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KM Ph.D. Research Proposal
1. Student Name: Yingrudi Khankaew Student ID Number: 502152012
2. Title:
English:
“Thainess Service Language” Mind-Map for national branding in
creative economy
แผนที่ความคิด “ภาษาบริ การอย่างไทย” ในการสร้างตราสิ นค้าระดับชาติสู่เศรษฐกิจสร้างสรรค์
3. Principle, Theory, Rational and/or Hypotheses
Our economy is transforming in new ways every day, from an older industrial
system founded on raw material to a creative economy bound only by the limits
of human talent and imagination. From the recent decades, a series of gradual
changes in our economy and society have combined to give us fundamentally
the new system of working and living. I call the age we are entering the
creative age because the key factor propelling us forward is the rise of creativity
as the prime mover of our economy. Not just technology or information but
human creativity. Innovation doesn‟t come magically from an invisible hand.
As Stanford University Economist Paul Romer has long argued, great advances
have always sprung from ideas.
Thai Government 0fficials currently aims at generating value-added products
and services in the potential benefits of a “creative economy.” According to Dr.
Narongchai Akaraserani, economic advisor to the prime minister, encourages
the whole nation to utilize creativity for building GDP growth. The creative
economy concept was basically defined generally as the combining of talent,
creativity, knowledge and innovation with cultural heritage to generate GDP
and to increase the country‟s competitiveness. In addition, the importance of
emerging creative industries is that they convert human capital into social
capital, which transform to competency and to productivity. New global
competition for talent and the challenges it brings with it. One traces the rise of
the creative economy, identifying the factors for long-term economic status
turns one harnessing the full creative potential of each and every human being
in nations.
The Thailand government has adopted UNCTAD‟s creative economy model,
with some classification adjustments according to UNESCO. Creative economy
is a subjective concept that is now unique definition until now. However, the
UNCTAD defined the “creative economy” which can be summarized as
follows:
The creative economy is an evolving concept based on creative assets
potentially generating economic growth and development;
It can support income generation, job creation and export earnings
while promoting social inclusion, cultural diversity and human
development;
It enhances economic, cultural and social dimensions interacting with
technological base, intellectual property and tourism purpose;
It is a set of knowledge-based economic activities with a development
dimension and cross-cutting linkage at macro and micro levels to the
overall economy;
It is a feasible development option calling for innovative
multidisciplinary policy responses and interministerial action
The focus industries originally were divided into four categories: cultural
heritage, arts, media and functional creation. Under the government‟s policy,
three additional important service sectors have been incorporated, which are
cultural tourism, Thai food and Thai traditional medicine. Therefore, the
national creative classification to focus on are: advertising, animation,
architecture, crafts, design, fashion, film and photography, historical and
cultural tourism, interactive leisure and software, music performing and visual
arts, publishing, television and radio, Thai food and Thai traditional medicine.
It is important for Thai entrepreneurs and service providers to understand the
best practices in specific target sectors in order to product the best quality and
add the most value to their goods and services by tapping creativity and talents
from the role models. The TCDC, which is the famous Office of Knowledge
Management Development (OKMD), serves as a country‟s major creativity
learning centers. However, as Thailand are very service-minded. Not only
tangible needs, Thais also want to satisfy the mind, through intangible service.
Therefore, the government should extend their policies from satisfy the
functional needs of the five senses to another important sense, the mind.
Furthermore, the government should implement new service language as the
new requirement to serve as the mental benefits.
However, Thailand lacks a Thai national service agency aimed at tackling
relevant and emerging problems facing the service sector and to increase
national competitiveness as a priority. Like many countries in Asia, the service
industries have been one of the most rapidly growing sectors in Thailand. The
typical services offered are in the service cluster in transportation, construction,
retailing, wholesale, finance and tourism (Kasikorn Research Center, 2006).
Competitive priorities typically included price (cost), quality, dependability,
and flexibility (Hayes and Wheelwright, 1984; Johnston, 1988; Ferdows and De
Meyer, 1990; Vickey et al., 1993; Butler and Leong, 2000; Li, 2000; Kathuria,
2000; Ward and Duray, 2000; Boyer and Lewis, 2002; Kazan et al., 2006).
