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1、农产运销学休闲产业行销Stillwatersrundeep.流静水深流静水深,人静心深人静心深Wherethereislife,thereishope。有生命必有希望。有生命必有希望OutlineHospitalityandTourismServiceCharacteristicsIntangibility,inseparability,variability,andperishabilityManagementStrategiesDifferentiation,servicequality,resolvingcustomercomplaints,tangibilizingtheproduct
2、,employeesaspartoftheproduct,perceivedrisk,capacityanddemandExperienceEconomicsAgritourism2HospitalityandTourismHospitalityindustrymadeupofthosebusinessesthatdooneormoreofthefollowing:provideaccommodation,preparefoodandbeverageserviceand/orentertainmentfortravelersTourism:astayofoneormorenightsawayf
3、romhomeforholidays,visitstofriendsorrelatives,businessconferences,oranyotherpurpose,exceptsuchthingsasboarding,education,orsemi-permanentemployment3ServiceCharacteristics4Figure 2-1Four service characteristics. 資料來源：Kotler,P.,J.T.Bowen,J.C.Makens.Marketing for Hospitality and Tourism,5thEdition,Pear
4、sonEducation,Inc.p.42Intangibility-1Servicescannotbeseen,tasted,felt,heard,orsmelledbeforepurchase.priortoboarding,airlinepassengershavenothingbutaticket&promiseofsafedeliverytotheirdestinationasalesforcecannottakeahotelroomwiththemonasalescall,andwhenguestsleave,theyhavenothingtoshowforthepurchaseb
5、utareceiptRobertLewisobservedthatsomeonewhopurchasesaservicemaygoawayempty-handed,buttheydonotgoawayempty-headed.theyhavememoriesthatcanbesharedwithothers5tabIntangibility-2Toreduceuncertaintycausedbyserviceintangibility,buyerslookfortangibleevidencethatwillprovideinformationandconfidenceabouttheser
6、vice.tangiblesprovidesignalsastothequalityoftheintangibleserviceconditionofthegrounds&overallcleanlinessprovidecluesastohowwellarestaurantisrunAsanichesegmentofthehospitality-lodgingindustry,conferencecentersfaceacontinuousneedtomaketheirproductstangible.theymustdifferentiatethemselvesfromresorts&ho
7、tels6tabIntangibility-3Productfeaturesthatconferencecentersusetodifferentiatethemselvesincludethefollowing:dedicatedmeetingroomsthatcannotbeusedforotherpurposestwenty-four-houruse,whichoffersclientssecurity&personalization(computers,briefcases,etc.,canbeleftintheroom)continuouscoffee,notjustcoffeebr
8、eaksall-inclusivepricing,asetpriceperday,perattendee7tabInseparability-1Serviceproviderandcustomermustbepresentforthetransactiontooccur.foodinarestaurantmaybeoutstanding,butiftheservicepersonhasapoorattitudeorprovidesinattentiveservice,customerswillnotbesatisfiedwiththeirexperienceCustomersarepartof
9、theproduct.havingchosenarestaurantbecauseitisquiet&romantic,acouplewillbedisappointedifagroupofloud,boisterousconventioneersisseatedinthesameroomManagersmustmanagetheircustomerssotheydonotcreatedissatisfactionforothers.8tabInseparability-2Hospitalityandtravelorganizationshavetotraincustomersjustasth
10、eytrainemployeesbecausetheyarecoproducingtheservice.customersmustunderstandthemenuitemsinarestaurantsothattheygetthedishtheyexpecthotelcustomersmustknowhowtousethephonesystemandexpresscheckoutonthetelevisioncasinosknowtheymusttraincustomershowtoplaycertaintablegamessuchasblackjackorcraps9tabInsepara
