Pan Pacific Hotels Group's Hospitality Management Essay.

Discuss about the Hospitality Management for Pan Pacific Hotels Group.

Pan Pacific Hotels Group is a wholly-owned subsidiary of Singapore. This hotel is considered as Asia most recognized hotel and property companies while maintaining the outstanding portfolio of investment. The global headquarters of the company is located in Singapore. The hotel has more than 40 hotels, resorts and 12000 rooms and suites, arranged around an atrium extending 35 floors of the building, counted as the largest among all in Southeast Asia. In the year 2017, the hotel was awarded the ‘Best Regional Hotel Chain’ by Asia Readers. The hotel is famous for its sincerity and this sincerity is shown in greeting and serving its guests, partners, associates, and owners. Pan Pacific Hotels and Resorts have started its business operations from Singapore and diversified its business to Asia, Europe, North America, and Oceania (Pan Pacific Hotels Group, 2018a). The company’s purpose is to provide polite and dependable hospitality that will bring out the best in people and at every occasion. The company focuses on integrity, teamwork; results, respect, and creativity are the values of Pan Pacific Hotel. The company is providing the premium services to their guest. The hotel provides the assurance of the comforts of home while providing the clock personalized services (Pan Pacific Hotels Group, 2018b). The hotel is using its environment to attract the customer.

Servicescape is the model given by Booms and Bitner to emphasize the effect of the physical evidence in which a service procedure takes place. The purpose of servicescape model is to elucidate the behaviour and nature of individuals within the service environment with a view to designing the environment that achieves the organizational goals in terms of achieving the anticipated behavioral responses from the customers. Servicescape is measured to be the environment in which the service is gathered and then give to the customers. There is an interaction between the hotel and customer that are combined with the tangible and intangible commodities, which leads to satisfy the customers.  This interaction and involvement of commodities in service delivery are done to facilitate the good performance by company. This will be done efficiently by communicating the process of service delivery to its staff. It is important for Pan Pacific hotel to manipulate the servicescape to manage effectively in the environment. It will enhance the customer satisfaction and increase in repeating the business (Bilgihan, 2016).

Customer experience

Pan Pacific Hotels have four elements in servicescape, which includes package, facilitator, socializer, and differentiator. The first key element in servicescape is focused on packaging the services, which includes physical evidence that is the exterior and interior ambiance of the hotel. This attracts the customer in deciding the bookings of hotel and rooms. It also focuses on a physical element that is the development of the image of the company in front of the customer. It is related to the density of society in which the hotel is operating its business. In this, the population of the country affects the bookings and sales of Pan Pacific hotels and resorts. This element of servicescape deals with displayed emotions with other factors present in society. This is a concern with the appearance of the company and its image in front of the society. Pan Pacific Hotels are providing the ambiance or aura of the entrance, which makes the guest feel, delighted and relaxed (Pan Pacific Hotels Group, 2018c).

The second element in Servicescape is facilitating the service delivery process. In this process of delivering the service, proper information has to be analyzed by the hotel to know about its customer needs. The customer preferences are analyzed in which focus is given to maintaining the aura of the hotel. The customer gives first sight towards the decorum and ambiance of the hotel. Another thing in delivery the service is the engagement of customer. This process is developed to give maximum satisfaction to its customer (Jani, & Han, 2014).

The third element in Servicescape deals with socializing the company’s customer and employees. In this socialization brings the interaction between employees and its customers. The last element deals with differentiating from competitors. Pan Pacific Hotels provides aura, which gives the refreshed feels to its customer. The layout of the hotel is made in such a way that seeks the attention of its customer and outsides.  This differentiation in service quality helps the company to reposition itself in the market. Recently Pan Pacific Hotel has done the work of renovation to attract its customer and repositioned themselves as the quality service provider in the market (Durna, Dedeoglu, & Balikçioglu, 2015).

These elements are found to be essential in Pan Pacific hotels as they are finding contributed towards the experience of the customer and the delivery process (Ali & Amin, 2014). The customer experience will depend on the service received by them. The service quality of Pan Pacific Hotel is found to be qualitative in nature and has the capabilities to satisfy its customers. Generally, the guest feedback from Pan Pacific is found satisfies in nature due to the quality services provided to the guest. The operational effectiveness in Pan Pacific is seen through the reviews given by customers.