Others have stated that customer care represented an emerging priority for
maintaining the firms‟ competitiveness (De Meyer et al., 1989; Miller and Roth,
1994; Frohlich and Dixon, 2001; and Lee, 2002). In addition, responsiveness
and time to market for a new product development could be regarded as
important competitive priorities due to the shorter life cycle of a typical product
(Leong et al., 1990; Chen, 1999; and Blanchard, 2004). From the service-
provider perspective, the focus on competitive priorities had focused primarily
on satisfying and fulfilling customers‟ expectations such as the SERVQUAL
(incorporating reliability, responsiveness, assurance, empathy, and tangible
elements) model by Parasuraman et al. (1988). According to Phusavat et
al(2007), it is important to gain awareness on perceived value-added service
priorities which will support the effective service process and practices. The
overall research findings indicated that the quality criterion was perceived to be
the most important priority for maintaining and improving competitive
advantage. Any country that place a greater focus on world-class service will
have increasing returns on their investment due to the multiplier effect of their
competitive advantage leading towards creative economy
value creation.
มรดกวัฒนธรรม
ศิลปะ
สื่ อ
การออกแบบ
อุตสาหกรม
National Productivity
(Seven Forms of Capital)
Culture
Knowledge
Human Very Hard
Institution To Build
Capital
Man Made Easy to
Finance Measure
National
Resources
ประเทศไทยมีความได้เปรี ยบในด้านความหลากหลายทางวัฒนธรรม ซึ่งเป็ นทุนสู งสุ ดทางเศรษฐกิจ
หรื อ ที่เรี ยกว่า “เศรษฐกิจสร้ างสรรค์”
Source: Dr. Noppasit Chakpitak (2009)
These forms of capital are the input of the national productivity. Four of these
forms of capital (institution, human, knowledge and culture) are the foundation
of the creative economy. They can be influenced by human creativity. They
are interrelated and can influence each other which can have a multiplying
effect.
„Knowledge is power‟ – and it is up to those with access to knowledge to decide
if that power will continue to be used over others to increase the gap between
rich and poor or if it will be a power to empower visions and realities based on
an inclusive earthly ethic. Currently, “The wealth of a nation no longer depends
on its ability to acquire and convert raw materials, but on the abilities and
intellect of its citizens” (TFPL, 1999, p. 2). This knowledge economy has
brought with it new fields of study and approaches that are contributing to a
more robust understanding of the role of knowledge for the creation of human
and social capital as key factors in societal development as the creative
economy initiative. The creation of these types of paradigm shift is in the
interest of multiple sectors of society and benefits society as a whole. Thai
entrepreneurs should make the best use of Thailand‟s cultural richness,
traditions, and cultural heritage as economic multipliers for economic growth.
Nowadays, processes related to knowledge creation, learning, and innovation
have a social impact just as significant as economic initiatives (OECD, 2001, p.
17).
Since the dynamic changes from industrial to service based economy, the gross
domestic product (GDP) of Thailand has expanded significantly. In 2005, the
service sector accounted for 48 percent of the country gross domestic product
(Manasserian, 2005). Currrently, Thailand should concentrate in the
knowledge-based creation to provide best creative service industries. In
countries like the US, the service sector accounted for 69 percent of the GDP by
1989. In the UK in 1990, the service sector accounted for 62 percent of GDP
and 60 percent of GDP in Germany. For emerging economies like China, the
service sector contributes to 48 percent of GDP in 2001, but it decreased to 33
percent (Malhotra et al, 2005).
In this research, “Thainess service language” will be explored, identified, and
modeled for intellectual capital value creation for bringing Thai culture to
become a driving force of the creative economy. The mental literacy known as
mind-maps of Tony Buzan will be utilized for effective knowledge
representation and Buzan‟s multiple intelligence will be extended based on
Thainess service language best practices. Using service language as the
creative metaphor, non verbal communication as mental literacy to increase
national productivity (GDP) of the country as well as provide mental benefits to
the country (GNH). In addition, this study will provide Thainess service
language model as product country image (PCI) and Tourism Destination
image (TDI) platform to enhance national brand image as the driver of creative
economy. The knowledge management will be utilized for modeling “Thainess
service language” as Intellectual capital value creation for world-class customer
satisfaction.
Research Questions:
1. What is “Thainess service language” taxonomy and classification?
2. How can “Thainess service language” add as value to creative
economy?
3. How can “Thainess service language” add value to world-class
customer satisfaction?
