INDUSTRY CASE STUDY
SERVICE EXCELLENCE
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Description
This case study is based on information kindly provided by the
trafalgar, taken mainly from a customer service training presentation
and the Staff Handbook. It is the second of three case studies about
the hotel. It includes details of:
the trafalgar’s Service Excellence approach
customer service advice for staff and checklist
presenting a positive professional image
positive personal presentation standards
dealing with customer complaints
hotel departments and internal customers
Suggested learning inputs/activities
Levels 1/2/3
The contents of this case study are relevant for a variety of
Hospitality, Leisure, Travel & Tourism qualifications. They can be
used in many different ways, adapted for the needs and level of the
class.
Student Worksheet – Service Excellence
The Student Worksheet which builds on the trafalgar Service
Excellence case study can be found at the end of this document.
(Teacher Hint for possible answers to Worksheet Task 4 which may
include: wasted effort, poor communication, lack of co-ordination,
mistakes, conflict with colleagues and other departments, lost
revenue, dissatisfied customers.)
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Other suggested learning inputs/activities
Here are some other examples of how the case study can be used in
the classroom.
Teacher Inputs:
Teachers can use the whole case study as the basis for teacher
inputs, supported by handouts and/or OHT slides.
Where the emphasis of a qualification is on practical aspects of
customer service, teachers may wish to base a session on
relevant extracts e.g. the customer service checklists, the slides
about communication and customer complaint handling
Learner Activities:
Individual, then pairs. Think of someone you know who has
the right service attitude and someone you know who has the
wrong service attitude. Describe the behaviour of each person.
Discuss with a partner the behaviours and situations that irritate
you. Think of some tips to help you handle these and help you
develop a positive attitude.
In pairs learners produce a Customer Service checklist. At the
end, give out the checklist from the case study. Whole class
discussion comparing ideas.
Hand out copies of the trafalgar’s dress codes. In groups
learners discuss the contents, then use them as the basis for
producing a dress code for a different organisation.
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Role plays – students prepare for, and then act out, role plays
as members of staff and customers of the trafalgar. The
Introductory case study contains information about products
and services which should help learners to provide good
customer service.
This case study is based on information kindly provided by the
trafalgar, mainly taken from the Staff Handbook and a Customer
Service in-house training presentation. For background information
about the trafalgar please see the part one TTP case study ‘Introducing
the trafalgar’.
Service Excellence
the trafalgar trains all staff in ‘Service Excellence’ to help: “show
them how they can be on the leading edge by becoming a service
professional in a world of ever rising customer expectations”.
Training includes taking a look at how little things like adding a
personal touch can mean so much to customers, to the success of the
trafalgar and to satisfaction in the job. Here are some slides from the
trafalgar’s ‘Customer Service Excellence’ training presentation.
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Rising Expectations
Each year our customers’ expectations change and increase. They
expect trafalgar to react to these changes and demands by providing a
hospitality experience that meets their needs. Our customers are
disappointed when they don't get what they expect.
For example, if:
Products or services they need are not available.
Their experience is a hassle.
They have to wait for service.
The quality of the product or service is poor.
They have to deal with staff who don't care about them.
The Case for Excellent Service
Product Quality
Price Service
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The Case for Excellent Service
Focussing on service to differentiate ourselves from those who don’t,
will help build positive relationships with our customers. Many other
organisations spend time and money on changing systems and
procedures, but don’t put the same value on developing customer
relationships that will result in satisfaction and loyalty. For trafalgar,
the customer experience is of the utmost importance!
Service Excellence is based on understanding how our customers feel, personalising the service we give and providing service that ‘goes the extra mile’ Training courses are supported in many ways, for example here is an
extract from the Staff Handbook, explaining what is expected of staff
in terms of Customer Service:
“the trafalgar takes great care to select the most suitable people for
every part of its operation. You have been specially chosen to be part
of the trafalgar because of your desire to contribute positively to the
atmosphere and service, the satisfaction of our guests, and the team
spirit amongst us.
the trafalgar succeeds because of you. The way you look and behave
affects the customers’ perception of the service we offer and our
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standards of personal grooming and behaviour must enhance, in every
way, the image of the hotel. Friendly staff that smile and are
courteous are key assets to any service organisation. At the trafalgar
we wish to be known for the warmth and friendliness of our
employees.