Operation efficiency

In Pan Pacific Hotels, the servicescape model is applied as a stimulus-organism-response (SOR) model, which treated the physical evidence or environment as the stimulus from where the responses are received in the form of customer behavior and attitude of employees towards the organization. The delivery of the services process in the Pan Pacific is done by analyzing the Physical Environmental Dimensions. These dimensions include the ambient conditions, spatial conditions, signs, symbols, and artifacts. This dimension provided by the hotel and perceived by the customer. On basis of these, the rating and prices are charged by the hotel from their customer. These dimensions are perceived as the servicescape in the Holistic environment. In this consumer, scan the ambient conditions, layouts, furnishing, and artifacts that drive them to an overall impression on the environment. These factors are maintained by Pan Pacific Hotels as these factors depict the management and value adopted by the organization. For example, in Pan Pacific hotels, at the end of a busy night of trading, a bar manager turn the air conditioning up, turn up the lights, turn off the background music and start putting chairs on top of tables. These actions send a signal to patrons that it is closing time (Pan Pacific Hotels Group, 2018d).

Another important dimension in the model is an organism in which the customers and employees that are responsible for taking and receiving the service. Both the factors reside the similar physical environment and evidence but their insights will vary because each derives from the different backgrounds and spaces and for the different reasons. In providing the better services to its clients, mediators are used to making the positive change in the relationship between the customer and hotel. In delivery of the services, the moderator is anything that raises the standard stimulus-response states of pleasure-displeasure, arousal, and non-arousal. The consumer response to the environment varies accordingly. Some people need chilled room others may want normal room temperature. All these are the specification of the individual customer, which can vary in the servicescape. In this, the organism is the younger generation, which will become the customer of Pan Pacific Hotel (Pan Pacific Hotels Group, 2018).

The response of the individual varies in every case. This behavioral response can be of different types, which hotels have to understand accordingly. The responses in the model depict by the behavior of consumer towards the hotel. This model focuses on diverse type of response that is the individual response and interaction response. In the servicescape, response refers the customer way to use the area or space during and after the encounter (Wang & Mattila, 2015). This model depicts the response of customer towards the physical appearance of the hotel and their level of satisfaction. 

Conclusion

From the above discussion, it can be concluded that Pan Pacific Hotels and Resorts are providing the trusted place to visit, live, and enjoy to its customers. The service element of the company focuses on recognizing the guests, anticipating their needs, remains flexible with the individual needs and going the extra mile. The key element in servicescape in Pan Pacific hotel is wrapping the service, enabling the service delivery process, socializing the clienteles and staffs and distinguishing from clients. The operation effectiveness and efficiency in the hotel have been seen by the customer experience and their reviews. These experience and reviews are made on the basis of the service percept and received by them if there is any difference found in service received and perceived then the customer many be dissatisfied with the performance of the hotel. Hotel always tries to make the customer perceived value similar to the received value, as this is the only to have the positive response towards the hotel. Pan Pacific Hotel is finding to be the efficient skills, ambiance, and physical evidence, which satisfy its customers.

The impact of servicescapes is based on the consumer perception and its response towards the ambiance of the hotel. This response can be positive or negative. If it is in the negative direction, then the behavior of the consumer should be mold in a positive direction to have more customer flow in the hotel.

Effective management of the physical evidence establishes the differentiation in the service. Pan Pacific should include the physical evidence like exterior facility and design, web pages, virtual servicescapes etc. Introduction of this physical evidence in the business increases the chance to grow in the surroundings (Kim & Hardin, 2010).

Pan Pacific hotels try to develop the particular theme in the environment, which is appealing in nature and has the capability to grab the attention of the customer. This theme should not be adopted for one day or two; it should be consistent in nature. This includes the staff, decoration, furniture, attitude and business policy remain the same (Spielmann, Laroche & Borges, 2012). The environment made by the company should be appealing which fascinated the guest.