11、bility-3Organizationsmustselect,hire,andtraincustomers.Thebenefitsprovidedtotheguestbybecomingan“employee”includeincreasedvalue,customization,andreducedwaitingtime.fast-foodchainstraincustomerstogettheirowndrinkshotels,restaurants,airlines&rentalcarcompaniestraincustomerstousetheelectroniccheck-inan
12、dtheInternettogetinformationandtomakereservationsInseparabilityrequireshospitalitymanagerstomanageboththeiremployeesandtheircustomers.10tabVariability-1Servicesareproducedandconsumedsimultaneously,andqualitydependsonwhoprovidesthemandwhenandwheretheyareprovided.fluctuatingdemandmakesitdifficulttodel
13、iverconsistentproductsduringperiodsofpeakdemandAhighdegreeofcontactbetweentheserviceproviderandtheguestmeansproductconsistencydependsontheserviceprovidersskillsandperformanceatthetimeoftheexchange.aguestcanreceiveexcellentserviceonedayandmediocreservicefromthesamepersonthenextday11tabVariability-2La
14、ckofcommunicationandheterogeneityofguestexpectationsalsoleadtoservicevariability.acustomerorderingamediumsteakmayexpectittobecookedallthewaythrough,wherethepersonworkingthebroilermaydefinemediumashavingawarmpinkcenterSincetheguestwillbedisappointedwhenhe/shecutsintothesteakandseespinkmeat,restaurant
15、shavedevelopedcommondefinitionsofsteakdoneness.theycommunicatethemtotheemployeesandcustomerssometimesverballyandsometimesprintedonthemenu12tabVariability-3Customersusuallyreturntoarestaurantbecausetheyenjoyedtheirlastexperience.whentheproducttheyreceiveisdifferent&doesnotmeettheirexpectationsonthene
16、xtvisit,theyoftendontreturnProductvariabilityorlackofconsistencyisamajorcauseofcustomerdisappointmentinthehospitality.Consistencyisoneofthekeyfactorsinthesuccessofaservicebusiness,andmeanscustomersreceivetheexpectedproductwithoutunwantedsurprises.consistencyisoneofthemajorreasonsfortheworldwidesucce
17、ssofMcDonalds13tabVariability-4Toreducevariabilityandcreateconsistency.StepOne-Investingoodhiringandtrainingprocedures.Recruitingtherightemployeesandprovidingthemwithexcellenttrainingiscrucial.whetherhighlyskilledprofessionalsorlow-skilledworkersStepTwo-Standardizetheservice-performanceprocessthroug
18、houttheorganization.diagrammingservicedeliverycanmaptheserviceprocess,pointsofcustomercontact&evidenceofservicefromacustomerpointofview14tabVariability-5StepThree-Monitorcustomersatisfaction,usingsuggestionandcomplaintsystems,customersurveys,andcomparisonshopping.Hospitalitycompaniesknowtheircustome
19、rs,andhavee-mailaddressesofthosewhopurchasefromourWebsites,contactgueststoseeiftheyweresatisfiedwithahotelbookedontheirsiteFirmscanalsodevelopcustomerdatabasestopermitpersonalized,customizedservice,especiallyonline.15tabPerishability-1Servicescannotbestored.A100-roomhotelthatsellsonly60roomsonagiven
20、nightcantinventory40unusedroomsandsell140roomsthenextnight.revenuelostfromnotsellingthe40roomsisgoneforeverAirlinesandsomehotelschargeguestsholdingguaranteedreservationswhentheyfailtoarrive.restaurantsarealsostartingtochargeafeetocustomerswhodonotshowupforareservationIfhospitalitycompaniesaretomaxim
