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,employeesaspartoftheproduct,perceivedrisk,capacityanddemandExperienceEconomicsAgritourism2HospitalityandTourismHospitalityindustrymadeupofthosebusinessesthatdooneormoreofthefollowing:provideaccommodation,preparefoodandbeverageserviceand/orentertainmentfortravelersTourism:astayofoneormorenightsawayfromhomeforholidays,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,PearsonEducation,Inc.p.42Intangibility-1Servicescannotbeseen,tasted,felt,heard,orsmelledbeforepurchase.priortoboarding,airlinepassengershavenothingbutaticket&promiseofsafedeliverytotheirdestinationasalesforcecannottakeahotelroomwiththemonasalescall,andwhenguestsleave,theyhavenothingtoshowforthepurchasebutareceiptRobertLewisobservedthatsomeonewhopurchasesaservicemaygoawayempty-handed,buttheydonotgoawayempty-headed.theyhavememoriesthatcanbesharedwithothers5tabIntangibility-2Toreduceuncertaintycausedbyserviceintangibility,buyerslookfortangibleevidencethatwillprovideinformationandconfidenceabouttheservice.tangiblesprovidesignalsastothequalityoftheintangibleserviceconditionofthegrounds&overallcleanlinessprovidecluesastohowwellarestaurantisrunAsanichesegmentofthehospitality-lodgingindustry,conferencecentersfaceacontinuousneedtomaketheirproductstangible.theymustdifferentiatethemselvesfromresorts&hotels6tabIntangibility-3Productfeaturesthatconferencecentersusetodifferentiatethemselvesincludethefollowing:dedicatedmeetingroomsthatcannotbeusedforotherpurposestwenty-four-houruse,whichoffersclientssecurity&personalization(computers,briefcases,etc.,canbeleftintheroom)continuouscoffee,notjustcoffeebreaksall-inclusivepricing,asetpriceperday,perattendee7tabInseparability-1Serviceproviderandcustomermustbepresentforthetransactiontooccur.foodinarestaurantmaybeoutstanding,butiftheservicepersonhasapoorattitudeorprovidesinattentiveservice,customerswillnotbesatisfiedwiththeirexperienceCustomersarepartoftheproduct.havingchosenarestaurantbecauseitisquiet&romantic,acouplewillbedisappointedifagroupofloud,boisterousconventioneersisseatedinthesameroomManagersmustmanagetheircustomerssotheydonotcreatedissatisfactionforothers.8tabInseparability-2Hospitalityandtravelorganizationshavetotraincustomersjustastheytrainemployeesbecausetheyarecoproducingtheservice.customersmustunderstandthemenuitemsinarestaurantsothattheygetthedishtheyexpecthotelcustomersmustknowhowtousethephonesystemandexpresscheckoutonthetelevisioncasinosknowtheymusttraincustomershowtoplaycertaintablegamessuchasblackjackorcraps9tabInseparability-3Organizationsmustselect,hire,andtraincustomers.Thebenefitsprovidedtotheguestbybecomingan“employee”includeincreasedvalue,customization,andreducedwaitingtime.fast-foodchainstraincustomerstogettheirowndrinkshotels,restaurants,airlines&rentalcarcompaniestraincustomerstousetheelectroniccheck-inandtheInternettogetinformationandtomakereservationsInseparabilityrequireshospitalitymanagerstomanageboththeiremployeesandtheircustomers.10tabVariability-1Servicesareproducedandconsumedsimultaneously,andqualitydependsonwhoprovidesthemandwhenandwheretheyareprovided.fluctuatingdemandmakesitdifficulttodeliverconsistentproductsduringperiodsofpeakdemandAhighdegreeofcontactbetweentheserviceproviderandtheguestmeansproductconsistencydependsontheserviceprovidersskillsandperformanceatthetimeoftheexchange.aguestcanreceiveexcellentserviceonedayandmediocreservicefromthesamepersonthenextday11tabVariability-2Lackofcommunicationandheterogeneityofguestexpectationsalsoleadtoservicevariability.acustomerorderingamediumsteakmayexpectittobecookedallthewaythrough,wherethepersonworkingthebroilermaydefinemediumashavingawarmpinkcenterSincetheguestwillbedisappointedwhenhe/shecutsintothesteakandseespinkmeat,restaurantshavedevelopedcommondefinitionsofsteakdoneness.theycommunicatethemtotheemployeesandcustomerssometimesverballyandsometimesprintedonthemenu12tabVariability-3Customersusuallyreturntoarestaurantbecausetheyenjoyedtheirlastexperience.whentheproducttheyreceiveisdifferent&doesnotmeettheirexpectationsonthenextvisit,theyoftendontreturnProductvariabilityorlackofconsistencyisamajorcauseofcustomerdisappointmentinthehospitality.Consistencyisoneofthekeyfactorsinthesuccessofaservicebusiness,andmeanscustomersreceivetheexpectedproductwithoutunwantedsurprises.consistencyisoneofthemajorreasonsfortheworldwidesuccessofMcDonalds13tabVariability-4Toreducevariabilityandcreateconsistency.StepOne-Investingoodhiringandtrainingprocedures.Recruitingtherightemployeesandprovidingthemwithexcellenttrainingiscrucial.whetherhighlyskilledprofessionalsorlow-skilledworkersStepTwo-Standardizetheservice-performanceprocessthroughouttheorganization.diagrammingservicedeliverycanmaptheserviceprocess,pointsofcustomercontact&evidenceofservicefromacustomerpointofview14tabVariability-5StepThree-Monitorcustomersatisfaction,usingsuggestionandcomplaintsystems,customersurveys,andcomparisonshopping.Hospitalitycompaniesknowtheircustomers,andhavee-mailaddressesofthosewhopurchasefromourWebsites,makingiteasytosendcustomersatisfactionsurveysafteraguesthasdeparted.travelintermediariesliketravelocity.comcontactgueststoseeiftheyweresatisfiedwithahotelbookedontheirsiteFirmscanalsodevelopcustomerdatabasestopermitpersonalized,customizedservice,especiallyonline.15tabPerishability-1Servicescannotbestored.A100-roomhotelthatsellsonly60roomsonagivennightcantinventory40unusedroomsandsell140roomsthenextnight.revenuelostfromnotsellingthe40roomsisgoneforeverAirlinesandsomehotelschargeguestsholdingguaranteedreservationswhentheyfailtoarrive.restaurantsarealsostartingtochargeafeetocustomerswhodonotshowupforareservationIfhospitalitycompaniesaretomaximizerevenue,theymustmanagecapacityanddemand.16tabManagementStrategiesDifferentiation,Servicequality,Resolvingcustomercomplaints,Tangibilizingtheproduct,Employeesaspartoftheproduct,Perceivedrisk,Capacityanddemand17Differentiation-1Whencustomersviewservicesofdifferentprovidersassimilar,theycarelessaboutproviderthanprice.Thesolutionistodevelopdifferentiatedofferings,withinnovativefeaturesthatsetacompanyapart.airlinesofferInternetaccessinflight,seatsthatturnintoflatbeds,showers&cooked-to-orderbreakfastsThoughinnovationsarecopiedeasily,theservicecompanythatinnovatesregularlyusuallygainsasuccessionoftemporaryadvantages.andaninnovativereputationthatmayhelpitkeepcustomerswhowanttogowiththebest18Differentiation-2Servicecompaniescandifferentiatetheirservicedeliveryinthreeways:throughpeople,physicalenvironment,andprocessAcompanycandistinguishitselfbyhavingmoreable,reliablecustomer-contactpeople.Itcandevelopasuperiorphysicalenvironment&processinwhichtheserviceproductisdelivered.Servicecompaniescanalsodifferentiatetheirimagesthroughsymbolsandbranding.familiarsymbolswouldbeMcDonaldsgoldenarchesfamiliarbrandsincludeHilton,Shangri-La,andSofitel19ServiceQuality-1Aservicefirmcandifferentiateitselfbydeliveringconsistentlyhigherqualitythancompetitors.withhospitalityproducts,qualityismeasuredbyhowwellcustomerexpectationsaremetExpectationsarebasedonpastexperiences,word-of-mouth,andservicefirmadvertising.ifperceivedserviceofagivenfirmexceedsexpectedservice,customersareapttousetheprovideragainAservicefirmsabilitytoretaincustomersdependsonhowconsistentlyitdeliversvaluetothem.customerretentionisperhapsthebestmeasureofquality20ServiceQuality-2Studiesofwell-managedservicecompaniesshowtheysharecommonvirtuesregardingservicequality.topservicecompaniesare“customerobsessed”well-managedservicecompanieshaveahistoryoftopmanagementcommitmenttoqualitythebestserviceproviderssethighservice-qualitystandardsthetopservicefirmswatchserviceperformanceclosely,boththeirownandthatofcompetitors21ResolvingCustomerComplaints-1Problemsinevitablyoccur,forashardastheytry,eventhebestcompanieshaveanoccasionallatedelivery,burnedsteak,orgrumpyemployee.acompanycannotalwayspreventserviceproblems,butitcanlearnfromthemGoodservicerecoverycanturnangrycustomersintoloyalones,andcanwinmorecustomerpurchasing&loyaltythanifthingshadgonewellinthefirstplace.Companiesshouldtakestepsnotonlytoprovidegoodserviceeverytimebutalsotorecoverfromservicemistakes.22ResolvingCustomerComplaints-2Tohaveeffectivecomplaintresolution,managersmustempowerfrontlineserviceemployees.togivethemauthority,responsibility,andincentivestheyneedtorecognize,careabout,andtendtocustomerneedsResolvingcustomercomplaintsisacriticalcomponentofcustomerretention.AstudybytheTechnicalResearchProgramsInstitutefoundthatifacustomerhasamajorcomplaint,91 percentwillnotbuyfromyouagain,butifitwasresolvedquickly,82 percentofthosecustomerswillreturn23ResolvingCustomerComplaints-3Therearetwoimportantcomplaintresolutionfactors:first,ifyouresolveacomplaint,do it quicklythelongerittakestoresolve,thehigherthedefectionratesecond,seek outcustomercomplaintsComplaintsbylettershouldberespondedtoquickly,withmosteffectiveresolutionbeingviatelephone.acallallowspersonalcontactwiththeguestandallowsthemanagertofindoutexactlywhathappenedTheworstthingacompanycandoissendoutaformletterthatshowsnoempathytotheguestsproblem.ornotrespondatall24ResolvingCustomerComplaints-4Anothercriticalareaincomplaintresolutionisthatmostcustomersdonotcomplain.theydonotgivemanagersachancetoresolvetheirproblem;theyjustleaveandnevercomebackWhenacustomerdoescomplain,managementshouldbegrateful.itgivesthemachancetoresolvethecomplaintandgainthecustomersrepeatbusinessMostcomplaintscomefromloyalcustomerswhowanttoreturn,buttheyalsowantmanagementtofixtheproblemsoitwillnotoccurontheirnextvisit.25ResolvingCustomerComplaints-5Managersmustdevelopmethodstoencouragecustomerstocomplain.customerhotlinesencouragecallsaboutproblemscommentcardsencouragecustomerstodiscussproblemstrainedemployeescanlookoutforguestswhoappeardissatisfiedandtrytodeterminetheirproblemsaserviceguaranteeisawaytogetcustomerstocomplain;toinvoketheguarantee,theyhavetocomplainCustomercomplaintsareoneofthemostavailableyetunderutilizedsourcesofcustomerandmarketinformation.26Tangibilizingtheproduct-1Promotionalmaterial,employeesappearance,andtheservicefirmsphysicalenvironmentallhelptangibilizeservice.ahotelspromotionalmaterialmightincludeameetingplannerspacket,photographsofthehotelspublicarea,guestrooms,andmeetingspaceAbanquetsalespersonforafinerestaurantcanmaketheproducttangiblebytakingpastrysamplesonmorningsalescalls.thiscreatesgoodwillandprovidestheprospectiveclientwithsomeknowledgeabouttherestaurantsfoodquality27Tangibilizingtheproduct-2Thesalespersonmaybetheprospectivecustomersfirstcontactwiththatbusiness.onewhoiswellgroomed,dressedappropriatelyandwhoanswersquestionsinaprompt,professionalmannercandoagreatdealtohelpdevelopapositiveimageofthehotelEverythingaboutahospitalitycompanycommunicatessomething.28Tangibilizingtheproduct-3Managersworkhardprovidetheirguestswithpositivereinforcement,andphysicalevidencethatisnotmanagedproperlycanhurtabusiness.Negativemessagescommunicatedbypoorlymanagedphysicalevidenceinclude:signsthatcontinuetoadvertiseaholidayspecialtwoweeksaftertheholidayhaspassedsignswithmissinglettersorburned-outlightsparkinglots&groundsunkemptandfulloftrashemployeesindirtyuniformsatmessyworkstationsSuchsignssendnegativemessagestocustomers.29Tangibilizingtheproduct-4Physicalsurroundingsshouldbedesignedtoreinforceproductpositioninthecustomersmind.front-deskstaffinaluxuryhotelshoulddressinprofessionalapparel,suchasaconservativesuit,whilestaffatatropicalresortmightwearHawaiian-styleshirtsAfirmscommunicationsshouldalsoreinforcetheirpositioning.RonaldMcDonaldisgreatforMcDonalds,butaclownwouldnotbeappropriateforaFourSeasonshotelAserviceorganizationshouldreviewalltangibleevidencetoensureitdeliversthedesiredimage.30Employeesaspartoftheproduct-1Inthehospitalityindustry,employeesareacriticalpartoftheproductandmarketingmix.Thismeansthehumanresourcesandmarketingdepartmentsmustworkcloselytogetherinrestaurantswithoutahumanresourcesdepartment,therestaurantmanagerservesasthehumanresourcemanagerThemanagermusthirefriendly,capableemployeesandformulatepoliciesthatsupportpositiverelationsbetweenemployeesandguests.evenminordetailsrelatedtopersonnelpolicycanhaveasignificanteffectontheproductsquality31Perceivedrisk-1Customersofhospitalityproductsexperienceanxietybecausetheycannotexperiencetheproductfirst.Considerasalespersonwhosemanageraskshertosetuparegionalsalesmeeting.ifthemeetinggoeswell,hersalesmanagerwillbefavorablyimpressed;ifitgoesbadly,shemaybeblamedinarrangingthemeeting,thesalespersonhastotrustthehotelssalespersonGoodhotelsalespeoplealleviateclientfearsbylettingthemknowtheyhavearrangedhundredsofsuccessfulmeetings.32Perceivedrisk-2Awaytocombatconcernistoencouragetheclienttotrythehotelorrestaurantinalow-risksituation.hotelsandresortsofferfamiliarization(fam)tripstomeetingplannersandtravelagentsairlinesoftenoffercomplimentaryflightticketsbecausetheyarealsointerestedincreatingbusinessfamtripsreduceaproductsintangibilitybylettingtheintermediarycustomerexperiencethehotelbeforehandThehighriskpeopleperceivewhenpurchasinghospitalityproductsincreasesloyaltytocompaniesthathaveprovidedaconsistentproductinthepast.33CapacityandDemand-1Corporatemanagementisresponsibleformatchingcapacitywithdemandonalong-termbasis.unitmanagersareresponsibleformatchingcapacitywithfluctuationsinshort-termdemandManagershavetwomajoroptionsformatchingcapacitywithdemand:change capacityorchange