ch.11&12

• Marketing


  The social process by which individuals and groups obtain what they need and want through creating and exchanging products and value with others
• The marketing environment


  • Macro
  • Micro
  • Internal
  • PESTLE
• Market segmentation


  Identification of a group or groups of customers within an organization's total market
• Criteria used to identify market segments

  • Geographic
  • Age group
  • Socio-economic classification
  • Income
  • Family life cycle
• The marketing mix


  • Product
  • Price
  • Promotion
  • Place
  • Process
  • Physical evidence
  • Participants/People

  
• Processes in marketing


  How your business delivers its service at the customer interface: through each step of the customer experience
• Physical evidence


  Everything your customers see when interacting with your business. This includes the environment where you provide your product or service (either physical or online), the design of these spaces, your logo and branding, product packaging, social media presence and more.
• People, in the marketing mix

  Anyone directly or indirectly involved in the business side of the enterprise. That means anyone involved in selling a product or service, designing it, marketing, managing teams, representing customers, recruiting and training.

  
• Advertising


  • Direct mail and email
  • Press advertising
  • Broadcasting
  • Signs and posters
  • Other advertising media
• PR, merchandising and sales

  • Public relations
  • Merchandising
  • Sales promotion
  • Personal selling and up-selling
• Digital marketing


  • Social media
  • Mobile technology
  • Gamification and online vouchers
  • Restaurant CRM and big data
• The primary focus of quality management is to meet customer requirements and to strive to exceed customer expectations
• The quality of products and services includes not only their intended function and performance, but also their perceived value and benefit to the customer
• An organization focused on quality promotes a culture that results in the behaviour, attitudes, activities and processes that deliver value through fulfilling the needs and expectations of customers
• Sustained success is achieved when an organization attracts and retains the confidence of customers and other relevant interested parties. Every aspect of customer interaction provides an opportunity to create more value for the customer. Understanding the current and future needs of customers and other interested parties contributes to the sustained success of the organization.
• The product / service matrix


  A framework for understanding the relationship between products and services
• Why is quality important?

  • Customers are increasingly demanding and are prepared to complain
  • More sophisticated hard and soft technologies allow additional and convenience services to be offered
  • Competitive advantage
  • Impact on profit
  • Premium pricing
  • Loyal / repeat customers
  • Increased operational efficiency
• Provider Gaps


  • Not knowing what customers expect
  • Not selecting the right service designs and standards
  • Not delivering to service standards
  • Not matching performance to promises
• Characteristics of services


  • Intangibility - can feel, taste, see
  • Heterogeneity - varied of service quality
  • Simultaneity - happen at the same time
  • Perishability - cannot be stored
  • Cost structure
  • Unpredictability of demand
  • Short cycle of production
  • Risk
  • Technology
  • Presence of the customer
• The quality management cycle

  • Plan
  • Do
  • Check
  • Act
• The development of approaches to quality management

  • Quality inspection
  • Quality control
  • Quality assurance
  • Total quality management including Six Sigma and Kaizen approaches
• Six Sigma


  A set of methodologies and tools used to improve business processes by reducing defects and errors, minimizing variation, and increasing quality and efficiency.
• Hospitality Assured improvement cycle

  • Customer research
  • The customer promise
  • Business leadership and planning
  • Operational planning and standards of performance
  • Resources
  • Training and development
  • Service delivery
  • Service evaluation and recovery
  • Customer satisfaction improvement
• Approaches to quality management are not mutually exclusive
• Each approach builds towards the next
• Each company needs to develop its own approach
• Build quality in
• Improving what you deliver
• Build competitive advantage and profit