The paper "The Importance of Service Quality and the Evaluation of Meeting Customer Expectations of Hilton Hotel" is a perfect example of a marketing case study. A service is an economic activity whose consumption is simultaneous to production and it offers added value for example comfort, convenience, amusement and timeliness (Wirtz et al, 262). The nature of service has implications. First, services are intangible, which means that they cannot be stored, displayed or communicated. Secondly, services are heterogeneous; the implication of this is that each time a service is offered, the experience differs.
In addition, the quality of a service depends on several uncontrollable factors. Thirdly, because its production and consumption are simultaneous, the customer is involved and effects the transaction. Finally, service is perishable, which indicates that it cannot be returned, resold or stored. As opposed to goods which are produced first then sold and the finally consumed, services are sold first, then they are produced and then consumed (Zeithaml et al 33). This paper evaluates critical aspects of service quality in service encounters from the perspective of Hilton Hotels’ accommodation services marketing manager.
It concentrates on Hilton Hotels in Australia. It reports the current strategies of service delivery while it suggests other strategies which would build customer relationships and loyalty. They include delivering exceptional services in order to meet customer expectations, understanding customer expectations, service quality specifications and employee performance. Delivering Exceptional Service Quality in Order to Meet Customer Expectations Forming customer relationships involve the stages of getting, satisfying, retaining and enhancing. To build a business based on loyalty, Hilton has enhanced its efforts to find and acquire the right customers.
Over the years, Hilton does not stop at acquiring customers. After acquiring them, it concentrates its efforts to turn them into loyal customers by building relationships. This way, it generates a revenue stream that is growing. Customer loyalty does not come automatically; it must be established and sustained by continuously providing quality and value of a superior nature. The relationships already established should be monitored. One of the ways to do this is to come up good customer database which collects all relevant information. The department borrows heavily on Zeithaml and Bitner’ s service marketing triangle which illustrates the relationship between the management, employees and the customer.
The management sits at the apex of the triangle while both the employees and the customers take the other two points. There is internal marketing between Hilton’ s management and its accommodation services providers which enables delivery of the services. Between the management and the customers, there exists external marketing which sets promises to current and prospective accommodation customers. Finally, between the employees and the customers, there exists interactive marketing. This kind of marketing is about keeping promises that Hilton Hotels have made to the customer.
It also involves delivering quality service (Zeithaml & Bitner, 24). Hilton Hotels does not put so much concentration to the service that it offers its customers as it does the kind of interactions its accommodation employees and its customers have. It is through these interactions that Hilton’ s customers are able to perceive its integrity. This interaction also offers its customers a basis to assess the value of the accommodation service and decide whether they would want to repeat purchase of the same.
Interactive marketing is the most important stage since this is where the customer gets the value they desire (Deighton & Shoemaker, Online).
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