QUALITY MARK Manual
________________________
Property of Regional Competitiveness Initiative (RCI)
Implemented by Segura / IP3 Consortium: USAID
September 2008
For all inquiries please refer:
Filip Stojanovic / Stoyanovich
Regional Director
E-mail: fstoyanovich@segura-co.net, filipstojanovic@yahoo.com
RCI Address:
Office in SEE Region:
23 A, Angel Kanchev, Sofia, Bulgaria
Office in Washington DC:
10411 Motor City, Suite 410, Bethesda, MD 20817, USA
Acknowledgements
This Quality Mark manual was written by tourism consultant Susan Warren,
London, June 2008.
The original inspiration for this cohesive programme came from the
original New Zealand Way campaign, implemented in the 1990’s of which
quality management was a critical element. This element evolved into
New Zealand’s QUALMARK.
A Quality Mark and Association for Small and Family Hotels were
implemented in Croatia in 2003. In 2004 the Authentic Bulgaria Quality
Mark was developed and this is the model this Manual is based on.
Thank you to USAID, without whose support these programmes would not
have been possible.
Contents
INTRODUCTION: WELCOME TO THE QUALITY MARK ...................................................................... 1

What are the goals of a quality system for SE Europe and Caucasus? ........................ 1

Why introduce a Quality Mark? ............................................................................................ 1

Who is the Quality Mark for? .................................................................................................. 1

Why is the Quality Mark credible? ........................................................................................ 2

Complements Star accreditation ......................................................................................... 2

Customer feedback and monitoring ................................................................................... 3

Sustainable funding ................................................................................................................. 3

Benefits for the industry ........................................................................................................... 4
WHERE TO START ................................................................................. Error! Bookmark not defined.
1.
Planning is essential. .............................................................. Error! Bookmark not defined.
THE QUALITY MARK CATEGORIES, SCORECARD, GRADES & SPECIAL AWARDS ............... Error!
Bookmark not defined.
2.
Setting up the systems and processes ............................... Error! Bookmark not defined.
2.1
Categories of operator and number of beds (ie B&B, guesthouse, etc,) ......... Error!
Bookmark not defined.
2.2
Areas to be assessed ......................................................... Error! Bookmark not defined.
2.3
The Scorecard ..................................................................... Error! Bookmark not defined.
2.4
How the scoring works....................................................... Error! Bookmark not defined.
2.5
The Grades .......................................................................... Error! Bookmark not defined.
2.6
Developing Special Awards ............................................. Error! Bookmark not defined.
ASSESSMENT & LICENSING SYSTEM .................................................. Error! Bookmark not defined.
3.
Introduction to the assessment process ............................ Error! Bookmark not defined.
3.1
Assessment process ........................................................... Error! Bookmark not defined.
3.2
Protocols for the Quality Mark ......................................... Error! Bookmark not defined.
3.3
Certificate of Membership for the Quality Mark .......... Error! Bookmark not defined.
3.4
License to carry the Quality Mark ................................... Error! Bookmark not defined.
ASSESSORS PROGRAMME & LICENSING COMMITTEE ................. Error! Bookmark not defined.
4.
Introduction to Assessors’ programme and Licensing Committee ..... Error! Bookmark
not defined.
4.1
Develop criteria for choosing Assessors / Company ... Error! Bookmark not defined.
4.2
Tender business ................................................................... Error! Bookmark not defined.
4.3
Train Assessors ...................................................................... Error! Bookmark not defined.
4.4
The Assessment and Report ............................................. Error! Bookmark not defined.
4.5
Sample Assessor letter - recommendation for grade, special awards .............. Error!
Bookmark not defined.
4.6
Assessor check list for assessments .................................. Error! Bookmark not defined.
4.7
Licensing Committee......................................................... Error! Bookmark not defined.
4.8
