Hospitality Business

《旅游接待业Introduction to Hospitality》课程教学大纲一、课程基本信息课程代码：20080092课程名称：旅游接待业（全英）英文名称：Introduction to Hospitality课程类别：专业课学时：32学分：2适用对象：旅游管理（中外人才培养实验班）考核方式：考试先修课程：无二、课程简介This course provides an understanding of Tourism, Hospitality and Events as separate fields of study and the interrelationship between them all. It looks at the role of THE in society, its involvement with industry and government and its impact on the environment. Tourism, hospitality and events are often viewed as almost separate industries/activities and university degree programs. However, this course is designed to study the inter-relationships that exist between these industries and to demonstrate how they fit into the wider industrial and social landscapes.Given the increasing trend towards globalization, both socially and economically, the course will take a global perspective of these industries/activities to exemplify how they are related to, and influence the nature of, one another.As a result of this course, students should recognize that although they may be focusing their studies on one particular industry/activity they need to take into account all the others in order to fully understand their chosen area of expertise.三、课程性质与教学目的This course aims for students to develop their knowledge and understanding of the industries/activities of tourism, hospitality and events. In particular students should have aclear understanding of the sectors of these industries/activities and the inter-relationships that exist between them.After successfully completing this course you should be able to:1.clearly define tourism, hospitality and event management；prehend and report on the inter-related nature of tourism, hospitality and events；3.understand and explain the concepts, evolution and impacts of tourism, hospitality andevents globally；4.work with peers to synthesise and communicate information on a particular topic fromthe body of knowledge on tourism, hospitality, and events；5.demonstrate academic literacy and ethical scholarship, and appreciate how this appliesto future studies；pare tourism and hospitality industries in China and globally, especially theroles of different actors and management/government principles in different countrie s.四、教学内容及要求Chapter 1 Introducing Hospitality1.Learning Objectives1.1Discuss the history of hospitality through the ages.1.2Describe the characteristics of the hospitality industry.1.3Explain corporate philosophy and total Quality Management.1.4Discuss the many facets of service and why it has become such an important part ofthe hospitality industry.1.5Suggest ways to improve service.1.6Discuss current trends in the hospitality industry.2.Contents2.1Hospitality through the ages.2.2The interrelated nature of hospitality and tourism.2.3Characteristics of the hospitality industry.2.4Sustainable hospitality.2.5Trends in hospitality and tourism.3.Review and Discussion3.1Compare and contrast the characteristics of the hospitality industry in relation to thetourism industry.3.2Identify the corporate philosophy of the global hospitality industry.3.3Assess the importance of Total Quality Management in the global hotel industry.3.4What is the difference between Total Quality Management and quality control?3.5Describe the history of the global hospitality industry.3.6Apart from sustainability and green travel, discuss two key trends in hospitality andtourism.4.Teaching MethodsLecture, Online resources application.Chapter 2 The Hotel Business1.Learning Objectives1.1Describe hotel ownership and development via hotel franchising and managementcontracts.1.2Explain the diamond rating classification of hotels.1.3Classify hotels by rating system type, location, and price.1.4Discuss the concept and growth of vacation ownership.1.5Discuss sustainable/green lodging.1.6Identify trends influencing the hotel business.2.Contents2.1Hotel development and ownership2.2Classification of hotels and lodging properties2.3International perspectives2.4Sustainable or green lodging2.5Trends in hotel development and management3.Review and Discussion3.1Why do you think an entrepreneur would choose to purchase a hotel instead ofacquiring a franchise?3.2Evaluate the importance of various hotel rating systems.3.3Critically assess the trends that you feel will have the biggest impact on the futureof the global hospitality industry.4.Teaching MethodsLecture, Online resources application.Chapter 3 Rooms Division1.Learning Objectives1.1Outline the duties and responsibilities of key executives and department heads.1.2Draw an organizational chart of the rooms division of a hotel and identify theexecutive committee members.1.3Describe the main functions of the rooms division departments.1.4Describe property management systems and discuss yield management.1.5Calculate occupancy percentages, average daily rates, and actual percentage ofpotential rooms revenue.1.6Outline the importance of the reservations and guest services functions.1.7List the complexities and challenges of the concierge, housekeeping, andsecurity/loss prevention departments.2.Contents2.1 The functions and departments of a hotel2.2Management structure and roles of departments2.3 Security/loss prevention2.4 Trends in hotel development and management3.Review and Discussion3.1Briefly define the purpose of a hotel. Why is it important to empathize with theculture of guests?3.2List the main responsibilities of the front- office manager.3.3What are the benefits of using a central reservation system?3.4Why is the concierge an essential part of the personality of a hotel?3.5Explain the importance of accident and loss prevention. What security measures aretaken to protect guests and their property?4.Teaching MethodsLecture, Online resources application.Chapter 4 Food and Beverage1.Learning Objectives1.1Describe the duties and responsibilities of a food and beverage director and otherkey department heads.1.2Describe a typical food and beverage director’s day.1.3State the functions and responsibilities of the food and beverage departments.1.4Perform computations using key food and beverage operating ratios.2.Contents2.1 Food and beverage management2.2 Kitchen2.3 Stewarding department2.4 Catering department2.5 Sustainable wine production2.6 Sustainable brewing2.7 Trends in the beverage industry3.Review and Discussion3.1Briefly describe the challenges a food and beverage director faces on a daily basis.3.2List the measures used to determine the food and beverage department’s profit andloss.3.3Explain the problems a hotel faces in making the following departments profitable:restaurants, bars, and room service.3.4Explain the importance of the catering department for a hotel and list theresponsibilities of a catering sales manager (CSM).4.Teaching MethodsLecture, Online resources application.Chapter 5 The Restaurant Business and Management1.Learning Objectives1.1Describe a restaurant’s front of the house.1.2Explain how restaurants forecast their business.1.3Describe restaurant service.1.4Describe front- and back-of-the-house systems.1.5Outline back-of-the-house operations.1.6Summarize restaurant management financials.2.Contents2.1 The restaurant business2.2 Franchises2.3 Sustainable restaurant operations2.4 Back-of-the-house operation2.5 Restaurant management financials2.6 Trends in the restaurant industry3.Review and Discussion3.1Most restaurants forecast a budget on a weekly and monthly basis, one that projectssales and costs for a year in consideration of guest counts and the average guest check.3.2To operate a restaurant, products need to be purchased, received, and properlystored.3.3Food production is determined by the expected business for the next few days. Thekitchen layout is designed according to the sales forecasted.3.4Good service is very important. In addition to taking orders, servers act assalespersons for the restaurant.3.5The front of the house deals with the part of the restaurant having direct contactwith guests, in other words, what the guests see—grounds maintenance, hosts/ hostesses, dining and bar areas, bartenders, bussers, and so on.3.6The back of the house is generally run by the food service/kitchen manager, andrefers to those functional areas and tasks with which guests usually do not come in contact. This includes purchasing, receiving, storing/issuing, food production, stewarding, budgeting, accounting, and control.4.Teaching MethodsLecture, Online resources application.Chapter 6 Tourism and managed services1.Learning Objectives1.1Summarize the historical impact of transportation on tourism.1.2Define tourism and describe the important international tourism organizations.1.3Describe the benefits and prospects of tourism.1.4Describe the economic impact of tourism.1.5Identify the promoters of tourism.1.6Summarize the sociocultural impact of tourism.1.7Describe ecotourism.2.Contents2.1 The historical impact of transportation on tourism2.2 What is tourism in the 21st century?2.3 The economic, social and cultural impact of tourism2.4 Ecotourism2.5 Sustainable tourism2.6Cultural, heritage, nature, and volunteer tourism2.7Trends in tourism and travel3.Review and Discussion3.1Give a broad definition of tourism and explain why people are motivated to travel.3.2explain the objectives of the UNWTO. What are the characteristics of the travel andtourism industry according to the UNWTO and the WTTC?3.3Choose a career in the tourism business and give a brief overview of what yourresponsibilities would be.3.4Discuss the positive and negative impacts that tourism can have on a country inrelation to tourism pollution and ecotourism.4.Teaching MethodsLecture, Online resources application.Chapter 7 Recreation, Attractions, and Clubs1.Learning Objectives1.1Discuss the relationship of recreation and leisure to wellness.1.2Explain the origins and extent of government-sponsored recreation.1.3Distinguish between commercial and noncommercial recreation.1.4Identify different types of major attractions in China and globally.2.Contents2.1 Recreation, leisure and wellness2.2 Government-sponsored recreation3.2Commercial recreation attractions3.3Managing attractions3.4Noncommercial recreation2.6 Trends in recreation and leisure3.Review and Discussion3.1Define recreation and its importance to human wellness. What factors affect anindividual’s decision to participate in recreational activities?3.2Describe three recreation activities that are sponsored by the Chinesegovernment and identify the superiority of the socialist system.3.3Briefly describe the difference between commercial and noncommercial recreation.4.Teaching MethodsLecture, Online resources applicationChapter 8 Gaming Entertainment1.Learning Objectives1.1Outline the history of modern casinos.1.2Describe the various components of modern casino hotels.1.3Explain how casinos have been integrated into larger hospitality operations.1.4Understand the basic principles of casino operations.1.5Discuss the different positions within the gaming industry.2.Contents2.1 Historical review of gaming entertainment2.2Case of Macau2.3Working in a casino resort2.4Sustainability in gaming entertainment2.5Trends in the gaming entertainment industry3.Review and Discussion3.1What defines a gaming entertainment business?3.2Explain the attraction of gaming entertainment as a tourist.3.3Why is it necessary for strict regulations to be in force on the casino floor?3.4How are hotel operations in a gaming entertainment business different from hoteloperations in a nongaming environment?4.Teaching MethodsLecture, Online resources applicationChapter 9 Meetings, Conventions and Expositions1.Learning Objectives1.1List the major players in the convention industry.1.2Describe destination management companies.1.3Describe the different aspects of being a meeting planner.1.4Explain the different types of meetings, conventions, and expositions.1.5List the various venues for meetings, conventions, and expositions.2.Contents2.1 Development of the meetings, conventions, and expositions industry2.2 Key players in the industry2.3 Types of meetings, conventions, and expositions2.4 Historical associations2.5 venues for meetings, conventions, and expositions1.6Sustainable meetings, conventions, and expositions2.6 Trends in meetings, conventions, and expositions3.Review and Discussion3.1Which new technologies are being used in meetings and conventions?3.2Why are cruise ships being increasingly used as venues for meetings?3.3Discuss the role and functions of a DMC.3.4Outline the format of a typical convention program.4.Teaching MethodsLecture, Online resources applicationChapter 10 Special Events1.Learning Objectives1.1Define a special event.1.2Describe what event planners do.1.3Classify special events.1.4Outline the skills and abilities required for event management.1.5Identify the main professional organizations and associations involved with thespecial events industry.2.Contents2.1 Classifications of special events2.2What event planners do2.3Required skills and abilities for event management2.4Special event organizations2.5Sustainability in special events2.6 Trends in the special events industry3.Review and Discussion3.1What are the responsibilities of an event planner?3.2What are the challenges for event planners and managers?3.3Describe three of the classifications of special events.3.4Describe what organizers should do for crisis management.4.Teaching MethodsLecture, Online resources applicationChapter 11 Leadership and Management1.Learning Objectives1.1Identify the characteristics and practices of leaders.1.2Define leadership.1.3Identify the characteristics and practices of management.1.4Define management.1.5Differentiate between leadership and management.1.6Discuss ethics in hospitality.2.Contents2.1 Leadership in hospitality management2.2Sustainable leadership2.3 Ethical dilemmas in hospitality2.4 Trends in leadership and management3.Review and Discussion3.1Give examples of the management functions as they apply to the hospitalityindustry.3.2Discuss the changing role of managers.3.3Define leadership and name the essential qualities of a good leader.4.Teaching MethodsLecture, Online resources application六、课程考核（一）考核方式考试（二）成绩构成平时成绩占比：40% 期末考试占比：60%（三）成绩考核标准1. Assessment:Presentation: Content (40%) + Structure (30%) + Oral Presentation (15%) + Aesthetics (15%)Reading Report: Content (40%) +Structure (30%) + Grammar (20%) + Aesthetics (10%)2. Class Attendance3. Finals七、推荐教材和教学参考资源1.Walker, J. R. (2017). Introduction to Hospitality (7th ed.). Prentice Hall.2.Ford, R.C., Sturman, M.C. & Heaton, C.P. (2012). Managing Quality Service inHospitality: How Organizations Achieve Excellence in the Guest Experience. Pages 14-17.3.Weaver, D. & Lawton, L. (2014). Tourism Management, 5th Ed. Pages 50-60.4.Walker, J.R. (2013). Introduction to Hospitality, 6th Ed. Pages 354-356.5.UNWTO. (2019). Tourism Highlights. https:///10.18111/97892844211526.Weaver, D. & Lawton, L. (2014). Tourism Management, 5th Ed. Pages 286-295.7.Ford, R.C., Sturman, M.C. & Heaton, C.P. (2012). Managing Quality Service inHospitality: How Organizations Achieve Excellence in the Guest Experience.lard, N. (2006). Learning from the ‘wow’ factor- how to engage customers throughthe design of effective affective customer experiences. BT Technology, 24(1), 11-16.9.Calahan, M. (2014). What do the words hospitality and customer service mean to you?10.Coussement, M.A., Tanyatanaboon, M., Li, Z., Shportko, A. & Miao, L. (2014). Astrategy of duality: New choreography for the Marriott/Ritz-Carlton dance. Journal of Hospitality & Tourism Cases.。

