旅游服務(wù)管理教學(xué)案例.doc

旅游服務(wù)管理教學(xué)案例匯編案例一優(yōu)質(zhì)服務(wù)-餐館經(jīng)理的圣經(jīng)為了理解服務(wù)是什么，也許我們應(yīng)該站在顧客的立場(chǎng)來看待這一問題會(huì)更好一些。你需要去看待他們所看待的，體驗(yàn)他們所體驗(yàn)的。與顧客打成一片是餐飲業(yè)提升服務(wù)質(zhì)量的關(guān)鍵的第一步?！癑ohn 和Carol Pleasant”的例子是許多餐館就餐經(jīng)歷的典型代表。盡管這一案例發(fā)生在桌式服務(wù)餐館，但這個(gè)故事可以復(fù)制到任何背景中。無論你的餐館類型是什么，Pleasant的例子對(duì)于所有的餐飲業(yè)都有啟發(fā)。這一案例表明，服務(wù)是獨(dú)立的，并且非常獨(dú)特，它不同于菜肴或者構(gòu)成整個(gè)進(jìn)餐經(jīng)歷的其他因素。明白了這一點(diǎn)，讓我們來看看John 和Carol Pleasant這兩位故事中的原型人物。John 和Carol Pleasant和其他外出活動(dòng)比較多的情侶們一樣，會(huì)經(jīng)常在外面吃飯。他們偶爾會(huì)喜歡把孩子留在家里，去享受他們的二人世界。平日緊張繁忙的生活使得他們需要依賴這種逃避方式來放松自己，這已經(jīng)成為他們生活中的重要部分。他們都期望這樣的時(shí)光。兩個(gè)人可以外出享受一個(gè)安靜的夜晚就他們兩個(gè)人，沒有噪音，沒有騷擾，不用做飯涮盤子。在小區(qū)生活了5年多之后，Pleasant服務(wù)已經(jīng)形成了一些固定的習(xí)慣，但他們并沒有真正對(duì)某一家餐館特別忠誠。事實(shí)上，他們喜歡嘗試不同的餐館。Carol喜歡冒險(xiǎn)，John喜歡多樣化。生活在大都市中，Pleasant服務(wù)有很多選擇。大多數(shù)餐飲連鎖店都會(huì)在他們開車能到的范圍內(nèi)設(shè)有分店。有了這些，再加上大量的快餐店和獨(dú)立經(jīng)營的家庭餐館，Pleasant在外出就餐時(shí)從來不缺乏選擇。事實(shí)上，他們經(jīng)常被太多的選擇弄得有些發(fā)懵。在討論了這周六外出就餐的幾個(gè)選擇之后，John 和Carol Pleasant決定去嘗試鄰居向他們推薦的一家相對(duì)較新的餐館。Carol的鄰居經(jīng)常大家贊賞Run o Mill餐館的食物。John非常喜歡吃牛排，而Carol則希望能在菜單上找到阿拉斯加大龍蝦。這是星期六的晚上，孩子們有人幫忙照顧，因而John 和Carol可以暫時(shí)解放了。汽車開出他們的庭院之后，他們都長舒了一口氣。“你知道，John”，Carol自信地說道，“我的確喜歡孩子們，但能有這樣單獨(dú)外出的機(jī)會(huì)真的是太好了。我們應(yīng)該有更多這樣的機(jī)會(huì)”。旁邊的John點(diǎn)頭表示同意。走到半道時(shí)，John問道：“順便問一下，我們?cè)谶@家餐館有預(yù)訂嗎？”“沒有。我給他們打過電話，但她們不接受預(yù)訂?！盧un o Mill是一家獨(dú)立經(jīng)營的餐館，位于當(dāng)?shù)氐馁徫镏行母浇?。?dāng)Pleasant將車開進(jìn)停車場(chǎng)時(shí)，時(shí)間已經(jīng)是7點(diǎn)鐘了。他們二人都準(zhǔn)備好要好好放松一個(gè)晚上?！坝羞@么多車停在這，我希望等待的時(shí)間不要太長?！?Carol說道。當(dāng)John 和Carol走到餐館前門的時(shí)候，他們注意到該建筑的正面非常氣派。它是那種不太常見的木頭并列式結(jié)構(gòu)，整個(gè)建筑的關(guān)鍵部位都安裝了強(qiáng)力照明?！斑@兒的裝修可是花費(fèi)不小啊！” John說道?！斑@兒的建筑、裝修非常漂亮啊。” Carol回應(yīng)道。當(dāng)他們進(jìn)來后，Carol注意到，外部的磚木裝卸風(fēng)格延續(xù)到了室內(nèi)，大理石地板非常豪華。一眼看過去，Pleasant無法判斷出到底要不要排隊(duì)等待。雞尾酒郎看起來已經(jīng)坐滿了人。John往餐廳瞟了一眼，里面也坐滿了人，“也許一會(huì)就會(huì)好的”他心里這樣想著。一個(gè)穿著保守的年輕的女招待站在前臺(tái)桌子的后面，她看來像是在數(shù)什么東西。當(dāng)Pleasant夫婦走上去時(shí)，她抬起頭來，說道：“噢，稍等一會(huì)，我就過來。”。John 和Carol彼此看了一眼，不安地笑了笑，然后就安靜地等著。過了相當(dāng)長的時(shí)間后，這名女招待再次抬起頭來，說道：“我們這兒需要等上半個(gè)小時(shí)才有位子，你們要等嗎？”“她不是在浪費(fèi)時(shí)間，” John想到，于是他回答說“當(dāng)然，我們?cè)敢獾取！薄靶彰?？”女招待頭也不太地問道。John趕快報(bào)上他們的名字?！昂玫模?dāng)有空位子的時(shí)候，我會(huì)叫你們的?！迸写f道，然后又繼續(xù)去數(shù)她的數(shù)去了。突然間被獨(dú)自留下，John 和Carol決定還是留在酒廊里等待比較好。Carol在靠后面的拐角處找到了一張兩個(gè)人的桌子。在他們坐下后，他們發(fā)現(xiàn)只有一名雞尾酒女招待，她站在走廊的另一邊，正忙著給給等候的客人倒酒。既然這唯一的一名女招待正在忙著，Carol想還是利用這段時(shí)間，和John討論他們臥室的裝修風(fēng)格比較好，而John，則正在發(fā)呆呢?！坝H愛的，你皺什么眉頭?。俊?Carol問道。“噢，我剛才正在想那個(gè)女招待呢?！薄八浅Ｓ腥?，但對(duì)你來說卻小了點(diǎn)噢，你覺得呢？” Carol打趣道?！拔也皇窍胨L得怎么樣。她看起來一點(diǎn)也不友好，對(duì)不對(duì)？”“噢，” Carol 回應(yīng)道，“她可能是新來的。我們是來這兒放松的，不要讓一個(gè)18歲的女招待攪擾了我們的興致。我們只管自己高興就行了?！薄澳阏f得很對(duì)，” John肯定道，“那個(gè)雞尾酒女招待哪去了啊？”當(dāng)他們?cè)诘却臅r(shí)候，Carol不厭其煩地說他們家的桌裙太舊了，沙發(fā)太破了，客廳里沒有交談的地方?！半u尾酒女招待哪里去了??？” John一直在反復(fù)詢問這個(gè)問題。10分鐘之后，出來了另一個(gè)女招待。她看起來很緊張，好像被騷擾了似的?！昂眉一铮@兒今晚真像是個(gè)動(dòng)物園似的?！彼泻舻溃骸拔覒?yīng)該在餐廳的，而不是在酒吧。但他們這兒太忙了。我該為你提供點(diǎn)什么呢？”在聽了這樣的開場(chǎng)白之后，John心里想，盡量不要給這個(gè)女招待增添麻煩了。“給我們兩杯白葡萄酒吧。”他說道。