We will maintain this leading position in the contemporary hotel
market only if you consistently strive to do all you can for our guests
and your fellow employees, by:
understanding and responding to our guests’ needs, with a
positive attitude
being courteous to everyone with whom you come into contact
being friendly, helpful and approachable
using every appropriate opportunity to promote the hotel’s
many fine facilities
wearing your uniform proudly
observing high standards of personal appearance and hygiene
being honest and reliable
displaying a positive attitude at all times, particularity in
difficult or challenging situations
always assisting customers and colleagues with warmth,
courtesy and a smile
being professional in every way”
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Customer Service Checklist
The Staff Handbook also provides a helpful checklist for staff:
“At the trafalgar we have a customer-orientated culture, which we
seek to implement whatever our position. Help and assist guests at
every opportunity wherever you work in the hotel.
1. The customer is why we are here!
2. The ‘welcome’ is the customer’s first impression, we have to
get it right!
3. Acknowledge the customer immediately with eye contact and a
smile!
4. Use the customer’s name, it’s guaranteed to make them feel
important!
5. Every guest is different. We need to listen to find out what they
need!
6. The customer comes first, second and third!
7. Customer service is a team effort.
8. Happy guests make good customers!
9. The formula for perfect customer service is YOU!”
Trafalgar Moments
Put yourself in your customers’ shoes and identify what you could do
to show that you care. What is the opportunity to exceed their
expectations?
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WOW the Customer
Listen
Feel
Read and React
The Communication Loop
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Presenting a Positive Professional Image
First impressions
It takes just 3 seconds to make a first impression!
Professional Image
We communicate in three ways:
1. Words
Verbal Communication
2. Tone of Voice
Vocal Communication
3. Body Language
Visual Communication
Positive Personal Presentation Standards
the trafalgar has a strict dress code for all members of staff.
Uniformed Female Staff
Uniforms are to be worn according to uniform standards. No
substitutes are allowed.
Uniforms must be clean, in good condition and pressed.
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Shoes must be black, conventional and business-like for safety
reasons. No sandals, open back or front shoes, canvas shoes,
platforms or moccasins are permitted to be worn for Health &
Safety reasons.
Shoes must be clean, polished and in good condition.
Hair should be tied back; plain black discreet hair clasp to be
used.
Sheer tights are to be worn; colour will be in accordance to
each uniform standard.
Nails must be clean and trimmed. Nail polish is not permitted
in the kitchen and only natural nail polish is permitted in other
areas.
No strong perfumes, but use of a deodorant is compulsory.
Discreet cosmetics permitted. No expressive or exaggerated
cosmetics will be tolerated, i.e. unusual colours of lipstick, hair
dyes, eye shadows, rouge or false eyelashes.
Discreet watch or no watch at all.
Wedding band and one other single ring are allowed.
No ankle chains.
Only one discreet bracelet but no bangles allowed.
Discreet stud earrings only and just one in each ear.
Uniformed Male Staff
Uniforms are to be worn according to uniform standards. No
substitutes are allowed.
Uniforms must be clean, in good condition and pressed.
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Shoes must be black, conventional and business like for safety
reasons. No sandals, open back or front shoes, canvas shoes,
platforms or moccasins are permitted to be worn for Health &
Safety reasons.
Shoes must be clean, polished and in good condition.
Only dark socks are to be worn
Dark coloured belts.
Wedding band is allowed.
Discreet watch or no watch at all.
Smart hairstyle, suitable for a hotel environment.
Preferably no facial hair. Clean shaven daily.
Discreet moustache that is well trimmed will be permitted.
No strong after shave but compulsory deodorant.
Non-Uniformed Staff
Business suits and dark socks for men.
