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Thc3 - Chapter 3

Chapter 3 discusses strategies for quality service in tourism and hospitality, emphasizing the importance of designing the guest experience and utilizing strategic planning. It outlines Michael Porter's three competitive strategies: cost leadership, differentiation, and focus, while also introducing SWOT analysis for internal and external assessments. The chapter highlights the need for organizations to adapt to changing demographics, technology, and competition, and provides an example of a hotel that incorporates sustainable practices and modern amenities to enhance guest experience.

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Mico James C. Pili
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2 views

Thc3 - Chapter 3

Chapter 3 discusses strategies for quality service in tourism and hospitality, emphasizing the importance of designing the guest experience and utilizing strategic planning. It outlines Michael Porter's three competitive strategies: cost leadership, differentiation, and focus, while also introducing SWOT analysis for internal and external assessments. The chapter highlights the need for organizations to adapt to changing demographics, technology, and competition, and provides an example of a hotel that incorporates sustainable practices and modern amenities to enhance guest experience.

Uploaded by

Mico James C. Pili
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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THC 3 :

Quality Service
Management in Tourism &
Chapter 3
Hospitality
Strategies for Quality Service in Tourism and
Hospitality
Learning
• Understand the concept of strategy;
Objectives:
• Realize the importance of designing the guest
experience; and
• Identify key factors that must be examined to ensure
best service.
It is very critical in planning the guest experience; you
must ensure that the best experience is the only
experience a guest will receive.
Strategi are plans that
are designed to achieve a specific aim
es
of the company.

It is usually involves setting goals,


planning actions to achieve such
goals, and maximizing resources to
achieve the goals.
Strategic
Planning
Is the process of identifying a company’s internal
and external characteristics which will contribute to
the attainment of its goal pointing to a specific
direction while formulating different policies on how
best to achieve it.
Micheal E. Porter

S
T He identifies three strategies in
R achieving competitive edge in
A his book, Competitive Edge.
T
E These are:
G  Cost leadership strategy
An Economist,
Researcher, Author, Y  Differentiation strategy
Advisor, Speaker &
Teacher,  Focus strategy
A Professor at Harvard
Business School
“The Porter’s Generic Strategy”
3 Strategies by Micheal
Porter
Cost leadership Differentiation Focus
Strategy Strategy Strategy

It focuses on making a Focus strategy


It focuses on
company’s service concentrates on
increasing profits by
being attractive and developing services
reducing operational
unique in comparison for niche market.
costs and charging
to those of its Whether focus on
lower prices.
competitors. Cost leadership or
Differentiation
Internal & External Assessments

Internal Analysis

It is where an organization takes stock of the


resources and assets that it possess. These includes
strengths (secret sauces) and weaknesses of an
organization.
Internal & External Assessments

External Analysis

It is how a company position itself in the market with


respect to its rivals in its particular space is of primary
concern.
SWOT Analysis
Is a strategic planning technique that helps organizations
identify their Strengths, Weaknesses, opportunities, and
Threats. This will help gain valuable insights into your
company’s current position – and future potential.

What we’ve got The good The-not-so-good

Strengths Weaknesses
What’s out

Threats
there

Opportunities
SWOT Analysis

Strengths Weaknesses Opportunities Threats

 What does your  What does your  What external  What external
company do company factors could factors could
better than struggle? help your harm your
anyone else? company grow? company?
 What areas
 What unique needs  Is there an  Is there new
resources or improvement? untapped competition
capability do market entering the
you have? segment or market or
emerging regulatory
technology you changes on the
could leverage? horizon?
Strategizing for the Future

Ford (2011) stated that the things hospitality and tourism


organizations must plan to cope with changes in the future
includes;
 Demographics
 Technology
 Social expectations
 Economic changes
 Competition in the industry
 Stakeholders
Park & Yoon (2009) in their article,
Demographics “Segmenting the motivation of Korean
tourists”.

Results shows that with changing


demographics, themes as to their
socio-economic characteristics and
behavior in tourism also change.
Natural & Economic forces also change
the nature of the industry and how it is
managed by key stakeholders.
Natural forces: Economic forces:

o Climate Change o Consumer spending

o Natural Disaster behavior

o Environmental o Inflation and costs

Mngmt.
o Innovation and Natural &
adaptation Economic
Forces
Moore (1996) stated in his article that
Competitors businesses are a big part of ecosystem
and businesses need to co-evolve in
order to strive and survive.

Bengtsson (1999) explained and


identified 4 relationships in analyzing
the relationship between competitors.
These are:
o Coexistence o Competition
o Cooperation o Co-operation
Coexistence
It exists on social exchanges between
competitors. As economic exchange and
bonds are not present, each competitor
knows about each other but does not
interact with them.
Cooperation
This occurs when firms collaborate to
achieve mutual benefits, sharing resources
or information while pursuing common
goals.
Competition
In this scenario, businesses operate in direct
rivalry, striving to outperform each other in
the market without any collaborative efforts.

Co-opetition
Simply it means cooperation between
competing players. Where businesses
simultaneously compete and collaborate in
certain areas. This relationship allows them
to leverage shared resources while still
competing in the market place.
Other Stakeholders and
Relevant Groups

1. Resource Suppliers

A disruption in the operation of the resource supplier will


ultimately affect the company.

2. Capital Suppliers

Capital availability is crucial, a company’s decision-making


should be exact so as not to dampen the entire operation.
Other Stakeholders and
Relevant Groups

3. Labor Supply

Without stable labor supply, the tourism and hospitality


operations will be greatly affected as they drive the
operation itself.
Hotel DAVC, design by popular local architects, boasts of its stylish design and enjoys the harbor

view of Manila Bay. It showcases a rooftop heated pool, pampering spa services, and a gym. The

hotel is a three-minute walk from a train station. The hotel shopping district is also 10 minutes

away via train. Shuttle service between other hotels runs every 30 minutes. It also offers one

hundred percent electric transportation as part of its green marketing strategies that can be

booked prior to the arrival. The chic guest rooms feature free Wi-Fi and stun in bright-colored

palettes. Targeting foreign guests, the room also features free international calls, a FREE fully

stocked minibar, and a smartphone with unlimited data for traveling in the city. Inside the room,

the guest will see the hotel management’s concern for environment as direct drinking water is

dispensed through room tap to avoid the use of plastics. The hotel also features a fitness center,

a spa, and an infinity pool. For business travelers, a well-equipped business center and

concierge service are made available. The LMGC Restaurant serves light food among a green

veranda, featuring indoor plants, while dishes are served by international chefs. Are the

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