Service Quality, Customer Satisfaction and Customer Retention in the hospitality industry: Keys to achievetourism growth.S. Melisidou 1, N. Theocharis 21 Dpt. Of Tourism Administration, T.E.I. of Athens, Athens, Greece, Tel:+306974366280,Fax:+302103212276,E-mail:********************2 Dpt. Of Tourism Administration, T.E.I. of Athens, Athens, Greece,Tel:+306977746042,E-mail:*********************ABSTRACTThe increased significance of the services sector to the global economy has led to a heightened concern by practitioners as well as consumers regarding the quality of services being offered.The past few decades, “mass” tourism e merged as a forceful agent of change and created impacts which clearly affect the qualitative issues of tourist product.The concept of quality and its relationship with the service industries has become a major preoccupation for many within this sector, not least the hospitality industry. Hospitality operations have to serve an increasingly discerning public, who are nowadays more eager than ever to complain and transfer their allegiances to perceived providers of quality services.Applicable models and methods of service quality can protect and upgrade the operation of enterprises as well as the level of tourist demand satisfaction.This paper seeks to investigate the evaluation and conceptualization of service quality and its interactive impacts.The aims of this study are as follows: (1) to sustain that service quality, customer satisfaction and customer retention can be considered as the major tools to achieve development and enhance the hospitality industry, (2). to assess that perceived service quality is a crucial matter for the global tourism development and can bear socio-economic development.KEYWORDS: service quality, service value, customer satisfaction, retention, SERVQUAL, tourism development.1. IntroductionService industries play an important role in most economies. As competition increases in the market, tourism businesses and organizations need to develop effective methods for being more responsive to peoples’ needs and retaining more loyal participants since attracting new participants will cost more which involves more advertising and promoting.Like other fields, tourism involves both goods and services, but the service component is relatively high.It has been suggested that each of these determining constructs (perceived quality, perceived value, and satisfaction) should be measured to monitor hospitality operations performance and to understand more thoroughly the interrelationships between them (Baker and Crompton 2000; Getty and Thompson 1994; Petrick and Backman 2002a; Tam 2000). Enhanced understanding of the relationships among these constructs and their relative influence in determining behavioral intention to revisit, would better equip hospitality industry providers to adjust their services and marketing efforts to enhance positive behavioral intention. Quality attributes can be more useful than either satisfaction or perceived value items since hospitality industry managers can control and manipulate the items. Perceived quality and satisfaction have been shown to be good predictors of visitors’ future behavioral intentions (Baker and Crompton 2000; Tian-Cole et al. 2002).While perceived quality and perceived value are cognitive responses to a service offering, overall satisfaction is an emotional response based on a holistic view of phenomenon (Cronin et al. 2000). With a clear understanding of the relationship among these three constructs, hospitality businesses would know which of these evaluation measures have the stronger total effect on visitors’ behavioral intentions.There is widespread agreement in the general service management literature that the provision of service quality is concerned with generating customer satisfaction. Grönroos (1984), Parasuraman, Zeithaml and Berry (1985) and Johnston (1988) define service quality in terms of customer satisfaction, that is, the degree of fit between custom ers’ expectations and perceptions of service.2. Defining Service Quality – Notional approachesService quality is now of major concern to industries such as the tourism/hospitality industry, which are basically ‘peopleoriented’.In the service industry, definitions of service quality tend to focus on meeting customers’ needs and requirements and how well the service delivered meets their expectations (Lewis and Booms, 1983). In order to deliver and maintain service quality, an organization must first identify what it is that constitutes quality to those whom it serves (Gronross, 1984). Gronross (1984) classified service quality into two categories: technical quality, primarily focused on what consumers actually received from the service; and functional quality, focused on the process of service delivery.Service quality characterised by the following aspects:- is multidimensional,- has underlying quality dimensions, some of which change over time;- is intangible, although it is often assessed through tangible clues;- is the result of both service processes and service outcomes;- depends on the difference (gap) between customer expectations and perceptionsThe central link in most service strategies is quality, which has been a major issue for many years, dating back at least to Deming’s work in Japan in the ‘50s.Solomon et al. (1985) concluded that a customer assesses quality by his or her perception of the way in which the service is performed. As a result, service quality has been defined as the outcome of a comparison between expectations of a service and what is perceived to be received (Czepiel et al., 1985; Parasuraman et al., 1985). The gap between expectations and perceptions of performance determines the level of service quality from a consumer’s perspective.Johnston and Morris (1985) argue that service organisations tend to measure only what is easy to measure and quantify, and shy away from the use of soft, qualitative measures. Kaplan (1983) argues satisfaction. Whilst the measurement of customer service perceptions are now widespread in tourism/hospitality, an understanding of managements’ perception of guest expectations, as well as staff responses to such management expectations, are yet to be explored. Hochschild (1983) has described the work performed by service providers as ‘emotional labor’ that requires them to subsume their own feelings to the goals of their employer and the immediate needs of a paying customer.Indeed, she described service encounters as the commercialisation of human feeling, and warns of the individual and social effects that may engender. Klaus (1985) has described service encounters as interlocking behaviour composed of task and ‘ceremonial’ elements, in which the former are the economic exchange elements and the latter the psychological need satisfaction that provider and customer provide each other.Parasuraman et al. (1985) identify over 200 attributes of service quality. The pool of attributes was derived from an extensive series of interviews with customers in four different commercial services. Using factor analysis, five main dimensions of service quality were identified. They were: tangibles, reliability, responsiveness, assurance and empathy. The importance of the above dimensions in understanding service quality cannot be underestimated.However, comparing service expectations with service perceptions has offered a more insightful perspective. Perceptions of quality by those who provide services and those who consume them have often been reported to differ (Parasuraman et al., 1985).3. Experienced Service Quality ModelsThere have been numerous attempts to encapsulate the essential nature of the service quality construct in the form of theoretical models. One of the earliest models is that described by Gronroos (1983), which relates the level of experienced quality to both technical and functional dimensions of service provision:•Technical quality refers to the result of service and/ or the question, what has been provided?•Functional quality, on the other hand, refers to the way the service has been delivered and delivered and relates to the question, how has the service been provided?Technical quality refers to the relatively quantifiable aspects of the service that consumers experience during their interactions with a service firm. Because it can be easily measured by both consumer and supplier, it becomes an important basis for judging service quality (Palmer, 1998).According to Gronroos (1998,1990), however, these more technical aspects of a service are easily lost. Functional quality, in contrast, can be used to create a competitive edge by focusing on the more personal aspects of the service encounter.Service quality has become a major concern of service industries. Berry and Parasuraman (1991) stated that service is the essence of services marketing and hat service quality is its foundation. Perceived service quality is a user’s judgment about a service’s overall excellence or superiority (Berry et al. 1988). In tourism businesses and organizations, suppliers provide the same types of services, but they do not provide the same service. Wager (1966, p.12) observed, “Quality is a human concept based on highly subjective criteria … and seems to be a highly personal matter.” Due to the central importance of service quality, tourism businesses and organizations have commissioned research studies designed to identify, assess, or evaluate the phenomenon of service quality.In the private sector of tourism, the ultimate goal of businesses and organizations is to increase profits. Improving technical aspects of goods and services is not sufficient to retain participants. Tourism businesses and organizations are investing more effort in improving perceptions of service quality so visitors (participants) will become repeat visitors and spread positive word-of-mouth to their social group (Crompton and Lamb 1986). For public sector organizations, making a profit may not be an ultimate goal. Rather it may be to satisfy participants’ needs and wants (Crompton and Lamb 1986). In public tourism businesses and organizations, participants are most likely to find satisfaction through high quality service (MacKay and Crompton 1988).There is a plethora of measurement tools and techniques for assessing service quality and consumer satisfaction levels. The leading protagonists in the area of service measurement studies have been Parasuraman et al. (1985), with development and subsequent refinement in 1988 and 1991 of the SERVQUAL instrument (Parasuraman et al., 1991).4.1. The SERVQUAL ModelThe SERVQUAL instrument developed by Parasuraman et al. (1991) has proved popular, being used in many studies of service quality. This is because it has a generic service application and is a practical approach to the area. A number of researchers have applied the SERVQUAL model to measure service quality in the hospitality industry, with modified constructs to suit specific hospitality situations (Saleh and Ryan, 1992; Bojanic and Rosen, 1993; Getty and Thompson, 1994; Lam and Zhang, 1998; Tsang and Qu, 2000).The SERVQUAL instrument consists of 22 statements for assessing consumer perceptions and expectations regarding the quality of a service. Respondent are asked to rate their level of agreement or disagreement with the given statements on a 7-point Likert scale. Consumers’ perceptions are based on the ac tual service they receive, while consumers’ expectations are based on past experiences and information received. The statements represent the determinants or dimensions of service quality. Refinement of his work reduced the original service dimensions used by consumers to judge the quality of a service from ten to five.The five key dimensions (Parasuraman et al. 1991) that were identified are as follows:1. Assurance– the knowledge and courtesy of employees and their ability to convey trust and confidence.2. Empathy– the provision of caring, individualized attention to consumers.3. Reliability–the ability to perform the promised service dependably and accurately.4. Responsiveness–the willingness to help consumers and to provide prompt service.5. Tangibles–the appearance of physical facilities, equipment, personnel and communications materials.One of the purposes of the SERVQUAL instrument is to ascertain the level of service quality based on the five key dimensions and to identify where gaps in service exist and to what extent.The gaps are generally defined as:•Gap 1(positioning gap) –pertains to managers’ perceptions of consumers’ expectations and the relative importance consumers attach to the quality dimensions.