John 和Carol都不擅長白葡萄酒，Carol對(duì)此更是毫無興趣。她只是偶爾享受一杯好點(diǎn)的葡萄酒而已。但John對(duì)他缺乏葡萄酒知識(shí)卻感到有些不安。他通常會(huì)問侍者餐館提供哪些葡萄酒。這么多年來，他有了自己的偏好，而盡量避免嘗試其他葡萄酒。他現(xiàn)在才意識(shí)到他忘記了問女招待該餐館提供的葡萄酒的名字。“等她回來時(shí)，我再問她吧?！?John心里想。Carol仍然在津津樂道地談?wù)撝蛷d的事情。像往常一樣，在談?wù)摲课莸氖虑闀r(shí)，John是一位傾聽者，只會(huì)點(diǎn)頭同意。等了很久之后，他們的葡萄酒還是沒有上來?！拔覀円呀?jīng)等了多久了??？” John問道?！熬蛶追昼?，親愛的。放松點(diǎn)?！盝ohn忍不住四處張望，尋找女招待的身影。最后，他看到她正扛著一托盤的飲料呢?？磥韮杀灼咸丫埔苍谕斜P里。當(dāng)女招待穿過走廊的時(shí)候，John忍不住為他感到同情，“也許她是超負(fù)荷工作，但卻只得到很少的報(bào)酬。”女招待最終來到了Pleasant夫婦的桌子前，“嘿，我們今晚是不是很忙??？”，當(dāng)她將整個(gè)葡萄酒杯放下時(shí)說道，臉上沒有一點(diǎn)笑容?！拔业哪_疼得要命。很抱歉因此耽擱了你們太多的時(shí)間。今晚的酒吧吧臺(tái)服務(wù)員是個(gè)新手。這些需要3美元?！薄拔覀兇蛩憬裢碓谶@吃晚飯。你能將這些帳單待會(huì)送到我們的餐桌上嗎？”，John問道?！皩?duì)不起，我們不能那樣做。”女招待非常唐突地回答道。沒有再做進(jìn)一步的爭(zhēng)辯，John從錢包里拿出一張5元的鈔票遞給女招待。當(dāng)她用一只手托住托盤時(shí)，用另一只手掏出零錢。她非常聰明地在黑色小托盤中放上一張1塊和四個(gè)25美分的硬幣，然后就像一陣微風(fēng)似地消失了?！霸撍?，我應(yīng)該問問她這是什么酒的?！?John悲傷地說道?！斑@就非常好噢?！?Carol用她慣有的幽默回答道?！霸囋嚢??！边^了一會(huì)后，John注意到又等了一段時(shí)間，便問到“我們到底要等上多久?。俊本驮谶@時(shí)，Pleasant夫婦聽到了揚(yáng)聲器里傳出“Pleasant，兩個(gè)人，你們的桌子已經(jīng)好了。”John 和Carol已經(jīng)喝完酒好長時(shí)間了，但女招待卻再也沒來給他們續(xù)杯，于是，那一張美元紙幣和四個(gè)25美分的硬幣依然躺在老地方。John拾起那張紙幣和2個(gè)硬幣，留下2個(gè)硬幣給女招待。當(dāng)Pleasant夫婦進(jìn)到大廳時(shí)，John注意到招待他們的女招待依然注視著桌上的那沓紙張。另一個(gè)年輕的長得比較好看的女孩子問道：“你們是Pleasant夫婦嗎？”John 和Carol一致點(diǎn)頭認(rèn)可?！斑@邊請(qǐng)?！迸⒆右贿呎f，一邊快速向前沖去，仿佛聽到了百米賽跑的槍聲似的。不一會(huì)，John就發(fā)現(xiàn)，那個(gè)速度極快的女孩已經(jīng)在大廳的另一邊等他們了，他和Carol也朝那個(gè)方向走去。當(dāng)John 和Carol坐下后，女招待遞給他們每人一份菜單，說道：“這是您的菜單，Gary將為你們服務(wù)”，說完這些，她便像她來時(shí)那樣，一陣風(fēng)似地消失了。John簡(jiǎn)單地掃視了一下菜單，注意到該餐館有他喜歡的牛排。當(dāng)Carol還在仔細(xì)地對(duì)這菜單研究時(shí)，John對(duì)餐廳掃視了一圈。這里的裝修和設(shè)計(jì)盡管有些中性，但都非常有品位。“你打算吃點(diǎn)什么？” Carol問道?！凹~約排條?！薄拔覒?yīng)該知道。我是沖著阿拉斯加大龍蝦來的，但他們卻只有其他海鮮，看起來都挺油膩。我還無法做出決定?！薄澳銥槭裁床唤蠫ary幫忙呢？”“Gary？”“他應(yīng)該是我們今晚的侍者，但我到現(xiàn)在還不知道他在哪呢？”時(shí)間一點(diǎn)點(diǎn)地過去了。終于，Gary來到餐桌前，“需要我從酒吧那幫你們?nèi)↑c(diǎn)什么嗎？”他問道，聽起來他的演說似乎是預(yù)先錄制好的一樣。John看了看Carol，Carol也看了看John。John決定道：“不，我想不需要了。我們剛從酒廊那過來。但我們的確想點(diǎn)些酒配我們的食物?！薄班?，你們好像沒有就單，我去幫你們拿一份過來?！?Gary說這便走開了。在John和Carol等候的時(shí)候，John記起來應(yīng)該要問一問他們餐館提供什么葡萄酒的。Gary過來了，手里拿著酒單。他把酒單遞給了John?！澳銈儾宛^主推的葡萄酒是什么？” John問道：“我們剛才在酒廊喝了些，感覺不錯(cuò)?！薄靶值芘频摹?Gary 回答道，“不是非常甜，對(duì)不對(duì)？”Carol 沒有注意到Gary話中的含義，說道：“我真得非常喜歡這種葡萄酒。John，我們?cè)冱c(diǎn)些同樣的酒吧?！薄昂冒?，這樣的話，你們就不需要酒單了”，Gary說道，口氣中透著惱怒。他伸手要去拿酒單，但John卻抓住不放。John開心地說道，“哎呀，Carol，我們應(yīng)該點(diǎn)一瓶好些的葡萄酒。你認(rèn)為呢？”“我隨便?！?Carol微笑著回答道。由于缺乏葡萄酒知識(shí)，John對(duì)于其挑選葡萄酒的能力比較懷疑，于是便向Gary征求意見?！班?，” Gary回答道，“我們酒單上的就都非常好?！薄班?，這樣啊。那么，白葡萄酒怎么樣？你能幫我們挑選一款嗎？” John問道?！罢f實(shí)話，我也不常喝酒，我真不知道該如何向你推薦。” Gary回答道。最終，John隨意地挑選了一款白葡萄酒，對(duì)Gary說：“我們?cè)囋囘@款吧?！薄澳銈兪窍ＭF(xiàn)在就把酒送上來，還是和食物一起送上來？” Gary問道。John說他們希望現(xiàn)在就把酒送上來。Carol還沒決定要點(diǎn)什么呢，這樣他們可以邊喝邊等。很快，Gary就把他們所挑選的酒送過來了，還有兩只葡萄酒杯和一只冰桶。將標(biāo)簽給John看了之后，Gary從口袋里掏出起瓶器，剝掉酒店的塑封，將起瓶器轉(zhuǎn)進(jìn)軟木塞。一手扶瓶，一手轉(zhuǎn)動(dòng)起瓶器，他用力往上拽，但卻沒有移動(dòng)軟木塞。他再次往上拽，但軟木塞依舊沒動(dòng)。絕望中，Gary將酒瓶放在兩腿之間，用雙手拽住氣瓶器往外用力。他一邊拽，一邊咕咕噥噥，但卻只起出了半只瓶塞。“瓶塞太干了”，他自言自語道。汗珠一滴滴流下，Gary再一次將起子塞進(jìn)瓶中。令所有人欣慰的是，軟木塞終于松動(dòng)了。Gary一邊給John倒酒，一邊說道：“噢，希望這酒味道不錯(cuò)，也不枉我花這么大力氣打開它”。John勉強(qiáng)地露出一絲笑容，點(diǎn)頭同意。