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INDUSTRY CASE STUDY

SERVICE EXCELLENCE

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Description

This case study is based on information kindly provided by the

trafalgar, taken mainly from a customer service training presentation

and the Staff Handbook. It is the second of three case studies about

the hotel. It includes details of:

the trafalgar’s Service Excellence approach

customer service advice for staff and checklist

presenting a positive professional image

positive personal presentation standards

dealing with customer complaints

hotel departments and internal customers

Suggested learning inputs/activities

Levels 1/2/3

The contents of this case study are relevant for a variety of

Hospitality, Leisure, Travel & Tourism qualifications. They can be

used in many different ways, adapted for the needs and level of the

class.

Student Worksheet – Service Excellence

The Student Worksheet which builds on the trafalgar Service

Excellence case study can be found at the end of this document.

(Teacher Hint for possible answers to Worksheet Task 4 which may

include: wasted effort, poor communication, lack of co-ordination,

mistakes, conflict with colleagues and other departments, lost

revenue, dissatisfied customers.)

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Other suggested learning inputs/activities

Here are some other examples of how the case study can be used in

the classroom.

Teacher Inputs:

Teachers can use the whole case study as the basis for teacher

inputs, supported by handouts and/or OHT slides.

Where the emphasis of a qualification is on practical aspects of

customer service, teachers may wish to base a session on

relevant extracts e.g. the customer service checklists, the slides

about communication and customer complaint handling

Learner Activities:

Individual, then pairs. Think of someone you know who has

the right service attitude and someone you know who has the

wrong service attitude. Describe the behaviour of each person.

Discuss with a partner the behaviours and situations that irritate

you. Think of some tips to help you handle these and help you

develop a positive attitude.

In pairs learners produce a Customer Service checklist. At the

end, give out the checklist from the case study. Whole class

discussion comparing ideas.

Hand out copies of the trafalgar’s dress codes. In groups

learners discuss the contents, then use them as the basis for

producing a dress code for a different organisation.



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Role plays – students prepare for, and then act out, role plays

as members of staff and customers of the trafalgar. The

Introductory case study contains information about products

and services which should help learners to provide good

customer service.

This case study is based on information kindly provided by the

trafalgar, mainly taken from the Staff Handbook and a Customer

Service in-house training presentation. For background information

about the trafalgar please see the part one TTP case study ‘Introducing

the trafalgar’.

Service Excellence

the trafalgar trains all staff in ‘Service Excellence’ to help: “show

them how they can be on the leading edge by becoming a service

professional in a world of ever rising customer expectations”.

Training includes taking a look at how little things like adding a

personal touch can mean so much to customers, to the success of the

trafalgar and to satisfaction in the job. Here are some slides from the

trafalgar’s ‘Customer Service Excellence’ training presentation.



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Rising Expectations

Each year our customers’ expectations change and increase. They

expect trafalgar to react to these changes and demands by providing a

hospitality experience that meets their needs. Our customers are

disappointed when they don't get what they expect.

For example, if:

Products or services they need are not available.

Their experience is a hassle.

They have to wait for service.

The quality of the product or service is poor.

They have to deal with staff who don't care about them.

The Case for Excellent Service

Product Quality

Price Service



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The Case for Excellent Service

Focussing on service to differentiate ourselves from those who don’t,

will help build positive relationships with our customers. Many other

organisations spend time and money on changing systems and

procedures, but don’t put the same value on developing customer

relationships that will result in satisfaction and loyalty. For trafalgar,

the customer experience is of the utmost importance!

Service Excellence is based on understanding how our customers feel, personalising the service we give and providing service that ‘goes the extra mile’ Training courses are supported in many ways, for example here is an

extract from the Staff Handbook, explaining what is expected of staff

in terms of Customer Service:

“the trafalgar takes great care to select the most suitable people for

every part of its operation. You have been specially chosen to be part

of the trafalgar because of your desire to contribute positively to the

atmosphere and service, the satisfaction of our guests, and the team

spirit amongst us.

the trafalgar succeeds because of you. The way you look and behave

affects the customers’ perception of the service we offer and our



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standards of personal grooming and behaviour must enhance, in every

way, the image of the hotel. Friendly staff that smile and are

courteous are key assets to any service organisation. At the trafalgar

we wish to be known for the warmth and friendliness of our

employees.