•Gap 2 (specification gap) – is concerned with the difference between what management believes the consumer wants and what the consumers expect the business to provide.•Gap 3 (delivery gap) –is concerned with the difference between the service provided by the employee of the business and the specifications set by management.•Gap 4 (communication gap) – exists when the promises communicated by the business to the consumer do not match the consumers’ expectations of those external promises.•Gap 5(perception gap) –is the differe nce between the consumers’ internal perceptions and expectations of the services (Zeithaml et al., 1990).5. Perceived Service ValuePerceived service value has been recognized in the past decade as one of the most salient determinants of purchase intention and repeat visitation (customer retention) (Chang and Wildt 1994; Bolton and Drew 1991a; Jayanti and Ghosh 1996). Although, considerable research has focused on perceived service quality as an important determinant of satisfaction and behavioral intentions (Parasuraman et al. 1988; Brown et al. 1993; Zeithaml et al. 1996), there has been relatively more empirical research conducted on perceived service value and its relationship to visitor satisfaction and behavioural intentions (Anderson et al. 1994; Cronin et al. 2000; Caruana, Money and Berthon 2000; Oh 1999; Sweeney et al. 1997). Chang and Wildt (1994) found that the purchase intention is strongly and positively influenced by perceived service value. Previous studies (Grewal, et al. 1998; Jayanti and Ghosh 1996; Oh 1999; Sweeney et al. 1997; Zeithaml 1988) suggested that the perceived service value mediates the influence of perceived price and perceived service quality.Figure.1.2.: Perceived Service Value as a mediating variable6. Customer Satisfaction and RetentionAs has already been noted, satisfaction has been concern for a number of years and is generally recognised as a post purchase construct that is related to how much a person likes or dislikes a product or a service after experiencing it.It can be defined as an evaluation that an “experience was at least as good as it was supposed to be” (Hunt, 1997). Satisfaction is a response to a perceived discrepancy between prior expectations and perceived performance after consumption. Consequently, managers need to understand how expectations are created and how these expectations are influenced by people’s consumption experiences.Customers are assumed to have developed expectations prior to use, and perceived performa nce is compared to these expectations on a “better than” or “worse than” model.Oliver (1981) defined satisfaction as a “summary psychological state resulting when the emotion surrounding disconfirmed expectations is coupled with the consumer’s prior feelings about the consumption experience” (p.27). Oliver (1997) pointed out that satisfaction encompasses more than mere fulfillment. It describes a consumer’s experiences, which is the end state of a psychological process.Satisfaction has become a central concept in modern marketing thought and practice (Yi 1990). Many studies have made significant contributions to better understanding this complex phenomenon (Bearden and Teel 1983; Oliver 1980, 1989; Spreng et al. 1996; Williams 1988). Achieving visitor satisfaction is one of important goals for most tourism service businesses and organizations today (Jones and Sasser 1995). Increasing customer satisfaction and customer retention generates more profits, positive word-of-mouth, and lower marketing expenditures (Reichheld 1996; Heskett et al. 1990).Satisfaction is a visitor’s affective and evaluative response to the overall product or service experience (Oliver 1997). What visitors received from the investment money, time and other resources on a trip or a visit) are psychological benefits. Thus, it is an experience that tourists receive from a visit with tangible goods (Mathieson and Wall 1982). It is also more likely that satisfied visitors will return and say positive things about a service (Tian-Cole et al. 2000).Improving the quality of service attributes as well as improving the emotional and psychological reactions that visitors obtain from service experiences are considered important to commercial and public tourism businesses and organizations. As Otto and Ritchie (1996) stated: the intimate, hands-on nature of the service encounter itself affords many opportunities for affective response… it has long been acknowledged that human interaction itself is an emotionally-charged process.7. Tools to achieve continuous tourism development by practisingservice qualityBerry and Parasuraman (1991) stated that service is the essence of services marketing and hat service quality is its foundation. Perceived service quality is a user’s judgment about a service’s overall excellence or superiority (Berry et al. 1988). In tourism businesses and organizations, suppliers provide the same types of services, but they do not provide the same service. Attempting to achieve sustained competitive advantage, hospitality organizations are now investing quite heavily in a host of service quality improvement initiatives.In the private sector of tourism, the ultimate goal of businesses and organizations is to increase profits. Improving technical aspects of goods and services is not sufficient to retain participants. Hospitality businesses are investing more effort in improving perceptions of service quality so consumers (participants) will become repeat consumers and spread positive word-of-mouth to their social group (Crompton and Lamb 1986).The requirement of an approach to quality improvement concentrates on the continual evaluation of service quality as perceived by the customer. Tools to achieve continuous improvement are listed below:•Customer satisfaction•Customer retention (external client)•Complaints and incidences•Audits reports•Auto-evaluations•Benchmarking method•Mystery guest / mystery shopper•Market evaluations•Claims8. Positive effects by practising service quality in the hospitalityindustryThe strategic planning and the application of service quality provide customer satisfaction and retention. Its efficient application enhances the hospitality industry, activates the effects of tourism development in socio-cultural issues and provides economic growth.The positive effects by practising service quality models are listed below: • A competitive differentiation that favors the enterprise•Chances of potential growth•Better employee morale•Customer Loyalty and Retention•Customer satisfaction•Economic growth & profits•Employee motivation and vision•Favorable advertising•Greater productivity•Minimization of loss for the customers8. ConclusionsThe hospitality enterprises operating have proven to be one of the key mechanisms in the economic transition. Economic reforms unleashed the potential for entrepreneurial development in a direction that assisted macro-economic stability and competitive market behaviour.Successful tourist businesses were found to be focusing on a particular product or niche market, developing a strong competitive advantage offering high quality, and superior service and products.Earning high satisfaction ratings from guests is an especially important strategy for hotel companies, because loyal customers are the principal driver of profits. Along with continuing to stay at a brand’s properties, satisfied customers also refer new business. Companies with satisfied, loyal customers enjoy higher margins—and, consequently, greater profits—than do businesses that fail to retain and satisfy their customers.The strategic planning and the application of service quality provide customer satisfaction and retention. Its efficient application enhances the hospitality industry, activates the effects of tourism development in socio-cultural issues and provides economic growth.References1. Bank, J. (1992). The essence of Total quality management, London: PrenticeHall2. Berry, L.L., Parasuraman A., V. A. Zeithaml (1985). Quality counts in servicestoo,. Business Horizons.3. Cronin J. J. and S. A. Taylor (1992). Measuring service quality: Areexamination and extension, Journal of Marketing, 56, 55-68.4. Czepiel J. A. and R. Gilmore (1987). Exploring the concept of loyalty inservices, in: J. A. Czepiel, C. A. Congram and J. Shanahan (Eds.), The services challenge: Integrating for competitive advantage, American Marketing Association, Chicago, 91-94.5. Dutka A. (1995). AMA Handbbok of customer satisfaction: A guide toresearch, planning, and implementation, NTC Publishing Group, Illinois.6. Getty J.M. and Thomson K.N. (1994). The relationship between quality ,satisfaction and recommending behaviour in lodging decisions. Journal of Hospitality and Leisure Marketing, 2(3):3-22.7. Grönroos, C. (1984). A service quality model and its marketing implications.Journal of Marketing, 18, 36-44.8. Grönroos, C. (1988). Service Quality: The six criteria of good perceivedservice quality. Review of Business, 9(3):10-139. Johnston, R. (1987). A Framework for Developing a Quality Strategy in aCustomer Processing Operation, University of Warwick working paper, March.10. Johnston, R., & Morris, B. (1985). Monitoring and control in service operations.International Journal of Operations and Production Management.11. Kandambully J. Connie M. Beverley S.(2001),”Ser vice quality management inhospitality, tourism and leisure, The Howarth Hospitality Press, NY.12. Naumann E. and K. Giel (1995). Customer satisfaction measurement andmanagement, Thomson Executive Press, Cincinnati.13. Oliver, R.L.(1996), Satisfaction: A behavioural Perspective on the consumer.London : McGraw-Hill14. Parasuraman A., V. A. Zeithaml and L. L. Berry (1988). SERVQUAL: Amultiple item scale for measuring consumer perceptions of service quality, Journal of Retailing, 64, (1), 14-40.15. Parasuraman A., V. A. Zeithaml and L. L. Berry (1994). Reassessment ofexpectations as a comparison standard in measuring service quality: Implications for future research, Journal of Marketing, 58, 111-124.16. Swanson R. (1995). The quality improvement handbook, Kogan Page Ltd.,London.17. Silvestro, R., Johnston, R., Fitzgerald, L., & Voss, C. (1990). Qualitymeasurement in service industries. International Journal of Service Industry Management, 1, 54-66.18. Smith, S. (1982). How to quantify quality. Management Today, October.19. Solomon & C.F. Suprenants (Eds), The service encounter: Managingemployee/customer interaction in service businesses (pp. 17-33).20. Zeithaml V. A., A. Parasuraman, and L. L. Berry (1992). Delivering qualityservices, The Free Press, New York.。

