Pearson New International Edition International pcl tp indd 1

FRONT OFFICE AND THE GUESTS: PLANNING FOR QUALITY SERVICE
Objective 1
Explain that
effective management
of and emphasis on 
guest service is critical
to a hotel’s success.
Lodging as a Guest
Service Business
Objective 3
Describe a system to
design and evaluate 
service delivery
processes that
address guest service
expectations.
Objective 2
Provide an overview
of quality that includes
the role of managers,
suggest a model
to plan quality, and 
review quality 
components and their
impact on
competitiveness.
Objective 4
Discuss the role of 
empowerment, the
use of guest-friendly
processes, and
continuous quality
improvement in
meeting a hotel’s
quality goals.
Delivering Guest
Service through
Employees
Planning Guest
Service Processes
Developing a
Quality Culture
CHAPTER ROADMAP
77

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The most consistent and exemplary service is delivered as an integral aspect of a
hotel’s ongoing emphasis on quality. A focus on quality yields service standards that
address guests’ needs. Such a focus also yields an understanding about the “best” work
processes and procedures that should be used to consistently meet service standards (and
to do so cost-effectively). The realization that traditional work processes may need revi-
sion and that the emphasis must be on pleasing the guests rather than on doing what is
easiest or least costly can be stressful to hotel staff. Therefore, it is important that hotel
managers work with their staff to design quality into the way that work is done. Part of
the effort is attitudinal: managers and their staff must want to please guests.
Beginning a quality journey can be time-consuming, especially because planning
and revisions to work processes must be done at the same time day-to-day work
responsibilities must be completed. However, the results of an effectively imple-
mented and ongoing quality program can be significant. First, the majority of the
guests’ needs will be met. Second, a mechanism to address the unique needs of spe-
cific guests will be in place. At the same time, errors will be omitted, operating costs
will be reduced, and the lodging property will become more profitable.
Sounds too good to be true? How can guests’ needs best be met while the hotel,
its owners, its managers and nonmanagement team also benefit? These and related
questions issues will be discussed in this chapter.