Final letter to accompany Assessor’s Report ................ Error! Bookmark not defined.
DEVELOPING CUSTOMER FEEDBACK AND MONITORING .......... Error! Bookmark not defined.
5.
A customer-focussed approach ......................................... Error! Bookmark not defined.
5.1
For accommodation providers ....................................... Error! Bookmark not defined.
5.2
Sample feedback forms ................................................... Error! Bookmark not defined.
5.3
• Independent Customer Feedback ............................. Error! Bookmark not defined.
5.4
System for “Mystery” checks ............................................ Error! Bookmark not defined.
5.5
Customer reviews and advice sites for travellers ......... Error! Bookmark not defined.
Launch of Quality Mark .................................................................... Error! Bookmark not defined.
6.
Going out to the industry ...................................................... Error! Bookmark not defined.
6.1
Initial letter to potential accommodation providers ... Error! Bookmark not defined.
6.2
Application Form for accommodation providers to apply ....... Error! Bookmark not
defined.
MARKETING: EXECUTION & IMPLEMENTATION .............................. Error! Bookmark not defined.
7.
Introduction to executing marketing collateral and campaign elements ........... Error!
Bookmark not defined.
7.1
Choose Design company: tender .................................. Error! Bookmark not defined.
7.2
Develop all materials: customer facing and corporate............. Error! Bookmark not
defined.
7.3
Develop website - booking facility ................................. Error! Bookmark not defined.
7.4
Marketing Initiatives ........................................................... Error! Bookmark not defined.
7.5
Trade Fair installations ........................................................ Error! Bookmark not defined.
VALUE ADDED SERVICES ................................................................... Error! Bookmark not defined.
8.
Introduction to value-added services for Licensees ....... Error! Bookmark not defined.
8.1
Setting up Association: services for Licensees .............. Error! Bookmark not defined.
BUSINESS MODEL / LEGAL FRAMEWORK ........................................ Error! Bookmark not defined.
9.
A sustainable programme.................................................... Error! Bookmark not defined.
9.1
Management and governance ..................................... Error! Bookmark not defined.
9.2
Revenue model for funding programme ...................... Error! Bookmark not defined.
APPENDICES ........................................................................................ Error! Bookmark not defined.
Sample Tender for Assessor Tender ................................................ Error! Bookmark not defined.
Sample SOW for Website ................................................................. Error! Bookmark not defined.
Request for Proposal (RFP) for Creative Agency ........................ Error! Bookmark not defined.
10. ......................................................................................................... Error! Bookmark not defined.
11.
Objectives ............................................................................... Error! Bookmark not defined.
12. ......................................................................................................... Error! Bookmark not defined.
13.
Deliverables and Dates ....................................................... Error! Bookmark not defined.
14.
Final Products to be delivered according to this SOWError! Bookmark not defined.
15.
Reporting Relationship/Other Conditions ...................... Error! Bookmark not defined.
16.
Duration of Assignment ...................................................... Error! Bookmark not defined.
The theory behind the Quality Mark .............................................. Error! Bookmark not defined.
16.1
Kano Analysis ................................................................... Error! Bookmark not defined.
Quality Mark manual RCI June 2008M
INTRODUCTION: WELCOME TO THE
QUALITY MARK
This Manual provides a step by step guide to introducing a Quality Mark into your
country. It is expected you will adapt the material to suit your local conditions working
with RCI and your implementation team. However we make detailed recommendations
to help you on each of the elements of the Quality Mark programme from initial planning
and organisation, to development and implementation. The result will be your own
country-branded Quality Mark which will reflect the same disciplines and standards for
Quality Marks in other countries in the region.
The following is a brief summary about the key elements of the Quality Mark:
What are the goals of a quality system for SE Europe and Caucasus?