將他們的酒杯倒?jié)M之后，Gary將酒瓶放進(jìn)冰桶，然后非常唐突地問道：“你們準(zhǔn)備好點(diǎn)菜了嗎？”Carol 回答道：“噢，我們還有一些問題。我不知道應(yīng)該點(diǎn)蟹腿還是扇貝，或者箭魚？你覺得那一個(gè)好些？”“它們都非常好?！?Gary回答道，“這要看你的心情而定了?！卑l(fā)現(xiàn)從侍者那得不到幫助，Carol回答道：“我想想，噢，對(duì)了，扇貝是怎么做的??？”“我不知道，但如果你需要的話，我可以幫你去問問廚師。我向他們?cè)谏厦鏉擦诵┽u汁吧?！薄安唬也灰@個(gè)。我試試蟹腿吧。” Carol決定到，似乎覺得這樣做會(huì)更安全些。John要求將他的紐約排條做成五分熟的。在他們點(diǎn)好菜后不久，Gary拿來了色拉和一籃熱面包。接著，色拉吃完了，面包也光了，他們又等了好久，Gary才為他們端上了正餐。Carol的盤子里裝滿了5只巨大的蟹腿，還有一小碟融化了的黃油放在盤子的中間。蟹腿中間還放有土豆。盤子邊緣還裝飾有新鮮的水果配菜。John的盤子看起來也一樣具有吸引力。John 和Carol都饑腸轆轆，于是彼此會(huì)心一笑，便開始大吃起來?！斑€需要為你們?nèi)⌒┦裁磫幔俊?Gary在開溜前敷衍了事地問道?！安挥昧耍x謝?！?John回答道，但Gary已經(jīng)走出很遠(yuǎn)，聽不見John的話了。期間，Gary在Pleasant夫婦的餐桌前停留了片刻，詢問他們是否還需要點(diǎn)什么。John說還需要一籃面包。Gary點(diǎn)了點(diǎn)頭，便又消失了。但晚餐結(jié)束時(shí)，Gary過來收拾盤子，并問道：“還需要我做些什么嗎？”“我不需要了?！?Carol回答道?！拔蚁雺蛄恕！?John回答道，他沒有再向侍者提起那籃從沒出現(xiàn)過的面包。又等了一會(huì)，Gary拿來了賬單，賬單放在一只小黑托盤上面。John在上面放了足夠支付餐費(fèi)和15%小費(fèi)的現(xiàn)金。然而，他們離開了。在他們回家的路上，Carol說道：“我喜歡今晚的食物。你呢？”“食物的確非常好?！?John帶著些許的不安回答道，“但服務(wù)則是另一回事了?！薄暗拇_有點(diǎn)慢，是不是？但她們看起來似乎都在賣力工作?！?Carol回應(yīng)道，“還有啊，裝修那兒的人真的很棒啊，是不是？”“是的，但看起來，他們的船有點(diǎn)兒迷失方向了。似乎缺少了點(diǎn)什么，感覺我們對(duì)他們好像無足輕重似的。工作中我已經(jīng)受夠了被忽視的感覺。這是一種如果你不喜歡就走人的態(tài)度。不管怎樣，短期內(nèi)我是不愿意再來這家餐館了。你呢，怎么想？”“我無所謂，怎么都行。” Carol回答道。接著，Pleasant夫婦默默地驅(qū)車行進(jìn)在回家的路上。John 和Carol Pleasant的例子，盡管是虛構(gòu)的，但說的確是非常常見的進(jìn)餐經(jīng)歷。也許你就曾經(jīng)有過這樣的經(jīng)歷。也許，你的顧客也曾經(jīng)受到你的員工的漠不關(guān)心的待遇。Run o Mill餐館的問題不在于他們的食物，價(jià)格或者裝修。這些對(duì)于大多數(shù)的餐館來說都不是大問題。Run o Mill以及其他許多餐館的弱點(diǎn)是服務(wù)顧客被對(duì)待的方式。就像我即將要討論的那樣，服務(wù)是顧客判斷你的餐館質(zhì)量的重要元素。案例二The seven deadly sins of serviceApathy: Apathy can be described as a lack of emotions or interest. An example of an apathetic host is found in the following example: The guest enters the restaurant and sees the host standing at the hosts desk (the podium). The host does not acknowledge the guests presence. Instead, the host appears to be interested in reading something that is much more important than greeting the guests. To avoid the sin of apathy, greet guests immediately when they enter the restaurant. Studies have shown that the impression made in the first 30 seconds of contact between the guest and the restaurant determines the feeling of the guest about the total dining experience. This is the first moment of truth for the restaurant. The host can create a positive one by greeting the guest within 30 seconds of arrival.The brush-off: Brush-off is a slang term that means rebuff, according to the Random House Dictionary. Relating it to the hosts job, an example of brushing off the guest occurs in the following cases: the guest approaches the host and asks (usually in a timid manner), “when will my table be ready? You told me it would be ready now and it isnt” The host replies: “in a few minutes.” and walks away from the guest without any explanation or comment. The second moment of truth has been negative for the restaurant. To prevent committing the second sin, the host should strive to give the guest undivided attention. To avoid brushing off the guest, the host could apologize to the guest and assure the guest that the party will