21、izerevenue,theymustmanagecapacityanddemand.16tabManagementStrategiesDifferentiation,Servicequality,Resolvingcustomercomplaints,Tangibilizingtheproduct,Employeesaspartoftheproduct,Perceivedrisk,Capacityanddemand17Differentiation-1Whencustomersviewservicesofdifferentprovidersassimilar,theycarelessabou
22、tproviderthanprice.Thesolutionistodevelopdifferentiatedofferings,withinnovativefeaturesthatsetacompanyapart.airlinesofferInternetaccessinflight,seatsthatturnintoflatbeds,showers&cooked-to-orderbreakfastsThoughinnovationsarecopiedeasily,theservicecompanythatinnovatesregularlyusuallygainsasuccessionof
23、temporaryadvantages.andaninnovativereputationthatmayhelpitkeepcustomerswhowanttogowiththebest18Differentiation-2Servicecompaniescandifferentiatetheirservicedeliveryinthreeways:throughpeople,physicalenvironment,andprocessAcompanycandistinguishitselfbyhavingmoreable,reliablecustomer-contactpeople.Itca
24、ndevelopasuperiorphysicalenvironment&processinwhichtheserviceproductisdelivered.Servicecompaniescanalsodifferentiatetheirimagesthroughsymbolsandbranding.familiarsymbolswouldbeMcDonaldsgoldenarchesfamiliarbrandsincludeHilton,Shangri-La,andSofitel19ServiceQuality-1Aservicefirmcandifferentiateitselfbyd
25、eliveringconsistentlyhigherqualitythancompetitors.withhospitalityproducts,qualityismeasuredbyhowwellcustomerexpectationsaremetExpectationsarebasedonpastexperiences,word-of-mouth,andservicefirmadvertising.ifperceivedserviceofagivenfirmexceedsexpectedservice,customersareapttousetheprovideragainAservic
26、efirmsabilitytoretaincustomersdependsonhowconsistentlyitdeliversvaluetothem.customerretentionisperhapsthebestmeasureofquality20ServiceQuality-2Studiesofwell-managedservicecompaniesshowtheysharecommonvirtuesregardingservicequality.topservicecompaniesare“customerobsessed”well-managedservicecompaniesha
27、veahistoryoftopmanagementcommitmenttoqualitythebestserviceproviderssethighservice-qualitystandardsthetopservicefirmswatchserviceperformanceclosely,boththeirownandthatofcompetitors21ResolvingCustomerComplaints-1Problemsinevitablyoccur,forashardastheytry,eventhebestcompanieshaveanoccasionallatedeliver
28、y,burnedsteak,orgrumpyemployee.acompanycannotalwayspreventserviceproblems,butitcanlearnfromthemGoodservicerecoverycanturnangrycustomersintoloyalones,andcanwinmorecustomerpurchasing&loyaltythanifthingshadgonewellinthefirstplace.Companiesshouldtakestepsnotonlytoprovidegoodserviceeverytimebutalsotoreco
29、verfromservicemistakes.22ResolvingCustomerComplaints-2Tohaveeffectivecomplaintresolution,managersmustempowerfrontlineserviceemployees.togivethemauthority,responsibility,andincentivestheyneedtorecognize,careabout,andtendtocustomerneedsResolvingcustomercomplaintsisacriticalcomponentofcustomerretention
30、.AstudybytheTechnicalResearchProgramsInstitutefoundthatifacustomerhasamajorcomplaint,91 percentwillnotbuyfromyouagain,butifitwasresolvedquickly,82 percentofthosecustomerswillreturn23ResolvingCustomerComplaints-3Therearetwoimportantcomplaintresolutionfactors:first,ifyouresolveacomplaint,do it quickly
