農(nóng)產(chǎn)運(yùn)銷(xiāo)學(xué)

14.休閒產(chǎn)業(yè)行銷(xiāo)1授課教師：國(guó)立臺(tái)灣大學(xué)農(nóng)業(yè)經(jīng)濟(jì)學(xué)系雷立芬教授【本著作除另有註明外，採(cǎi)取創(chuàng)用CC「姓名標(biāo)示－非商業(yè)性－相同方式分享」臺(tái)灣3.0版授權(quán)釋出】本課程使用教材為Kotler,P.,J.T.Bowen,J.C.Makens.MarketingforHospitalityandTourism,5thEdition,PearsonEducation,Inc.請(qǐng)讀者自行準(zhǔn)備。OutlineHospitalityandTourismServiceCharacteristicsIntangibility,inseparability,variability,andperishabilityManagementStrategiesDifferentiation,servicequality,resolvingcustomercomplaints,tangibilizingtheproduct,employeesaspartoftheproduct,perceivedrisk,capacityanddemandExperienceEconomicsAgritourism2HospitalityandTourismHospitalityindustrymadeupofthosebusinessesthatdooneormoreofthefollowing:provideaccommodation,preparefoodandbeverageserviceand

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orentertainmentfortravelersTourism:astayofoneormorenightsawayfromhomeforholidays,visitstofriendsorrelatives,businessconferences,oranyotherpurpose,exceptsuchthingsasboarding,education,orsemi-permanentemployment3ServiceCharacteristics4Figure2-1Fourservicecharacteristics.資料來(lái)源：Kotler,P.,J.T.Bowen,J.C.Makens.MarketingforHospitalityandTourism,5thEdition,PearsonEducation,Inc.p.42Intangibility-1Servicescannotbeseen,tasted,felt,heard,orsmelledbeforepurchase.priortoboarding,airlinepassengershavenothingbut

aticket&promiseofsafedeliverytotheirdestinationasalesforcecannottakeahotelroomwiththemon

asalescall,andwhenguestsleave,theyhavenothing

toshowforthepurchasebutareceiptRobertLewisobservedthatsomeonewhopurchasesaservicemaygoawayempty-handed,buttheydonotgoawayempty-headed.theyhavememoriesthatcanbesharedwithothers5tabIntangibility-2

Toreduceuncertaintycausedbyserviceintangibility,buyerslookfortangibleevidencethatwillprovideinformationandconfidenceabouttheservice.tangiblesprovidesignalsastothequalityofthe

intangibleserviceconditionofthegrounds&overallcleanliness

providecluesastohowwellarestaurantisrunAsanichesegmentofthehospitality-lodgingindustry,conferencecentersfaceacontinuousneedtomaketheirproductstangible.theymustdifferentiatethemselvesfromresorts&hotels6tabIntangibility-3Productfeaturesthatconferencecentersusetodifferentiatethemselvesincludethefollowing:dedicatedmeetingroomsthatcannotbeusedforotherpurposestwenty-four-houruse,whichoffersclientssecurity&personalization(computers,briefcases,etc.,canbeleft

intheroom)continuouscoffee,notjustcoffeebreaksall-inclusivepricing,asetpriceperday,perattendee

7tabInseparability-1Serviceproviderandcustomermustbepresentforthetransactiontooccur.foodinarestaurantmaybeoutstanding,butiftheservicepersonhasapoorattitudeorprovidesinattentiveservice,customerswillnotbesatisfiedwiththeirexperienceCustomersarepartoftheproduct.havingchosenarestaurantbecauseitisquiet&romantic,acouplewillbedisappointedifagroupofloud,boisterousconventioneersisseatedinthesameroomManagersmustmanagetheircustomerssotheydonotcreatedissatisfactionforothers.8tabInseparability-2Hospitalityandtravelorganizationshavetotraincustomersjustastheytrainemployeesbecausetheyarecoproducingtheservice.customersmustunderstandthemenuitemsina

restaurantsothattheygetthedishtheyexpecthotelcustomersmustknowhowtousethephonesystemandexpresscheckoutonthetelevisioncasinosknowtheymusttraincustomershowtoplaycertaintablegamessuchasblackjackorcraps9tabInseparability-3Organizationsmustselect,hire,andtraincustomers.Thebenefitsprovidedtotheguestbybecomingan“employee”includeincreasedvalue,customization,andreducedwaitingtime.fast-foodchainstraincustomerstogettheirowndrinkshotels,restaurants,airlines&rentalcarcompaniestraincustomerstousetheelectroniccheck-inandtheInternet

