Service Marketing of Hotel Industry - Article Example

?Introduction The different service sectors and industries require a specific organizational role, specifically to assist with the growth of the business. If the correct association with services doesn’t work to provide high quality to customers, as well as to stakeholders, then it can become detrimental to the business. For this to work effectively there is the need to evaluate both the internal and external organization as well as how this relates to the overall success within a business. An example of the links between the internal and external environment can be analyzed through the Marriott Hotels, a hospitality based hotel for travelers. The different concepts which apply to this specific hotel work as a framework that exemplifies successful services and interactions with customers for growth within the overall corporation. Models of Service Interactions The concept of service interactions is one which can’t be done with the use of customer service representatives alone. For this to work effectively, models need to be initiated, specifically which provide options and assistance to those interested in the hotel. The business process management system is one of the main associations with the service interactions and the concepts which are a part of the system. This includes workflows, shared agendas, managers, job lists and components that are based on the internal needs of enterprises (Baina, Tata, Benali, 2002). As data can be provided for workers about the structure of the organization and the way that it works, there is the ability to create tasks related to services. The business process management system then works to have services available to customers, specifically because of the integrated system and the way in which this works to serve the customer (Baina, Tata, Benali, 2002). This is one of the foundational aspects of the Marriott, specifically with codes of conduct and tasks which are required by each employee, managers and those who are assisting at the Marriott. However, there is also cross training implemented to ensure that all needs are taken care of instantly. Another concept which can be used with the service interactions is based on the ideal of service oriented architecture. This component is based on tools used with technology which can be provided to assist with services while boosting the interactions which occur among those working in a service related industry (Zaha, Dumas, 2006). The main concept with the architecture is based on several units that work independently and which include data. The data is then processed and can be exchanged through other units which are used. The interaction of the various data and tools can then be used to mainstream the different services which are being provided by individuals, the schedules which are available and other workflow processes. As this technology is used, it is able to increase the responses from those who are using the services (Zaha, Dumas, 2006). The use of technology at the Marriott ranges from the Internet reservations to faster check – ins and options for room service through the use of technical components. The workflow process and extra information is also available for employees and managers, all which mainstreams the needed data. There are cross references also which are a part of the data, specifically so managers can ensure that all work is cared for at the hotels. The technological tools which work to provide support are then followed by models based on personal interactions which occur among individuals. This is based on marketing models which are reinforced through employees and which enter into the expected requirements of those working in a specific industry. The relationships which are built through marketing come from the advertisements of customer service providing a high level of comfort (Rust, Chung, 2006). This is furthered by employees working with the back – end systems, workflow processes and internal systems to provide the right level of service interactions. The concept of relationship building and the internal environment also leads into creating an understanding customer lifetime value. This is done with interactions through training programs, expectations from the workflow and processes which incorporate managerial staff overlooking what has been done. The focus is to create a return on quality with customer service, specifically by training employees to become human resource assets for the company (Rust, Chung, 2006). With the Marriott, there is specific training based on creating customer lifetime value. Each customer is treated with the same level of professionalism and customer service representatives go through training to ensure that all concepts are solved when working with those who are coming to the Marriott. The overall concept which is used at the Marriott is customer value and equity of employees which then leads to the concept of the service brand and service dominant logic. This states that if the business is able to provide a strong brand identity which is based on the customer service represented by those in the company, then the internal environment will respond by upholding this brand (Brodie, Glynn, Little, 2006). The idea of brand equity then becomes reflective of the perception from the viewpoint of the customer, which leads to expectations within a specific environment. This is combined with the expectations of the employees, specifically which uphold the image and which are trained into understanding how to represent this through the management and tasks defined. The service dominant logic creates an understanding that the foundation of the business and the brand which is built is the basis of the external and internal environment responding in a