Detailed Customer Service Strategy Report for Tourism Calgary Company

This report provides a detailed analysis of Tourism Calgary's customer service strategy. It begins with an overview of the company, including its core business, products, services, location, and employee count. The report then delves into the target market, differentiating between primary and secondary targets, and outlines customer expectations, both primary and secondary. It explores Tourism Calgary's mission statement, organizational values, and customer service standards. Furthermore, the report examines the company's methods of communication, motivation techniques for employees, and reward programs. It also covers customer service training, employee and customer feedback mechanisms, customer retention programs, and potential future changes. The report concludes with a discussion of the company's code of ethics and provides references for the information presented.

Running head: - CUSTOMER SERVICE STRATEGY
CUSTOMER SERVICE STRATEGY
Name of the Student
Name of the University
Author Note

1CUSTOMER SERVICE STRATEGY
Table of Contents
1. Details of company:...............................................................................................................3
1.1. Name and type of company:...........................................................................................3
1.2. Core business:.................................................................................................................3
1.3. Products or services offered:...........................................................................................4
1.4. Location:.........................................................................................................................4
1.5. Number of Employees:...................................................................................................4
1.6. Other pertinent information on company:.......................................................................4
2. Target Market:........................................................................................................................4
2.1. Primary target market:.....................................................................................................4
2.2. Secondary target market:.................................................................................................5
3. Customer Expectations:.........................................................................................................5
3.1. Primary Expectations:.....................................................................................................5
3.2 Secondary Expectations:..................................................................................................5
4. Mission Statement:.................................................................................................................6
5. Organizational Values:...........................................................................................................6
6. Customer Service Standards:.................................................................................................8
7. Method of Communication:...................................................................................................9
8. Methods of Motivation:........................................................................................................10
9. Reward Programmes:...........................................................................................................10
10. Customer Service Training:...............................................................................................11
11. Method of obtaining Feedback from Employees:..............................................................11

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11.1 Employee Feedback:....................................................................................................11
11.2 Customer Feedback:.....................................................................................................12
12. Customer Feedback Form:.................................................................................................13
13. Customer Retention Programmes:.....................................................................................13
13.1 Loyal customers:..........................................................................................................13
13.2 Usage of CRM:............................................................................................................14
14. Future changes:..................................................................................................................14
15. Code of Ethics:...................................................................................................................15
16. References:.........................................................................................................................16

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1. Details of company:
1.1. Name and type of company:
Tourism Calgary is the name of the company that is completely based in Canada. The
company primarily deals with the tourism sector of Calgary’s and the various developments
that takes place in the relative destination.
Figure-1: Tourism Calgary Logo
(Source- Tan et al., 2017)
1.2. Core business:
Tourism Calgary refers to the official destination of marketing as well as an
organization for the purpose of development that occurs specifically within the tourism
industry of Calgary (Tan et al., 2017). For a time of 50 years now, the primary objective of
the organization has been to promote Calgary and the surrounding areas for being the primary
destination choice for the travellers in regards to a leisure purpose.

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1.3. Products or services offered:
The primary products that are offered by the organization is to host visitors from all
around the world to such events that take place within the Calgary city for the purpose of
branding as well as offering greater number of shareable experiences to the travellers.
1.4. Location:
Visitor information address- Base of the Calgary Tower - Tourism Calgary Visitor
Information Kiosk. 101, 9 Ave SW, Calgary, AB, T2P 1J9 (Olya & Al-ansi, 2018).
1.5. Number of Employees:
Number of employees working in Tourism Calgary- 13,327.
1.6. Other pertinent information on company:
Some of the other relevant information to the company has been addressed with the
following points,
i) Carries out the marketing of Calgary with newer and efficient methods.
ii) Advocates for various services to bring in the best form of life in Calgary as well
as for the growing tourism industry of Calgary (Sigala, 2017).
iii) The company also activates various forms of newer experiences for the purpose of
attracting, inspiring as well as connecting.
2. Target Market:
2.1. Primary target market:
The Things to Do co-op Campaign is a primary initiative that has been undertaken by
Tourism Calgary to target, customize as well as carry out a cost-effective program as a
primary helping hand towards expanding the company’s reach to that of the potential
customers in and around the world.