商务接待的流程英语作文When it comes to the art of business hospitality, the process is as intricate as it is essential for building lasting relationships and ensuring a successful business venture. Imagine stepping off a plane, weary from travel, only to be greeted by a warm smile and a well-planned itinerary that makes you feel right at home. That's the essence of a well-executed business reception.The journey begins with meticulous planning, where every detail from the guest's arrival to their departure is carefully considered. A personalized touch is key; knowing the guest's preferences, dietary restrictions, and even their favorite pastimes can make all the difference. Upon arrival, a seamless transfer from the airport to the accommodation is arranged, ensuring that the first impression is one of comfort and efficiency.The next step is to facilitate an environment conducive to business discussions. This could mean setting up a meeting room with state-of-the-art technology, or arranging for a more casual setting that encourages open dialogue. The choice of venue should reflect the nature of the business and the preferences of the guests.Dining is an integral part of the business reception process. Whether it's a formal banquet or a casual meal, the menu should be carefully curated to impress and cater to thediverse tastes of the attendees. It's not just about the food; the ambiance and service play a crucial role in creating a memorable dining experience.Cultural sensitivity is paramount throughout the entire process. Understanding and respecting the cultural nuances of the guests can go a long way in establishing trust and rapport. This includes everything from the choice of gifts to the manner of addressing the guests.Finally, the farewell is just as important as the welcome.A thoughtful parting gift and a heartfelt thank you can leave a lasting impression, setting the stage for future collaborations. The art of business hospitality is not just about making guests feel comfortable; it's about creating an experience that fosters relationships and opens doors to new opportunities.。