togetinformationandtomakereservationsInseparabilityrequireshospitalitymanagerstomanageboththeiremployeesandtheircustomers.10tabVariability-1Servicesareproducedandconsumedsimultaneously,andqualitydependsonwhoprovidesthemandwhenandwheretheyareprovided.fluctuatingdemandmakesitdifficulttodeliver

consistentproductsduringperiodsofpeakdemandAhighdegreeofcontactbetweentheserviceproviderandtheguestmeansproductconsistencydependsontheserviceprovider’sskillsandperformanceatthetimeoftheexchange.aguestcanreceiveexcellentserviceonedayand

mediocreservicefromthesamepersonthenextday11tabVariability-2Lackofcommunicationandheterogeneityofguestexpectationsalsoleadtoservicevariability.acustomerorderingamediumsteakmayexpectittobecookedallthewaythrough,wherethepersonworkingthebroilermaydefinemediumashavingawarmpinkcenterSincetheguestwillbedisappointedwhenhe/shecutsintothesteakandseespinkmeat,restaurantshavedevelopedcommondefinitionsofsteakdoneness.theycommunicatethemtotheemployeesandcustomerssometimesverballyandsometimesprintedonthemenu12tabVariability-3Customersusuallyreturntoarestaurantbecausetheyenjoyedtheirlastexperience.whentheproducttheyreceiveisdifferent&doesnotmeettheirexpectationsonthenextvisit,theyoftendon’treturnProductvariabilityorlackofconsistencyisamajorcauseofcustomerdisappointmentinthehospitality.Consistencyisoneofthekeyfactorsinthesuccessofaservicebusiness,andmeanscustomersreceivetheexpectedproductwithoutunwantedsurprises.consistencyisoneofthemajorreasonsforthe

worldwidesuccessofMcDonald’s13tabVariability-4Toreducevariabilityandcreateconsistency.StepOne-Investingoodhiringandtrainingprocedures.

Recruitingtherightemployeesandprovidingthemwithexcellenttrainingiscrucial.whetherhighlyskilledprofessionalsorlow-skilledworkersStepTwo-Standardizetheservice-performanceprocessthroughouttheorganization.diagrammingservicedeliverycanmaptheserviceprocess,pointsofcustomercontact&evidenceofservicefromacustomerpointofview14tabVariability-5StepThree-Monitorcustomersatisfaction,usingsuggestionandcomplaintsystems,customersurveys,andcomparisonshopping.Hospitalitycompaniesknowtheircustomers,andhavee-mailaddressesofthosewhopurchasefromourWebsites,intermediarieslikecontactgueststoseeiftheyweresatisfiedwithahotelbookedontheirsiteFirmscanalsodevelopcustomerdatabasestopermitpersonalized,customizedservice,especiallyonline.15tabPerishability-1Servicescannotbestored.A100-roomhotelthatsellsonly60roomsonagivennightcan’tinventory40unusedroomsandsell140roomsthenextnight.revenuelostfromnotsellingthe40roomsisgoneforeverAirlinesandsomehotelschargeguestsholdingguaranteedreservationswhentheyfailtoarrive.restaurantsarealsostartingtochargeafeeto

customerswhodonotshowupforareservationIfhospitalitycompaniesaretomaximizerevenue,theymustmanagecapacityanddemand.16tabManagementStrategiesDifferentiation,Servicequality,Resolvingcustomercomplaints,Tangibilizingtheproduct,Employeesaspartoftheproduct,Perceivedrisk,Capacityanddemand17Differentiation-1Whencustomersviewservicesofdifferentprovidersassimilar,theycarelessaboutproviderthanprice.Thesolutionistodevelopdifferentiatedofferings,withinnovativefeaturesthatsetacompanyapart.airlinesofferInternetaccessinflight,seatsthatturn

intoflatbeds,showers&cooked-to-orderbreakfastsThoughinnovationsarecopiedeasily,theservicecompanythatinnovatesregularlyusuallygainsasuccessionoftemporaryadvantages.andaninnovativereputationthatmayhelpitkeepcustomerswhowanttogowiththebest18Differentiation-2Servicecompaniescandifferentiatetheirservicedeliveryinthreeways:throughpeople,physicalenvironment,andprocessAcompanycandistinguishitselfbyhavingmoreable,reliablecustomer-contactpeople.Itcandevelopasuperiorphysicalenvironment&processinwhichtheserviceproductisdelivered.Servicecompaniescanalsodifferentiatetheirimagesthroughsymbolsandbranding.familiarsymbolswouldbeMcDonald’sgoldenarchesfamiliarbrandsincludeHilton,Shangri-La,andSofitel19

