目录

  • 1 Chapter 1 – Preparing for a Leadership Career
    • 1.1 Introduction
    • 1.2 Why a Career in Hospitality and Tourism?
    • 1.3 Selecting an Industry Segment
    • 1.4 Types of Available Positions
    • 1.5 Traits of Leaders
    • 1.6 Traditional Management Styles
    • 1.7 Varying your Leadership Style
  • 2 Chapter 2 – Hospitality and Tourism Leadership
    • 2.1 Introduction
    • 2.2 21st Century Leadership Styles
    • 2.3 Leadership Development Goals
    • 2.4 Empowerment
    • 2.5 Showing Respect and Value for Diversity
    • 2.6 Global Guest Audiences
    • 2.7 Welcoming Other Cultures
  • 3 Chapter 3 – Leadership and the Guest Cycle
    • 3.1 Introduction
    • 3.2 Follow the Guest: Making the Cycle Seamless
    • 3.3 Guest Recovery
    • 3.4 Problem Solving
  • 4 Chapter 4 – Managing the Guest Experience Cycle
    • 4.1 Introduction
    • 4.2 Managing the Guest Experience: Being Inclusive
    • 4.3 Guest Experience Property Standards
    • 4.4 Managing the Guest Service Measurement (GSM) Process
    • 4.5 Guest Service Gold: Leading a Gold Team
    • 4.6 Managing Green Practices
  • 5 Chapter 5 – Leadership, Employees and Communication
    • 5.1 Introduction
    • 5.2 Purpose of the Mission Statement
    • 5.3 Communicating Employee Purpose and Role
    • 5.4 Setting Performance Goals
    • 5.5 Listening, Speaking and Writing
    • 5.6 Managing Difficult People
    • 5.7 Guest Communication
    • 5.8 Media Training
  • 6 Chapter 6 – Front Office Leadership
    • 6.1 Introduction
    • 6.2 Responsibilities of the Front Office Manager
    • 6.3 Reports: The Night Audit Paper Trail
    • 6.4 Labor Costs and the Night Audit
    • 6.5 Measuring Employee Performance
    • 6.6 Guests and the Front Desk
    • 6.7 Green Practice Programs for Guests
  • 7 Chapter 7 – Managing Housekeeping Operations
    • 7.1 Introduction
    • 7.2 Being the Executive Housekeeper
    • 7.3 Building a Budget
    • 7.4 Budgeting Labor and Linen Expenses
    • 7.5 Managing Housekeeping Performance Standards
    • 7.6 Training Housekeeping Staff
    • 7.7 Managing Housekeeping Green Practices
  • 8 Chapter 8 – Leadership and Facilities Management
    • 8.1 Introduction
    • 8.2 Function of the Chief Engineer
    • 8.3 Budgeting to Meet ADA Requirements
    • 8.4 Energy Management
    • 8.5 Emergency Systems Planning
    • 8.6 Managing the Facility’s Green Practices
  • 9 Chapter 9 – Food and Beverage Service Leadership
    • 9.1 Introduction
    • 9.2 Organization and Staffing of Food and Beverage Operations
    • 9.3 Menu Management
    • 9.4 Purchasing Supplies and Equipment
    • 9.5 Facility Design, Décor and Cleaning
    • 9.6 Managing Sanitation and Safety
    • 9.7 Labor and Revenue Control
    • 9.8 Nutrition and Sustainable Foods
  • 10 Chapter 10 – Managing Banquets and Catered Events
    • 10.1 Introduction
    • 10.2 Booking and Planning Events
    • 10.3 Reports: Preparing for Service
    • 10.4 Delivering Service
    • 10.5 After Service
  • 11 Chapter 11 – Human Resources
    • 11.1 Introduction
    • 11.2 Interview and Hiring Practices
    • 11.3 Employment Laws
    • 11.4 Managing Compensation and Benefits
    • 11.5 Corporate Social Responsibility
  • 12 Chapter 12 – Managing Operational Finance
    • 12.1 Introduction
    • 12.2 Financial Statements
    • 12.3 Operational Expenses and the Capital Budget
    • 12.4 Revenue Management
    • 12.5 Managing Labor Costs
    • 12.6 Taxes: Reporting and Remitting
  • 13 Chapter 13 – Marketing
    • 13.1 Introduction
    • 13.2 The Marketing Mix
    • 13.3 Steps of a Marketing Plan
    • 13.4 Channels of Distribution
    • 13.5 The Marketing Budget
    • 13.6 Industry Trends and Marketing
  • 14 Chapter 14 – Sales
    • 14.1 Introduction
    • 14.2 Training for Sales Success
    • 14.3 Managing a Sales Team
    • 14.4 Selling to Global Audiences
    • 14.5 Selling to Special Segments
    • 14.6 Selling to the Digital Traveler
  • 15 Chapter 15 – Safety
    • 15.1 Introduction
    • 15.2 Managing Workplace Safety
    • 15.3 Risk Management and Insurance
    • 15.4 OSHA: Following the Requirements
  • 16 Chapter 16 – Security
    • 16.1 Introduction
    • 16.2 Hotel Security: Access Control and Guestroom Security
    • 16.3 Employee Security Issues
    • 16.4 Emergency Management and Media Relations
Guest Experience Property Standards





