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Discusses the Total Quality culture of Harvester restaurants, concentrating on training to achieve the company′s mission of delivering a high quality service to its guests. Outlines the importance of teamwork in the programme, and provides a case study of the executive team, showing how the system works in practice.

Quality in foodservices has become essential, and new methodological ways of determining service quality enable a better representation of service processes and help to increase revisits. This paper focuses on the foodservice context and explores the relationship between staff-related service dimensions, atmosphere, food quality and revisit in a full-service setting.

This study combines an often neglected mystery guest approach with partial least square–structural equation modeling (PLS-SEM) to shed more light on customers' service perceptions. The mystery guest approach has been updated with a digitally supported smartphone questionnaire (e-mystery) that provides more reliable results since previous measurements experienced difficulties of feasibility in time-limited settings (N = 247).

The findings of this study confirm the direct effects of the service quality dimensions reliability, attentiveness and atmosphere on revisit intention and highlight the mediating role of food quality. In detail, the findings showed significant results for service employees' reliability and attentiveness and underlined the role of atmosphere for revisit intention.

The contribution of this paper supplements that mystery guest approaches represent a reliable alternative to convenience sampling, especially in combination with a digitally supported questionnaire (e-mystery). Thereby, this paper suggests the further application of e-mystery for the hospitality and tourism industry. In terms of implications, this study highlights the importance of securing food quality by fostering specialized schools and training programs for career starters. Since the findings stress the importance of service quality and atmosphere, managers need to ensure that employees are trained in culturally sensitive communication and services to excel in service-related dimensions.

Tests and analyzes a total quality management (TQM) methodology known as the mystery guest approach. The method involved the development of a research‐based approach to employee training by involving employees in the problem‐solving and strategic planning process. In this case study university student subjects were asked to participate in a focus group format which utilized the critical incidents, importance/performance analysis and planning effectiveness evaluation technique. Participants were organized to take a trip from Bowling Green, Ohio to Quebec City, Quebec with the itinerary including four major points of interest along the way and five on the return. Each point of interest was evaluated as a tourism experience for families. Findings revealed that participants developed their problem‐solving skills and improved their decision‐making abilities. It became apparent to the researchers that a research approach in training has the potential to be used in organizations to build employee loyalty, understanding and confidence.

This paper aims to provide a quantitative decision approach to the service quality management, developed on the basis of Kano's theory of attractive quality. The proposed approach aims at exploiting contacts with service made by “mystery guests” rather than traditional surveys on customer opinions.

A specific probabilistic model of the process of serving quality is the adopted basic tool. Multiple comparison tests aimed at controlling the service quality are the core of the proposed decision approach. In order to collect the needed sampling data, a few mystery guests who experience many customer‐service contacts are employed.

A quantitative decision methodology which both allows one to evaluate the actual service quality level and provides, via comparison tests, a tool to highlight the weak and strong points of the service delivery process.

The proposed quality map is an original graphical tool, which enables one to pin‐point strengths and failings in service quality, prioritize corrective actions and recognize improvements, if any. The operative value of the whole methodology is tested through a real application to the hotel service industry.

Hotel classification systems are used to convey information about facilities and services. Yet, they have been prone to criticism for overemphasizing facilities at the expense of other matters of importance to service quality. In contrast, online travel agents (OTAs) use innovative methods to evaluate satisfaction with hotels. Conventional systems will lose relevance if they do not step up to consider service aspects associated with customer satisfaction. This chapter probes five hotel classification systems along with one OTA and leverages the literature to propose an improved framework classification. This is based on nine critical areas that include service quality, infrastructure, facilities and services, human resources, sustainability, safety and security, accessibility, quality systems, and online hotel ratings.

This paper aims to describe a 12‐week training program for cashiers and branch managers that helped to improve customer service at Moneycorp, which operates retail currency and foreign exchange outlets at a number of UK airports.

The paper explains the reasons for the training, the form it took and the results it has achieved.

