Establishing A Customer-Centric Hotel Business

National Research University - Higher School of Economics
Establishing a customer-centric hotel business [Master Education Program 38.04.02 “Management”]
The Government of the Russian Federation
The Federal State Autonomous Institution of Higher Education

"National Research University - Higher School of Economics"
Faculty of Business and Management

Marketing of Firm Department
ESTABLISHING A CUSTOMER-CENTRIC HOTEL BUSINESS
Master Education Program “Experience Economy: Hospitality and Tourism Management”

(38.04.02 “Management”)
Author(s):
Panteleeva Elena, Associate Professor, +7 495 772 8592, epanteleeva@hse.ru
Andrey Boyko, General manager of hotel of Corporate University of Sberbank,
Andreyboyko76@gmail.com
Approved by the meeting of the Marketing of Firm Department «___» September 2015
Head of the Marketing of Firm Department ___________________[O.K. Oyner]
Recommended by the section of Academic Council «___»____________ 201

Chairman ________________________________ [N.L.Titova]
Approved by the Academic Council of the Faculty «___»_____________201

Academic Secretary ________________________ [O.N. Balaeva]
Moscow, 2015
This document may not be reproduced or redistributed by other Departments of the University
without permission of the Authors.
Course Summary
In a fast-changing business environment companies need to rethink their business models and redefine
their relationships with their customers. Since customer is the main source of companies’ revenue
every hotel should position their customers at a center of its business. This means hotels should
understand their customers’ needs and preferences and be able to offer them not only new, high quality
services but also staging memorable experiences.
This course will cover few basic aspects of customer-centric approach. First, we will discover the
phenomena of customer-centricity and consider how this approach is realized by hotel industry
players. Second, we will address the issues how to gain customer understanding and use this
information and knowledge in a development of customer-centric strategy. Third, we will discuss how
hotels might create a customer-centric culture and motivate their employees to be truly customer-
oriented. Special attention will be paid to an assessment of different outcomes of the implementation
of customer-centric approach in hotel industry.
Area of Application and Regulatory References

This Course Program establishes minimum requirements for skills and knowledge of the
student and determines the content and the forms of educational activities and reporting.
The Course Program is designed for lectures, teaching assistants and students of Master
Program “Experience Economy: Hospitality and Tourism Management” (38.04.02 «Management»)
within the Course “Establishing a customer-centric hotel business”.
The Course Program has been developed in accordance with:

 NRU HSE Curriculum;
 Education Program [Master Education Program “Experience Economy: Hospitality and
Tourism Management” (38.04.02 «Management») ];
 University Academic Plan of the Education Program (for 2015-2016 academic year)
Course Goals
The main goal of this course is to develop a complex representation of basic principles of
customer-centricity in hotel industry and provide students with a ‘tool box’ applicable for the
implementation of customer-centric approach in hotel business.
To facilitate an achievement of this main goal we set a number of sub-goals as follows:
 To know the basic principles of customer-centricity;
 To understand the specifics of hotel business;
 To understand the new rules of value creation and to identify the main factors influencing
customer-firm interactions in hotel business;
 To realize the main changes in customer behavior;
 To be able to analyze an interactions between a hotel and their customers in every touch point;
 To realize the roles employees play in customer-centric organizations;
 To evaluate hotels’ customer-centric organization maturity;
 To identify the outcomes of the implementation of customer-centric approach in hotel industry.
Students' Competencies to be Developed by the Course

The student is supposed to:
• Know the essence of fundamental theoretical concepts of customer–centricity and customer
loyalty;
• Be able to develop customer value for the target segments;
• Be able to assess the companies against a customer-centric maturity model;
• Gain skills of customer experience mapping in hotel industry.
The Course develops the following competencies:

Teaching forms and
NC/NR Descriptors - the learning
methods of that contribute
Competencies U-HSE outcomes (the indicators of
to the development of a
Code achievement)
competence
2.1. Know the basic principles of
Capability to suggest the customer-centricity and able to
conceptual models, to fine-tune them to hotel-specific
Lectures, discussion of
invent and experiment the conditions
SK-M2 articles, group project, self-
tools needed to implement 2.2. Able to adapt studied models
study
the managerial and instruments to practical
professional activity situations and tasks in a hotel
market context
6.1. Know different methods of
analysis of internal
(organizational culture, employee
experience, etc) and external
Capability to analyze and
(customer behavior, trends in
evaluate the research
macro environment, etc)
information, to find a way Lectures, group project,
environment
to get the information that SK-M6 case studies, STR report
6.2. Understand the range of
is needed and capability to analysis, self-study
application and limitations of the
work in unpredictable
studied analytical instruments
environment
6.3. Display an ability to use
studied analytical instruments in
practical (including unpredictable)
situations
Ability to set up and SK-M7 7.1. Know how to organize Lectures, group project,
manage a multi-way crossfunctional interactions in a case studies
communication including hotel in order to enhance
cross cultural interaction customer-centricity
7.2. Know how to keep hotels’
employees engaged and motivated
Ability to determine and SLK- 11.1. Able to identify hotels’ Lectures, seminars, self-
convey the prime business M3 business targets study
targets in professional and 11.2. Know KPIs of customer-
social activities centricity
11.3. Understand the links
between customer-centric
activities and business
performance
‘Quality’ of creative ideas, SLK- Based on the information about an Group project, case studies
Teaching forms and

NC/NR Descriptors - the learning
methods of that contribute
Competencies U-HSE outcomes (the indicators of
to the development of a
Code achievement)
competence
2.1. Know the basic principles of
Capability to suggest the customer-centricity and able to
conceptual models, to fine-tune them to hotel-specific
Lectures, discussion of
invent and experiment the conditions
SK-M2 articles, group project, self-
tools needed to implement 2.2. Able to adapt studied models
study
the managerial and instruments to practical
professional activity situations and tasks in a hotel
market context
6.1. Know different methods of
analysis of internal
(organizational culture, employee
experience, etc) and external
Capability to analyze and
(customer behavior, trends in
evaluate the research
macro environment, etc)
information, to find a way Lectures, group project,
environment
to get the information that SK-M6 case studies, STR report
6.2. Understand the range of
is needed and capability to analysis, self-study
application and limitations of the
work in unpredictable
studied analytical instruments
environment
6.3. Display an ability to use
studied analytical instruments in
practical (including unpredictable)
situations
thoughts, reasons given M8 object (particular hotel or hotel
during discussions and chain) is able to give
project preparation recommendations how to improve
customer experience and enhance
customer loyalty
Ability to present the IC-М 14.1. Able to collect and organize Group project
results of the study in the 3.1_3.2_ in a proper way the results of a
form of a report, article or 4.2 study and present them (written
report report and presentation)
Ability to plan and IC- М 22.1. Develop customer-centric Lectures, group project
execute projects and 1.2-1.3_ strategy for particular hotel
activities aimed at 7.3 (М) 22.2. Organize step-by-step
organizational strategy execution of the group project
implementation
Ability to identify data IC- М 26.1. Know basic types of data Lectures, course
needed for making 4.1_4.3_ needed to develop customer- assignments
managerial and 7.4(М)_ centric strategy
entrepreneurial decisions; 7.5 (М) 26.2. Identify sources of
ability to gather and information for decision-making
analyze information process
26.3. Demonstrate skills of
gathering, analyzing and properly
interpreting an information for the
course assignments
How the Course Fits in with the Curriculum

The present Course is Compulsory for the master students studying at the Master Program
“Experience Economy: Hospitality and Tourism Management”. It requires the knowledge and core
competencies acquired by studying prerequisite courses, including Services Management and
Management Strategies: Strategic Management and Marketing in Hospitality Industry and Tourism.
Course Schedule
Classroom
Total
activities
№ Topic amount
Lectur Semin Self-Study
of hours
es ars
1 Introduction: Customer centricity as a path to 34 4 - 30
growth in a hotel industry
2 Customer-centric strategy 52 4 6 42
3 Customer-centric culture and internal 16 2 4 10
marketing
4 How to attract and retain customers: modern 40 6 8 26
practices in hotel industry
TOTAL 144 16 20 108
Forms and Types of Testing

Type of Form of
testing testing Parameters
Current Homework Group project included oral presentations and written project
(week) assignment materials (10 pages)
In-class Articles discussion, assignments on group project, mini-cases
discussions
Final Quiz 80-min. test
** Parameters specify the format of the testing (written, oral, test, computer test, and so on),
timing, volume, deadlines, time devoted to self-study, etc.]
Grading Criteria
The grade scale for single assessment as well as for the final grade complies to regular Higher
School of Economics grade system and is as follows:
1 Failed
2 Failed
3 Failed
4 Pass standing
5 Pass standing
6 Good
7 Good
8 Excellent
9 Excellent
10 Excellent
Grading criteria for group projects are determined as follows:
 The depth and quality of an analysis;

