1. The right to courteous, hospitable, informative service, starting with reservations handling.
2. The right to clean, sanitary facilities and fresh, healthy food.
3. The right to make special dietary requests.
4. The right to send back any unsatisfactory food or beverage without charge.
5. The right to smoke-free and cell phone-free seating.
6. The right to bring your own wine subject to a reasonable corkage fee and local laws.
7. The right to complain to a manager.
8. The right not to tip if dissatisfied with the service

Spirit of the employees who perform it

Empathy in placing oneself in the shoes of the customer

Responsiveness in taking timely and appropriate action to meet the customer's needs

Visibility to let the customer know they are being served

Inventiveness to do a little extra

Competency on the part of service performers Enthusiasm to maximize the exchange value with the customer

S.E.R.V.I.C.E.

• nTangibles:physical facilities, equipment, and appearance of personel
  
• nReliability:ability to perform the promised service
  
• nResponsiveness:willingness to help customers and provide prompt service
  
• nAssurance:knowledge and courtesy of the employees and their ability to inspire trust and confidence
  
• nEmpathy:caring, individualized attention the firm provides its customers
  

• marketing research orientation
• upward communicaiton: ask employees
• levels of management: the closer the decision makers are to the customers the better

percieved service quality=

performance perceptions -

expectations (desired)

perceived service quality is similar to a global evaluation of the service provided, while satisfaction is transaction-specific.

1. information and training: employees should know what is expected and be trained for it
2. satisfying demands: two bosses = role conflict
3. employee-job fit: hire the right people for the right job
4. technology-job fit
5. supervisory control: need to reward success 
6. employee control: empowerment
7. teamwork: encourage employees to work as a team

1. desired service ("should be")
2. adequate service
3. predicted service ("will be")

1. past experience
2. word of mouth
3. explicit service promisings: advertising, personal selling, contracts, etc
4. implicit service promisings: tangibles, price

• knowledge of customers wants and needs
• translating knowledge to service
• practicing service standards
• setting unrealistic expectations

requires:time, money and effort

Raving Fans

By: Ken Blanchard

talks about a method of management that sets as an objective turning your customers into "raving fans" about your business

when customers start bragging about your company, then you've created "raving fans"

Raving Fans

3 steps

"The devil, and the repeat business, is in the details"

article about man and the side salsa

who's fault was it?

"The Great Debate"

Which is more important, good food or good service?

Studies have shown that good service makes or breaks an experience

not to say that good quality should slip but good service ranks supreme

do not confuse the two

leadership with out managment encourages a disconnected style and arrogance

managment without leadership encourages an uninspired style and lack of activity

have to do both equally to be successful

• Reduce turnover
• Increase productivity
• Improve morale
• Lower recruiting and training costs
• Facilitate learning
  • Pass on information that can be used to increase useable knowledge
• Reduce new employee anxiety

1. the organization
2. the job
3. the work unit

unit managers bear most of the responsibility

good idea to have a dedicated line staff that are trained to train

• assist managers in the development of training programs
• conduct general training sessions focusing on skill upgrading
• coordinate training elements and programs
• research, monitor and evaluate training

number of separations during a month divided by the total number of employees at midmonth times 100%

Training Methods:

Learner-controlled instruction

training methods:

group training

training methods:

individual

four basic steps?

1. preparation: break job into its parts
2. presentation: what is being taught? why is it important and how it works into the big picture
3. practice: accuracy first, then speed
4. feedback: evaluate, coach and correct

training for existing managers, promoting people from within and management trainee programs

1. regular: full privledges
2. associate members: lower dues
3. house members: food and clubhouse access but limited sports/activities
4. social: clubhouse and F+B privledges
5. junior: under 30 years old
6. senior/life: pay less because they have paid years of membership
7. non-resident: out of state
8. widow's: maintain a member bc your spouse was

Types of Clubs

•    Country,
• City,
• Luncheon,
• Military,
• Health/Recreation Club

motivate employees, motivation must come from within

provide an environment where employees are motivated

employee motivation:

content theories

examples of content theories

• Maslow: hierarchy of needs:
  • physiological, safety, love/belonging, esteem, self-actualization
• Alderfer: expanded on the hierarchy of needs
• Murray
• Herzberg: two factor theory: certain factors in the workplace that cause job satisfaction, while a separate set of factors cause dissatisfaction

Employee Motivation:

process theories

• Equity Theory: who asserted that employees seek to maintain equity between the inputs that they bring to a job and the outcomes that they receive from it against the perceived inputs and outcomes of others
• Expectancy Theory: employees will be more motivated when they expect certain rewards
• reinforcement theory:
• goal-setting theory

consists of a set of work environement properties

based on the perceptions of the people who work there

how a person percieves the environment influences the motivation and behavior of the employees

performance dimensions

development dimensions

• regular paycheck
• safe place to work
• clean place to work
• competitive wage
• right equipment to do the job
• having enough employees to handle the workload
• health insurance
• providing enough hours
• paid vacations
• workers compensation insurance

• fair boss
• a boss that does not make fun or embarrass employees
• boss who treats others how he would like to be treated
• feeling like i can do my job well
• a boss i can get along with
• being treated as an adult, even after making a mistake
• the company is well managed
• everyone is doing his/her part

How to build employee morale

• listen attentively
• avoid using cute names
• build an atmosphere of trust by listening to ideas and suggestions
• be honest
• show flexibility in scheduling
• mind to the basics
• train employees with the confidence to handle problems
• make sure everyone knows the goals

• define the job (redefine)
• implementation
• employee satisfaction

• trait theories: personal charactistics
• behaviorial theories: goal settings, decision making, coaching/training
• situational (contigency) theories: no single style is effective in all situations

1. great service is not enough
2. the customer comes second: employees come first
3. ABCD: always be collecting dots: familiarize yourself with your customers
4. 51% solution: find employees with 51% emotional hospitality and 49% drive to work