The paper details how interaction was the key to making the experience engaging for trainees, so the company used group games and media, personal presentations, guest speakers, video mystery shoppers and role‐play as well as on‐site individual coaching and personal‐development time.

The paper reveals that the pilot group produced a 10 percent increase in sales turnover, making the program an excellent return on investment.

The paper explains that, although the recession had not hit at the point that the Moneycorp training academy idea was conceived, it was becoming apparent that external factors such as airline bankruptcies and lower passenger numbers were going to bring some significant challenges. The training would put the company in a much stronger competitive position.

The paper highlights how the introduction of a personal‐development plan provided data on key performance areas. This furnished the transparency and ownership to motivate staff to go above and beyond what they had achieved before – even the top performers.

This paper aims to describe an award‐winning training program that has helped to reduce staff turnover, improve employee and customer satisfaction and boost engagement with the brand at a luxury‐hotel group.

The paper explains the reason for the training at Hand Picked Hotels, the form it took and the results it has achieved.

The paper details the five learning modules that included facilitated discussions, games and role‐plays to explore the desired behaviors and their impact, and a personal‐development plan to focus on one key behavioral aspect per module to improve service or relationships.

The paper reveals that Hand Picked Hotels has seen: complaints fall by 40 percent, at a saving of £53,000 a year; increased loyalty‐club membership and so frequency of hotel visits; employee turnover in the first six months of employment down by 10.79 percent; and overall employee retention up from 47 percent to 61 percent a year.

The paper describes how implementing the program in a difficult economic period showed employees how important they are to Hand Picked Hotels.

The paper explains how the training program helped Hand Picked Hotels to re‐energize its culture by defining the guest and team‐member experiences it wanted to deliver.

The purpose of this research paper is to identify determinants influencing hotel room design now and in the future to offer hotel owners, hotel investors, architects and other partners involved in hotel planning, a framework regarding hotel room design 2030. Based both on theoretical foundations and empirical findings, guidelines for an innovative future hotel room design are evolved and represented by a triangular model.

A detailed analysis of basic and topic-related hotel management literature as well as of promising best practices of leading international hotel companies is supplemented by the evaluation of 27 expert interviews with hoteliers of varying hotel conceptions in Germany, Austria and Spain.

The paper presents qualitative as well as quantitative results of the applied methodology and leads to the emergence of a triangular model for an innovative future hotel room design approach.

Safety and security aspects (both physical and virtual) as well as sustainability as a limiting factor have not been further discussed within the model construction so far.

The theoretical findings and the emergent framework may be customized to the determining factors and specific needs of individual hotels, hotel consortia or hotel chains to meet the needs of hotel room design 2030.

This research paper offers guidelines beyond design aspects by considering target group priorities, technological innovation and economical aspects.

Mystery shopper programmes are defined as a tool for evaluating and improving customer service. The development and implementation of a mystery shopper programme is discussed as a sequence of related steps closely linked to human resource management and employee involvement. The process begins with setting the objectives of the programme and ends with rewarding behaviour and implementing change. Employee participation is seen as paramount to the success of the programme in all stages of its development. This involvement avoids shoppers being seen as spies by employees. Employees need to know what points they will be evaluated on and the expected company standards of performance. The results of shopping programmes should be used to provide diagnostic information on service delivery rather than as performance appraisals of individual employees.

This research replicates and extends Frey et al. (2003), using a typical e‐mail query to investigate e‐mail customer service by 260 Tunisian hotels. Based on the hotel responses, this study found that guests had one chance in ten of receiving a reply within a day and even less chance that hotels answered the inquiry professionally, promptly, politely and personally. Diffusion of innovations failed to explain differences in responsiveness by Tunisian hoteliers but did help explain the quality of e‐mail replies. The results suggest that reply quality differs across hotel size and hotel affiliation. Hotel affiliation as well as hotel category and website presence showed no significant differences in responsiveness. Differences aside, the results highlight that Tunisian hotels can gain an immediate competitive advantage by analysing common e‐mail queries and implementing basic e‐mail procedures.