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This particular campaign had been visibly identified to have attracted impressive
outcomes as a helping hand that had been provisioned to them by the partners of Tourism
Calgary. The campaign had been carried out for two consecutive years and had identified a
record participation from the partners along with attraction of huge amounts of investment
into the tourism industry of Calgary (Fong, Wong & Hong, 2018). Hence, the primary target
market of Tourism Calgary was to attract more number of investors to make the tourism
industry belonging to Calgary better known among the common people and travellers.
2.2. Secondary target market:
The secondarily existing market that the organization has always targeted towards are
the travellers who find travelling as their favourite activity in the leisure time. Since, the
Calgary tourism industry is not that renowned, the company seeks to invite more people with
various forms of offers and timely events (García-Villaverde et al., 2017). This has the
primary objective of provisioning all the travellers with the knowledge of Tourism Calgary
and the various attractions that Calgary offers to people from all over the globe.
3. Customer Expectations:
3.1. Primary Expectations:
Tourism Calgary makes efforts towards serving all of its customers in the form of
travellers with the best quality of stay as well as services throughout the entire stay. However,
the primary expectation of majority of customers from Tourism Calgary is to have a good
package that will include a proper visit to major destinations of Calgary.
3.2 Secondary Expectations:
Secondary expectations of the customers from the company has been mentioned
below, which are,

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i) Good stay at a hotel that includes all the services that are needed for good leisure
time apart from the tour around Calgary (Camilleri, 2018).
ii) Efficient customer and room service for the tourists staying at the hotel.
iii) A constant carrying vehicle from the hotel to the destination on a daily basis and
vice versa.
iv) Better and efficient customer service during check in and check out and also over
the phone while gathering information before booking rooms at the respective
hotels.
4. Mission Statement:
Tourism Calgary commonly refers to the company that has been working primarily in
the tourism industry of Calgary for upbringing as well as upgrading the tourism sector and
making Calgary a primary destination for leisure travellers (Battour & Ismail, 2016). In
regards to this, the mission statement of Tourism Calgary can be as such,
Tourism Calgary is a complete research-based, industry-led as well as market-driven
organization that specializes within the field of marketing along with promotion of Calgary
and relative areas to make it a destination choice for the purpose of leisure as well as business
travel.
5. Organizational Values:
Tourism Calgary is an organization that works towards making Calgary an
international destination that shall be chosen by various leisure travellers as well as business
travels from all around the globe (Altin, Koseoglu & Riasi, 2018). In regards to this, the
identified organizational values that can be stated for the company are,
i) Customers- the organization named Tourism Calgary primarily aims at serving the
customers with the best of their experience in their travel at Calgary by best

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quality of customer service in terms of everything. In addition to this, the
company also carries the aim of attracting newer customers in the form of
travellers by provisioning them with variable kinds of offers as well as multiple
events during their stay at Calgary.
ii) Employees- Tourism of Calgary appoints and provisions with wide variety of
services to the customers through the employees that have been hired in terms of
serving the customers (Guimarães & Silva, 2016). Hence, having a collective set
of well-behaved and hospitable group of employees forms a primary component
of the value belonging to the organization.
iii) Community- Calgary is a city that is rich in terms of landscapes, skylines as well
as urbanized vibrancy having the inclusion of a dynamic array of collective
experiences. As a result, portraying and showing the real side of the city
individually to all the travellers is a primary point for holding the value of the
organization.
iv) Environment- the company in regards to attracting newer customers as well as
serving the older ones with the objective to show around Calgary as a beautiful
city also keeps in mind the need of protecting the environment (De Grosbois,
2016). Hence, Tourism of Calgary abides to all the environmental standards for
cleanliness and level of pollution to safeguard the environment of the city through
the procedure of provisioning the travellers with a tour around the city.
v) Stakeholders- Tourism Calgary has the inclusion of multiple stakeholders apart
from the owners of the company, which also includes the customers of the
organization. Hence, all the stakeholders are abided by the company and provides
with respect to individual point of view for accomplishing the mission statement
of the organization.

