customer service in the leisure industry

CUSTOMER SERVICE IN THE LEISURE INDUSTRY
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CUSTOMER SERVICE IN THE LEISURE INDUSTRY
Factors such as friendliness of the consultant, cleanliness of aircraft and speed of answering calls influences the perception of customers in the leisure industry. Customers take a short time to form the first impression about a service. The first impression may be resulted by seeing long queues of clients, ignorance of customers, eating while in the office and untidy employees. Once the customers form an adverse impression, it is difficult to change them. The reaction created by the clients may influence them from buying goods or services from the given restaurant. As a result, the image of the firm tarnishes and starts to attract away potential customers.
The company should strive to satisfy the diverse needs of the customers. For example, the leisure company should provide car parking, overnight hotel accommodations, insurance, first-class flights and advice about the currency (Chow, Lai and Loi, 2015, p. 364). These needs are essential for the tourists for them to enjoy and have a good time at the particular place. In most cases, customers give instructions on the products and services that they need. For example, the customer may say that he or she wants a single room for overnight. However, the company should plan for the unstated needs. These unstated needs influence a client when choosing a specific service or product (Dale and Oliver, 2000, p.

101). Thus, god customer requires the firm to plan for the anticipated needs to ensure every person is satisfied. Also, customers with special needs such as special diets, mobility problems, visual and hearing impairment should be treated individually (Chow, Lai and Loi, 2015, p. 364). Special attention should be given to such clients to ensure they do not get into serious problems. Besides, the firm must be able to maintain good customer service skills when dealing with people who do not communicate in English.
The company should respond rapidly to the complaints of the client. When dealing with the complaints, the consultant should first listen to the client without interrupting. Several steps may be helpful when dealing with the complaints. They include; listening, questioning, empathizing, understanding of the problem, taking control measures, agreeing to the solutions and following up (Dale and Oliver, 2000, p. 97). After understanding the problem, the consultant should take control measures before coming up with the solutions. For example, if it is an angry client at the reception, he or she should be taken to the manager before the complaint is solved. The company should then put more priority on the agreed solution to prevent a repeat of the similar situation.
Poor service delivery in the leisure industry can have detrimental impacts. These adverse effects include financial loss, negative publicity, and bad image of the company and loss of customers. In the long run, the negative impacts may lead to the close down of the firm due to lack of satisfying customers (Dale and Oliver, 2000, p. 97). Therefore, firms should train their employees to ensure they uphold good customer service. Besides, the products offered by the company should be up to date to satisfy the different desires of the clients.
Good customer services are vital to a firm. Customers who experience good services are likely to return. Furthermore, these customers may recommend the company to other potential customers (Dale and Oliver, 2000, p. 99). Additionally, good client services enhance a good image of the company. This is because customers will develop a good reputation regarding the firm. A firm will also gain a competitive advantage over its competitors. Customers would not wish to visit other places because they enjoy the best services. In the long run, good customer service will increase the revenues for the specific firms.
References
Chow, C.W., Lai, J.Y. and Loi, R., 2015. Motivation of travel agents’ customer service behavior and organizational citizenship behavior: The role of leader-member exchange and internal marketing orientation. Tourism Management, 48, pp. 362-369.
Dale, G. and Oliver, H. (2000). Travel & tourism. Abingdon: Hodder & Stoughton Educational, pp. 91-118.