4. Can knowledge management be utilized for collaboration of
knowledge capture, creation, representation, sharing and
dissemination to enhance creative economy?
5. How to create model for knowledge sharing and dissemination?
Hypotheses:
1. Thainess service language will have positive relationship to creative
economy.
2. Thainess service language will have positive relationship with customer
perception.
3. Thainess service language will have positive relationship with national
branding.
4. Thainess service language can be modeled by utilizing knowledge
management tools.
4.1 SECI model can be utilized for knowledge capturing.
4.2 Best practice can be utilized for knowledge modeling.
4.3 Intellectual capital can be utilized for knowledge classification.
4.4 Mind-maps can be used for knowledge representation and dissemination.
Keywords: TSL (Thainess service language) mind-map, Intellectual capital,
creative economy, branding
Keywords: TSL (Thainess service language) mind-map, Intellectual capital,
creative economy, branding
Theory:
Knowledge Management Theories and Tools:
Nonaka and Takeuchi (1995) define two realms of knowledge: Tacit and
explicit. Explicit knowledge is easily identified, easy to articulate, capture and
share from written expressions, manuals, and reports. On the other hand, tacit
knowledge consists predominantly of intuition, perception, feeling, value and
beliefs, usually not only difficult to express but also difficult to capture and
transfer. Of the two, tacit knowledge carries the higher value in that it is the
essence of intellectual capital and innovation.
Dana et al, p. 11 (2005) claims that managing successful knowledge and
intellectual capital in the Network era is a multidimensional challenge. It
requires understanding and interconnection of for inextricably linked domains
(see figure): culture, content, process, infrastructure, and of which also have a
tacit as well as explicit dimension.
SECI Model:
The SECI model and COP theory will be employed from capture, analysis,
validation, modeling, sharing, and learning the new knowledge creation for
personality enhancement model for Thai people. The knowledge of Thai
traditional and local wisdom has many important special tacit characteristics,
which requires exploring and involving both explicit and tacit natures.
According to Nonaka (1998, 2000), the transformation of knowledge, SECI
Model, has four phases and the process will repeat like a spiral. Some tacit can
be transferred straightforwardly to other people as tacit knowledge. Tacit
knowledge can also be expressed and externalized into explicit knowledge,
which can be combined and therefore new explicit knowledge can be produced.
Explicit knowledge should be internalized and become one‟s own tacit
knowledge before it can be applied and generated. All these transfer and
transformation of knowledge creation produce within appropriate Ba, which are
physical and virtual places, tools and environment facilitating the learning
processes.
Intellectual capital:
Until now, the definitions of intellectual capital have been inharmonious
(Nazari and Herremans, 2007). The diverse definitions for intellectual capital
and measurement are difficult to benchmark with competitors and leading
organizations. However, a number of classification schemes divide intellectual
capital into the categories of external (customer-related) capital, internal
(structural) capital, and human capital (Bontis, 1996; Bontis and Fitz-enz, 2002;
Edvinsson and Malone, 1997; Roose et al., 1997; Stewart, 1997; Sveiby, 1997).
The distinction has been broadly accepted in facilitating the preparation of
“intellectual capital accounts” which are employed differently in making
decisions regarding organization value creation that are more encompassing
than decisions made beforehand (Guthrie and Petty, 1999; Sveiby, 1997). No
exact unified definition of intellectual capital is found in many literatures;
however, three major common observations are proposed:
(1) The concept of value creation to the organization often proposes.
(2) Same characteristics of common definition are: knowledge, skills, know-
how, experiences, intangible assets, information, processes and value
creation.
(3) Human capital, organization capital, structural capital, customer capital,
relation capital are widely accepted.
Knowledge map
Knowledge map involved locating important knowledge in the organization and
then presenting some sort of knowledge as a list or picture. The knowledge
map will be focused on people, document and database. (Davenport and Prusak,
1998)
Knowledge map is the tool of transferring knowledge into a graphical
form that is easily understandable (Speel et al.,1999).
The knowledge map is a navigation aid to both explicit and tacit
knowledge (Grey, 1999).
The knowledge map can be used as navigational system that support
users to find the solutions of the problems they have (Duffy, 2000).
