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SERVQUAL - introduction and preliminary definitions.

SERVQUAL is a method specifically designed for the activities of service and business service sector and not for manufacturing enterprises that produce goods, but they can 'use it for services, for example of pre and post sales associated with their products.

Before setting out this methodology, we define a set of concepts which will be based on our discourse, namely those of: service, quality, service quality, customer satisfaction or customer satisfaction. The service, or better, the service can be defined as a personal performance, that is basically in one or more persons (the regulator or regulators) held in favor of one or more persons ( customers, consumers or users). The service is, therefore, essentially a personal relationship, that between at least two people who are the regulator / s and the customer / s. If either of the terms of the report there is no service (think of the teacher without students and vice versa). Not must, however, confuse the definition of service as an activity with that of services as a sector of the economy, which are all activities that do not fall in agriculture and industry, and thus the production of goods (it is a residual definition) . The key features of the benefits of service are three:

1. the intangibility of the service or intangible;

2. simultaneity between performance and consumption;

3. participation in the activity of the customer service delivery.

Since the last feature that comes more natural intellettualen the service and / or relational, the more its quality does not only depend on the skills (skills, competence) of the dispenser that produces it, but also those who it will be delivered, the customer, that is, by its professional, cultural, human.

in service delivery are finally identified the following components:

1. What is paid or technical component;

2. how (how) is paid = functional component;

3. who is paid = Relational component.

These three core components are then used in the construction of models of service quality and its monitoring tools, such as SERVQUAL.
now turn to the definitions of the concepts of quality, service quality, customer satisfaction or customer satisfaction.
The UNI EN ISO 8402 definitions of terms, then echoed by the UNI EN ISO 9001 quality management systems, determines that the quality is the set of properties and characteristics of goods or services that give to its ability to meet the needs expressed or implicit consumer (or customer). The quality of the service is, therefore, the degree of satisfaction that a service can give to the needs, expectations and desires of a specific customer.
Therefore, customer satisfaction or customer satisfaction is the review score that measures the quality of service based, precisely, of his satisfaction, or better, the satisfaction of his needs or wants, in short of its expectations . The review score on his satisfaction and, therefore, assessment of quality of service can be rendered in a simpler form, which is based on a single assessment that asks you to indicate your level satisfaction with the services and / or individual components or elements or factors of it by a scale of values, for example, increasing from 1 to 5, or in a more sophisticated form with an assessment of the quality of service that comes from comparison:
service expected and that services collected between the expectations of quality and satisfaction that the customer had first to make use of and perceptions of service quality and satisfaction that after he had consumed. The results of this comparison of expected (A) and perceptions (P) quality can be of three types:

1. If P> A => the quality of the service is very Good (very high because the perceptions exceed expectations: keep in mind that a case is less rare than you might think at first sight);
2. if P = A => delservizio the quality is good or at least sufficient (but usually is a very good result because 'they are met in full the expectations of the customer);
3. if P \u0026lt;A => the quality of the service is bad (low). But if P (perception) is very close, that is only slightly less than A (expected) and the latter were high, the result must be considered good because they 'have met almost all the high expectations of quality reviews.
This is all the more true the more the service is technically complex and sophisticated as a picture, etc.. The result will, however, negative if P (perception) is fairly or very inferior to A (hold), for which the customer is fairly or very disappointed by the quality of the service. The above is the heart or, if preferred, the base, the conceptual, practical teoricoe of SERVQUAL method.

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management overbooking

In Revenue Manangement overbooking, is considered a necessary evil in order to achieve the maximum employment and maximum profit.

overbooking The purpose is to replace the rooms that inevitably will not be sold because of the distorting variables no show, check out early and late, last minute cancellations).

The end of overbooking must be conducted with great prudence in order not to turn it into oversale, which is the physical materialization of the customer to which you may not give the room because there are no longer available, will force accommodation in another hotel of the same class at their own expense. Capacity management of a hotel may at first glance, not be perceived as a problem, but in reality it is because always poses in front of two types of behavior that are distinct from each other

• Do not take rooms in excess of the capacity of its structure, thinking that all those who have booked will come.

