TLH339 - Service Quality (2019/0 - London - DL9 - TRM1)
Report of the Service quality
By
Student no:
Course: International Tourism and Hospitality Management
(Top-Up) BSc (Hons). University of Sunderland in London
Tutor:
Total word limit:
1|Page
,TLH339 - Service Quality (2019/0 - London - DL9 - TRM1)
Contents
1 Introduction........................................................................................................................................2
1.2The importance of Quality Management.....................................................................................4
1.3 The History of service quality.......................................................................................................5
1.3.1 Definition of service.............................................................................................................5
1.4The PDCA comparison with the Blueprint and Poka-yoke methods.............................................6
1.5 the Service quality characteristic and customer satisfaction.......................................................7
1.6 The Service profit chain...............................................................................................................8
1.7 The Business development and expansion/success/failure.......................................................10
1.8 Service Design............................................................................................................................11
1.9 The physical Setting/ service scape............................................................................................12
10 Encounter...................................................................................................................................12
11 The SERVQUAL Model.................................................................................................................13
12 The total Quality Management...................................................................................................15
13 Service quality impact on the Canary Wharf Hotel.....................................................................16
14 Conclusion......................................................................................................................................19
15 Surveys/Questionnaires..................................................................................................................20
15.1 Hotel survey.............................................................................................................................20
15.2 Online survey...........................................................................................................................21
15.3 SERVQUAL Survey....................................................................................................................22
16 Reference........................................................................................................................................24
17 Bibliography....................................................................................................................................27
18 Appendix.........................................................................................................................................29
1 Introduction.
Tourism, as defined by Kandampully, Mok & Sparks (2008), is when a person travels away
from their home place and work for a reason related to leisure, family or business. The
tourism is correlated with the hospitality as a tourist needs a place to eat, sleep and
2|Page
,TLH339 - Service Quality (2019/0 - London - DL9 - TRM1)
entrainment during his/her staying away. Therefore, the use of these activities which are
normally priced to the consumer are defined as hospitality services.
The definition of hospitality is when someone provides accommodation, food, drink, a
service, or entrainment for their guest as Kandampully, Mok & Sparks (2008), described. It is
essential that wherever the tourist goes, finds facilities to overcome their physical needs such
as eating, drink and sleep.
The connection that either tourism and hospitality have with marketing is for to increase
revenue for the industry. Wirtz, (2012) outline how professionals under the sector of
marketing implement strategies to make the product of tourism and hospitality more
attractive, easy to find, accessible, and useful for their clients. Moreover, to satisfy customers
in a competitive world as nowadays, managers have to continually research to implement
new strategies in term to innovate and improve the quality of their product continuously.
The strategies described by Kelemen (2003), which planned by managers for the tourism and
hospitality industry has majorly founded on improving the service. The industry is providing
for its customers in term for increasing satisfaction and future repetitive purchase. For
example, professionals and some mathematic intellectuals such as Feigenbaum, Juran, Fick
and Richie and Henryk Handszuh to name some, have created modules, maps and instruction.
On how quality service can be improved, controlled and measured by managers.
This report investigates the quality service of Canary Wharf Hotel. The Hotel in 2012 opened
new rooms for business events with extra facilities for its customers. Although revenue for
the Hotel increased, the same number of employees finds it challenging to cope with the
recent increment of clients leading to unsatisfaction and complains from the hotel customers.
Having a close look at the Canary Wharf Hotel reviews, it seems that parts of their customer
complaints based on the weak management system. Further, more complications are occurred
by the HR operation who does not apply any gratification system for the employees.
Moreover, other issues overcome, for the hotel team such as a lack of training and no policy
update.
Therefore, the manager of the Canary Wharf Hotel to overcome those problems approached
the author of this report, who is described as “Service Quality consultant” to analyse the
situation. The manager of the Hotel asking for improvement for the service quality to be able
to maintain the three-star Hotel globally standard.
3|Page
, TLH339 - Service Quality (2019/0 - London - DL9 - TRM1)
The body of this report subdivided into three parts:
On part one, this report will describe what the importance of managing and measuring service
quality is. Therefore, recommendations will be implemented for an appropriate services
quality management method.
Consequently, part two will talk about the hotel case study. Furthermore, the report will help
to assess what changes would impact on the front-line employees, their engagement and also
managerial implications.
Finally, part three of the report will produce a Customer Feedback System (CFS) framework
that the organisation can utilise to monitor and continually improve service quality.
1.2The importance of Quality Management.
The importance of quality management has measured back from the Roman Empire.
Kelemen, (2003) describes in his book about a document called the Guilt Act, which stated
craftwork should strictly inspect, to make sure for a good quality outcome of the items.
Consequently, to make sure for the continuing replication of the same item at the same
excellent quality, a new way to work began called standardization production. Along, other
components have applied to the work production for adding further improvements to the
quality of the products. These are measurement, interchangeability, precision, inspection and
feedback.
Referring to the hospitality industry, the application of working standardisation can reduce
human error risk, as Sandoff (2005) suggested. Therefore, often, management creates
manuals which explain standard steps procedure to minimise risks. One example of
measuring quality service is called “blueprint”. Hollins & Shinkins, (2006) describe how this
method helps the manager to identify areas of improvement by checking all the stages
process that the customer goes through during a service consumption.