demand.airlinesswapsmallaircraftforlargeraircraftonflightsthataresellingoutfasterthannormalifalargerplaneisnotavailable,theycanreducedemandbyeliminatingdiscountedfares&chargingahigherfare34CapacityManagementInvolvethecustomerintheservicedeliverysystemCross-trainemployeesUsepart-timeemployeesRentorshareextrafacilitiesandequipmentScheduledowntimeduringperiodsoflowdemandChangetheservicedeliverysystem35DemandManagementUsepricetocreateorreducedemandUsereservationsOverbookRevenuemanagementUsequeuingShiftdemandCreatepromotionalevents 36RevenueManagementManagersareusingprice,reservationhistory,andoverbookingtodevelopasophisticatedapproachtodemandmanagementcalledrevenue management.Theconceptgrewoutofyield management,whichwasintroducedinthe1980s.itisamethodologicalapproachtoallocatingaperishableandfixedinventorytothemostprofitablecustomersTomaximizeRevPAR(revenueperavailableroom)Tomaximizerevenueperavailableseat(RevPASH).37UseQueuingDavidMaister,aserviceexpert,providesthefollowingtipsforthemanagementofawaitingline:Unoccupiedtimefeelslongerthanoccupiedtime.entertainmentparkshavecharacterswhotalktokidsinwaitinglines,occupyingtimemakingthewaitpassfasterrestaurantssendcustomerswaitingforadinnertableintotheircocktaillounge,tomakethetimepassmorequicklyUnfairwaitsarelongerthanequitablewaits.guestscanbecomeupsetandpreoccupiedwithawaitiftheyfeeltheyarebeingtreatedunfairlytheserviceprovidermustmakevigorouseffortstoensurewaitingrulesmatchwiththecustomerssenseofequity38EconomicOfferingCommoditiesGoodsServicesExperiencesEconomyAgrarianIndustrialServiceExperienceEconomicfunctionExtractMakeDeliverStageNatureofofferingFungibleTangibleIntangibleMemorableKeyattributeNaturalStandardizedCustomizedPersonalMethodofsupplyStoredinbulkInventoriesafterproductionDeliveredondemandRevealedoveradurationSellerTraderManufacturerProviderStagerBuyerMarketUserClientGuestFactorsofdemandCharacteristicsFeaturesBenefitsSensationsPine, 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-hotelserviceAgri-FoodserviceHomemealsPicnicinthefieldsCanteenRestaurantsPrimaryagritourismObservationofmanufacturingprocessParticipationinmanufacturingprocessWalkingandridingeducationaltoursFarmzoo,safariDirectsalesFarmproductsPickyouowntypesalesFarmandenterpriseshops44AgritouristProductsandServices-2Agri-recreationHolidayrecreation(longstay)WeekendrecreationHolidaystays(Newyear)Agri-sportWalks,cycling,hikesHorseridingHuntingFishingSportsrequiringlargespace(BMXbikes,paintball)New-generationareagames(Live-actionroleplay)AgritainmentVisitingparksandgardensMaizeandsoyamazesAgri-therapyAnimal-assistedtherapyAromatherapyHorticulturaltherapySpecificdietsMini-healthresortsCulturaltourismHistoricfarmsHistoricvillagesMuseumsoffolkartandagricultureFolkfamilycelebrationsandfestivals45StatisticsEconomicsAgronomyAnimal ScienceZoologyGeographyEthnographyOtherAgritourism46FunctionsofAgritourismSocio-psychologicalGainingnewskillsMeetingnewpeopleRevivingruraltraditionsEducationEconomicExtensionofaccommodationsfacilitiesAdditionalworkplacesAdditionalsourcesofincomeOvercomingeconomicrecessionPromotionofsocio-economicdevelopmentSpatialandenvironmentalEnhancedenvironmentsandnatureprotectionThedevelopmentoflocalinfrastructureImprovedvalueofhousesResourceutilizationStoppingmassmigrationfromruralareas47ReferencesKotler,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.Przezborska,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: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.