 Correct use of theoretical ‘instruments’ for practical purposes (for particular object);
 Creativity and ability to display ‘out of the box’ thinking;
 The level of each team member involvement.
The Course Content
Part 1. Introduction: Customer centricity as a path to growth in a hotel industry

Overview of the travel and tourism industry. Hotel industry trends. Hotels classification (supply side).
Sources of growth in the hotel industry. Customers as a main source of revenues for hotels. Changing
role of customers in value creation. Main trends in customer-hotel interactions. ‘Macdonaldization’ of
hotel services, experience economy and customer experience as a new battlefield in the hotel business.
What is customer centricity? Key definitions: market orientation, customer orientation, customer
centricity. Basic principles of customer-centricity. From product-centric to customer-centric business.
Main components of customer-centric business. How to build a customer-centric company? Three V’s
model: valued customer, valued proposition, valued network. Customer-centric marketing strategy.
Customer-centric maturity model.
Assignments:
1. In-class article discussion: Pine II B. Joseph, Gilmore, James H. (1998), Welcome to the experience
economy. Harvard Business Review, Jul-Aug. P.97-105.
2. Group project, part 1
Readings:
1. Abbey J.R. Hospitality Sales and Marketing. American Hotel & Lodging Educational Institute.
5th Ed. 2008.
2. Fisk P. Customer genius… Becoming a customer-centric business. Capstone. 2009.
3. Galbraith J.R. Designing the Customer-Centric Organization: A Guide to Strategy, Structure
and Process. Jossey-Bass. 2007.
4. Hudson S., Hudson L. Customer Service in Tourism and Hospitality. Goodfellow Publishers,
2012.
5. Kotler P.R., Bowen J.T. Marketing for hospitality and tourism. Prentice Hall, 2013.
6. Kumar N. Marketing as strategy: Understanding the CEOs agenda for driving growth and
innovation. Harvard Business Press. 2004.
7. Pine II B. Joseph, Gilmore, James H. The Experience Economy: Work is theatre and every
business stage. Harvard Business School Press. 2011.
8. Pine II B. Joseph, Gilmore, James H. (1998), Welcome to the experience economy. Harvard
Business Review, Jul-Aug. P.97-105.
9. Sheth J.N., Sisodia R.S., Sharma A. (2000), The antecedents and consequences of customer-
centric marketing. Journal of the Academy of Marketing Science. Vol.28. No.1. P.55-66.
10. The journey toward greater customer centricity. Ernst&Young. 2013.
http://www.ey.com/Publication/vwLUAssets/The_journey_toward_greater_customer_centricit
y_-_US/$FILE/Customer_Centricity_Paper_29_April_Final_US.pdf
Part 2. Customer-centric strategy

Understanding customer. Global trends in consumer behavior. What hotels should know about their
customers? Factors influencing customer behavior in a hotel industry. Customer expectations and
factors influencing them. Marketing research in hotel industry. How to gather customer insights.
STP. STP process. Hotel market segmentation (demand side): end users and travel intermediaries.
Demographic, geographic, behavioral, psychographic segmentation, benefit and need segmentation,
combined methods of segmentation. Current user characteristics. Identifying target customers. Hotel
positioning.
Assignment:
1. STR report analysis
Readings:
5th Ed. 2008.
2. Bowie D., Buttle F. Hospitality Marketing. Principles and practice. Routledge. 2nd Ed. 2011.
3. Experience Radar 2012: Customer insights for the US hospitality industry. PwC.
http://www.pwc.com/us/en/advisory/customer/publications/experience-radar-hospitality-us-
2012.jhtml
2012.
6. Nykiel R.A. Marketing in the Hospitality Industry. Educational Institute. 5th Ed. 2012.
7. https://www.strglobal.com/
Part 3. Customer-centric culture and internal marketing (IM)

