HOSPITALITY

INDUSTRY
PHILOSOPHY
CHAPTER 6- fbs central
system
• CORPORATE PHILOSOPHY – embraces
the values of the organization including ethics,
morals, fairness and equality.
– It has a strong links to quality leadership and the total
quality management process (TQM).

Successful organizations are those that are able to

impart corporate philosophies to employees and
guest alike.
 SUCCESS IN THE SERVICE
• A guest is anyone who
receives or benefits from the
output of someone's work.

• The satisfaction of external

guests measures a company’s
success, because they are the
people who are willing to pay
for its services.
• FOR THE SUCCESS
IN SERVICE, WE
NEED TO DO THE
FOLLOWING:
• 1. FOCUS ON THE GUEST
• 2. UNDERSTAND THE ROLE
OF THE GUEST CONTACT
EMPLOYEES.
• 3. WEAVE A SERVICE
CULTURE INTO EDUCATION
AND TRAINING SYSTEM
• 4. EMPHASIZE HIGH-
TOUCH INSTEAD OF HIGH-
TECH
• 5. THRIVE ON CHANGE.
 3 ASPECTS OF SERVICE
ACCORDING TO MR.
SCHULZE
• 1. SERVICE SHOULD
BE DEFECT FREE
• 2. SERVICE SHOULD
BE TIMELY
• 3. PEOPLE SHOULD
CARE
 MR. SCHULZE ADDS THAT ALL
HOSPITALITY BUSINESS SHOULD
BE DOING 4 THINGS:
• 1. KEEPING GUESTS EQUALS LOYALTY.
• 2. FIND NEW GUESTS
• 3. GET AS MUCH MONEY AS YOU CAN FROM
THE GUEST WITHOUT LOSING HIM ON HER.
• 4. CREATE EFFECIENCIES
 • according to WILLIAM B.
MARTIN – MONTEREY BAY

• QUALITY CUSTOMER
SERVICE requires that we make
all guests feel comfortable – that
we provide the assurance and
follow through, that they will be
taken care of.

• We need to stay focused on the

primary purpose of hospitality. We
need to understand the power of
kindness and the importance of
satisfying the 4 basic customer
service needs of our guests.
 THE FOCUS ON SERVICE
• KARL ALBRECHT LISTS 7 DEADLY SINS OF
SERVICE:

• 1. APATHY
• 2. BRUSH OFF
• 3. COLDNESS
• 4. CONDESCENSION
• 5. ROBOTICS
• 6. RULE BOOK
• 7. RUNAROUND
 • MICHAEL WILLIAMS, IDENTIFIES THE
MOST COMMON INSULTS TO GUESTS
AS THE FOLLOWING:

• 1. GROSSLY OVERBOOKED RESERVATIONS.

• 2. HOLDING BETTER TABLES FOR FAVORITE
GUESTS
• 3. MAITRE D’S WHO COULD SUDDENLY
CONJURE UP A TABLE FOR A HEAVY TIP.
• 4. TREATING GUESTS WITH ATTITUDES
BORDERING ON ARROGANCE.
 PERFECTING SERVICE
• Effective leaders are those who make things happen
because they have developed knowledge, skills and
attitude required to get the most out of the people in their
operation.

• Our guests are constantly changing, so as the technology,

product availability and competition. To cope with this
constant change, the NRA (national restaurant association)
group suggests that:
• 1. all change is likely to meet with some resistance.
• 2. when implementing change, do the following:
• A. State the purpose of the change
• B. Involve all employees in the process
• C. Monitor, update and take corrective action to get back
on track.
• THE RITZ-CARLTON HOTEL COMPANY, the
only hospitality company to win 2 MALCOLM
BRIDGE NATIONAL QUALITY AWARDS, was founded
on principles of excellence in guests service. The
essence of this philosophy was refined into a set of
CORE VALUES collectively called the GOLD
STANDARDS. The CREDO is printed on a small
laminated card that all employees must memorize
or carry on their person at all times when on duty.
The card lists the 3 STEPS OF SERVICE:
• 1. A WARM & SINCERE GREETING, USE THE GUEST
NAME IF AND WHEN POSSIBLE
• 2. ANTICIPATION & COMPLIANCE WITH GUESTS
NEEDS
• 3. FOND FAREWELL, GIVE THEM A WARM GOOD-
BYE AND USE THEIR NAMES IF & WHEN POSSIBLE.
 THE RITZ CARLTON BASICS
• 1. THE CREDO is the principal belief of our
company. It must be known, owned and
energized by all.
• 2. MOTTO “ we are ladies & gentlemen serving
ladies and gentlemen” as service professionals,
we treat our residents and guests and each
other with respect and dignity.
• 3. employees promise is the basis for the RITZ-
CARLTON work environment. It will be honoured
by all employees.
• 4. THREE STEPS OF SERVICE are the foundation of RITZ-
CARLTON HOSPITALITY. These steps must be used in every
interaction to ensure satisfaction, retention and loyalty.
• 5. All employees will successfully complete annual training
certificate for their position.
• 6. Company objectives are communicated to all
employees. It is every one’s responsibility to support them
• 7. to create pride and joy in
the workplace, all employees
have the right to be involved
in the planning of the work
that affects them.
• 8. each employee will
continuously identify defects
throughout the hotel.
• 9. It is the responsibility of
each employee to create
work environment of
teamwork and lateral service
so that the needs of the
guests and each other are
met.
• 10. each employee is empowered. Ex. When a
resident or guest has a problem or need, you
should break away from your regular duties to
address and resolve the issue.