We will maintain this leading position in the contemporary hotel

market only if you consistently strive to do all you can for our guests

and your fellow employees, by:

understanding and responding to our guests’ needs, with a

positive attitude

being courteous to everyone with whom you come into contact

being friendly, helpful and approachable

using every appropriate opportunity to promote the hotel’s

many fine facilities

wearing your uniform proudly

observing high standards of personal appearance and hygiene

being honest and reliable

displaying a positive attitude at all times, particularity in

difficult or challenging situations

always assisting customers and colleagues with warmth,

courtesy and a smile

being professional in every way”



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Customer Service Checklist

The Staff Handbook also provides a helpful checklist for staff:

“At the trafalgar we have a customer-orientated culture, which we

seek to implement whatever our position. Help and assist guests at

every opportunity wherever you work in the hotel.

1. The customer is why we are here!

2. The ‘welcome’ is the customer’s first impression, we have to

get it right!

3. Acknowledge the customer immediately with eye contact and a

smile!

4. Use the customer’s name, it’s guaranteed to make them feel

important!

5. Every guest is different. We need to listen to find out what they

need!

6. The customer comes first, second and third!

7. Customer service is a team effort.

8. Happy guests make good customers!

9. The formula for perfect customer service is YOU!”

Trafalgar Moments

Put yourself in your customers’ shoes and identify what you could do

to show that you care. What is the opportunity to exceed their

expectations?



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WOW the Customer

Listen

Feel

Read and React

The Communication Loop



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Presenting a Positive Professional Image

First impressions

It takes just 3 seconds to make a first impression!

Professional Image

We communicate in three ways:

1. Words

Verbal Communication

2. Tone of Voice

Vocal Communication

3. Body Language

Visual Communication

Positive Personal Presentation Standards

the trafalgar has a strict dress code for all members of staff.

Uniformed Female Staff

Uniforms are to be worn according to uniform standards. No

substitutes are allowed.

Uniforms must be clean, in good condition and pressed.



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Shoes must be black, conventional and business-like for safety

reasons. No sandals, open back or front shoes, canvas shoes,

platforms or moccasins are permitted to be worn for Health &

Safety reasons.

Shoes must be clean, polished and in good condition.

Hair should be tied back; plain black discreet hair clasp to be

used.

Sheer tights are to be worn; colour will be in accordance to

each uniform standard.

Nails must be clean and trimmed. Nail polish is not permitted

in the kitchen and only natural nail polish is permitted in other

areas.

No strong perfumes, but use of a deodorant is compulsory.

Discreet cosmetics permitted. No expressive or exaggerated

cosmetics will be tolerated, i.e. unusual colours of lipstick, hair

dyes, eye shadows, rouge or false eyelashes.

Discreet watch or no watch at all.

Wedding band and one other single ring are allowed.

No ankle chains.

Only one discreet bracelet but no bangles allowed.

Discreet stud earrings only and just one in each ear.

Uniformed Male Staff

Uniforms are to be worn according to uniform standards. No

substitutes are allowed.

Uniforms must be clean, in good condition and pressed.



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Shoes must be black, conventional and business like for safety

reasons. No sandals, open back or front shoes, canvas shoes,

platforms or moccasins are permitted to be worn for Health &

Safety reasons.

Shoes must be clean, polished and in good condition.

Only dark socks are to be worn

Dark coloured belts.

Wedding band is allowed.

Discreet watch or no watch at all.

Smart hairstyle, suitable for a hotel environment.

Preferably no facial hair. Clean shaven daily.

Discreet moustache that is well trimmed will be permitted.

No strong after shave but compulsory deodorant.

Non-Uniformed Staff

Business suits and dark socks for men.

