ASSESSMENT OF CUSTOMERS SATISFACTION ON QUALITY SERVICES OFFERED IN HOTELS, LAGOS
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ASSESSMENT OF CUSTOMERS SATISFACTION ON QUALITY SERVICES OFFERED IN HOTELS, LAGOS
Chapter one
INTRODUCTION
1.1 Background of the Study
People’s perceptions of quality customer service vary. We cannot presume that every employee understands how to offer “quality” customer service as intended by the trainer, management, or human resources.
It is their obligation to train front-line employees and all customer service providers on your company’s high customer service requirements. (Hanneborg, 1998).
It is critical to invest in ongoing quality customer service training for everyone. The organisation should give all personnel with ongoing customer service training. Don’t stop at just one session.
If customer service is crucial to a company in the market, it must ensure that employees attend annual refresher or advanced training, whatever it takes to assure consistency and quality.
In the hospitality business, providing excellent customer service necessitates a significant investment in customer service training, call centre performance, and service enhancement. (Kelley, 1999).
Professional and pleasant customer service is not something that just happens. It demands a company commitment, with training provided to all departments and levels of the organisation.
Training should be a constant commitment. Regular and comprehensive measurement of performance and consumer sentiments is critical to sustaining the commitment.
In the hotel sector, customer service and happiness are at their lowest levels. She added that the hotel business scored 71 out of 100 points on the industry’s most well-known customer satisfaction survey, a decrease from 75 points in 1994, when lodging companies were fighting to recover from a recession.
The 1998 score was the lowest since Andersen began tracking American consumer satisfaction five years ago. The survey discovered that guests do not believe hotels provide amenities that justify growing room charges, giving the hotels a score of 73 in this category, the lowest in five years.
Nearly one-quarter of the consumers polled claimed that hotel visitors had complained about shoddy housekeeping, lengthy check-outs, and late room service. The hotel’s accommodation rates continue to rise with time, while customer service remains consistently terrible.
In this highly competitive lodging business, each company must evaluate and plan its training programme. Good training will help the whole organisation.
Training minimises stress, turnover, and costs while also improving product and service quality. (Shriver, 1988; Tanke, 1990). Increased customer count will undoubtedly benefit the company’s image and financial line.
Many hospitality companies now recognise the value of training and have implemented a regular training programme. However, not everyone in this industry considers training an investment.
Many small-business managers view training to be a waste of time since it takes more time than it is worth, employees do not remain long enough for it to pay off, individuals are uninterested in being trained, and so on.
People in entry-level service jobs often believe that they should be able to perform these tasks without any training. In reality, convincing these folks that training is worthwhile is a difficult task.
There are always many variables in any situation, making it difficult to assess and verify the difference training makes. One technique to determine if training pays off is to compare individual operations with enough training against those with little or no training.
The differences will be visible in terms of “atmosphere,” “smoothness of operation,” and “customer satisfaction with improved service quality.” (Miller, 1998According to Davidoff (1994), once an educated person enters the workforce, there is minimal opportunity for service training.
Even while service firms offer training programmes, the majority of the training focuses on the technical components of the jobs. They fail to recognise the importance of real intangible service training. What distinguishes one hotel from another is the level of service. This is what people remember. (Rowe, 1998)
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