Creating excellent guest experiences: servicescape and processes

The purpose of this study is to analyze and highlight the key areas of operations, i.e. servicescape, process management, and guest-flow management, of one hotel and two resorts in Malaysia. The study is limited to three examples of leisure establishments—referred to as Country Resort X, City Hotel Y, and Theme-Based Resort Z—in order to understand the differences between these different establishments. By providing an in-depth analysis of the business models of one hotel and two resorts in Malaysia, this study adds value to the current knowledge, practices, and concepts. This study identifies the existing issues in the hotel and resorts, and suggests feasible solutions to these problems

Hospitality and tourism management: adopting Lean Six Sigma, achieving service excellence

The hospitality and tourism industry is very much people-driven, despite the incipient advances and adoption of technology. Given the increased integration of the latter into the service sector, there must be ways to measure or calibrate the quality of service in the industry. Because tourism is a business like any other and compounded by mobility, a business management system approach to performance analysis and process adjustment can be adopted. One such management system is the Lean Six Sigma, which is a process method to improve the efficiency of business operations, in order to achieve high customer satisfaction (Farrington et al. 2018). This method allows experts in the tourism and hospitality business to identify product and operations deficiencies, and thereby enhance service quality and standards, thus leading to service excellence in the industry. Much research has been conducted on the application of Lean Six Sigma in industries such as logistics and sales (Gutierrez- Gutierrez et al. 2016; Zhang et al. 2016), financial, healthcare, and retail. The goal of this paper is to shed light on the possibility of the tourism and hospitality sector adopting a management system such as Lean Six Sigma as a continuous improvement method to achieve service excellence (Ivasciuc and Epuran 2015; Basu 2011; Farrington et al. 2018). The basic rationale of Lean Management is to reduce non-value-adding components of processes, and maintain only processes which add direct value to the company’s customers (Kaufmann 2012)