31、thelongerittakestoresolve,thehigherthedefectionratesecond,seek outcustomercomplaintsComplaintsbylettershouldberespondedtoquickly,withmosteffectiveresolutionbeingviatelephone.acallallowspersonalcontactwiththeguestandallowsthemanagertofindoutexactlywhathappenedTheworstthingacompanycandoissendoutaforml
32、etterthatshowsnoempathytotheguestsproblem.ornotrespondatall24ResolvingCustomerComplaints-4Anothercriticalareaincomplaintresolutionisthatmostcustomersdonotcomplain.theydonotgivemanagersachancetoresolvetheirproblem;theyjustleaveandnevercomebackWhenacustomerdoescomplain,managementshouldbegrateful.itgiv
33、esthemachancetoresolvethecomplaintandgainthecustomersrepeatbusinessMostcomplaintscomefromloyalcustomerswhowanttoreturn,buttheyalsowantmanagementtofixtheproblemsoitwillnotoccurontheirnextvisit.25ResolvingCustomerComplaints-5Managersmustdevelopmethodstoencouragecustomerstocomplain.customerhotlinesenco
34、uragecallsaboutproblemscommentcardsencouragecustomerstodiscussproblemstrainedemployeescanlookoutforguestswhoappeardissatisfiedandtrytodeterminetheirproblemsaserviceguaranteeisawaytogetcustomerstocomplain;toinvoketheguarantee,theyhavetocomplainCustomercomplaintsareoneofthemostavailableyetunderutilize
35、dsourcesofcustomerandmarketinformation.26Tangibilizingtheproduct-1Promotionalmaterial,employeesappearance,andtheservicefirmsphysicalenvironmentallhelptangibilizeservice.ahotelspromotionalmaterialmightincludeameetingplannerspacket,photographsofthehotelspublicarea,guestrooms,andmeetingspaceAbanquetsal
36、espersonforafinerestaurantcanmaketheproducttangiblebytakingpastrysamplesonmorningsalescalls.thiscreatesgoodwillandprovidestheprospectiveclientwithsomeknowledgeabouttherestaurantsfoodquality27Tangibilizingtheproduct-2Thesalespersonmaybetheprospectivecustomersfirstcontactwiththatbusiness.onewhoiswellg
37、roomed,dressedappropriatelyandwhoanswersquestionsinaprompt,professionalmannercandoagreatdealtohelpdevelopapositiveimageofthehotelEverythingaboutahospitalitycompanycommunicatessomething.28Tangibilizingtheproduct-3Managersworkhardprovidetheirguestswithpositivereinforcement,andphysicalevidencethatisnot
38、managedproperlycanhurtabusiness.Negativemessagescommunicatedbypoorlymanagedphysicalevidenceinclude:signsthatcontinuetoadvertiseaholidayspecialtwoweeksaftertheholidayhaspassedsignswithmissinglettersorburned-outlightsparkinglots&groundsunkemptandfulloftrashemployeesindirtyuniformsatmessyworkstationsSu
39、chsignssendnegativemessagestocustomers.29Tangibilizingtheproduct-4Physicalsurroundingsshouldbedesignedtoreinforceproductpositioninthecustomersmind.front-deskstaffinaluxuryhotelshoulddressinprofessionalapparel,suchasaconservativesuit,whilestaffatatropicalresortmightwearHawaiian-styleshirtsAfirmscommu
40、nicationsshouldalsoreinforcetheirpositioning.RonaldMcDonaldisgreatforMcDonalds,butaclownwouldnotbeappropriateforaFourSeasonshotelAserviceorganizationshouldreviewalltangibleevidencetoensureitdeliversthedesiredimage.30Employeesaspartoftheproduct-1Inthehospitalityindustry,employeesareacriticalpartofthe
41、productandmarketingmix.Thismeansthehumanresourcesandmarketingdepartmentsmustworkcloselytogetherinrestaurantswithoutahumanresourcesdepartment,therestaurantmanagerservesasthehumanresourcemanagerThemanagermusthirefriendly,capableemployeesandformulatepoliciesthatsupportpositiverelationsbetweenemployeesa
