Customer behaviors and perception in Hospitality industry for Generation Y in 5 star hotels from an employee’s point of view in Switzerland.
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Since time immemorial, classifications have always been used to define the rating of hotel establishments especially when referring to the quality of service. This is common in tourist destinations by using stars to classify the rating of an establishment by relating it to visible factors such as room comfort furnishings availability of parking and so on. This has a direct bearing on the expense of the accommodation and service according to (Quebec Tourism Intelligence Network, 2011). Here, the more luxurious the setting, the more expensive the services at the hotel.
However, at the present rate the industry has not been particularly favorable to the hotel luxury industry but the growth in demand has not been met with an equal demand in the customer progress as concerns exploitation. The market that is said to be worth about 60 billion is still largely untapped (Dubois and Laurent, 1994). There are many people, however that would beg to differ with this point. That affirms the numbers that state middle class hotel rooms are being vacated as the posh hotel rooms of the luxury class are getting filled (Sharkey, 2008).
Companies are treating the hotels as perks to company executives as part of their employment package. They were treated as spots for high level business meetings. A stay at a posh hotel even for a few days considering the services was considered worth the effort. That was last year, and times have changed drastically. This may have a little with how the current generation perceives the luxurious lifestyle. The problem has also extended to the hotels whereby they are so caught up in the expense that they forget the service. Companies forget that luxury is service and not products (Burr, 2008).
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The employees thus do not get emphasis on training when it comes to the service they put out, and more emphasis is put on the products. At this time, they may then perceive those who demand service as trying to make their lives hard or being haughty, however, there is a distinct difference. The people from the past generation put a high price on service, and the hotels made sure this was a priority. The employees are left in training limbo as a result of the product emphasis and much resort to dislike their customers. Customers find disinterested employees that want herd them around asking them for their credit cards according to (TripAdvisor LLC, 2007).
The services are not properly offered, as a result, and many of them are offered in an inappropriate and provocative manner. The salary and benefits offered at such establishments also goes a long way in what rate of service will be exhibited. Establishments that offer low salaries, benefits or poor, working conditions will bare the brunt of irate workers. Human beings cannot be compared to insects. If they see happiness everyday, in their customers and yet cannot offer it to themselves this will motivate them to seek other employers (Boselie and Wiele, 2002).
There are some hotels that have discovered this fact early and tried to curb the effects despite the crunch of the global economic condition. This lives them with little financial choice, therefore, an alternative that would seek out the perceptions and meeting points of both the customers and the employees. This has led to such studies as to discern the service quality perceptions of customers in such luxury hotels. A few of these studies have already been carried out in areas such as New Delhi, India (Mohsin and Lockyer, 2010).
A lot of study has gone into generation Y as the future of the entertainment industry, and this includes the luxury hotel industry. This includes preparation for the future that would see these structures embrace technology. Since their beginning, the luxury hotels have always taken pride in their tradition because their customer base was culture oriented rather than taken with products. However, this is being reconfigured to something to cater for the younger generation. Most predict that future hotels will do away with front desk applications to a more connective setting with the customers (Coyle Research Team, 2010).
This would greatly reconfigure the lobby space. However, the wave of product mania is not going to go away that simply and many have already taken the compromise to opt for the more economical answer. As the corporate world would state- mass production as the paradigm is a concept of marketing management that has dominated the world of industrial production (Ayuma, 2011). Therefore, companies that can afford to say luxury should be a service-oriented industry should be the only ones that are permitted to say so in the first place. In this way, the end of the entertainment oriented era based on sentimental values is slowly coming to an end.
Findings of the study
Therefore, it does not matter sometimes what the customer may think of the employee and in some establishments. The employees have discovered this fact, and have subtly brought to the fore, albeit without bluntly putting it in the face of the customer. It seems outrageous but true, however. Companies are being faced with hard times trying to trim operating costs while having to strengthen their brand name (Garlick, 2003). The age of service in the classical style, that is, is dying out or being left to the unique pieces of art. Generation Y is quite adaptable and better able to deal with the shift than the older generations.
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