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6. Customer Service Standards:
As Tourism Calgary has been working towards making Calgary as a prime destination
among the other destinations for the purpose of leisure as well as business travel, the
following customer standards are always maintained by the company as a part of retaining the
customers along with maintaining a well-being among the newer customers (Horng, Hsu &
Tsai, 2018). These are,
i) Provisioning of updated information in scenarios where the traveller is obtaining
information before booking a stay at the company’s hotel. Hence, accurate
information is to be provisioned to such travellers who are customers to the
Tourism Calgary.
ii) Employee of the company is to be present at the end of the communication line
over telephonic conversations until the traveller reaches Calgary. This is in
regards to providing the customer with a quick response against any kind of query
that is made.
iii) Once the traveller has checked into the hotel, individual traveller shall be assigned
with a personal tour guide throughout the entire tour that the traveller wishes to
undertake during the entire time of the stay (Hsu et al., 2016).
iv) A standardised margin has been applied to every single package of the tours. This
calculated amount covers all the costs that is a primary part of the tour package
including all the additional costs with no hidden charges.
v) Presence of a secure payment gateway to safeguard the transactional details of the
customers.
vi) Privacy and protection of all the sensitive information that the traveller provides to
the company for registration purposes is to be kept safe from leakage to any
external sources.

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vii) Provisioning the customers with an efficient and a faster room services at any time
of the hour during their stay (Alén, Losada & Domínguez, 2016).
viii) Apologies from the employee’s end in terms of any misconduct regarding the
room service at that point of time.
ix) Holding of a high standard in terms of food and beverages that forms a primary
part of the hospitable service promised by Tourism Calgary.
x) Various other services such as complementary drinks at the end of the stay along
with a gift as a token of appreciation for provisioning the company with the ability
to serve the customer on an individual basis.
7. Method of Communication:
With the primary mission statement of Tourism Calgary to develop Calgary as a
primary destination for the purpose of leisure as well as business travel the following
methods for communicating with the customers as well as the employees shall be followed,
i) Making a list of all he key points that refer to the mission statement of the
organization (Tan et al., 2017). However, this particular message has to be kept
short and concise so that the employees can particularly keep the entire thing
within their memory.
ii) Preparing of a visual presentation with the help of slide shows as well as other
common methods of communication for incorporating into the particular item list.
iii) Marketing through social media platforms and other forms of physical
advertisements by the side of the road. Running advertisements on television and
radio shows to reach the maximum amount of crowd.

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iv) Scheduling a proper meeting with the employees of the organization for
conveying the decisions that have been taken regarding the mission statement of
the company.
8. Methods of Motivation:
For motivating the employees of Tourism Calgary to deliver better ways of servicing
the customers, the following methods shall be incorporated.
i) Boosting of the employee morale can be primarily done with the help of praising
them with their involvement into a certain activity as well as improvement of their
services provided to the customers.
ii) Organizing of corporate events as well as activities that will greatly help in
building up the team is a great way of motivating the employees to increase their
dedication towards servicing the customers in a better way.
iii) Introduction of incentives programs that will motivate the employees to work
more and increase their individual working hours.
9. Reward Programmes:
The following reward programs shall be introduced within the company to keep the
employees motivated as well as a part of recognition for their excellent performance that are
completely formal (Fatma, Rahman & Khan, 2016). These are,
i) Best customer service depending upon customer reviews.
ii) Long working hours.
iii) Number of extra shifts done in a month.
On the other hand, informal reward programs can be of the following likes,
i) Proper communication with customers.