商务接待礼仪的英文Proper Business Etiquette and HospitalityIn the world of business, making a good first impression is crucial. One of the most important aspects of professional success is mastering the art of business etiquette and hospitality. Effective business etiquette not only showcases your professionalism but also helps to build trust and rapport with clients, colleagues, and potential partners.When it comes to business interactions, the way you conduct yourself can have a significant impact on the outcome. From the moment you greet a client to the way you handle a formal dinner, every detail matters. Proper business etiquette is a reflection of your personal and professional brand, and it is essential for creating a positive and lasting impression.One of the key components of business etiquette is effective communication. This includes not only verbal communication but also body language and nonverbal cues. Maintaining eye contact, speaking clearly and concisely, and actively listening to your conversation partner are all essential for building strong businessrelationships.Another important aspect of business etiquette is the ability to navigate social situations with ease. This includes knowing the appropriate attire for different business events, understanding cultural norms and customs, and being able to engage in small talk and conversation. Mastering these skills can make you a more confident and approachable professional, which can lead to greater success in your business dealings.When it comes to business hospitality, the goal is to make your guests feel welcomed, comfortable, and valued. This can involve everything from arranging transportation and accommodations to planning engaging activities and events. Attention to detail and a genuine desire to make your guests feel at home are crucial for creating a positive and memorable experience.One of the most important elements of business hospitality is understanding the cultural differences and preferences of your guests. This may involve research into the customs and traditions of different countries and regions, as well as being mindful of any dietary restrictions or preferences. By demonstrating a genuine interest in and respect for the cultural backgrounds of your guests, you can build stronger relationships and foster greater trust and cooperation.In addition to the practical aspects of business hospitality, it is also important to consider the emotional and psychological needs of your guests. This may involve taking the time to engage in personal conversations, showing genuine interest in their work and personal lives, and making them feel valued and appreciated. By creating a warm and welcoming atmosphere, you can help to build the foundation for lasting business relationships.Ultimately, the key to successful business etiquette and hospitality is a combination of practical knowledge, cultural awareness, and emotional intelligence. By mastering these skills, you can enhance your professional reputation, build stronger business relationships, and ultimately achieve greater success in your career.。