• We accept bookings of rooms in excess of the capacity of his hotel, however, exposing themselves to the risk of oversale.

In the first situation is in danger of unsold goods, which in periods of high employment is exactly the antithesis of thought of every Revenue Manager. Therefore it is impossible to be taken into account.

In the second situation, however, tends to full employment, we identfica fully with the policy of the Revenue Manager for which each room is empty un'insuccesso. The Revenue Manager, therefore, opt for the latter behavior, but can not overlook the fact that undergoes such issues arising from two liabilities to be assumed by:

• A financial burden of those costs live at the reception will be charged to the customer that will be moved to another hotel, such as taxis and any fare difference of the new hotel.

• onyx non-financial, represented by the fall of image and word of mouth that this kind of negative attitude may result in the client. Another non-financial burden, now abundantly clear is represented by the stress of staff. A reckless policy of overbooking, constantly exerted over the whole period of high employment will determine definitely by the clerks at the reception level of stress and tension which inevitably will impact on the motivation and therefore the service provided to the customer.

These considerations must not retain a healthy policy of overbooking, but rather should involve careful analysis of how a book is handled and all the guarantees attached to it. These preventive care when combined with a careful study of the discursive variables for each segment, to minimize the risk of oversale.

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ROI (Return on Investment) Calculation of net

ROI is one of the most widely used valuation ratios in the practice of accounting firms. It measures the total return on capital invested in the enterprise, taking into account both the capital brought under risk is that the form of loan debt. The components, referred to by the Roi, belong to the operating or typical. In particular, the index is equal to income ratio operating and capital invested in the company.

ROI = EBIT / Sources of coverage of financial needs

expresses the maximum remuneration that normal operations can produce for 100 € of funds collected under debt or venture capital, apart from fiscal policy or financing arrangements. Fact:

- the numerator considers the net income from that and then does not take into account the extraordinary items and tax and financial management;

- the denominator includes the financial resources collected by the form of debt and equity capital.

Regarding the numerator, operating income is an expression of the ability of management to run the business 'typical' business, ie to implement appropriate policies for procurement of inputs, processing the same , marketing of finished goods and inventory management, regardless of the mode of financing and taxation policies. The result from operations will be used to pay for the debt capital through the financial expenses and net income through the equity that remains.

This index identifies a state of equilibrium when the return offered by operating invested capital exceeds its cost. There is a relationship between ROE and ROI called leverage or leverage:

ROE = ROI + (ROI - (of / CC)) x CC / PN

where:

of = financial expenses

C: C: = borrowed capital

PN = equity

the difference between the ROI and the cost of debt capital undergoes a multiplier effect because of the relationship between debt capital and equity. If the ROI is greater than the cost of borrowed capital, the positive value, expanded by the multiplier, is added to the ROI and ROE results in a larger number. Which is why, in this case, the performance multiplier rewards those who have dared more, ie firms that have a ratio of net debt and equity clearly tilted in favor of debt to the outside.

Conversely, malagurato in the case of a negative gap, the multiplier effect reduces the damage to businesses that have acted more cautiously, that have limited the acquisition of financing by third parties to make greater use of internal capital.

values \u200b\u200bof this ratio below 7% point to a situation of concern, values \u200b\u200bin excess of 13-14% can be considered excellent. In the subsequent process of allocating a score to ROI found in various fields, in addition to the absolute value will take into account the average cost of capital and leverage ratio based on considerations above. In addition, the ROI will be given greater weight than the ROE for the very fact that they refer to the operational management.

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rooms

To calculate the revenue of the rooms should be considered the sum generated by multiplying the selling price of the room type and employment. This sum is divided by the total number of rooms occupied and you get an average, weighted by type of room.

The result is the average revenue per room (RMC)-Average Room Rate (ARR - int.) -

(PV x OCC customer A) + (x PV OCC reviews B) .... + (PV x OCC reviews n)
____________________________________________________

Total number of rooms occupied

PV = sales price of the room

OCC = number of rooms occupied

A , B, n = segments belonging to the distribution channel to which you apply the same price.

follows the Hubbart formula (as opposed to Hubbard, the body of the interacting particles) which states that the ARR is equal to the sum of operating costs and the expected return on investment, divided by the number of rooms occupied.

Operating expenses + ROI (Return on Investment)

__________________________________

N ° of rooms occupied

The entrepreneur expects capital investments are made. This formula takes into account the return on investment, that is what you must quadagni to return on its capital. The professional manager, accepted the position if the return on investment is reasonable and attainable. ROI about the profit to be obtained, divided by the number of rooms occupied. From that report you subtract operating costs and Rimal profit. To do this you must have sold to the media, otherwise they would cover the costs. If you have sold a single room, the ARR will be the sales amount of the one room sold. The MRA is applied both at the planning stage that the final balance, the formula used to assess the past performance and future.

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Leadership

The ruler is the highest in the subjects they realize there is appena.Poi what they love and what stimano.Poi temono.Infine what they despise.

Lao Tzu, 630 BC

Topic complex, unclear and constantly changing. A few words for thought.

The leadership is changing, or so they say. The information revolution is transforming politics and business. The hierarchical structures are becoming flatter and are incorporated into fluid networks of contacts. In post-industrial societies, the workforce is made up mostly by knowledge workers, who respond to incentives and political references different from those that motivated the workers in the industries of the last century. Polls opinion indicate that individuals now have a less deferential attitude towards authority 's in business and politics. The soft power is becoming increasingly important. The CEO of Google said they have to pamper their employees, according to another executive of the Silicon Valley, with a highly skilled workforce and the free flow of information, "If I treat employees with respect and not mei involves them in decision-making will be to get hired by some new company here in front that looks so interesting. " Even the U.S. military are affected by these changes. The Pentagon said that the instructors of the army "stopped shouting orders "because the generations of today react better to instructors who play" a role more oriented to psychological "leadeship scholars speak of" shared leadership "and" distributed leadership ", suggesting the Image of a leading place in the center of a circle rather than at the top of a pyramid.

What need all that to those who hold leadership roles hotellerie?

If companies like Google and the U.S. Army ( that does not relate to the same kind of "clients" of a hotel), have understood the importance of leadership is more advanced, because in many is operated as a hotel in the barracks? What effect have our head-screamers service, personnel and turnover? How much does have a high turnover because of poor leadership culture?

We start from a very simple thing: the word LEADER.

Derived from the verb to lead, which means driving ...

Already this may leave a lot of reflections.

First, a good boy will not necessarily be a good host.

It is said that those who have excellent technical skills, is also suitable to manage a team, often have too much technical knowledge, makes it more rigid and anchored to its own methods, which may lead, with developments and changes in business, to an important assumption: who does the things he has always done, you will get the same results.

The hotel owners should be aware of this problem, also because usually "the fish begins to stink from the head" ... How many directors who teach directly in charge and not to lead by example. How many of them understood the importance of collaboration between departments rather than to foment division and envy?

certainly is an issue of corporate culture and will not be easy to change quickly ...

meditate, meditate, meditate ...

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The cost of food sold

As in any discipline of the F & B management are relatively simple mathematical formulas, but a management system sottindendono precise and accurate. To determine the cost of food sold is that the chef must have under control the cost and management of every single recipe. The approximate performance of each recipe affect the proper calculation of the cost of food sold. An empirical method is to check receipts and subtract the difference of food purchases. This procedure, however, does not take into account:

• sales and cost of the beverage.
• food staff.
• domestic consumption.
• food for the management / ownership.
• fruit basketball. (Sometimes not covered by F & B management perhè the responsibility of the manager RM)
• promotion.

calculating these variables, the formula is:

initial inventory + purchases =

FOOD AVAILABLE FOR SALE INVENTORY + FINAL =

COST OF FOOD CONSUMED - CREDITS / TRANSFERS =

COST OF FOOD SOLD

The total initial inventory and procurement is the beginning of storage, consisting of the stocks in the inventory of the previous plus all purchases and transfers from the economy. Foods are available for sale which need to subtract the del'inventario final, so as to make the cost of food consumed. At this value we subtract all further claims and transfers.