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ii) On-time room service.
iii) Versatile responsibilities performed.
iv) Number of destinations covered in a single tour.
v) Customer satisfaction on the basis of tour guide.
vi) Tips earned in a month apart from the base salary from the customers.
vii) Punctuality towards shift hours.
10. Customer Service Training:
As a part of making Calgary one of the prime option to be considered by travellers
and businessmen as a destination to carry out business travel as well as leisure travel the
following services shall be a part of training the employees for a better customer service,
i) Getting hold of the primary wants as well as needs of the customers to provision
them with the same level of service.
ii) Staying on the frontline to greet the customers the moment then step into the
company’s hotel for booking a stay (Chen et al., 2017).
iii) Fascinating all the customers on an individual basis with the interaction and the
communication that is learnt from the customer service training.
iv) Building as well as maintaining a healthy relationship with the customer to satisfy
them with the best quality of customer service.
The above-mentioned points that shall be covered throughout the entire program for
customer service training, the entire program is considered to be cost effective since the
entire course of the training shall be carried out after the shift hours in the conference room of
the hotel.

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11. Method of obtaining Feedback from Employees:
11.1 Employee Feedback:
For obtaining a feedback as a response from the employees in relation to all of them
are following a particular customer service standard, every employee shall be provisioned
with a particular form at the end of their shift hour (Olsen, Vogt & Andereck, 2018). This
form will have all the necessary details in regards to all the customers that each individual has
attended throughout the day and fill out with the details regarding the fact that if they have
attended the set of customers maintaining the standards of service.
11.2 Customer Feedback:
At the end of their stay at the hotel and getting serviced by Tourism Calgary, all the
customers are required to fill out a form at the reception when they are checking out. This
form will consists of questions that shall ask them if the employees of the company have
stuck to the standards of customer service during their stay and if they have been attended
well keeping in mind their demands and expectations.

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12. Customer Feedback Form:
13. Customer Retention Programmes:
13.1 Loyal customers:
As a primary method of retaining the customers that have stayed loyal to Tourism
Calgary, the following steps shall be incorporated,
i) Notifying the customers with various forms of offers as well as discounts.
ii) Presenting them with goodies and other form of materialistic hampers for keeping
them rejoiced.

14CUSTOMER SERVICE STRATEGY
iii) Treating them with utmost care and appointing them with the best employee as a
tour guide to keep them satisfied with the service of the company.
13.2 Usage of CRM:
Tourism Calgary has taken the decision of integrating a CRM system into the
organization for keeping a track of the customers that have been a part of their service
previously (Ivanov et al., 2017). With the help of the CRM system, the following data shall
be recorded,
i) With the number of stays, the company will be able to check if the customer is a
regular one.
ii) The CRM system will have a check upon the demands of the current customers.
iii) With the help of the CRM system, the company will also notify the customers
about offers and discounts.
iv) Lastly, the CRM system will also provision the customers with the allowance to
lodge complaints for any matter of dissatisfaction that has been caused to them
during their service.
14. Future changes:
In regards to the future of Tourism Calgary, the following changes need to be
implemented for a better delivery of service to the customers,
i) Integration of an ERP system to automate all the activities that occur within the
organization on a daily basis (Stainton, 2016).
ii) Expansion of the business shall be done by opening other sites for Tourism
Calgary to attract customers from all over the world.
iii) More number of employees shall be hired to attend greater number of employees
for expanding the business of the company.

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15. Code of Ethics:
The following code of ethics shall be maintained as well as followed by the
employees of Tourism Calgary as a part of maintaining the business values,
i) Meeting every single demand of the customers as a part of customer service.
ii) Greeting the customers when they check in as well as when they come across the
employees during their stay.
iii) Addressing the problems faced by the customers and providing them with
solutions as soon as possible.
iv) Keeping aside rude behaviour and communicating to the customers in a polite
manner.
v) Faster room service and other deliverables for meeting the demands of the
customer at any time of the day as well as attending the customers as a tour guide
to meet the expectations of the tour package.