中国五大传统礼仪英语作文In the vast tapestry of Chinese culture, traditionaletiquette plays a pivotal role in shaping social interactions and maintaining harmony within communities. Here is an overview of five significant traditional Chinese etiquettes that have been practiced for centuries and continue to influence modern Chinese society.1. Respect for Elders (尊老爱幼)The Chinese culture places a high value on respecting one's elders. This is evident in the way younger individuals address their seniors with honorific titles and show deference in both speech and actions. When greeting elders, it is customary to bow slightly and use polite language to convey respect.2. Table Manners (餐桌礼仪)Dining etiquette in China is steeped in tradition. It is polite to wait for the eldest or most distinguished guest to start eating before others begin. Using chopsticks properly is also important; pointing with them, sticking themvertically into rice, or using them to point at others areall considered rude. Additionally, it is common to serve others before serving oneself, reflecting the value of selflessness.3. Gift-Giving (送礼)The act of giving gifts is an art form in China. Whenpresenting a gift, it is often done with both hands to show respect. Red envelopes containing money are a traditionalgift during festivals and special occasions. It is importantto avoid giving gifts that are white or have the number four, as these are associated with funerals and bad luck.4. Hospitality (待客之道)Chinese hospitality is renowned for its warmth and generosity. When hosting guests, it is customary to provide them with tea and refreshments. The host often takes the initiative to ensure that guests' cups are never empty, and it isconsidered impolite for guests to refuse food or drinkoffered by the host.5. Business Etiquette (商务礼仪)In the business context, Chinese etiquette emphasizes the importance of building relationships before conducting business. Exchanging business cards is a formal process where one's card is presented with both hands, and the recipient is expected to study the card carefully before putting it away. Punctuality is also highly valued, and meetings often begin with a round of introductions and small talk to establish rapport.These traditional etiquettes not only reflect the depth of Chinese culture but also serve as a guide for navigatingsocial and professional situations with grace and respect. As China continues to engage with the global community, understanding these customs can greatly enhance cross-cultural communication and foster mutual respect.。