positive or negative manner. The expectations associated with the brand identity leads to brand equity, customer equity and network equity within the environment (Brodie, Glynn, Little, 2006). Context of the Industry The context within the hospitality industry is one which requires several of the concepts of value to be withheld, both in the processes of the internal environment as well as the way in which this associates with the responses from customers and the external environment. The concept associated with this is the front stage experience. The customers aren’t aware of the different mechanics that are required for the upkeep of the hotel as well as the way in which the hospitality is prepared and managed. All that is seen is the customer service representative that checks in the guests as well as potential room service individuals that help out the guests (Teboul, 2006). This particular context is one which requires those in the hospitality industry to have a strong work force, understanding of the internal environment and the ability to uphold the image of the brand for the customers. Understanding the gap between the production of specific needs as well as the consumption which occurs afterwards as well as how to lessen this gap so it is unseen by the customer becomes the main consideration for the hospitality to work effectively (Teboul, 2006). The concept of front stage service without showing the internal environment is one which has to be furthered with the association of brand identity and social identification. This is specific to the hotel and hospitality industry, specifically because of the service encounters that are a part of the interactions between individuals. When these are heightened with interactions, it creates more abilities for customers to recognize and associate with the customer service (Solnet, 2006). This leads to perceptions of satisfaction among customers and also allows the employee identification to remain in favor of the company because of the holding of the reputation of brand identity. The company can further this by allowing the individuals to create a strong identity and to connect with customers through personal interactions, all which specifically alter the understanding of the brand and enhance both the internal and external environment (Solnet, 2006). For the Marriott Hotels, there is a direct association with the perceived values from employees and relationships with customers. Each of the employees goes through an initial training to show the same identity and sense of interactions and relationships. This is built on the initial clothing, which has to withhold a specific standard. It is also inclusive of training based on interacting with customers and ways in which customers should be treated. The Marriott combines this with strong, back – end options with the work flow process and the management of the hotels. This structure ensures that the customer sees very little preparation or changes while receiving the end service (Marriott Hotels, 2011). This has allowed the reputation of the Marriott to remain as one of the top hotel chains throughout the globe. Services Value Chain and Value Process The service value chain and process that is implemented is one which can first be evaluated by the SERVQUAL process that is used. This chart is combined with the initiatives of the Marriott in serving those that are looking at the reputation of the company. The training and the back end process is one which leads to the specific initiatives which are a part of the SERVQUAL and the ability to work with customers at a different level. Image 1: SERVQUAL Consumer Provider This particular chart can be combined with the initiatives which are served by the Marriott, as seen through the different associations with customer service. The foundation is a combination of managerial duties overlooking employees, expectations with codes of conduct, consistent professionalism among all employees and communication through meetings and other applications for mainstream information. This is combined with technology to assist with the workflow and processes in the Marriott. This assists with communication and the delivery of the services to the customer. The result is a different perception of the Marriott, specifically associated with a global brand which is consistent in every region and which provides high – quality customer service. Another association which can be analyzed is based on the GAPS analysis, as seen in Image 2. Image 2: Stages of GAPS Analysis The need to review and analyze the current system, develop new requirements, see if it works more efficiently then to close the gaps from this is the main process which is used. An example of this is based on the implementation of new technology. For example, the system for the Marriott now uses online reservations and applications used for customer service. However, for this to work effectively, a mainstream between the workforce and the online computing has to be created. Different concepts and testing has to be used for this to work right while allowing the technology to grow. Since the foundational training and implementation is used for employees, the gap is one which may not be seen; however, there can be continuous improvements in the internal process because of the ability to analyze and grow with needs of the company. Business Policies and Strategies of the Marriott The policies and strategies of the Marriott work together with the implementation of the value added services. The first way is through the brand identity, which is based on customers following the policy of the “spirit to serve.” Employees that are in each region of the world are expected to go through an initial training to learn about the business policies and expectations, mission and