The New Customer Service: Driving Revenue through Experiences

The hospitality industry is quickly embracing the experience economy where quality service and amenities are no longer enough to attract and satisfy guests. In order to successfully market experiences that attract customers, it is important to move beyond relationship management into building, selling and marketing customer focused experiences. This research examines how service industries can go through the six stage process of: understanding customers, evaluating current experiences, redesigning experiences, implementing the new experience, measuring the journey and maintaining competitive advantages. Results have indicated that by focusing on details to elicit emotions and create memorable experiences, businesses can substantially increase revenue and customer loyalty. To learn more about this research and how customer experiences can help drive revenue for your organization, please email Dr. Brey.

Definition and Classification for Resorts

Current resort classification methods lack the ability to catalogue resorts into fixed categories, often with properties concurrently classified. The purpose of this research is to examine this issue and develop a resort classification system that allows industry comparisons across typologies and geographic limitations. Through industry interviews, a definition with minimum qualifications and classification system for resorts is established. The definition emphasizes the leisure orientation of resorts while taking into consideration the growth of conventions and business meetings. Minimum qualifications for property consideration include the need for a variety of amenities, food and beverage outlets, and specific lodging qualifications. A four-category resort classification system focuses on the range and scope of amenities, rather than the typical facilities or amenities that drive traditional classification methods. To address unique issues surrounding resort classification, taxonomy rules are provided. Discussion revolves around the potential application of the industry oriented scheme, along with recommendations for future research. To learn more about this research please email Dr. Brey.

Developing a Better Understanding of Resort Management: An Inquiry into Industry Practices

The resort industry is a distinctive and dynamic segment of the hospitality industry that produces a unique environment where managers must deal with a wide range of unique issues unfamiliar to other hospitality and service industries. Prior research into the area has been limited in scope with minimal investigation into the underlying reasoning behind management practices. Furthermore, research has not attempted to identify distinctive practices specific to resorts. The purpose of this study is to address these areas of concern by examining current techniques and identifying underlying management themes. To complete this analysis, qualitative data relating to how management deals with consumers, employees, and general operations were collected from resort executives. Twenty-one areas of management responsibilities are discussed with two over-arching themes guiding management decisions. First, using a family/team-oriented approach was identified as playing a significant role in management practices. Second, ensuring quality customer experiences rather than just service quality was imperative. Discussion elaborates on these themes, their impacts on resort management and the need for future research. To learn more about this research please email Dr. Brey.