中外文旅游学术期刊HOSPITALITY RESOURCES（酒店业刊物）∙饭店现代化∙中外饭店∙中国旅游饭店TOURISM RESOURCES（旅游刊物）∙人文地理rwdl＠∙旅游学刊中文期刊《旅游学刊》（Tourism Tribune）的ISSN为1002-5006，1986年创刊，由北京联合大学旅游学院主办，是专业学术性刊物，反映旅游业的新动向、新思路、新经验和新问题，以及研究评述、学术会议纪要等。

读者对象为旅游企事业单位管理工作者、旅游院校师生及相关行业的管理人员、科研人员。

（因编辑部每日收稿量巨大，请作者在发送稿件电子版(E-mail投稿)的同时，务必邮寄纸质稿件，本刊E-mail为lyxka@tom．com，邮编和地址是：100101／北京朝阳区北四环东路99号，并请在纸质稿件上注明寄出电子邮件的日期和稿件字数。

）∙旅游科学中文期刊《旅游科学》（Tourism Science）的ISSN 为1006-575X，1981年创刊，由上海旅游高等专科学校主办。

（lykx@）∙旅游论坛中文期刊《旅游论坛》（Journal of Guilin Institute of Tourism）的ISSN 为1008-6080，1989年创刊，桂林旅游高等专科学校主办，曾经使用过的期刊名包括“旅游研究与实践” 和“桂林旅游高等专科学校学报”（gllzbjb@）。

∙旅游管理（原《旅游经济》）∙经济地理moeg5584716@∙中国国家地理∙中国会议及奖励旅游概览∙中国旅游报∙旅游规划与设计《旅游规划与设计》由中国建筑工业出版社与北京大学旅游规划研究中心合作出版，计划每年出版四期。