Organizational and service culture. Internal marketing concept. Internal marketing mix. Employee
experience. How employees can ensure customer satisfaction. Employee engagement. Operational
setting for IM. Link between internal marketing and business performance. IM best practice in hotel
industry.
Assignments:
1. In-class article discussion: Berry L.L., The Employee as Customer // Journal of Retail Banking.
1981. Vol.3. No.1. P.33-40.
Readings:
1. Ahmed P. K., Rafiq M. Internal Marketing: Tools and Concepts for Customer-Focused Manage-
ment. Butterworth-Heinemann, 2002.
2. Berry L.L., The Employee as Customer // Journal of Retail Banking. 1981. Vol.3. No.1. P.33-
40.
3. Davidson M. Internal marketing (ch.17) in Handbook of hospitality marketing management /
Oh H., Pizam A. Elsevier Ltd. 2008.
2012.
5. Kasavana M.L. Managing Front Office Operations. American Hotel & Lodging Educational
Institute. 9th Ed. 2013.
Part 4. How to attract and retain customers: modern practices in hotel industry
Offensive and defensive marketing. Customer service: definition, standards, personalization, 10-step
customer service process. Guest service check-list. Managing hotel reputation: brand promises,
integrated marketing communications. Servicescape and e-servicescape. Customer-centric pricing.
Customer satisfaction and loyalty. Hotel rewards programs. Customer loyalty and profitability.
Customer experience: why it matters in a hotel industry? Customer experience mapping. Customer
experience management (CEM): implications for a hotel industry. Do hotels need CEM? Models of
total customer experience (TCE). Customer role in delivering service. Value co-creation: the benefits
for hotels and their clients. Co-creation best practice in hotel industry. Social media: definition and
basic characteristics. Social media classifications. Social media as a new model of customer-firm
interaction in the hotel industry.
Assignments:
1. In-class discussion of mini-case studies “Co-creation in hotels”.
Readings:
1. Berry L., Carbone L.P. (2007). Build loyalty through experience management, www.asq.org
2. Cross R.G., Dixit A. (2005). Customer-centric pricing: The surprising secret of profitability. //
Business Horizons, 48. P.483-491.
5. Kumar V., Rajan B. (2009). Profitable customer management: Measuring and maximizing
customer lifetime value, Management Accounting Quarterly. Spring. Vol.10. No.3. P.1-18.
7. Thompson R.G. Hooked on customers: The five habits of legendary customer-centric
companies. CreateSpace Independent Publishing Platform. 2014.
8. Williams, D. (2010). Social co-creation, Forrester Research, July 9,
http://www.forrester.com/rb/Research/social_co-creation/q/id/57129/t/2
Educational Technologies
The theoretical underpinning will be provided to ensure that the major learning goals will be
met through a combination of lectures, facilitated discussions of articles and case studies and group
presentations. Case study materials and group project activities are used to assist students to apply
theoretical frameworks to practical situations.
Students' Guidelines
Group project “Lifestyle hotels: How to be customer-centric”:
This is a crosscutting project combining all the themes of the course. It requires from students
both analytical and creative capabilities. The assignment (including the list of lifestyle hotel chains)
and all necessary materials are provided by the teacher at the beginning of the course but the choice of
a particular hotel should be made by groups themselves (for instance, they may choose W Saint-
Petersburg within W hotel chain).
The group will be divided on mini-groups containing 4-5 students, and every mini-group will
receive a particular hotel chain as an object for the further study. After that they should choose a hotel.
The project itself consists of 4 parts in accordance with the course structure. After completion
of every part of the course students should present the results of their study containing the answers to
the questions provided by the instructor. Sample questions for the preparation of the project’s ‘building
blocks’:
1. Who are the valued customers of the hotel (strategic segments)?
2. Value proposition of the hotel
3. Compare value proposition of the internal and external brand. Do they match each other?
4. Which internal marketing instruments the hotel use to retain their employees? How it
motivates their employees?
5. How hotel enhances the service culture?
6. Develop a static TCE model for the hotel. Give explanations about every touchpoint.
7. Based on TCE model give recommendations on customer experience improvement.
8. Etc.
Every mini-group is expected to spend an effort to complete this project all within the course
schedule.
Methods and Materials for Current Testing and Attestation

Current Testing Assignments
Current testing for “Establishing a customer-centric hotel business” course includes mini-case
studies, STR report study, article discussions, and homework assignment (group project).
1. Sample questions for the in-class article discussion (“Welcome to the experience
economy”):
 What is the experience economy? Why is it so important for the hotel industry?
 What is the most profitable stage of economic progression? Why?
 How hotels can use the basic principles of the ‘experience economy’ to improve their
value propositions?
2. Study STR hotels's level of service classification (Luxury, Upper Upscale, Upscale, Upper
Midscale, Midscale, Economy) and split the hotels of one group in accordance to their main
target markets.
3. Mini-case studies “Co-creation in hotels”: the group will be divided on mini-groups, and
each of them will receive a mini-case. Students should prepare a 5-min presentation
containing the description of project’s goals, stages of the project, an analysis of
participants’ roles and motivations and main outcomes.
Questions for Assessment of Quality of the Course Acquisition