As we have seen in the previous sections of this chapter, guests have certain expectations when they interact with any hospitality and tourism business.
正如前一章讲到,宾客在与酒店旅游业接触之前已经有特定的期望。
These expectations are formed well in advance even before the guests arrive in the property.
这些期望甚至在宾客达到酒店之前就早已成形。
Based on their research, word of mouth referrals, recommendations, online comments and the company’s marketing efforts, the guests form their expectations during the “pre-arrival” stage of the guest cycle.
根据这些酒店的调查研究,顾客在其“宾客循环”的“预抵”阶段就已经通过口碑效应、推荐、网上评论以及公司的市场能效对其即将享受的酒店体验产生期望。
These expectations are formed on variety of factors, such as type of property or business, price, facilities, service level and location.
期望成形于一系列因素,例如酒店或公司类型、价格、设备、服务水平以及地点等。
Therefore any hospitality and tourism business, before meeting these expectations, must firstly ensure that they are meeting guests’ basic needs and can deliver the promised products and services.
因此酒店旅游业公司在满足这些期望之前,须首先确保满足宾客的基本需求,能够提供已经承诺的产品及服务。

Any hospitality and tourism business delivers experiences in 3 aspects:
所有酒店旅游业公司都能带来以下3方面的宾客体验:

  1. The Tangible part – refers to the Facilities and Fixtures
    有形部分--指设备设施

  2. The Intangible part – refers to standards and procedures
    无形部分--指标准和流程

  3. The Emotional Part – refers to the experience of the product and service.
    情感部分--指产品和服务的体验

Taken all together, these three aspects should be matched together and be designed in a form of “set of standards” each property can follow.
这三方面应当被组合起来设计成为每个酒店可以遵守的“标准集合”。

Facilities and Fixtures are the foundation of a property; together they build the basis of the service and the experiences and usually are part of first impressions and moments of truth.
设施及固定设备是酒店的基础;他们共同构成服务和宾客体验的基点,同时也是第一印象和关键时刻的重要组成部分。
All facilities and equipment should be fully operational, in good repair, safe and secure.
所有的设备设施都应具备安全良好的使用状态,并保持固定的维护维修。
A hotel room with broken facilities, missing amenities or inadequate furnishing will influence the overall quality and value perception of the property.
酒店设备破损、设施残缺、装修不当都会影响整体质量,并降低人们对酒店的评价。
Next to the tangible part, the intangible part of the service are the standards and procedures of delivering this service which form a set of basic requirements set to ensure safety, cleanliness and good repair that all employees are expected to meet and deliver.
除了有形部分外,服务的无形部分是指服务标准和提供服务时的程序,所有员工应按照成形的基本标准集合确保自己的服务安全整洁、维护得当
These standards and procedures together are tailor made for each property’s service level, designed for each department and is summarized within an essential document titles: S.O.P – Standard Operation Procedures
这些标准和程序是根据每个酒店的服务水平而量身定制,每个部门都有自己的一套规定设置,用一个基本的文件抬头来总结就是SOP--即标准操作程序。

Creating clearly laid out procedures, present them in a logical order empower employees to meet these standards at all times.
创建清晰的程序,以一种合理的顺序将它们呈现给员工,这样会让员工更自觉地时刻遵守这些标准。
Once solid standards and procedures are in place, a well-designed, proper training program will allow employees top meet these standards in a timely and efficient manner.
一旦制定了坚实的标准和程序,一个精心设计的适当的培训计划将允许员工以一种及时有效的方式达到这些标准。
Putting together the tangible and intangible parts of services and adding the next layer of “emotional” part, delivering effective training programs, then a property has the possibility not only to meet the standards but also to exceed them and provide memorable experiences for every guest.
将服务的有形部分和无形部分组合在一起,再加上“情感”层面的部分,并实施有效的培训项目,可以让酒店不但达成这些目标还能超越他们,为每一位宾客创造难忘的服务体验。
Once all parts are put into practice, continuous survey of the organization’s progress should show an improved guest experience and an increase in guest loyalty.
一旦把所有的部分都付诸实践,对组织的进展进行持续的调查就会显示出改善的客户体验和增加客户忠诚度。

Let’s watch this video to conclude our understanding on the WOW Service: Steve Cocikinias- WOW
接下来我们会看以下有关理解WOW服务标准的短片作为总结
We will discuss on the guest service measurement process in the next section.
下一节我们将探讨宾客服务的衡量过程。