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16. References:
Alén, E., Losada, N., & Domínguez, T. (2016). The impact of ageing on the tourism industry:
an approach to the senior tourist profile. Social Indicators Research, 127(1), 303-322.
Altin, M., Koseoglu, M. A., Yu, X., & Riasi, A. (2018). Performance measurement and
management research in the hospitality and tourism industry. International Journal of
Contemporary Hospitality Management.
Battour, M., & Ismail, M. N. (2016). Halal tourism: Concepts, practises, challenges and
future. Tourism management perspectives, 19, 150-154.
Camilleri, M. A. (2018). The tourism industry: An overview. In Travel marketing, tourism
economics and the airline product (pp. 3-27). Springer, Cham.
Chen, J. S., Kerr, D., Chou, C. Y., & Ang, C. (2017). Business co-creation for service
innovation in the hospitality and tourism industry. International Journal of
Contemporary Hospitality Management.
De Grosbois, D. (2016). Corporate social responsibility reporting in the cruise tourism
industry: a performance evaluation using a new institutional theory based model.
Journal of Sustainable Tourism, 24(2), 245-269.
Fatma, M., Rahman, Z., & Khan, I. (2016). Measuring consumer perception of CSR in
tourism industry: Scale development and validation. Journal of Hospitality and
Tourism Management, 27, 39-48.
Fong, V. H. I., Wong, I. A., & Hong, J. F. L. (2018). Developing institutional logics in the
tourism industry through coopetition. Tourism Management, 66, 244-262.

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García-Villaverde, P. M., Elche, D., Martínez-Pérez, Á., & Ruiz-Ortega, M. J. (2017).
Determinants of radical innovation in clustered firms of the hospitality and tourism
industry. International Journal of Hospitality Management, 61, 45-58.
Guimarães, C. R. F. F., & Silva, J. R. (2016). Pay gap by gender in the tourism industry of
Brazil. Tourism Management, 52, 440-450.
Horng, J. S., Hsu, H., & Tsai, C. Y. (2018). An assessment model of corporate social
responsibility practice in the tourism industry. Journal of Sustainable Tourism, 26(7),
1085-1104.
Hsu, A. Y. C., King, B., Wang, D., & Buhalis, D. (2016). In-destination tour products and the
disrupted tourism industry: progress and prospects. Information Technology &
Tourism, 16(4), 413-433.
Ivanov, S., Gavrilina, M., Webster, C., & Ralko, V. (2017). Impacts of political instability on
the tourism industry in Ukraine. Journal of Policy Research in Tourism, Leisure and
Events, 9(1), 100-127.
Olsen, L. M., Vogt, C., & Andereck, K. (2018). Sustaining the common good: tourism
professional motives to volunteer for the tourism industry. Tourism Recreation
Research, 43(1), 68-81.
Olya, H. G., & Al-ansi, A. (2018). Risk assessment of halal products and services:
Implication for tourism industry. Tourism Management, 65, 279-291.
Sigala, M. (2017). Collaborative commerce in tourism: implications for research and
industry. Current Issues in Tourism, 20(4), 346-355.
Stainton, H. (2016). A segmented volunteer tourism industry. Annals of Tourism Research,
61, 256-258.

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Tan, G. W. H., Lee, V. H., Lin, B., & Ooi, K. B. (2017). Mobile applications in tourism: the
future of the tourism industry?. Industrial Management & Data Systems.
Tan, S. H., Habibullah, M. S., Tan, S. K., & Choon, S. W. (2017). The impact of the
dimensions of environmental performance on firm performance in travel and tourism
industry. Journal of environmental management, 203, 603-611.