Customization and standardization in hotels – a paradox or not?

Abstract

PurposeThis paper is based on the empirical study of human resources and service work and its purpose is to reveal that the international hotel industry is becoming more standardized. The argument presented here is that progressive standardization within customized service production is paradoxical. The aim here is to discuss the paradox and in so doing, to highlight the fact that control, predictability and risk minimization are just as important to hotel operations as customized service.Design/methodology/approachThe data, in the form of qualitative interviews conducted in five European capital cities, are drawn from international first class hotel groups. Three international hotel groups are represented, and four hotels have been picked out from each group. In addition to the hotel‐based interviews, head office interviews with the three hotel group directors of human resources were undertaken.FindingsAttempts to standardize service production are popular due to the unpredictable character of service operations. The traditional view – as reflected in the service management literature, is that service should be customized in order to satisfy customers. It seems paradoxical to strive for standardization and customization at the same time and the findings show that customized service is seldom found in practice.Originality/valueThe data reveal the divide in the discourse between academia and practice on standardization versus customization.

What drives customers to use access-based sharing options in the hospitality industry?

“…In an effort to maintain consistency, service blueprints (Paules, 1991) are also used by some service managers and employees (Brunsson & Jacobsson, 1998). In addition, many hospitality firms use standards and standard operating procedures to enable managers to minimise the risk of inconsistencies involved in the production of products and services (Sandoff, 2005). Therefore, as a critical strategy, standardisation of service was considered an important function of the organisation (Sandoff, 2005).…”

Freedom or docility at work – is there a choice?

“…Another characteristic in the service industry, which has been in focus in our previous studies, is the growing interest in rationalizing and standardizing the workprocess (Sandoff, 2002(Sandoff, , 2005. Manuals and details are formed in order to regulate the behaviour of single employees.…”

The effect of standardization and customization on service satisfaction

“…Although the importance of customization is well recognized by service firms, many firms continue their path to greater standardization (Sandoff 2005). This is a strategy that can cut cost and increase efficiency to a great degree and thereby also increase customer satisfaction.…”

“…Delivery speed and predictability will improve tremendously. Through effective implementation, the employees have more complete knowledge of what to deliver, feel confident and a sense of security, and need not figure out solutions for specific customer problems (Sandoff 2005). With no energy wasted on while offering industrialized uniform services.…”