Tourism is the most wide-ranging industry, in the sense that it demands products rom many sectors of the economy (Edgell, 1990) and employs millions of people in different sectors. For example, airplanes and buses must be manufactured to transport tourists; computers must be produced to make hotel booking and airline reservations; Steel, concrete, and glass are need to build hotels and restaurants; fabrics are needed to make cloths; meat, wheat, and vegetables must be grown to feed visitors. No other industry has so many linkage and interactions with so many sectors of the economy (Edgell, 1990), and delivers so many different kinds of products and services to consumers.
Suppose we take a tourism provider as the example for this paper. Without any doubt they should have some sort of service which posses some competitive strategies. According to page et al (2001) in Williams and Buswell (2003) the careful management of the tourist experience is an absolutely vital and complex requirement. So here some examples of services and experience which can provide by a tourism coordinator are follows: ...
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...roviders set up certain policies that are deemed comparable to their image and being suitable to their target market. Those policies particularly initiated by management or a service team (Kandampully et al, 2001). They may be developed through a formal process or may automatically evolve from experience and preferences. Policies may be detailed in company documents or simply published by word of mouth throughout the organization. In spite of the system, service policies set the standards for the provision of guest services in the company. Service standards can be only as good as the resultant performance. Although service policies may establish rules and performance standards for staffs while they are not perform effectively. Some companies develop wide-ranging service policies only to motivate staff while they fall short in performance (Kandampully et al, 2001).
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