1. Hotel classifications;
2. Hotel industry trends and their impact on hotels’ value proposition;
3. How experience economy differs from previous stages of economic development?
4. Changing role of customers in value creation;
5. ‘Macdonaldization’ of services: how hotels use this trend?
6. Customer-centricity: definition and key principles;
7. What are the main ‘building blocks’ of the customer-centric company?
8. Organizational problems in customer-centric hotel business;
9. 3 V’s model;
10. Customer-centricity maturity model;
11. Main techniques for gathering customer insights and their characteristics;
12. Modern definition of internal marketing;
13. Roles employees play in a customer-centric organization;
14. How to engage hotel’s employees and motivate them to be customer-oriented?
15. How customer experience influences customer loyalty and company value?
16. How hotels can measure customer satisfaction and loyalty?

17. Customer role in delivering service in the hotel industry;
18. Types of value co-creation in the hotel industry;
19. How hotels might use social media to attract and retain customers?
Grading Procedures
The Diploma Certificate contains the Course final grade, which is calculated by the following
formula:
ОCourse = k1·Оintermediate + k2·Оfinal ,
Where k1=0,7; k2=0,3 respectively,

Оintermediate - is a grade for individual participation during the course, which is calculated by the
following formula:
Оintermediate = k1·О1 + k2·О2,
О1 – is a grade for participation in mini-case studies and in-class articles discussion;
О2 - is a grade for participation in the group project;
О3 - is a grade for an essay;
k1=0,4; k2=0,6 respectively.
Teaching Methods and Information Provision

Core Textbook
Kotler P.R., Bowen J.T. Marketing for hospitality and tourism. Prentice Hall, 2013. [Russian version
might be used]
Required Reading
5th Ed. 2008.
2. Berry L.L., The Employee as Customer // Journal of Retail Banking. 1981. Vol.3. No.1. P.33-
40.
3. Bowie D., Buttle F. Hospitality Marketing. Principles and practice. Routledge. 2nd Ed. 2011.
4. Cross R.G., Dixit A. (2005). Customer-centric pricing: The surprising secret of profitability. //
Business Horizons, 48. P.483-491.
2012.
6. Galbraith J.R. Designing the Customer-Centric Organization: A Guide to Strategy, Structure
and Process. Jossey-Bass. 2007.
8. Kumar N. Marketing as strategy: Understanding the CEOs agenda for driving growth and
innovation. Harvard Business Press. 2004.
9. Kumar V., Rajan B. (2009). Profitable customer management: Measuring and maximizing
customer lifetime value, Management Accounting Quarterly. Spring. Vol.10. No.3. P.1-18.
11. Pine II B. Joseph, Gilmore, James H. The Experience Economy: Work is theatre and every
business stage. Harvard Business School Press. 2nd Ed. 2011.
12. Sheth J.N., Sisodia R.S., Sharma A. The antecedents and consequences of customer-centric
marketing. // Journal of the Academy of Marketing Science. Vol.28. No.1. 2000.
Supplementary Reading
1. Ahmed P. K., Rafiq M. Internal Marketing: Tools and Concepts for Customer-Focused Manage-
ment. Butterworth-Heinemann, 2002.
2. Bean J., Van Tyne S. The customer experience revolution: How companies like Apple, Amazon
and Starbucks have changed business forever. Raphel Marketing. 2011.
3. Fisk P. Customer genius… Becoming a customer-centric business. Capstone. 2009.
4. Handbook of hospitality marketing management / Oh H., Pizam A. Elsevier Ltd. 2008.
5. Kopelman R.E., et al. Interpreting the success of Zappos.com, Four Seasons, and Nordstrom:
Customer centricity is but one-third of the job. // Global Business and Organizational
Excellence. Sept/Oct. 2012.
6. Thompson R.G. Hooked on customers: The five habits of legendary customer-centric
companies. CreateSpace Independent Publishing Platform. 2014.
Internet Resources
1. Experience Radar 2012: Customer insights for the US hospitality industry. PwC.
http://www.pwc.com/us/en/advisory/customer/publications/experience-radar-hospitality-us-
2012.jhtml
2. https://www.strglobal.com/
3. Williams, D. (2010). Social co-creation, Forrester Research, July 9,
http://www.forrester.com/rb/Research/social_co-creation/q/id/57129/t/2
Academic Integrity
13.1 Each student in this course is expected to abide by the Higher School of Economics’ Academic
Honesty Policy. Any work submitted by a student in this course for academic credit will be the
student's own work. For this course, collaboration is allowed in the process of group projects
preparation.
13.2 You are encouraged to study together and to discuss information and concepts covered in lecture
and the sections with other students. You can give "consulting" help to or receive "consulting"
help from such students. However, this permissible cooperation should never involve one student
having possession of a copy of all or part of work done by someone else, in the form of an e-
mail, an e-mail attachment file, a diskette, or a hard copy. Should copying occur, both the student
who copied work from another student and the student who gave material to be copied will both
automatically receive a zero for the assignment. Penalty for violation of this Policy can also be
extended to include failure of the course and University disciplinary action.
13.3 During final quiz, you must do your own work. Talking or discussion is not permitted during the
examination, nor may you compare papers, copy from others, or collaborate in any way. Any
collaborative behavior during the examination will result in failure of the test, and may lead to
failure of the course and University disciplinary action.
Accommodations for Students with Disabilities