42、ndguests.evenminordetailsrelatedtopersonnelpolicycanhaveasignificanteffectontheproductsquality31Perceivedrisk-1Customersofhospitalityproductsexperienceanxietybecausetheycannotexperiencetheproductfirst.Considerasalespersonwhosemanageraskshertosetuparegionalsalesmeeting.ifthemeetinggoeswell,hersalesma
43、nagerwillbefavorablyimpressed;ifitgoesbadly,shemaybeblamedinarrangingthemeeting,thesalespersonhastotrustthehotelssalespersonGoodhotelsalespeoplealleviateclientfearsbylettingthemknowtheyhavearrangedhundredsofsuccessfulmeetings.32Perceivedrisk-2Awaytocombatconcernistoencouragetheclienttotrythehotelorr
44、estaurantinalow-risksituation.hotelsandresortsofferfamiliarization(fam)tripstomeetingplannersandtravelagentsairlinesoftenoffercomplimentaryflightticketsbecausetheyarealsointerestedincreatingbusinessfamtripsreduceaproductsintangibilitybylettingtheintermediarycustomerexperiencethehotelbeforehandThehig
45、hriskpeopleperceivewhenpurchasinghospitalityproductsincreasesloyaltytocompaniesthathaveprovidedaconsistentproductinthepast.33CapacityandDemand-1Corporatemanagementisresponsibleformatchingcapacitywithdemandonalong-termbasis.unitmanagersareresponsibleformatchingcapacitywithfluctuationsinshort-termdema
46、ndManagershavetwomajoroptionsformatchingcapacitywithdemand:change capacityorchange demand.airlinesswapsmallaircraftforlargeraircraftonflightsthataresellingoutfasterthannormalifalargerplaneisnotavailable,theycanreducedemandbyeliminatingdiscountedfares&chargingahigherfare34CapacityManagementInvolvethe
47、customerintheservicedeliverysystemCross-trainemployeesUsepart-timeemployeesRentorshareextrafacilitiesandequipmentScheduledowntimeduringperiodsoflowdemandChangetheservicedeliverysystem35DemandManagementUsepricetocreateorreducedemandUsereservationsOverbookRevenuemanagementUsequeuingShiftdemandCreatepr
48、omotionalevents 36RevenueManagementManagersareusingprice,reservationhistory,andoverbookingtodevelopasophisticatedapproachtodemandmanagementcalledrevenue management.Theconceptgrewoutofyield management,whichwasintroducedinthe1980s.itisamethodologicalapproachtoallocatingaperishableandfixedinventorytoth
49、emostprofitablecustomersTomaximizeRevPAR(revenueperavailableroom)Tomaximizerevenueperavailableseat(RevPASH).37UseQueuingDavidMaister,aserviceexpert,providesthefollowingtipsforthemanagementofawaitingline:Unoccupiedtimefeelslongerthanoccupiedtime.entertainmentparkshavecharacterswhotalktokidsinwaitingl
50、ines,occupyingtimemakingthewaitpassfasterrestaurantssendcustomerswaitingforadinnertableintotheircocktaillounge,tomakethetimepassmorequicklyUnfairwaitsarelongerthanequitablewaits.guestscanbecomeupsetandpreoccupiedwithawaitiftheyfeeltheyarebeingtreatedunfairlytheserviceprovidermustmakevigorouseffortst
51、oensurewaitingrulesmatchwiththecustomerssenseofequity38EconomicOfferingCommoditiesGoodsServicesExperiencesEconomyAgrarianIndustrialServiceExperienceEconomicfunctionExtractMakeDeliverStageNatureofofferingFungibleTangibleIntangibleMemorableKeyattributeNaturalStandardizedCustomizedPersonalMethodofsuppl