The company should focus on meeting the needs of customers and should analyze the factors, which influence the customer. The company should use them all the senses when designing and evaluating the servicescape as they are developed in satisfying the majority of its guests (Simpeh, Simpeh, asiru & Tawiah, 2011).

The servicescape should be developed while clarifying all the issues related to service quality, financial aspects. The roles of all the staff members, top level, and middle-level management should be clearly specified that who have to report to whom. The clarity of responsibilities should be done that who has to receive the guest and who have a role to serve the guest. A clear procedure from arrival to departure of guest should be made by the hotel. 

While identifying the servicescapes gaps in the hotel industry, opportunities can be identified and make use of it to have more customer. Pan Pacific hotel can make use of the theme-based environment in their hotel as they can make sea views in their ambiance, which is related to their hotel’s name (Ariffin & Maghzi, 2012).

The company offers such ambiance and services to its clients so that it can make the positive differentiation in the quality. This helps to enhance the overall service experience and increase in customer flow in the hotel (Ariffin, Nameghi & Zakaria, 2013).

References

Ali, F., & Amin, M. (2014). The influence of physical environment on emotions, customer satisfaction and behavioural intentions in Chinese resort hotel industry. Journal for Global Business Advancement, 7(3), 249-266.

Ariffin, A. A. M., & Maghzi, A. (2012). A preliminary study on customer expectations of hotel hospitality: Influences of personal and hotel factors. International Journal of Hospitality Management, 31(1), 191-198.

Ariffin, A. A. M., Nameghi, E. N., & Zakaria, N. I. (2013). The effect of hospitableness and servicescape on guest satisfaction in the hotel industry. Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de l'Administration, 30(2), 127-137.

Bilgihan, A. (2016). Gen Y customer loyalty in online shopping: An integrated model of trust, user experience and branding. Computers in Human Behavior, 61, 103-113.

Durna, U., Dedeoglu, B. B., & Balikçioglu, S. (2015). The role of servicescape and image perceptions of customers on behavioral intentions in the hotel industry. International Journal of Contemporary Hospitality Management, 27(7), 1728-1748.

Jani, D., & Han, H. (2014). Personality, satisfaction, image, ambience, and loyalty: Testing their relationships in the hotel industry. International Journal of Hospitality Management, 37, 11-20.

Kim, J., & Hardin, A. (2010). The impact of virtual worlds on word-of-mouth: Improving social networking and servicescape in the hospitality industry. Journal of Hospitality Marketing & Management, 19(7), 735-753.

Pan Pacific Hotels Group. (2018). Awards and Accolades [online] Retrieved from: https://www.panpacific.com/en/about/awards-and-accolades.html#/

Pan Pacific Hotels Group. (2018a). About Pan Pacific Hotels Group [online] Retrieved from: https://www.panpacific.com/en/about.html

Pan Pacific Hotels Group. (2018b). Development Opportunities [online] Retrieved from: https://www.panpacific.com/en/development-opportunities.html

Pan Pacific Hotels Group. (2018c). Corporate Responsibility [online] Retrieved from: https://www.panpacific.com/en/about/corporate-responsibility.html

Pan Pacific Hotels Group. (2018d). Our Culture and Commitment [online] Retrieved from: https://www.panpacific.com/en/about.html

Simpeh, K. N., Simpeh, M., Nasiru, I., & Tawiah, K. (2011). Servicescape and customer patronage of three star hotels in Ghana’s metropolitan city of Accra. European Journal of Business and Management, 3(4), 119-131.

Siu, N. Y. M., Wan, P. Y. K., & Dong, P. (2012). The impact of the servicescape on the desire to stay in convention and exhibition centers: The case of Macao. International Journal of Hospitality Management, 31(1), 236-246.

Spielmann, N., Laroche, M., & Borges, A. (2012). How service seasons the experience: Measuring hospitality servicescapes. International Journal of Hospitality Management, 31(2), 360-368.

Wang, C. Y., & Mattila, A. S. (2015). The impact of servicescape cues on consumer prepurchase authenticity assessment and patronage intentions to ethnic restaurants. Journal of Hospitality & Tourism Research, 39(3), 346-372.