ServiceQuality-1Aservicefirmcandifferentiateitselfbydeliveringconsistentlyhigherqualitythancompetitors.withhospitalityproducts,qualityismeasuredby

howwellcustomerexpectationsaremetExpectationsarebasedonpastexperiences,word-

of-mouth,andservicefirmadvertising.ifperceivedserviceofagivenfirmexceedsexpectedservice,customersareapttousetheprovideragainAservicefirm’sabilitytoretaincustomersdependsonhowconsistentlyitdeliversvaluetothem.customerretentionisperhapsthebestmeasureofquality20ServiceQuality-2Studiesofwell-managedservicecompaniesshowtheysharecommonvirtuesregardingservicequality.topservicecompaniesare“customerobsessed”well-managedservicecompanieshaveahistoryof

topmanagementcommitmenttoqualitythebestserviceproviderssethighservice-qualitystandardsthetopservicefirmswatchserviceperformanceclosely,boththeirownandthatofcompetitors21ResolvingCustomerComplaints-1Problemsinevitablyoccur,forashardastheytry,eventhebestcompanieshaveanoccasionallatedelivery,burnedsteak,orgrumpyemployee.acompanycannotalwayspreventserviceproblems,

butitcanlearnfromthemGoodservicerecoverycanturnangrycustomersintoloyalones,andcanwinmorecustomerpurchasing&loyaltythanifthingshadgonewellinthefirstplace.Companiesshouldtakestepsnotonlytoprovidegoodserviceeverytimebutalsotorecoverfromservicemistakes.22ResolvingCustomerComplaints-2Tohaveeffectivecomplaintresolution,managersmustempowerfrontlineserviceemployees.togivethemauthority,responsibility,andincentivestheyneedtorecognize,careabout,andtendtocustomerneedsResolvingcustomercomplaintsisacriticalcomponentofcustomerretention.AstudybytheTechnicalResearchProgramsInstitutefoundthatifacustomerhasamajorcomplaint,91percentwillnotbuyfromyouagain,butifitwasresolvedquickly,82percentofthosecustomerswillreturn23ResolvingCustomerComplaints-3Therearetwoimportantcomplaintresolutionfactors:first,ifyouresolveacomplaint,doitquickly—thelongerittakestoresolve,thehigherthedefectionratesecond,seekoutcustomercomplaintsComplaintsbylettershouldberespondedtoquickly,withmosteffectiveresolutionbeingviatelephone.acallallowspersonalcontactwiththeguestandallows

themanagertofindoutexactlywhathappenedTheworstthingacompanycandoissendoutaformletterthatshowsnoempathytotheguest’sproblem.ornotrespondatall24ResolvingCustomerComplaints-4Anothercriticalareaincomplaintresolutionisthatmostcustomersdonotcomplain.theydonotgivemanagersachancetoresolvetheirproblem;theyjustleaveandnevercomebackWhenacustomerdoescomplain,managementshouldbegrateful.itgivesthemachancetoresolvethecomplaint

andgainthecustomer’srepeatbusinessMostcomplaintscomefromloyalcustomerswhowanttoreturn,buttheyalsowantmanagementtofixtheproblemsoitwillnotoccurontheirnextvisit.25ResolvingCustomerComplaints-5Managersmustdevelopmethodstoencouragecustomerstocomplain.customerhotlinesencouragecallsaboutproblemscommentcardsencouragecustomerstodiscussproblemstrainedemployeescanlookoutforguestswhoappeardissatisfiedandtrytodeterminetheirproblemsaserviceguaranteeisawaytogetcustomerstocomplain;toinvoketheguarantee,theyhavetocomplainCustomercomplaintsareoneofthemostavailableyetunderutilizedsourcesofcustomerandmarketinformation.26Tangibilizingtheproduct-1Promotionalmaterial,employees’appearance,andtheservicefirm’sphysicalenvironmentallhelptangibilizeservice.ahotel’spromotionalmaterialmightincludeameetingplanner’spacket,photographsofthehotel’spublicarea,guestrooms,andmeetingspaceAbanquetsalespersonforafinerestaurantcanmaketheproducttangiblebytakingpastrysamplesonmorningsalescalls.thiscreatesgoodwillandprovidestheprospectiveclientwithsomeknowledgeabouttherestaurant’sfoodquality27Tangibilizingtheproduct-2Thesalespersonmaybetheprospectivecustomer’sfirstcontactwiththatbusiness.onewhoiswellgroomed,dressedappropriatelyandwhoanswersquestionsinaprompt,professionalmannercandoagreatdealtohelpdevelopapositiveimageofthehotelEverythingaboutahospitalitycompanycommunicatessomething.28Tangibilizingtheproduct-3Managersworkhardprovidetheirguestswithpositivereinforcement,andphysicalevidencethat

