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Leisure Service Management

I. Introduction

This paper seeks to discuss the extent of the assertion that the service experience is the sum total of the functional and emotional outcome dimensions of any kind of service in relation to its application to leisure services. Its implications for the management of leisure services shall be examined.

Assessing service quality and satisfaction has been the focus of several marketing research, with little attention on the effects of the service setting of the physical surroundings. Leisure services are basically concerned with how consumers perceive the service quality and what effects it has on customer repatronage (Wakefield and Blodgett, 1994). Part of improving service quality is focusing on sales promotions, in which leisure retail operators often emphasise on some forms of added value to patrons who are involved in the so-called hedonistic consumption. The variety-seeking tendency of consumers, their loyalty to the service provider, and perceptions of the value of the service provision are factors on how consumers respond to sales promotions in leisure settings (Wakefield and Barnes, 1996). This assertion is in synergy with that of Sandstorm's view that "the service experience is the sum total of the functional and emotional outcome dimensions of any kind of service."

Similarly, capacity management clearly reflects the maximisation of customer satisfaction on the leisure service provided alongside optimum usage of resources. Leisure service management must be concerned with several issues and problems arising from the provision of the service, such as overcrowding or long queues during peak times. These problems about overcrowding and long queues can lead to dissatisfaction which can resultantly lead to losing customers through people going elsewhere after a poor experience. Mistakes and/or rushed impersonal service caused by pressures on resources can lead to customer dissatisfaction and a drop in service standards (Williams and Buswell, 2003). Thus, it is important to ensure that standards in providing leisure services are maintained through sound management.

IV. Conclusion

This paper articulated on the extent of the service experience being functional and emotional outcome dimensions of any kind of service, such as the leisure service. Just like in the manner of providing other services, concerns about quality, value, and satisfaction are important when providing leisure services. In order to ensure these concerns, sound capacity management must be employed in which resources are used to their optimum level and proper standards is observed. Achieving competitive advantage is likewise an objective of service businesses, allowing them to pursue quality, value, and satisfaction through sound management. Clearly, leisure services affect service management in this manner.

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