Skirts, jackets and blouses for women. Trousers suits may be
worn but they have to be a “2 piece suit”
Exceptions to the above standards are allowed on religious grounds, in
consultation with the Human Resources Manager.
Outstanding Customer Service
the trafalgar employs a diverse workforce and aims to equip them to
meet the needs of customers from a wide range of backgrounds.
“Our aim is to provide outstanding service to all our customers.
Ensuring non-discriminatory business practices will help us achieve
this aim. Good business practice also requires that we treat all our
potential customers consistently and avoid presumptions about their
needs or circumstances. Equality of opportunity is an important
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element in maintaining our competitive advantage.
Improving our awareness of the diversity of our customers and
possessing a greater understanding of their expectations, preferences
and concept of value will improve our ability to provide the tailor-
made experience they are looking for.
By gaining an improved understanding of our customers and
anticipating their diverse and individual needs we will be better
equipped to provide outstanding customer service to an increasingly
diverse market. Increased knowledge and awareness of the diversified
needs and expectations of our customers also help us to build the
relationships needed to succeed and grow in a diverse market place.”
Customer Complaints
The Facts
More and more people are complaining. Not so long ago only
4% of customer would tell us when they were unhappy but
things are improving. However,
Often up to 40% of customers are unhappy.
50% of dissatisfied customers never complain and most don’t
return.
They tell at least 9+ people about their experience.
Why don’t dissatisfied customers complain?
All members of staff at the trafalgar are trained to encourage
customers to communicate their complaints to them and to deal with
any complaints.
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A complaint is the customer’s gift to us!
The ‘L*E*A*R*N’ Service Recovery Cycle provides guidelines for
handling and resolving complaints:
Hotel Departments and their Responsibilities
Everyone Has a Customer
Listen Actively
Empathise
Ask Open and Positive
Questions
Reach a mutually acceptable
solution
Next opportunity to follow up
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Your internal customers are the people who rely on you to help them
satisfy the external customer.
No matter which department they are in, the trafalgar trains all
members of staff to work as a team to deliver Service Excellence to
internal and external customers.
Members of staff need to be familiar with the entire operation of the
hotel to help them deliver the utmost in service. the trafalgar Staff
Handbook contains details of the different hotel departments and their
responsibilities. Here are the trafalgar’s operating departments and a
brief description of what each does:
Reservations
The first impression of the hotel is created by the staff of the
Reservations department who, through their selling skills and
communication ability, maximise room sales and sell directly to
clients, travel agents and the corporate account companies. Additional
duties of the Reservations department include distributing booking
information to all concerned areas, maintaining guest history and
guest recognition programmes and confirming special requests, rates
and availability to clients.
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Reception
The reception employees are essentially responsible for checking
guests in and out, updating guest history and providing assistance
during their stay. They continue the excellent service standards
demonstrated so far to guests by checking the correct rate, allocating
rooms, changing money, establishing credit and, on check-out,
assuring the accuracy of the guest’s account before settling it.
Porters
The first services all guests experience on arriving at the trafalgar
include a warm greeting by the porter, the efficient handling of
luggage, the immediate placement of the guest’s vehicle in the
allocated parking area, and a personalised greeting and escort. Porters
collectively recognise their mission must be to immediately meet the
guest’s needs and create a memorable welcome to this excellent hotel.
Concierge
The Concierge staff of the hotel have the duty of providing warm,
competent and efficient service to each and every guest with whom
they interact. Anticipating and acting upon guests’ needs, handling all
requests (which may include business services, messages, mail,
packages, dining reservations, theatre tickets) and greeting guests in
the lobby area, are all services for which the Concierge is known.
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Housekeeping
Room Attendants and Housekeepers ensure the comfort and
relaxation of guests through providing immaculately clean guest
rooms, adding a personal touch to each room by greeting guests by
name, recognising how a guest likes their belongings arranged and by
being unobtrusive while providing daily services. Room Attendants
ensure the correct supply of all amenities. House Porters keep the
guest corridors, public areas and toilets clean and hygienic.