isnotmanagedproperlycanhurtabusiness.Negativemessagescommunicatedbypoorlymanagedphysicalevidenceinclude:signsthatcontinuetoadvertiseaholidayspecialtwoweeksaftertheholidayhaspassedsignswithmissinglettersorburned-outlightsparkinglots&groundsunkemptandfulloftrashemployeesindirtyuniformsatmessyworkstationsSuchsignssendnegativemessagestocustomers.29Tangibilizingtheproduct-4Physicalsurroundingsshouldbedesignedtoreinforceproductpositioninthecustomer’smind.front-deskstaffinaluxuryhotelshoulddressinprofessionalapparel,suchasaconservativesuit,whilestaffatatropicalresortmightwearHawaiian-styleshirtsAfirm’scommunicationsshouldalsoreinforcetheirpositioning.RonaldMcDonaldisgreatforMcDonald’s,butaclownwouldnotbeappropriateforaFourSeasonshotelAserviceorganizationshouldreviewalltangibleevidencetoensureitdeliversthedesiredimage.30Employeesaspartoftheproduct-1Inthehospitalityindustry,employeesareacriticalpartoftheproductandmarketingmix.Thismeansthehumanresourcesandmarketingdepartmentsmustworkcloselytogetherinrestaurantswithoutahumanresourcesdepartment,therestaurantmanagerservesasthehumanresourcemanagerThemanagermusthirefriendly,capableemployeesandformulatepoliciesthatsupportpositiverelationsbetweenemployeesandguests.evenminordetailsrelatedtopersonnelpolicycanhave

asignificanteffectontheproduct’squality31Perceivedrisk-1Customersofhospitalityproductsexperienceanxietybecausetheycannotexperiencetheproductfirst.Considerasalespersonwhosemanageraskshertosetuparegionalsalesmeeting.ifthemeetinggoeswell,hersalesmanagerwillbefavorablyimpressed;ifitgoesbadly,shemaybeblamedinarrangingthemeeting,thesalespersonhastotrustthehotel’ssalespersonGoodhotelsalespeoplealleviateclientfearsbylettingthemknowtheyhavearrangedhundredsofsuccessfulmeetings.32Perceivedrisk-2Awaytocombatconcernistoencouragetheclienttotrythehotelorrestaurantinalow-risksituation.hotelsandresortsofferfamiliarization(fam)tripstomeetingplannersandtravelagentsairlinesoftenoffercomplimentaryflightticketsbecausetheyarealsointerestedincreatingbusinessfamtripsreduceaproduct’sintangibilitybylettingtheintermediarycustomerexperiencethehotelbeforehandThehighriskpeopleperceivewhenpurchasinghospitalityproductsincreasesloyaltytocompaniesthathaveprovidedaconsistentproductinthepast.33CapacityandDemand-1Corporatemanagementisresponsibleformatchingcapacitywithdemandonalong-termbasis.unitmanagersareresponsibleformatchingcapacity

withfluctuationsinshort-termdemandManagershavetwomajoroptionsformatchingcapacitywithdemand:changecapacityorchangedemand.airlinesswapsmallaircraftforlargeraircrafton

flightsthataresellingoutfasterthannormalifalargerplaneisnotavailable,theycanreducedemandbyeliminatingdiscountedfares&chargingahigherfare34CapacityManagementInvolvethecustomerintheservicedeliverysystemCross-trainemployeesUsepart-timeemployeesRentorshareextrafacilitiesandequipmentScheduledowntimeduringperiodsoflowdemandChangetheservicedeliverysystem35DemandManagementUsepricetocreateorreducedemandUsereservationsOverbookRevenuemanagementUsequeuingShiftdemandCreatepromotionalevents