be seated as soon as possible. The host will then seat that party when the next table is available. If the problem persists and a table is not ready, it becomes the responsibility of the host to tell the guest about the status of the seating. Eye contact should be made with the guest, so that they do not get the impression that the host is trying to brush them off.Coldness: Have you ever been to a restaurant where the food was excellent and the prices reasonable, but you still felt something was missing? That something was a problem that you could not identify. Most of the time, it was that the restaurant left you with a cold feeling toward it. The host who responds to the guests question with one-phrase or one-word answers is guilty of committing the sin of coldness. For example, a guest might ask the host, “How long has the restaurant been in business?” the host answers, “two years.” The next question is also answered with a brisk reply. This is the one opportunity for the host to make the guest the restaurants ally; instead, the host has turned off the guest. Answers are best if they are complete and friendly. This will benefit the restaurant in two ways. First, the guest will have questions answered, and second, it will create a warm feeling toward the restaurant by the guest.Condescension: Condescension can be described as an air of superiority that an individual shows toward another person. A host who is guilty of the sin of condescension would give the guest the impression that he or she does not belong in the restaurant. Unfortunately, condescension is frequently directed at high school students. This most often occurs when they have a prom, and go out to dinner before the dance. The hosts attitude conveys the impression to the staff that the high school students are not very good customers. Notice the word customers is used, not guests. That is an example of a condescending attitude. To correct this problem, the host should lead by setting an example and should treat all the individuals who enter the restaurant as guests. All guests receiving positive treatment by all employers will increase repeat business for the establishment. The host or the staff should not be allowed to feel that they are better than any of the guests. By treating the high school students as guests, and by realizing that this is an important night for them, the host can make them feel important. Therefore, the host should greet them warmly and treat them like the valued, respectable guests they are.Robotism:Robots do not belong in the dining room of a restaurant. A robot can do many repetitive, boring tasks well. However, the job of the host is not repetitive or boring. An example of robotism is when the host seats guests. The host picks up the menus, says, “follow me”, and sprints to the table, “have a good meal” the next group of people are treated to the same robotic antics. This method of dealing with guests is eventually transferred to the actions of the service staff. It becomes especially obvious when the service