Skirts, jackets and blouses for women. Trousers suits may be

worn but they have to be a “2 piece suit”

Exceptions to the above standards are allowed on religious grounds, in

consultation with the Human Resources Manager.

Outstanding Customer Service

the trafalgar employs a diverse workforce and aims to equip them to

meet the needs of customers from a wide range of backgrounds.

“Our aim is to provide outstanding service to all our customers.

Ensuring non-discriminatory business practices will help us achieve

this aim. Good business practice also requires that we treat all our

potential customers consistently and avoid presumptions about their

needs or circumstances. Equality of opportunity is an important



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element in maintaining our competitive advantage.

Improving our awareness of the diversity of our customers and

possessing a greater understanding of their expectations, preferences

and concept of value will improve our ability to provide the tailor-

made experience they are looking for.

By gaining an improved understanding of our customers and

anticipating their diverse and individual needs we will be better

equipped to provide outstanding customer service to an increasingly

diverse market. Increased knowledge and awareness of the diversified

needs and expectations of our customers also help us to build the

relationships needed to succeed and grow in a diverse market place.”

Customer Complaints

The Facts

More and more people are complaining. Not so long ago only

4% of customer would tell us when they were unhappy but

things are improving. However,

Often up to 40% of customers are unhappy.

50% of dissatisfied customers never complain and most don’t

return.

They tell at least 9+ people about their experience.

Why don’t dissatisfied customers complain?

All members of staff at the trafalgar are trained to encourage

customers to communicate their complaints to them and to deal with

any complaints.



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A complaint is the customer’s gift to us!

The ‘L*E*A*R*N’ Service Recovery Cycle provides guidelines for

handling and resolving complaints:

Hotel Departments and their Responsibilities

Everyone Has a Customer

Listen Actively

Empathise

Ask Open and Positive

Questions

Reach a mutually acceptable

solution

Next opportunity to follow up



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Your internal customers are the people who rely on you to help them

satisfy the external customer.

No matter which department they are in, the trafalgar trains all

members of staff to work as a team to deliver Service Excellence to

internal and external customers.

Members of staff need to be familiar with the entire operation of the

hotel to help them deliver the utmost in service. the trafalgar Staff

Handbook contains details of the different hotel departments and their

responsibilities. Here are the trafalgar’s operating departments and a

brief description of what each does:

Reservations

The first impression of the hotel is created by the staff of the

Reservations department who, through their selling skills and

communication ability, maximise room sales and sell directly to

clients, travel agents and the corporate account companies. Additional

duties of the Reservations department include distributing booking

information to all concerned areas, maintaining guest history and

guest recognition programmes and confirming special requests, rates

and availability to clients.



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Reception

The reception employees are essentially responsible for checking

guests in and out, updating guest history and providing assistance

during their stay. They continue the excellent service standards

demonstrated so far to guests by checking the correct rate, allocating

rooms, changing money, establishing credit and, on check-out,

assuring the accuracy of the guest’s account before settling it.

Porters

The first services all guests experience on arriving at the trafalgar

include a warm greeting by the porter, the efficient handling of

luggage, the immediate placement of the guest’s vehicle in the

allocated parking area, and a personalised greeting and escort. Porters

collectively recognise their mission must be to immediately meet the

guest’s needs and create a memorable welcome to this excellent hotel.

Concierge

The Concierge staff of the hotel have the duty of providing warm,

competent and efficient service to each and every guest with whom

they interact. Anticipating and acting upon guests’ needs, handling all

requests (which may include business services, messages, mail,

packages, dining reservations, theatre tickets) and greeting guests in

the lobby area, are all services for which the Concierge is known.



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Housekeeping

Room Attendants and Housekeepers ensure the comfort and

relaxation of guests through providing immaculately clean guest

rooms, adding a personal touch to each room by greeting guests by

name, recognising how a guest likes their belongings arranged and by

being unobtrusive while providing daily services. Room Attendants

ensure the correct supply of all amenities. House Porters keep the

guest corridors, public areas and toilets clean and hygienic.