The Higher School of Economics is committed to ensuring equal academic opportunities and
inclusion for students with disabilities based on the principles of independent living, accessible
universal design, and diversity. I am available to discuss appropriate academic accommodations
that may be required for student with disabilities. Requests for academic accommodations are to
be made during the first three weeks of the semester, except for unusual circumstances. Students
are encouraged to register with Disability Services Center to verify their eligibility for
appropriate accommodations.
The authors of the program ____________________________________/Prof. Elena Panteleeva/

__________________________________________/Andrey Boyko/

Establishing A Customer-Centric Hotel Business - Course Program

Transféré par

Informations du document

Titre original

Copyright

Formats disponibles

Partager ce document

Partager ou intégrer le document

Options de partage

Avez-vous trouvé ce document utile ?

Ce contenu est-il inapproprié ?

Droits d'auteur :

Formats disponibles

Establishing A Customer-Centric Hotel Business - Course Program

Transféré par

Droits d'auteur :

Formats disponibles

National Research University - Higher School of Economics

Establishing a customer-centric hotel business [Master Education Program 38.04.02 “Management”]

The Government of the Russian Federation

The Federal State Autonomous Institution of Higher Education

Faculty of Business and Management

Master Education Program “Experience Economy: Hospitality and Tourism Management”

Recommended by the section of Academic Council «___»____________ 201

Approved by the Academic Council of the Faculty «___»_____________201

Establishing a customer-centric hotel business [Master Education Program 38.04.02 “Management”]

Area of Application and Regulatory References

The Course Program has been developed in accordance with:

Establishing a customer-centric hotel business [Master Education Program 38.04.02 “Management”]

Students' Competencies to be Developed by the Course

The Course develops the following competencies:

Establishing a customer-centric hotel business [Master Education Program 38.04.02 “Management”]

Teaching forms and

Establishing a customer-centric hotel business [Master Education Program 38.04.02 “Management”]

How the Course Fits in with the Curriculum

Forms and Types of Testing

Establishing a customer-centric hotel business [Master Education Program 38.04.02 “Management”]

Grading criteria for group projects are determined as follows:

 The depth and quality of an analysis;

The Course Content

Part 1. Introduction: Customer centricity as a path to growth in a hotel industry

Establishing a customer-centric hotel business [Master Education Program 38.04.02 “Management”]

Part 2. Customer-centric strategy

Part 3. Customer-centric culture and internal marketing (IM)

Establishing a customer-centric hotel business [Master Education Program 38.04.02 “Management”]

Establishing a customer-centric hotel business [Master Education Program 38.04.02 “Management”]

Methods and Materials for Current Testing and Attestation

Questions for Assessment of Quality of the Course Acquisition

Establishing a customer-centric hotel business [Master Education Program 38.04.02 “Management”]

16. How hotels can measure customer satisfaction and loyalty?

ОCourse = k1·Оintermediate + k2·Оfinal ,

Where k1=0,7; k2=0,3 respectively,

Оintermediate = k1·О1 + k2·О2,

О1 – is a grade for participation in mini-case studies and in-class articles discussion;

О2 - is a grade for participation in the group project;

О3 - is a grade for an essay;

k1=0,4; k2=0,6 respectively.

Teaching Methods and Information Provision

Establishing a customer-centric hotel business [Master Education Program 38.04.02 “Management”]

Establishing a customer-centric hotel business [Master Education Program 38.04.02 “Management”]

Accommodations for Students with Disabilities

The authors of the program ____________________________________/Prof. Elena Panteleeva/

Vous aimerez peut-être aussi

Recommended by the section of Academic Council «_»__________ 201

Approved by the Academic Council of the Faculty «_»___________201