person is going through the “Hi, my name is ”canned speech. To alleviate the sin of robotism, the host should act natural, and should encourage the staff to act natural also. The hosts movements should be energetic, and his or her speech should be cordial toward the guests. A robot would be great to do the dishes, but not to managing the dining room.Rule book excuses:Rules are a necessary part of any business. However, when a host manages only by rules, and does not use common sense, the restaurant will suffer.The host must not fall victim of the sin if rule book excuses, and may bend the rules when it benefits the guests.A couple decided to try a new restaurant that had windows overlooking a beautiful view. The tables directly in front of the windows were all booths for four people. When the hostess seated them at a deuce away from the windows, they asked for a window seat. The hostess said:”Im sorry, but I have to save those seats for parties of four.” They tried to buy the table by giving her a tip. She still said that she could not give them the table. The time was 5:00PM, just when the restaurant opened and there were no other guests demanding to be seated. They could not understand why they could not have the table they desired. During their meal, they watched the table to see how many people she sat at the booths. When they left an hour and a half later, there still were no guests seated at the table they wanted. Of course, they never returned to the restaurant and apparently not too many others did either, because the restaurant went out of business. This was another example of a host failing at the moment of truth.The runaround: The final sin of service has been experienced by everyone at one time or another in life-the runaround. An example of this as it relates to the host often occurs when the guest is waiting for a table at a no-reservation restaurant. When the guest approaches the host and asks how long it would be before the party is seated, the host replies,” just a short time” the guest waits for a table to be vacant, and after 20 minutes returns to the host and asks the same question. Again the host says it will be just a short while. When the guest demands a specific time, the host pretends to check the dining room and gets sidetracked. The definition of the runaround is to give vague answers or to refuse to answer the question by ignoring or changing the meaning of the question. The way to avoid the runaround is for the host to give definite answers. A definite time will satisfy the guests question of “how long will it be before the table is ready?”An appropriate answer would be”15 to 20 minutes” not “in a short while”.