To provide a guarantee for travellers to select quality tourism options
To assist operators and the industry overall, to understand and raise service quality
to support enterprise development and business success
To achieve an independent, credible classification and quality grading system for
accommodation…which can be extended to encompass services and activities
To target a category of accommodation which meets travellers’ search for
authentic and local experiences, especially “off the beaten track”
To provide an enabling environment for supporting tourism and related agri and
souvenir development, cultural and environmental protection, often in areas
which are remote, rural and marginalized.
Provide an environment for networking between the certified accommodations
To enhance the consultancy capacity in the sector
Why introduce a Quality Mark?
The Quality Mark is designed to help increase the competitiveness of each country’s
tourism sector.
The Quality Mark will tell travellers that a business is professional & offers an authentic
local experience.
The Quality Mark & the processes and systems behind it, will help improve quality, market
position & profile.
The programme can play a major role in improving business excellence – it helps
everyone in the industry to understand customer expectations and how to raise their
quality to satisfy these.
It can raise awareness of the potential of your tourism sector and provide an alternative
image for it.
Who is the Quality Mark for?
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Quality Mark manual RCI June 2008M
The Quality Mark programme is designed for smaller premises such as guesthouses, small
and family hotels, B & B’s, inns: all typically with 50 beds and less.
That is because this category of accommodation tends to be the most likely to offer
“personalised” and ”authentic” experiences. Research shows this is what many tourists
are seeking as opposed to staying at either globally branded hotels which have their
own standards, or those places which appeal to mass tourism markets. This category of
accommodation is in line with the type of experiences independent travellers seek.
Accommodations that are ideal to carry the Quality Mark are typically situated in
distinctive environments whether rural, coastal or urban. They are often tucked away
and difficult to find, and they have design and ambience that is a little bit different. They
offer food, beverages and products of the place; activities for visitors who want to
explore and connect with local people and their communities. They offer opportunities
for guests to experience culture, heritage, nature and attractions that are nearby.
The Quality Mark can be extended to reward not only the grades of accommodation in
the category, but also outstanding performance for those things that make for
distinctiveness: cuisine, connection with the local community, design and ambience,
environmental responsibility.
Why is the Quality Mark credible?
The underpinning principles of the Quality Mark are based on respected international
Quality Assurance and Accreditation programmes. These include the Malcolm Baldrige
National Quality Award (US), and the principles promoted by Japanese quality expert Dr.
Noriaki Kano.
All accommodations which carry the Quality Mark must have undergone the
independent assessment which is a key part of the Quality Mark programme.
Professional assessors are subcontracted (usually through a tender) to undertake the
robust and transparent individual assessments. Each assessment takes at least half a day
on-site. It must be attended by the owner / operator of the accommodation, and is
made up of both a formal assessment and a feedback session to provide advice for the
business. Assessors are more like personal trainers who the owner can trust for
personalised business advice.
Complements Star accreditation
The Quality Mark programme is complementary to the Star accreditation. The
recommendation is that accommodation providers must have achieved certification of
one star if they are to be considered for the Quality Mark, except under exceptional
circumstances.
However, the Quality Mark programme contrasts the Star Accreditation because it links
assessing excellence and promoting quality standards. Quality standards are often
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proscriptive. The approach of the Quality Mark programme is that it is assessing and
supporting excellence and is non-proscriptive where possible, focusing on outcomes that
are fair but flexible …but most importantly always looking through “the eyes of the
customer”. To make the programme more valuable to accommodation providers it is
based on a continuous improvement system so that accommodation providers are
encouraged and rewarded to continuously improve their offer.
Customer feedback and monitoring
Customer feedback opportunities are used to validate the grading / special awards the
accommodation provider has been awarded. Independent reports are collated to both
track customer satisfaction but also to provide an alert for non-performance. Failure to
meet the standards of the grading / special awards is treated seriously and the Quality
Mark can be removed.
“Mystery visits” where premises are visited by unannounced assessors, ensure the
accommodation is performing to the standards of the Quality Mark.
Feedback is also collated in order to provide data to note trends and enhance the
overall performance of the sector.
Sustainable funding
The costs of the programme - given that RCI provides expert advice, training and
guidance for implementation, is:
•
To pay for assessments. (which take around 4 hours, made up of the assessment
against a Scorecard and a personal “business consultancy” session) an the provision of a
detailed Report which provides feedback, pointers for improvement, and the final
recommended grade. (This is finally agreed to by an independent Licensing Committee).
•
To support promotional tools and activities. (for logo design and all marketing
materials) Please note the RCI initiative in a separate but related initiative is also
establishing a regional portal which will promote licensees and provide online booking both through e mail and SMS functionality.
•
To launch, then run the programme office which typically has minimal staff, with
contracted Assessors.
•
To fund additional programmes such as training and education extension.
Revenue is earned:
 Through an Assessment fee. Thereafter there is an annual License Fee (based on size
of property), with a review every two years.
 Membership fee to the association which runs the QM
 Consultancy services to the members
 Revenue can also be earned through other sources such as commissions (from online
booking, additional promotional materials to the core programme, and so on).
A legally constituted organisation running the programme should be well positioned to
receive donor funding or in future be eligible for example for IPARD funding.
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Benefits for the industry
Results from the first programme - Authentic Bulgaria (see /www.authenticbulgaria.org);
now more than a year old demonstrates tangible (number of properties assessed and
licensed, increased yields and business success, increased visitor nights, marketing
penetration) and intangible impacts (increase in quality, development of skills especially
business and marketing, institutional development).
The Quality Mark is a branding and promotional tool for both the country / destination
and for individual businesses.
Accommodation providers can increase their promotional activity through working
together. They can achieve increased credibility of their individual marketing because of
the shared value derived from the Quality Mark.
Association
The recommendation is to establish an Association for accommodation providers (or to
use an existing network or organisation). All accommodations are then promoted under
the single banner of the Quality Mark - for example online, through a Print Directory, at
Travel Fairs and Trade events, and through media programmes and other public relations
initiatives.
Accommodation providers have the opportunity to improve business practices and
quality through business advice as a result of the assessment. The Association can also
provide the focus for additional education and training. Areas can be chosen to focus
on areas such as proactive environmental practice.
As well the Association can look after members’ needs and lobby for issues that impact
of the success of accommodation provider’s business.
A mature Association can also provide economic benefits from group procurement for
services and good, and so on.
It can also provide a reference for consultancy services and specialised information
focused on management issues and specifics of the sector.
Finally the programme can be run by an organisation which is established for this
purpose, demanding institutional development, accountable governance, and the
ability to receive fund and manage funds.
When the Association is mature and has the trust if the sector it can become easily a
partner to institutions and thus participate in government and international programs to
the benefit of its members.
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