Improving Service Quality in Hotel and Resort

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EXECUTIVE SUMMARY

The first chapter of report will explain the purpose of the report and why this report is important. In chapter 2, the service quality will be identified. There are two parts in this chapter: the first part will discuss concept and principle of the service quality and the following part will note the service quality models. Mainly the SERVQUAL model and the Total Quality Management (TQM) will be examined. Then in chapter 3, implementation, the chosen organisation which is the Club Mediterranean (Club Med) will be applied for the service quality model. The last chapter is conclusion of the report and the Appendices will be stated next to reference list.

TABLE OF CONTENTS

Executive Summary ………………………………………………………………..…2p

Chapter 1: Introduction
1.1 Purpose of the Report ……………………………………………………….4p

Chapter 2: Service Quality
2.1 Principles of Service Quality ………………………………………………..5p 2.2 Service Quality Models ……………………………………………………..6p

Chapter 3: Implementation
3.1 Background of the Club Med ……………………………………….………8p 3.2 Steps of Implementation ……………………………………………….……9p

Chapter 4: Conclusion ………………………………………………………………12p

Reference List ………………………………………………………………………..13p

Appendices………………………………………………………………………...…15p

CHAPTER 1: INTRODUCTION
1.1 PURPOSE OF THE REPORT

“Service organizations exist as a function of their customers; service quality then, is the primary survival strategy” (Schneider and Chung, 1993, p.124). Carey (2003) note that the service quality is a subject that permeates every component of the tourism industry. Especially in hotel and resort, the service quality is integral for long term survival. Therefore each company should take the service quality as serious management philosophy and have to adopt theories and models to identify gap between expectation and perception.

CHAPTER 2: SERVICE QUALITY
2.1 PRINCIPLES OF SERVICE QUALITY

Service quality is defined as the degree of excellence intended that meets customer requirements (Wyckoff, 1992). However, Carey (2003) points out the service quality, the result of a comparison between the expectations of a customer and the actual service they received. Therefore, understanding gap between the expectation and the received service can be a key source of the service quality. According to Fitzsimmons and Fitzsimmons (2001), these expectations are based on several sources, including word of mouth, personal needs, and past experience. Thus, people may have more expectation on the high-rated hotel. Usually, the five-star hotels are more expensive than the lower level so customers may expect to get serviced as much as they pay. In other word, the service quality can be a primary goal for hotels to gain more profits. To put simply, better quality means better profitability and market share and when higher quality and large market share are both present, profitability is nearly guaranteed (Ross, 1993). According to Scheuing and Christopher (1993) the service quality is a powerful force that reshapes attitudes and actions toward creating customer satisfaction and loyalty, and thus, sustainable competitive advantage in an unstable environment of dynamic global competition. Accordingly, the managers who work in hospitality industry need to know not only how to manage the organisation but also how to manage the service quality to provide customer satisfaction continuously.

2.2 SERVICE QUALITY MODELS

Levitt (1972) argues that the theories and concepts of quality and its management have adopted slowly into the service industry from manufacturing. Rather than a paradigm shift taking place, the existing quality theories and models were held in their entirety by parts of the service sector and the paradigm shift occurred when difficulties were occurred in the sector, for example, the use of only qualitative data analysis methods (Williams & Buswell, 2003). There are many service quality theories and concepts have been used such as the...
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