52、yStoredinbulkInventoriesafterproductionDeliveredondemandRevealedoveradurationSellerTraderManufacturerProviderStagerBuyerMarketUserClientGuestFactorsofdemandCharacteristicsFeaturesBenefitsSensationsPine, J. and J. Gilmore. “Welcome to the Experience Economy”EconomicDistinctions39體驗經濟學消費者參與度兩大極端：一為消極旁
53、觀、不想直接影響體驗的結果，如音樂會的觀眾；另一端則是積極創造個人經驗，如志願上場當魔術助手的觀眾。環境關連性指的是消費者吸收經驗，如在家觀看探險性電視節目；或是消費者沉浸在經驗中，譬如到主題樂園玩虛擬實境遊戲。40吸收經驗(Absorption)積極參與(Active Participation)浸淫經驗(Immersion)消極參與(Passive Participation)娛樂性Entertainment教育性Educational唯美性Esthetic脫離現實性Escapist圖一、體驗類型41體驗經濟學娛樂性體驗是讓消費者消極地吸收經驗；想要感受(wanttosense)。教育性體
54、驗讓消費者積極參與以吸收經驗；教育性體驗:想要學(wanttolearn)。脫離現實性體驗的消費者積極參與並且沈浸在經驗；想要做(wanttodo)。唯美性體驗的消費者以旁觀者的角色沈浸在經驗中；想要在現場(wanttobethere)。42Agritourism43AgritourismRuraltourismTourisminruralareasAgritouristProductsandServices-1Agri-AccommodationFarmstayCottagestayAgri-motelSelf-servicebedsAgri-campingSpecialagri-hotel
55、serviceAgri-FoodserviceHomemealsPicnicinthefieldsCanteenRestaurantsPrimaryagritourismObservationofmanufacturingprocessParticipationinmanufacturingprocessWalkingandridingeducationaltoursFarmzoo,safariDirectsalesFarmproductsPickyouowntypesalesFarmandenterpriseshops44AgritouristProductsandServices-2Agr
56、i-recreationHolidayrecreation(longstay)WeekendrecreationHolidaystays(Newyear)Agri-sportWalks,cycling,hikesHorseridingHuntingFishingSportsrequiringlargespace(BMXbikes,paintball)New-generationareagames(Live-actionroleplay)AgritainmentVisitingparksandgardensMaizeandsoyamazesAgri-therapyAnimal-assistedt
57、herapyAromatherapyHorticulturaltherapySpecificdietsMini-healthresortsCulturaltourismHistoricfarmsHistoricvillagesMuseumsoffolkartandagricultureFolkfamilycelebrationsandfestivals45StatisticsEconomicsAgronomyAnimal ScienceZoologyGeographyEthnographyOtherAgritourism46FunctionsofAgritourismSocio-psychol
58、ogicalGainingnewskillsMeetingnewpeopleRevivingruraltraditionsEducationEconomicExtensionofaccommodationsfacilitiesAdditionalworkplacesAdditionalsourcesofincomeOvercomingeconomicrecessionPromotionofsocio-economicdevelopmentSpatialandenvironmentalEnhancedenvironmentsandnatureprotectionThedevelopmentofl
59、ocalinfrastructureImprovedvalueofhousesResourceutilizationStoppingmassmigrationfromruralareas47ReferencesKotler,P.,J.T.Bowen,J.C.Makens.Marketing for Hospitality and Tourism,5thEdition,PearsonEducation,Inc.Pine,J.andJ.Gilmore,The Experience Economy,HarvardBusinessSchoolPress.Sznajder,M.,L.Przezborsk
60、a,andF.Scrimgeour.Agritourism.CABInternational.48版權聲明頁碼作品版權圖示來源/作者4Kotler,P.,J.T.Bowen,J.C.Makens.Marketing for Hospitality and Tourism.5thEdition.PearsonEducation,Inc.p.42,figure2-1.依據著作權法第46、52、65條合理使用。39Pine,J.andJ.Gilmore.1998.“WelcometothetheExperienceEconomy.”Harvard Business Review. Boston,MA
61、:HarvardBusinessSchoolPublishingCorporation.pp.97-105.citedfromp.98.依據著作權法第46、52、65條合理使用。41TranslatedfromPine,J.andJ.Gilmore.1998.“WelcometothetheExperienceEconomy.”Harvard Business Review. Boston,MA:HarvardBusinessSchoolPublishingCorporation.pp.97-105.citedfromp.102.依據著作權法第46、52、65條合理使用。49Figure 2-1Four service characteristics.