36RevenueManagementManagersareusingprice,reservationhistory,andoverbookingtodevelopasophisticatedapproachtodemandmanagementcalledrevenuemanagement.Theconceptgrewoutofyieldmanagement,whichwasintroducedinthe1980s.itisamethodologicalapproachtoallocatingaperishableandfixedinventorytothemostprofitablecustomersTomaximizeRevPAR(revenueperavailableroom)Tomaximizerevenueperavailableseat(RevPASH).37UseQueuingDavidMaister,aserviceexpert,providesthefollowingtipsforthemanagementofawaitingline:Unoccupiedtimefeelslongerthanoccupiedtime.

entertainmentparkshavecharacterswhotalktokidsinwaitinglines,occupyingtimemakingthewaitpassfasterrestaurantssendcustomerswaitingforadinnertableintotheircocktaillounge,tomakethetimepassmorequicklyUnfairwaitsarelongerthanequitablewaits.

guestscanbecomeupsetandpreoccupiedwithawait

iftheyfeeltheyarebeingtreatedunfairlytheserviceprovidermustmakevigorouseffortstoensurewaitingrulesmatchwiththecustomer’ssenseofequity38EconomicOfferingCommoditiesGoodsServicesExperiencesEconomyAgrarianIndustrialServiceExperienceEconomicfunctionExtractMakeDeliverStageNatureofofferingFungibleTangibleIntangibleMemorableKeyattributeNaturalStandardizedCustomizedPersonalMethodofsupplyStoredinbulkInventoriesafterproductionDeliveredondemandRevealedoveradurationSellerTraderManufacturerProviderStagerBuyerMarketUserClientGuestFactorsofdemandCharacteristicsFeaturesBenefitsSensationsPine,J.andJ.Gilmore.“WelcometotheExperienceEconomy”EconomicDistinctions39體驗(yàn)經(jīng)濟(jì)學(xué)消費(fèi)者參與度兩大極端：一為消極旁觀(guān)、不想直接影響體驗(yàn)旳結(jié)果，如音樂(lè)會(huì)旳觀(guān)眾；另一端則是積極創(chuàng)造個(gè)人經(jīng)驗(yàn)，如志願(yuàn)上場(chǎng)當(dāng)魔術(shù)助手旳觀(guān)眾。環(huán)境關(guān)連性指旳是消費(fèi)者「吸收」經(jīng)驗(yàn)，如在家觀(guān)看探險(xiǎn)性電視節(jié)目；或是消費(fèi)者「沉浸」在經(jīng)驗(yàn)中，譬如到主題樂(lè)園玩虛擬實(shí)境遊戲。40吸收經(jīng)驗(yàn)(Absorption)積極參與(ActiveParticipation)浸淫經(jīng)驗(yàn)(Immersion)消極參與(PassiveParticipation)娛樂(lè)性Entertainment教育性Educational唯美性Esthetic脫離現(xiàn)實(shí)性Escapist[圖一]、體驗(yàn)類(lèi)型41體驗(yàn)經(jīng)濟(jì)學(xué)娛樂(lè)性體驗(yàn)是讓消費(fèi)者消極地吸收經(jīng)驗(yàn)；想要感受(wanttosense)。教育性體驗(yàn)讓消費(fèi)者積極參與以吸收經(jīng)驗(yàn)；教育性體驗(yàn):想要學(xué)(wanttolearn)。脫離現(xiàn)實(shí)性體驗(yàn)旳消費(fèi)者積極參與並且沈浸在經(jīng)驗(yàn)；想要做(wanttodo)。唯美性體驗(yàn)旳消費(fèi)者以旁觀(guān)者旳角色沈浸在經(jīng)驗(yàn)中；想要在現(xiàn)場(chǎng)(wanttobethere)。42Agritourism43AgritourismRuraltourismTourisminruralareasAgritouristProductsandServices-1Agri-AccommodationFarmstayCottagestayAgri-motelSelf-servicebedsAgri-campingSpecialagri-hotelserviceAgri-FoodserviceHomemealsPicnicinthefieldsCanteenRestaurantsPrimaryagritourismObservationofmanufacturingprocessParticipationinmanufacturingprocessWalkingandridingeducationaltoursFarmzoo,safariDirectsalesFarmproducts‘Pickyouown’typesalesFarmandenterp