobeginsellingmutualfundsontheside.FredwrotealettertoChefElmoaskingforadvice.ChefElmoofferedto“helpoutinthekitchen”foraweekend,afterwhichhewouldgivehisfrankopinionsastohowFredandSongYishouldproceed.WhatdoyouthinkChefElmowilltellFredandSongYiiswrongwiththeirbusinessendeavor?Whatadvicedoyouthinkhewillgivethem?案例七Doug’sFriedChickenWithinfouryearsofassumingthepresidency,JudyHartbroughtDoug’sFriedChickenfroma2percentmarketshareto20percent.Shewasarisk-taking,innovativeentrepreneur.Sheincreasedthechainform400outletsto1743andrapidlyexpandedinto27countries.“I’vegottobeinvolvedinacontinuedgrowthcycle.Becauseofmysuccessfultrackrecord,thefranchiseesandtheboardtoalongwithanyprogramsIpropose.”Hartbelieved.Hartwasflamboyantandsensational.SheshiftedtheannualfranchiseeconventionfromDesMoinesIowa,toNewYork.Shemovedheadquartersfromaconvertedpostofficeintoanew5.8millionbuilding.ThenoneFridayafternoon,Doug’sboardofdirectorsdismissedHartfromthepresidency.“Judy,”saidchairmanDougJones,“forawhilewelikedyour‘full-steam-ahead’attitude.Butyoucannotseemtoslowdown.Youaretryingtochangetoomanythingstoofast.”TheboardelevatedJohnDavis,vicepresidentforfinance,tothepositionofpresident.Daviswasaconservative,accommodatingexecutivewhowatchbudgetscloselyandbelieve