2002年--外文翻譯--酒店服務(wù)質(zhì)量的動(dòng)態(tài)基準(zhǔn)測試（節(jié)選）

1、<p>　　880單詞，5000英文字符，1500漢字</p><p>　　出處：Min H, Min H, Chung K. Dynamic benchmarking of hotel service quality[J]. Journal of Services Marketing, 2002, 16(4):302-321.</p><p>　　Dynamic benchma

2、rking of hotel service quality</p><p>　　Hokey Min,Hyesung Min,Kyooyup Chung</p><p>　　Abstract Total customer satisfaction is one of the most important strategic weapons of best-practice hotel or

3、ganizations. However, hotel organizations cannot achieve total customer satisfaction without gaining the knowledge of a hotel's competitive position in the changing marketplace and realizing the opportunity of contin

4、uous service improvement. With this in mind, this paper develops a set of service benchmarks that help hotel managers monitor their service delivery process, identify performa</p><p>　　Introduction</p>

5、<p>　　As tourism revenue in Korea nearly doubled in the last decade, the Korean hotel industry has expanded its capacity considerably by either increasing the number of guest rooms or building new hotels (KNTO, 20

6、00). Such expansion has led to over-construction of hotels, and competition among hotels subsequently has increased. With increasing competition, the key to a hotel’s survival is its ability to cater hotel services to th

7、e changing needs and life styles of ever-demanding customers. Such needs </p><p>　　In general，benchmarking is a continuous quality improvement process by which an organization can assess its internal strengt

8、hs and weaknesses， evaluate comparative advantages of leading competitors，identify best practices of industry functional leaders，and incorporate these findings into a strategic action plan geared to gain a position of su

9、periority (Min and Min， 1996). The successful benchmarking process can improve service performance by as much as 60 percent in less than a year (Harrington </p><p>　　Identify key performance measures for eac

10、h function of a business operation， measure one’s own internal performance levels as well as those of the leading competitors，compare performance levels and identify areas of comparative advantages and disadvantages，and

11、implement programs to close a performance gap between internal operations and the leading competitors (Furey，1987, p. 30).</p><p>　　Although the application of benchmarking to the service sector is challengi

12、ng due to the intangible nature of service quality and the subsequent lack of universal service standards， benchmarking has been successfully applied to the hotel industry (e.g. Morey and Dittman，1995; Min and Min， 1996，

13、1997; Phillips and Appiah-Adu，1998). The application of benchmarking to hotel organizations consists of four steps:</p><p>　　(1)identify and prioritize customer service attributes that influence the customer

14、’s perception of service quality;</p><p>　　(2)develop service metrics as performance standards;</p><p>　　(3)identify the best-practice hotel as a benchmark and compare the hotel’s service perfor

15、mance with that of the benchmark using performance gap analysis; and</p><p>　　(4)develop a strategic action plan for continuous service improvement (Camp，1989; Balm，1992; Min and Min，1996).</p><p&

16、gt;　　In the next sections，we will focus on the benchmarking process of hotels using the above steps.</p><p>　　Service attributes relevant to hotel customers</p><p>　　The benchmarking process beg

17、ins with the establishment of service standards through identification of service attributes that comprise service standards. Since serving customers is the ultimate goal of benchmarking，we identified service attributes

18、that are most important to customers. Some of these service attributes are derived from generic determinants of service quality including reliability， responsiveness， courtesy， and tangibles as identified by Berry et al.

19、 (1985). Based on the previous e</p><p>　　Excluded from consideration in the present study are security and location. Unlike budget，low-priced hotels，all of the Korean luxury hotels that we evaluated are loc

20、ated in safe neighborhoods and thus security was omitted from consideration. This omission is also justified by two earlier studies by Lewis (1987) and Cadotte and Turgeon (1988) indicating that security was not a signif

21、icant source of hotel customers’ satisfaction. We excluded location from the list, because all of the Korean luxury</p><p>　　酒店服務(wù)質(zhì)量的動(dòng)態(tài)基準(zhǔn)測試</p><p>　　摘要：做到客戶絕對滿意是實(shí)現(xiàn)最佳酒店管理的最重要的戰(zhàn)略之一。但是，在變幻莫測的市場中，如果不

22、了解酒店所處的競爭地位，不能意識到持續(xù)優(yōu)化服務(wù)的機(jī)遇，那么酒店管理就不可能做到讓客戶絕對滿意。秉承這一理念，本文提出一系列服務(wù)標(biāo)準(zhǔn)，以期在服務(wù)流程、找出服務(wù)差異以及采取正確措施方面為酒店管理人員監(jiān)理事務(wù)提供幫助。具體操作中，我們以AHP為基礎(chǔ)提出動(dòng)態(tài)標(biāo)桿學(xué)習(xí)，ＡＨＰ遠(yuǎn)優(yōu)于傳統(tǒng)的服務(wù)表現(xiàn)測量法。我們選取了一批體驗(yàn)過韓國一級酒店的顧客進(jìn)行縱向調(diào)查，本文基于調(diào)查結(jié)果闡述了動(dòng)態(tài)標(biāo)桿學(xué)習(xí)對于持續(xù)優(yōu)化服務(wù)的作用。</p><p&