Linen Room
The Linen Room provides and manages all guest linen and valet
services in addition to providing all employees with clean, smart
uniforms. Additionally, they maintain the repair of garments and
ensure a sufficient stock of sizes. The Linen Room serves and
supports the employees as its guests (internal customers) and works
hard to keep employees satisfied through controlling quality and
efficient handling of their garments.
Telecom
The Telecom department is the communication centre of the hotel. It
receives and handles all in coming and in-house phone calls, takes and
distributes guest messages and faxes, executes wake up calls, and
responds to emergency situations. The telephone answering standards
of the hotel are critical to the trafalgar’s service and reputation, such
as greeting all guests by name. All staff as well as telecom operators
are responsible for using appropriate telephone etiquette and for
having a positive and pleasant tone of voice.
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Engineering
The Engineering department operates and maintains all hotel plant
and equipment, and is responsible for the mechanical and technical
condition of the hotel. The department maintains bedrooms and public
areas in perfect condition and is responsible through their guest
contact opportunities to build guest confidence in the technical
operation of the hotel.
Stewarding
The Stewarding department keeps all food & beverage service areas
clean, hygienic and well organised. This vital department is
responsible for supporting food & beverage operations and providing
adequate supplies of operating equipment for the restaurant, kitchen,
bar and events.
Room Service
High quality Room Service is an indication of the hotel’s attention to
detail and care of its guests. It is the trafalgar’s intention to develop
such a reputation by offering 24 hour Room Service of a very high
standard.
Finance Accounting
The Accounting department systematically provides and maintains
records of assets, liabilities and all financial transactions of the hotel.
It also provides information to management of the hotel’s financial
performance, and is responsible for managing and distributing salaries
and wages to all employees.
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Food & Beverage Cost Control
The F&B Cost Controller is responsible for the efficient buying and
receiving of all food, beverages and supplies necessary for the
operation of the hotel.
Human Resources
The Human Resources staff members advise all levels of management
on professional approaches to recruitment, induction, training, pay,
benefits, communication and the maintenance of good employee
relations. This department also offers confidential advice and
counselling to employees to help them resolve any job-related
problems.
The Service Chain
Pleased External Customer
Superior Customer Service
Organised and Efficient Business
Quality Internal Service
Individual
Team
Department
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The Total Service Experience
trafalgar Values
Excellent customer care, everyday, everywhere
Encouraging our people to thrive
Consistent service and product quality
Optimising profit for the growth of the company
For further information about the trafalgar visit:
www.thetrafalgar.com
Service Reputation Profit
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Student Worksheet
Learning Outcomes:
to make you aware of the qualities and behaviours required to
deliver excellent service to internal and external customers
to help you identify and understand Service Excellence
techniques designed to deliver excellent customer service
to help you to use Service Excellence techniques in customer
service situations
Working with a partner, complete these tasks:
Task 1:
Delivering Service Excellence
Using your own recent experience as a customer of Leisure, Travel,
Tourism or Hospitality, use the table below to give examples of
service that you’ve recently received
Excellent, Good & Poor
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Situation, location and staff (e.g. buying
a ticket, station, sales clerk)
Description of Customer
Service Provided
Quality of Service (tick relevant column)
Excellent Good Poor
1
2
3
4
5
Task 2:
The diagram below shows 3 ‘Rings of Service’.
Choose ONE situation you described in Task 1 as ‘Poor Service’. In
what ways could that customer service be improved? Carry out three
short role plays with your partner as customer, in which you
demonstrate how the service in that situation could be improved so
that it would be:
(1) basic (but not poor)
(2) as expected
(3) exceed customer expectations.
Evaluate your performance(s).
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Task 3: Choose a job that interests you at the trafalgar hotel or
with another organisation. Now answer the 3 questions about
‘Your Customers’:
Who are the people in your chosen place of work who depend
on your performance to do their own work?
What do they depend on you for? Who are the people you
depend on to get your work done?
What do you depend on them for?
Exceeded Expectations
Expected Service
Basic Products and Services
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Task 4: What are the possible consequences of employees NOT
treating other staff as valued customers?