Tenacity

Call it what you want, but a great work ethic and a willingness to do what needs to be done (and not take shorcuts) is a key skill when providing the kind of service that people talk about.

Secondary skills:
Good Uniform
Behavior
Paid Attention
Be helpful
Be polite and friendly
No comment
Don’t physical contact
No lazy
Be polyvalent

Good hairdressing

4. Customer expectations (real vs imagined) and preferences.

Certification and Accreditation Meeting and/or exceeding visitor expectations generates positive word of mouth, potential repeat visitation and long-term customer loyalty. Poor quality products and standards below visitor expectations can undermine a business’ profit and long-term success. Product quality and standards influence visitor satisfaction, their length of stay and expenditure, and their likelihood to visit again or refer the destination to a friend or relative; and these are the fundamentals of sustainable visitation.

Scheme mechanisms for establishing and maintaining customer loyalty.

A customer who receives what she or he expected in a hotel stay is most

likely to be satisfied. Customer satisfaction

with the hotels involves many elements, such as the ambience of

the hotel and hospitality of the service provided to the customer. High quality service and enhancing customer satisfaction

are widely recognized as important factors leading to the success of

companies in the hotel, catering and tourism industries.[3]

Of Course, all people are individual. But exists a lot of rules for Behavior (for customer Service).

5. Expectations and preferences of providers(reccomendations).

Business and strategic planning is an essential component in the success of any business, no matter what size or industry. Tourism businesses need to be able to effectively plan and respond to changing conditions over time, to compete in this increasingly complex and competitive market. Research conducted by the Sustainable Tourism Cooperative Research Centre (STCRC) has shown that a lack of effective business planning is one of the most pressing needs of small to medium size tourism businesses (SMTEs) today.
Of course all vendors dream of growing their business (or the growth of the tourism market).
The tourism sector is primarily a service industry where the customer comes to the product, rather than the other way around. This creates unique challenges for tourism businesses. Research has highlighted some of these challenges which tourism businesses need to address in their planning processes: • Seasonality of demand including low, high and shoulder seasons and even weekly fluctuations in visitation; • Understanding visitor market characteristics and demand; • Understanding external trends and influences that can impact on a business; • Sourcing a trained and professional workforce; • Lending arrangements and taxation regimes which are not always conducive to SMTEs; • A lack of government understanding and/or recognition of the value of tourism in some areas; • A failure to recognise the potential benefits of industry clusters and collaboration; • Industry fragmentation and a proliferation of membership organisations; • Scattered and difficult to locate business research information • Planning for risks and crises • Single use nature of assets such as accommodation facilities have limited alternative uses; and • High capital intensity and ongoing fixed costs to operate the business and continue to meet market demand.
For suppliers that provide the food in the hotel is important to constantly expand the menu because customers need constant innovation and this applies not only to food.
Food and Wine

With the growing trend towards experiential tourism, the food and wine tourism sector.

has grown in importance as a product development opportunity
Business and strategic planning are not a one-off process, they are cyclical in nature and regular review and monitoring needs to be undertaken. Business planning should be undertaken on an annual basis while a strategic review of the business should be undertaken at least every three years. [4]

Conclusion:

1.Key points
Situation Analysis Business Operation Tip Social trend analysis and forecasts are one of the best ways for businesses to identify future market opportunities and stay ahead of competitors in the industry. The business environment is constantly evolving, regardless of the business’ stage of development. A situation analysis involves examining the environment in which a tourism business operates to identify key factors that will influence how the business is developed, marketed and managed over time as part of the strategic planning process. The situation analysis should underpin and inform all phases of business planning and operation. A situation analysis should include analysis of both the internal and external environment. Research indicates that a comprehensive analysis might include: • Analysis of the internal operating environment and resource capacity of the business including financial and human capital, products and experiences audit, infrastructure and services, strengths and weaknesses and business structure; • Analysis of the external operating environment including key trends and influences in market, the statutory and planning environment, threats and opportunities and 6 competition. A SWOT analysis can assist in analysing both the internal and external environment. • Identification and analysis of current visitor markets; as demonstrated in the ‘customer auditing’ approach featured in Tourism Victoria’s Excellence Module to identify consumer needs and demands. Tourism Australia and all of the Australian State Tourism Organisations are a good source of guidance for identifying visitor market needs. • Reviewing existing market research sources to understand visitor characteristics, behaviours and preferences and identify preferred future target markets, • Forecasting of future visitation based on market trends to understand both the overall volume and the future mix of visitors; • While current industry and market trends can provide useful insights, social and economic trend analysis and forecasting is one of the best ways for businesses to identify future market opportunities ahead of competitors. Social trend forecasting is available through a number of specialist research organisations such as IBISWorld; • Undertaking a product and experiences analysis matched with the visitor demand analysis to identify key gaps and opportunities in the business’ product offering, as demonstrated by Victoria’s Chocolate Gannets which responded to the visitor demand for luxury accommodation along the Great Ocean Road; • Review of the goals and values of the business; • Review of lessons learned from other similar businesses on pitfalls, successes and future opportunities. The Sustainable Tourism Cooperative Research Centre has an extensive body of research into understanding consumer choice and behaviours and the impact on identifying appropriate visitor markets. [4]