Linen Room

The Linen Room provides and manages all guest linen and valet

services in addition to providing all employees with clean, smart

uniforms. Additionally, they maintain the repair of garments and

ensure a sufficient stock of sizes. The Linen Room serves and

supports the employees as its guests (internal customers) and works

hard to keep employees satisfied through controlling quality and

efficient handling of their garments.

Telecom

The Telecom department is the communication centre of the hotel. It

receives and handles all in coming and in-house phone calls, takes and

distributes guest messages and faxes, executes wake up calls, and

responds to emergency situations. The telephone answering standards

of the hotel are critical to the trafalgar’s service and reputation, such

as greeting all guests by name. All staff as well as telecom operators

are responsible for using appropriate telephone etiquette and for

having a positive and pleasant tone of voice.



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Engineering

The Engineering department operates and maintains all hotel plant

and equipment, and is responsible for the mechanical and technical

condition of the hotel. The department maintains bedrooms and public

areas in perfect condition and is responsible through their guest

contact opportunities to build guest confidence in the technical

operation of the hotel.

Stewarding

The Stewarding department keeps all food & beverage service areas

clean, hygienic and well organised. This vital department is

responsible for supporting food & beverage operations and providing

adequate supplies of operating equipment for the restaurant, kitchen,

bar and events.

Room Service

High quality Room Service is an indication of the hotel’s attention to

detail and care of its guests. It is the trafalgar’s intention to develop

such a reputation by offering 24 hour Room Service of a very high

standard.

Finance Accounting

The Accounting department systematically provides and maintains

records of assets, liabilities and all financial transactions of the hotel.

It also provides information to management of the hotel’s financial

performance, and is responsible for managing and distributing salaries

and wages to all employees.



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Food & Beverage Cost Control

The F&B Cost Controller is responsible for the efficient buying and

receiving of all food, beverages and supplies necessary for the

operation of the hotel.

Human Resources

The Human Resources staff members advise all levels of management

on professional approaches to recruitment, induction, training, pay,

benefits, communication and the maintenance of good employee

relations. This department also offers confidential advice and

counselling to employees to help them resolve any job-related

problems.

The Service Chain

Pleased External Customer

Superior Customer Service

Organised and Efficient Business

Quality Internal Service

Individual

Team

Department



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The Total Service Experience

trafalgar Values

Excellent customer care, everyday, everywhere

Encouraging our people to thrive

Consistent service and product quality

Optimising profit for the growth of the company

For further information about the trafalgar visit:

www.thetrafalgar.com

Service Reputation Profit



http://www.thetrafalgar.com/

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Student Worksheet

Learning Outcomes:

to make you aware of the qualities and behaviours required to

deliver excellent service to internal and external customers

to help you identify and understand Service Excellence

techniques designed to deliver excellent customer service

to help you to use Service Excellence techniques in customer

service situations

Working with a partner, complete these tasks:

Task 1:

Delivering Service Excellence

Using your own recent experience as a customer of Leisure, Travel,

Tourism or Hospitality, use the table below to give examples of

service that you’ve recently received

Excellent, Good & Poor



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Situation, location and staff (e.g. buying

a ticket, station, sales clerk)

Description of Customer

Service Provided

Quality of Service (tick relevant column)

Excellent Good Poor

1

2

3

4

5

Task 2:

The diagram below shows 3 ‘Rings of Service’.

Choose ONE situation you described in Task 1 as ‘Poor Service’. In

what ways could that customer service be improved? Carry out three

short role plays with your partner as customer, in which you

demonstrate how the service in that situation could be improved so

that it would be:

(1) basic (but not poor)

(2) as expected

(3) exceed customer expectations.

Evaluate your performance(s).



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Task 3: Choose a job that interests you at the trafalgar hotel or

with another organisation. Now answer the 3 questions about

‘Your Customers’:

Who are the people in your chosen place of work who depend

on your performance to do their own work?

What do they depend on you for? Who are the people you

depend on to get your work done?

What do you depend on them for?

Exceeded Expectations

Expected Service

Basic Products and Services



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Task 4: What are the possible consequences of employees NOT

treating other staff as valued customers?



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