案例三Eastern States Air EnvironmentGioria Rooney assumed the presidency of Eastern States Air in the later 1990s, after proving her ability as executive vice president with two other major airlines. Like most other surviving airlines, Eastern States Air weather rough times during the early 1990s. But as the year 2000 neared, Rooney took over an airline that was doing well. Naturally, Rooney couldnt be satisfied with simply staying the course; she wanted to do better. And she thought she knew how.Rooney saw that service in the airline industry had been in a state of steady decline for several years. More and more passengers were flying than ever before, but their level of satisfaction went down as their numbers went up. Crowded airports, flight delays, overbooking, the occasional disastrous accident, and other factors had all combined to raise industry complaints to all-time-high levels just when passenger flight miles were also at an all-time high.In that atmosphere, Rooney finally had an opportunity to put into practice one of her most deeply held beliefs about running an airline: “Its not what you do; its how you do it.” She told her staff time after time: “The What is the easy part. What we do is take passengers from here to there. The way we can distinguish ourselves favorably from our competitors is in The How.”Eastern States Air became known as “the airline that put the Frills back into Flying”. A small lounge was added to all planes that could accommodate one. For people not wanting to leave their seats, two complimentary drinks per passenger per flight, delivered to the seat, became the standard. An internationally known chef was hired to supervise a food-service system that produced meals as close to the gourmet level as was possible given the state of technology. Just before passengers exited each Eastern States flight, they were surveyed to see how satisfied they had been with the basics of the flight and with the frills which Eastern States had put back into flying. Early results of Rooneys campaign showed that passenger satisfaction levels were off the chart at the top. In one astonishing month, the airline received no complaints about anything. Rooney was overjoyed. “They said zero defects was an impossible standard in airline service. We proved them wrong.” The passengers who raced about Eastern States Air and flew the airline as often ad they could, sometimes simply for sheer pleasure, understood that there is no free lunch. Eastern States had to raise its fares considerably to provide outstanding service, but some people paid the higher prices happily.Unfortunately, the number of passengers flying Eastern States Air took a disastrous drop. The ones who stayed loved the airline. They became evangelists for Eastern States, but there were not enough of them. Rooney realized that she had been somewhat deceived by the excellent survey results. She had been surveying only those who stayed, not those who left.Surveying a broader cross section of passengers, former passengers, and passengers of other airlines led Rooney to change her strategy. “When you get right down to it,” she said, “this is really a very simple business. Steamships used to be a mode of transportation; now they provide luxury cruises that end up where they started. But in our business, what people want is to get from here to there is inexpensive as possible. In the current