vision and requirements for working as a customer representative. A code of conduct is followed with this, which includes ways to interact with customers, how to respond to customer service and room service, how to take care of employees in a professional manner and working with problems which may occur. The employees are further able to expand their career because of the opportunities which are offered to employees with rewards, options for growth and the ability to work into a sense of holding a stable career. This helps to maintain and expand the customer service and the hospitality offered through the Marriott hotels (Marriott, 2011). The main components and foundations of customer service are then combined with the ethical and legal standards and the ability for the Marriott to withhold these through various regions. As the sense of professionalism and compliance with standards for ethics, social responsibility and business value is met on an international level, is also the ability for stakeholders to respond with more interests. When the professionalism can be withheld, it means that the Marriott will maintain a strong reputation while allowing word of mouth to expand the customer service values of those that are receiving customer service. These concepts combine with options for franchises, management growth and the ability to expand. Stakeholders can look at the uniform services provided and know that the investments will allow for continuous expansion, making the hotel an area of interest for those that are looking at various hospitality providers (Marriott Hotels, 2011). The stakeholder response is one which is further valued by the reputation which is seen through the external environment. If the service providers are able to withhold the brand, then the customer response will be to use the Marriott while using word of mouth advertising and loyalty programs that ensure continuous business from individuals. When doing this, there is the ability to continue with the expansion and to provide the same style of customer service. If the values continue to be withheld from the internal environment, then the same responses will be seen through customers, which expand the equity of the brand. In return, investments and expansion can continue to increase while allowing those that are interested in the hotel to be drawn to the value and quality of service. Opinions and Recommendations The Marriott Hotels is an example of how customer service can make a difference in the way that many look at the value of service. More important than fulfilling the basic needs is also a sense of creating loyalty by establishing relationships. These relationships are built through expectations and withholding standards in the workplace, combined with adding in technology and other elements to mainstream the professionalism held. As this is done, it will grab the interest of stakeholders because of the recognition of brand equity and the way in which customer service can change the success of a business. For a business that is looking into ways of mainstreaming their internal environment, this particular article can work in offering insight. Many look at changing value added services with marketing and looking at the external environment. However, the recognition of changing the customer value through the services and expectations of employees is as important. This can be used for growing businesses, those who are trying to build brand identity and businesses that are interested in services but need better alternatives. The main ideal which every business needs to look at is how the internal environment is reflecting other aspects of the business as well as how this can positively or negatively affect those who are trying to mainstream the services offered by their business. Instead of businesses looking at the advertising methods, this article serves the purpose of showing how any service oriented business needs to have a strong foundation and internal environment first, otherwise the company will not function correctly. Places for Publication This article could be published in journals such as “The Entrepreneur.com,” “The Business Horizons Magazine,” or “The Journal of Marketing.” The Entrepreneur is an online area which is consistently offering advice for entrepreneurs that are well – established or trying to grow. Theories and applications to how to build stronger equity within the business are two main concerns. Business Horizons has similar applications, specifically based on new ways of looking at business. The technology incorporated into this article shows this main concept. “The Journal of Marketing” is based on elements of marketing. This particular article show how there is a combination of marketing with the internal environment, as opposed to always looking at the concepts of how to advertise to customers. References Baina, Karim, Samir Tata, Khalid Benali. (2002). “A Model for Process Service Interaction.” On the Move to Meaningful Internet Systems 2519 (2002). Brodie, Roderick, Mark Glynn, Victoria Little. (2006). ‘The Service Brand and the Service Dominant Logic: Missing Fundamental Premise or the Need for Stronger Theory?” Marketing Theory 6 (3). Marriott Hotels. (2011). About Us. Retrieved from: http://www.marriott.com/marriott/aboutmarriott.mi. Rust, Roland, Tuck Chung. (2006) “Marketing Models of Service and Relationships.” Marketing Science 25 (6). Solnet, David. (2006). “Introducing Employee Social Identification to Customer Satisfaction Research: a Hotel Industry Study.” Managing Service Quality 16 (6). Teboul, James. (2006). Service is Front Stage: Positioning Services for Value Advantage. New York: Palgrave. Zaha, Johannes, Marlon Dumas. (2006). “Service Interaction Modeling : Bridging Global and Local Views. » IEEE (6). Read More