4|Page
Report of the Service quality
By
Student no:
Course: International Tourism and Hospitality Management
(Top-Up) BSc (Hons). University of Sunderland in London
Tutor:
Total word limit:
1|Page
,TLH339 - Service Quality (2019/0 - London - DL9 - TRM1)
Contents
1 Introduction........................................................................................................................................2
1.2The importance of Quality Management.....................................................................................4
1.3 The History of service quality.......................................................................................................5
1.3.1 Definition of service.............................................................................................................5
1.4The PDCA comparison with the Blueprint and Poka-yoke methods.............................................6
1.5 the Service quality characteristic and customer satisfaction.......................................................7
1.6 The Service profit chain...............................................................................................................8
1.7 The Business development and expansion/success/failure.......................................................10
1.8 Service Design............................................................................................................................11
1.9 The physical Setting/ service scape............................................................................................12
10 Encounter...................................................................................................................................12
11 The SERVQUAL Model.................................................................................................................13
12 The total Quality Management...................................................................................................15
13 Service quality impact on the Canary Wharf Hotel.....................................................................16
14 Conclusion......................................................................................................................................19
15 Surveys/Questionnaires..................................................................................................................20
15.1 Hotel survey.............................................................................................................................20
15.2 Online survey...........................................................................................................................21
15.3 SERVQUAL Survey....................................................................................................................22
16 Reference........................................................................................................................................24
17 Bibliography....................................................................................................................................27
18 Appendix.........................................................................................................................................29
1 Introduction.
Tourism, as defined by Kandampully, Mok & Sparks (2008), is when a person travels away
from their home place and work for a reason related to leisure, family or business. The
tourism is correlated with the hospitality as a tourist needs a place to eat, sleep and
2|Page
,TLH339 - Service Quality (2019/0 - London - DL9 - TRM1)
entrainment during his/her staying away. Therefore, the use of these activities which are
normally priced to the consumer are defined as hospitality services.
The definition of hospitality is when someone provides accommodation, food, drink, a
service, or entrainment for their guest as Kandampully, Mok & Sparks (2008), described. It is
essential that wherever the tourist goes, finds facilities to overcome their physical needs such
as eating, drink and sleep.
The connection that either tourism and hospitality have with marketing is for to increase
revenue for the industry. Wirtz, (2012) outline how professionals under the sector of
marketing implement strategies to make the product of tourism and hospitality more
attractive, easy to find, accessible, and useful for their clients. Moreover, to satisfy customers
in a competitive world as nowadays, managers have to continually research to implement
new strategies in term to innovate and improve the quality of their product continuously.
The strategies described by Kelemen (2003), which planned by managers for the tourism and
hospitality industry has majorly founded on improving the service. The industry is providing
for its customers in term for increasing satisfaction and future repetitive purchase. For
example, professionals and some mathematic intellectuals such as Feigenbaum, Juran, Fick
and Richie and Henryk Handszuh to name some, have created modules, maps and instruction.
On how quality service can be improved, controlled and measured by managers.
This report investigates the quality service of Canary Wharf Hotel. The Hotel in 2012 opened
new rooms for business events with extra facilities for its customers. Although revenue for
the Hotel increased, the same number of employees finds it challenging to cope with the
recent increment of clients leading to unsatisfaction and complains from the hotel customers.
Having a close look at the Canary Wharf Hotel reviews, it seems that parts of their customer
complaints based on the weak management system. Further, more complications are occurred
by the HR operation who does not apply any gratification system for the employees.
Moreover, other issues overcome, for the hotel team such as a lack of training and no policy
update.
Therefore, the manager of the Canary Wharf Hotel to overcome those problems approached
the author of this report, who is described as “Service Quality consultant” to analyse the
situation. The manager of the Hotel asking for improvement for the service quality to be able
to maintain the three-star Hotel globally standard.
3|Page
, TLH339 - Service Quality (2019/0 - London - DL9 - TRM1)
The body of this report subdivided into three parts:
On part one, this report will describe what the importance of managing and measuring service
quality is. Therefore, recommendations will be implemented for an appropriate services
quality management method.
Consequently, part two will talk about the hotel case study. Furthermore, the report will help
to assess what changes would impact on the front-line employees, their engagement and also
managerial implications.
Finally, part three of the report will produce a Customer Feedback System (CFS) framework
that the organisation can utilise to monitor and continually improve service quality.
1.2The importance of Quality Management.
The importance of quality management has measured back from the Roman Empire.
Kelemen, (2003) describes in his book about a document called the Guilt Act, which stated
craftwork should strictly inspect, to make sure for a good quality outcome of the items.
Consequently, to make sure for the continuing replication of the same item at the same
excellent quality, a new way to work began called standardization production. Along, other
components have applied to the work production for adding further improvements to the
quality of the products. These are measurement, interchangeability, precision, inspection and
feedback.
Referring to the hospitality industry, the application of working standardisation can reduce
human error risk, as Sandoff (2005) suggested. Therefore, often, management creates
manuals which explain standard steps procedure to minimise risks. One example of
measuring quality service is called “blueprint”. Hollins & Shinkins, (2006) describe how this
method helps the manager to identify areas of improvement by checking all the stages
process that the customer goes through during a service consumption.
4|Page