23、gt;<b>　　引言</b></p><p>　　過去十年間，韓國旅游業(yè)收入幾乎翻了一番，與此同時(shí)，韓國酒店業(yè)也通過增加房間或者新建酒店的方法，大舉擴(kuò)展其業(yè)務(wù)涵蓋范圍。（ＫＮＴＯ，２０００）然而這種擴(kuò)張已經(jīng)導(dǎo)致酒店過剩，酒店與酒店之間的競爭也因此加劇。隨著競爭加劇，關(guān)乎酒店存亡的關(guān)鍵就在于其服務(wù)能否滿足顧客五花八門的需要，能否與顧客生活方式契合。這些需求包括更好的便利設(shè)施、舒適的房間，快捷

24、的登記進(jìn)／出門，溫和的服務(wù)態(tài)度以及合理的價(jià)格。然而，單靠優(yōu)質(zhì)的服務(wù)尚不能形成競爭優(yōu)勢，管理層必須要指定一項(xiàng)可靠的、可作為持續(xù)優(yōu)化服務(wù)的基點(diǎn)的標(biāo)準(zhǔn)。該標(biāo)準(zhǔn)包括顧客服務(wù)賬目，行業(yè)標(biāo)準(zhǔn)，目標(biāo)服務(wù)水準(zhǔn)以及基準(zhǔn)等。為了不斷鞏固自身市場地位，獲得“上好佳”的地位，酒店必須比較自己和競爭者的服務(wù)表現(xiàn)，因此，標(biāo)桿學(xué)習(xí)也許是設(shè)定可靠服務(wù)標(biāo)準(zhǔn)的最有效方法。</p><p>　　一般來說，標(biāo)桿學(xué)習(xí)是一個(gè)持續(xù)優(yōu)化質(zhì)量的過程，在此過程中

25、，酒店可對其內(nèi)部的優(yōu)劣勢做出評估，評估主要競爭對手的相對優(yōu)勢，分析學(xué)習(xí)行業(yè)領(lǐng)頭羊的成功案例，并將這些發(fā)現(xiàn)融合形成一個(gè)戰(zhàn)略行動(dòng)方案，從而占領(lǐng)市場優(yōu)勢地位（Ｍin &Min,1996)。成功的標(biāo)桿學(xué)習(xí)進(jìn)程可在一年內(nèi)使服務(wù)表現(xiàn)提升60%。標(biāo)桿學(xué)習(xí)的主要目標(biāo)如下：</p><p>　　為商業(yè)運(yùn)作的每項(xiàng)功能找出關(guān)鍵的表現(xiàn)測量標(biāo)準(zhǔn)；了解酒店內(nèi)部以及主要競爭對手內(nèi)部的表現(xiàn)水平；對比表現(xiàn)水平；確定相對優(yōu)勢和劣勢的領(lǐng)域，采

26、取措施縮小自身與主要競爭者之間存在的服務(wù)水平差異。（Furey,1987)</p><p>　　盡管存在諸如服務(wù)質(zhì)量本身難以捉摸、缺乏大眾認(rèn)同的服務(wù)標(biāo)準(zhǔn)這樣的問題，使得將標(biāo)桿學(xué)習(xí)應(yīng)用于服務(wù)行業(yè)困難重重，但酒店業(yè)還是成功引入了標(biāo)桿學(xué)習(xí)。（e.g. Morey and Dittman,1995;Min and Min,1996.1997;Philips and Appiah- Adu,1998)標(biāo)桿學(xué)習(xí)在酒店業(yè)的應(yīng)用

27、分四步走：</p><p>　　明確與客戶所接受的服務(wù)質(zhì)量息息相關(guān)的客戶服務(wù)分級；</p><p>　　將服務(wù)水準(zhǔn)提升到行業(yè)標(biāo)準(zhǔn)；</p><p>　　將優(yōu)秀酒店作為標(biāo)桿，運(yùn)用服務(wù)差異分析比較雙方的服務(wù)水平；</p><p>　　開發(fā)持續(xù)提升服務(wù)的戰(zhàn)略行動(dòng)方案（Camp,1989;Balm,1992,MIn and Min,1996)<

28、/p><p>　　在下一部分，我們將著重討論酒店如何運(yùn)用上述方法進(jìn)行標(biāo)桿學(xué)習(xí)。</p><p>　　與酒店客戶相關(guān)的服務(wù)分級</p><p>　　服務(wù)分級是服務(wù)標(biāo)準(zhǔn)的組成部分，通過明確服務(wù)分級建立服務(wù)標(biāo)準(zhǔn)，以此帶動(dòng)標(biāo)桿學(xué)習(xí)進(jìn)程。由于標(biāo)桿學(xué)習(xí)的最終目標(biāo)就是服務(wù)顧客，我們確定了對顧客最重要的服務(wù)分級。其中一些服務(wù)分級是由服務(wù)質(zhì)量的一般要求中衍生而來，包括Berry等人提出的

29、可靠的服務(wù)、響應(yīng)的速度、禮節(jié)以及服務(wù)的實(shí)在性等。根據(jù)Chung 和 Hahn, Kim, Stacey 等人組織的關(guān)于客戶服務(wù)的調(diào)查，我們得出一些其他的服務(wù)特征，比如客房是否安靜，附贈(zèng)物品的質(zhì)量，酒店/旅客指南，座機(jī)通話免費(fèi)，網(wǎng)絡(luò)/傳真連接等都與酒店服務(wù)息息相關(guān)。</p><p>　　但酒店的安保及其所處地段不在本文考慮范圍之內(nèi)。與廉價(jià)旅館不同，本文所涉及的所有韓國高檔酒店所處地段都有良好的安保措施，因此無需對其