• 11. uncompromising levels of cleanliness are the

responsibility of every employee.

• 12. to provide the finest personal service for our

residents each employee is responsible for
identifying and recording individual guest
preferences.
• 13. never lose a guest. Instant
guest participation is the
responsibility of each
employee. Whoever receives a
complaint will own it, resolve
it to the guests satisfaction
and record it.
• 14. “SMILE – we are on stage”.
Always maintain positive eye
contact.
• 15. Be an ambassador of your
hotel in and outside of the
workplace. Always speak
positively.
• 16. Escorts guests rather than
pointing out directions to
another area of the hotel
• 17. Use RITZ-CARLTON telephone etiquette.
Answer within 3 rings and with a smile.

• 18. Take pride in and care of your personal

appearance. Everyone is responsible to convey a
professional image by adhering to RITZ-CARLTON
clothing and grooming standards.

• 19. think safety first. Each employee is

responsible for creating a safe, secure and
accident free environment for all guests and each
other.
• 20. protecting the assets of a RITZ-CARLTON
HOTEL is the responsibility of every employee.
Conserve energy, properly maintain the hotel
and protect the environment.
 THE DISNEY APPROACH TO
GUEST SERVICE
• DISNEY MISSION STATEMENT – “ WE CREATE
HAPPINESS”
• To reinforce service concept, Disney has guests, not
customers and cast members, not employees. These terms
set the expectations for how guests will be served and
cared for while at the park or resort. This commitment to
service means;
• 1. Disney clearly understands its product and the meaning
of its brand.
• 2. It looks at the business from the guest’s perspective
• 3. It considers creating an exceptional experience for every
individual who enters its gates to be its responsibility.
• DISNEYS ability to create a special brand of magic
requires the talents of thousands of people
fulfilling many different roles. But the heart of it is
the frontline cast members.
• The key elements of Disneyland guest services include
the following:
• 1. hiring, developing and retaining the right people.
• 2. Understanding its product and the meaning of the brand.
• 3. communicating the traditions and standards of service to
all members
• 4. training leaders to be service coaches
• 5. measuring guests satisfaction
• 6. recognizing and rewarding performance

DISNEY has used profile modeling but says

it all comes down to a few simple things:

1. Interpersonal relationship building skills

2. Communication
3. friendliness
• On the first day at work, every new Disney cast
member participates in a one-day orientation
program at the Disney university, “ Welcome to
show business”. The main goal of this experience
is to learn the Disney approach to helpful, caring
and friendly guest service.
• How does this translate into action? When a
street sweeper to ask where to pick up a parade
schedule and the sweeper not only answers the
questions but recites the parade times from
memory, suggests the best viewing spots on the
parade route, offers advice on where to get a
quick meal before parade time and ends the
interaction with a pleasant smile.
 I AM YOUR GUESTS
• 1. I AM YOUR GUEST

• Satisfy my needs, add personal attention and

a friendly touch, and i will become a “ walking
advertisement” for your products and services
• Ignore my needs, show carelessness,
inattention and poor manners, and i will cease
to exist as far as you are concerned.
• 2. I AM SOPHISTICATED

• My needs are more complex. It is more

important to me that you appreciate my
business; when i buy your products and services
I'm saying you are the best.
• 3. I AM A PERFECTIONIST

• When I am dissatisfied, “take heed”. The

source of my discontent lies in something you
or your products have failed to do. Find that
source and eliminate it or you will lose my
business and that of my friends as well. For
when I criticize your product or service, i will
talk to any one who will listen.
• 4. I HAVE OTHER CHOICES

• Other businesses continually offer “more for

my money”. You must prove to me again that i
made a wise choice in selecting you and your
company above all others.
 OPENING DISNEYLAND
• DISNEYLAND opened on July 17, 1955, to the
predictions that it would be a failure. And
everything that could go wrong did. Here is what
happened on opening day:

• 1. PLUMBERS WENT ON STRIKE

• 2. TICKETS WERE DUPLICATED
• 3. ATTRACTIONS BROKE DOWN
• 4.GAS LEAK IN THE FANTASY LAND
• 5. ASPHALT ON MAIN STREET DIDNT HARDEN IN
TIME (HEAT OF JULY – HORSES HOOVES AND
WOMEN’S HIGH HEELS STRUCK IN THE STREET)
 DISNESY SERVICE MODEL
• 1. IT BEGINS WITH A SMILE – this is the universal
language of hospitality and service.
• 2. MAKE EYE CONTACT AND USE BODY LANGUAGE –
this means stance, approach and gestures
• 3. RESPECT AND WELCOME ALL GUESTS – being
friendly, helpful and going out of the way to exceed guest’s
expectations
• 4. VALUE THE MAGIC – when
they are on stage cast members
are totally focused on creating
the magic of Disneyland.

• 5. INITIATE GUEST
CONTACT - aggressively
friendly.

• 6. CREATIVE SERVICE
SOLUTION – any possible
technique on how to surprise
and satisfy guests.

• 7. END WITH A THANK YOU –

with sincerity
 5 STEPS OF LEADERSHIP
• 1. Provide clear expectations and standards.
• 2. Communicate these expectations through
demonstration, information and examples.
• 3. Hold cast members accountable for their
feedback.
• 4. coach through honest and direct feedback.
• 5. Recognize, reward and celebrate success.