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Module 3: Strategies For Quality Service in Tourism and Hospitality

This document discusses strategies for quality service in tourism and hospitality. It outlines Porter's generic strategies which include cost leadership, differentiation, and focus. Cost leadership aims to reduce costs and charge lower prices. Differentiation makes a company's services unique. Focus concentrates on developing services for a niche market. Examples are given for each. The document also discusses the importance of internal and external analysis and strategizing for the future, which will be impacted by demographics, economic forces, competitors, and other stakeholders like resource, capital, and labor suppliers. Planning is needed to address changes and ensure a positive guest experience.

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Mika Lee
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69 views7 pages

Module 3: Strategies For Quality Service in Tourism and Hospitality

This document discusses strategies for quality service in tourism and hospitality. It outlines Porter's generic strategies which include cost leadership, differentiation, and focus. Cost leadership aims to reduce costs and charge lower prices. Differentiation makes a company's services unique. Focus concentrates on developing services for a niche market. Examples are given for each. The document also discusses the importance of internal and external analysis and strategizing for the future, which will be impacted by demographics, economic forces, competitors, and other stakeholders like resource, capital, and labor suppliers. Planning is needed to address changes and ensure a positive guest experience.

Uploaded by

Mika Lee
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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Module 3: Strategies for Quality Service

in Tourism and Hospitality


 In order to bridge the gap between a guest's expectations and perceptions in a
hospitality or tourism setting, the experience must be carefully planned. A
successful guest encounter is anticipated to result in the best possible experience.
With this, critical planning is required to create and ensure that a guest's best
experience is the only one they will have.
 Strategies are plans that are designed to help an organization reach a specified
goal.
 are used while developing the guest experience.
 Porter's Generic Strategies help managers make the best choice for their company.
 include three strategies in achieving a competitive edge.
 Competitive Advantage - refers to an advantage availed by a company who has
remained successful in outdoing its competitors belonging to the same industry by
designing and implementing effective strategies that allows the same in offering
quality goods or services, quoting reasonable prices to its customers, maximizing
the wealth of its stakeholders and so on and as a result of which the company is
able to make more profits, build a positive brand reputation, make more sales,
maximize return on assets, etc.

 Cost leadership Strategy focuses on increasing profits by reducing operational


cost and charging lower prices
EXAMPLE: An economy-level hotel that charges low rates but has only basic
amenities for a standard room. It will typically have a standard bed, color television,
air-conditioning unit, and private bathroom. Wi-Fi connection is optional.
 Differentiation Strategy - focuses on making company's service being attractive
and unique in comparison to those of its competitor
EXAMPLE:A hotel utilizing green technology in its operations. This hotel can boast
of adhering to the call on sustainability and environmental stewardship by integrating
this concept in its day-to-day operations.
 Focus strategy - concentrates on developing services for a niche market.
 Cost focus-refers to cost leadership in narrow or focused market.
EXAMPLE: Study hubs in the university belts They specifically target student guests
that are looking for cheaper alternatives to hotel lounges wherein they could spend
their time studying. They do not provide for everyone but only for students, that is
why their price is relevantly low.
 Differentiation focus - refers to differentiation in a narrow or focused market.
EXAMPLE: A coffee shop that adapted the drive-through business model
 It focuses on guests who do not necessarily want to sit down and have a cup of
coffee. The guests like the brand and offering but do not have the time to sit down
and enjoy a cup of coffee. They have it on the move.
 INTERNAL ANALYSIS is where an organization takes stock of the resources
and assets that it possesses.
 Include the strengths that enable an organization to function well refer to as the
fisecret saucefi of an organization.
 also flaunts the weaknesses of an organization that are identified not to dwell onto
but to be addressed and resolved not to harm an organization.
 EXTERNAL ANALYSIS is concerned on how a company positions itself in the
market concerning its rivals in its particular space.
 attention should be on what a company is good at relative to its rivals in that
industry.
 determines a company's position in the external environment and showcases its
opportunities and threats
Strategizing for the Future of Hospitality and Tourism Hospitality and tourism
organizations must plan to cope with changes in the future.
 1. Demographics Changes in the workforce and the hospitality and tourism
market will continue to affect the industry's operations, which is relevant not only
to the service providers but also to its market.
 2. Economic and natural forces also change the nature of the industry and how
it is managed by the key stakeholders of this fast-growing sector.
 3. Competitors The presence of competitor brings out major changes in the
industry Movements between competitors shift from time to time and create
different relationships between which also affect other relationship that will be
made in the future. In analyzing the relationships between competitors, four types
can be distinguished:
 Coexistence
 Cooperation
 Competition
 Co-opetition
Other Stakeholders and Relevant Groups Resource supplier
 A company cannot continue its operation without the raw materials, equipment
and other supplies.
 A disruption in the operation of the resource supplier will ultimately affect the
company.
Capital suppliers
 Now that the capital market is international and electronic transfers are available,
suppliers can now move in a faster pace, making a company vulnerable.
 A company may need to spend more time forecasting the availability of this
valued resource.
 Because capital availability is crucial, a company's decision-making should be
exact not to dampen the entire operations.
Labor Supply
 Without a stable labor supply, the tourism and hospitality operations will be
significantly affected as they drive the operation itself.
REPORTING

MISA,MARY JOY T.
MATOBATO, ANGELA ZEL
DIP-HM BLOCK 9

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