market, cheap airfares are what people expect, and thats what we need to give them. But we wont forget that loyal customers who have stayed with us. If we do this right, we can appeal to both groups.” To implement the new strategy, Eastern States cut back on the number of seats in first class but increased their size, along with first-class appointments and level of service, to retain the airline guests who had been satisfied to have the frills put back into flying and were willing to pay for them. Throughout the rest of the plane, however, economy became the watchword. More seats were stuffed into each plane, the number of flight attendants was reduced, and “meals” consisted of dry finger food, mainly pretzels.Eastern States began to make a financial comeback, but the number of complaints skyrocketed to record levels. The following comments were typical:“You are putting all your service into front of the plane. What about those of us stuck in the middle seat. Why is that?”“Ive seen the animals in cattle cars treated better than this.”“I used to be able to get by a window or on the aisle; now I always seem to get stuck in the middle seat. Why is that?”“I see that your industry is enjoying record profits. How about using some of that dough to give us a better ride? ”“Im a little over six feet tall, and I have to twist my legs to fit in that cramped space you give me.”“Seats are too narrow, too close together. Flight attendant handed me pretzels just as we were landing.”“Ive had better seats and better service on a crosstown bus.”Some of these disappointed and angry passengers took out their resentment on the flight crews. Morale among the pilots and flight attendants began to drop. Rooney was baffled and disappointed. “You cant win in this business. You give people what they want, and the complaints go through the roof.” She was quite concerned about the next board of directors meeting and what the board would have to say about her management of the airline.1. What is the service product of the airline industry?2. What were Rooneys mistakes?3. How could they have been avoided?4. What now?案例四Profit? Growth? Survival? Service? Customers? Environment?Six hospitality administration students were having a discussion at the Student Center about the primary goal of hospitality organizations.Jim said emphatically, “Large hospitality corporations are in business to make as much money as they can. No matter if its food, or gaming, profit maximization is their primary goal, and everything else is secondary. Businesses exist to make a profit.”Will agreed, up to a point: “If the hospitality organization is a public corporation, profits are a necessity, but the primary goal of any businesses is to grow. No business wants to stay small and unimportant. Company officials and stockholders want growth, for the feeling of progress and accomplishment it brings and for the profits that will eventually accompany growth. ”Jane said, “Theres something to what you both say. Any company needs profits, and any company would like to