第一期的主题是旅游•中国•未来，第一期创刊号免费赠送给本次高峰论坛的到场嘉宾。

《旅游规划与设计》将为旅游目的地建设提供理论、技术、经验和思想交流平台，内容涵盖旅游产业发展规划、旅游景观设计与建筑设计、旅游景区管理三大版块。

tpdtourism@HOSPITALITY RESOURCES （酒店业刊物）∙Anatolia: an international journal of tourism and hospitality research∙ASEAN Journal on Hospitality & Tourism∙FIU Hospitality Review∙Hospitality Design: HD∙Hotelier∙International Journal of Contemporary Hospitality management∙International Journal of Hospitality Management∙Journal of Convention & Exhibition Management∙Journal of Foodservice Business Research∙Journal of Foodservice Research International∙Journal of Hospitality & Leisure for the Elderly∙Journal of Hospitality & Leisure Marketing∙Journal of Hospitality & Tourism Research∙Journal of Human Resources in Hospitality & Tourism∙Journal of International Academy of Hospitality Research∙Journal of Nutrition for the Elderly∙Journal of Nutrition in Recipe & Menu Development∙Journal of Quality Assurance in Hospitality & Tourism∙Journal of Restaurant & Foodservice Marketing∙Scandinavian Journal of Hospitality and Tourism∙The Journal of Hospitality, Leisure, Sport & Tourism Education (JoHLSTE)∙Tourism & Hospitality ResearchLEISURE & RECREATION RESOURCES （休闲与娱乐刊物）∙Annals of Leisure Research∙Australian Leisure Mangement∙Annual in Therapeutic Recreation∙Countryside Recreation∙Cyber Journal of Applied Leisure and Recreation Research ∙Journal of Leisurability∙Journal of Leisure Research∙Journal of Park & Recreation Administration∙Journal of Recreation and Leisure∙Journal of Retail & Leisure Property∙Journal of the Canadian Association for Leisure Studies∙Leisure & Hospitality Business∙Leisure Sciences∙Leisure Studies∙Managing Leisure∙Parks and Recreation Magazine∙Journal of Vacation Marketing∙Tourism Recreation Research∙Travel & Leisure∙Visions in leisure and business∙World Leisure JournalTOURISM RESOURCES （旅游刊物）∙AAHE Online Journal∙Action Asia∙Annals of Tourism Research∙Asia Pacific Journal of Tourism Research∙Business Traveller ：Asia-Pacific∙Conference & Incentive Travel∙Current Issues in Tourism∙Current Therapeutic Reaearch∙Dateline ASTA∙EuroSlot∙Environmental Ethic∙FVW International∙Human Dimensions of Wildlife∙International Journal of Hospitality and Tourism Administration∙International Journal of Tourism Research∙Journal of Interpretation Research∙Journal of Sport Tourism∙Journal of Sustainable Tourism∙Journal of Teaching in Travel & Tourism∙Journal of Travel & Tourism Marketing∙Journal of Travel Research∙Journal of Vacation Marketing∙Journal of Environmental Psychology∙Journal of Physical Education, Recreation and Dance∙National Parks Magazine∙Park Science∙Tourism Research Journal(TJR)∙Parks and Recreation Magazine∙TEOROS(Revue de recherche en tourisme)∙The Consortium Journal:Journal of HBCU∙the Journal of Tourism and Cultural Change∙Tourist Studies∙The Tourist Review∙Tourism Culture & Communication∙Tourism Economics∙Tourism Geographies∙Tourism Management∙Tourism Today∙Tourismus Journal∙Travel & Tourism Analyst∙Travel Journal/ トラベル· ジャ—ナル∙"Problems of Tourism" - English Edition∙University CA'FOSCARI of Venice Acta TuristicaTRANSPORTATION JOURNALS （交通杂志）∙Transport Policy∙Transportion Law Journal∙World Transport Policy and Practice。

国际商务接待流程英文Effective international business hospitality procedures are essential for fostering positive relationships and facilitating successful negotiations in the global marketplace. These protocols encompass a wide range of considerations from the initial greeting to the final farewell, all of which must be carefully navigated to ensure a seamless and culturally appropriate experience for foreign guests. By adhering to established best practices, organizations can demonstrate their professionalism, respect for cultural differences, and commitment to building long-lasting business partnerships.The first and perhaps most crucial step in the international hospitality process is the initial greeting. This sets the tone for the entire interaction and can have a significant impact on the guests' perceptions and comfort level. It is important to research the cultural norms and expectations of the visiting party to ensure that the greeting is conducted in a manner that is deemed appropriate and respectful. For example, in some cultures, a firm handshake may be the standard, while in others, a more subtle bow or nod may be preferred.Beyond the greeting, the organization of the event or meeting agenda is of paramount importance. Careful planning and attention to detail are essential to ensure that the visiting guests feel valued and that their time is used efficiently. This may involve providing a detailed itinerary, arranging for transportation to and from the venue, and ensuring that all necessary equipment and resources are readily available.The selection and preparation of the venue itself is another critical aspect of international business hospitality. The venue should be clean, well-appointed, and conducive to productive discussions and negotiations. Consideration should be given to factors such as the layout of the meeting space, the availability of translation services, and the accessibility of amenities such as refreshments and restrooms.In addition to the physical environment, the hospitality team must also be well-versed in the cultural nuances and expectations of the visiting guests. This may involve training staff on appropriate etiquette, such as the proper way to address guests, the appropriate use of titles, and the customary protocols for serving food and beverages. It is also important to be mindful of any dietary restrictions or preferences that the guests may have.During the event or meeting itself, the hospitality team must be attentive and responsive to the needs and preferences of the visiting guests. This may involve anticipating and addressing any issues or concerns that arise, as well as being prepared to adapt to unexpected situations. Effective communication and a genuine interest in the guests' well-being are essential for building trust and fostering a positive experience.Following the event or meeting, it is important to maintain ongoing communication and follow-up with the visiting guests. This may involve sending thank-you notes, providing additional information or resources, and staying in touch to nurture the business relationship. By demonstrating a continued commitment to the guests' needs and interests, organizations can position themselves as reliable and trustworthy partners in the global marketplace.Ultimately, effective international business hospitality procedures are a critical component of successful global business strategies. By prioritizing cultural awareness, attention to detail, and a genuine commitment to the guests' well-being, organizations can create a positive and lasting impression that can lead to fruitful business partnerships and long-term success.。