The knowledge map can be redefined as the visual presentation of
information
Mind-map
In this study Buzan Mind Map will be utilized for knowledge mapping and
representation and extended for mind capital as value creation leveraging from
Thainess-based. Tony Buzan, awarded the Lifetime Achievement for Creativity
and Innovation by the American Creativity Association, is the inventor of Mind
Map, the most powerful thinking tools. He has achieved the status of „guru‟ in
the fields of creativity and brain development. The enlightenment from Tony
Buzan has opened my eye about key mental literacy for the “Thailand Thinking
Future.” Service at the traditional way has always focused on the function
benefit of the body. The new approach that I proposed focuses on the holistic
approach to serve body and mind. To achieve this goal we have to capitalize
from the four forms of capital: human, culture, knowledge and institution.
Their inputs lead to greater satisfaction as it services body and mind. A relaxed
and balanced mind leads to thinking clearly without distractions, which leads to
creative intelligence. Creative intelligence according to Tony Buzan is the
ability to think in new ways- to be original, and where necessary, “stand apart
from the crowd.” With the input of Thainess, creative intelligence becomes
“enlightenness intelligence.” This has the effect of clarity of mind. With this
new “mind capital”, the person has the ability to set the highest standard of
conscious thinking as well as acting appropriately according to the noble
acceptable world values of Immanuel Kant‟s categorical imperative from The
Fundamental Principles of the Metaphysics of Ethics (1785), "Act as if the
maxim from which you act were to become through your will a universal law.
.
Best Practices
According to American Productivity and Quality Center (1997) noted that there
is no one size fit all “ best practice” because best for one may not best for
everyone. Best practices are the practices that have been shown to produce
superior results; selected by a systematic process; and judged as exemplary,
good, or successfully demonstrated. Best practices are then adapted to suit a
particular structure and contextual specific. A study by the European Center for
TQM (Jarrar and Zairi, 2000) concluded that the best practice process for the
“effective transfer of best practices” is made up of six major stages which are:
searching, evaluating, validating, implementing (transferring and enabling),
review and routininzing. However, internal transfer is the most difficult stage
of best practices. Transfer is identifying and learning from best practices and
applying them in a new configuration or new place ( O‟Dell and Grayson,
1997)
Learning in Action
Learning in action (David A.) is an important process for adaptive training
design. Human learning requires inquisitiveness and openness to tackle
conventional wisdom and routines as accepted for “the way people do things.”
People‟s characteristics and personality are both explicit and implicit. They are
invoked without conscious thought. For effective personality training model,
acquiring information at multiple points in multiple ways and encouraging
conversation to maximize learning will be approached to foster effective
learning. In this research study, learning in action will be categorized into 2
types, which are must do list and intelligent learning. The researcher will first
explore, observe and set the effective requirement criteria for personality
enhancement programs as “must do lists.” Then, the best-practice from role
models will be searched and identified.
ICH Framework
The “intangible cultural heritage” framework is manifested in collecting
primary and secondary knowledge from traditional and local wisdom through
human expressions, including language as a vehicle of the intangible cultural
heritage, performing arts, social practices, rituals and festive events, knowledge
and practices concerning nature and the universe and traditional craftsmanship.
WIPO: World Intellectual Property Organization
WIPO provides practical tools concerning the protection of traditional
knowledge (TK) and traditional cultural expressions (folklore), access to and
benefit-sharing in genetic resources. WIPO‟s work a wide range of capacity-
building activities, include practical intellectual property guidelines and
information technology tools for managing IP issues when recording, digitizing
and disseminating intangible cultural heritage, being developed within the
Creative Heritage Project. In addition, WIPO provide guideline to “Folkloristic
approach” will be one of the important elements of the study. It is the body of
expressive culture, including tales, music, dance, legends, oral history,
proverbs, jokes, popular beliefs, customs, and so forth within a particular
population comprising the traditions (including oral traditions) of Thai culture,
subculture, or group. It is also the set of practices through which those
expressive genres are shared. Traditional cultural expressions are integral to the
cultural and social identities of indigenous and traditional communities, they
embody know-how and skills, and they transmit core values and beliefs. As
cultural and economic assets, their protection is linked to the promotion of
creativity, enhanced cultural diversity and the preservation of cultural heritage.
Economics model
Major Economics Model utilized in this study will based on Humanistic
Economics extended from Maslow Hierarchy of needs and Buddhism
Economic. In addition, Gross National Happiness (GNH) to enhance the
national GDP level will be explored.
Mind Capital
With this new achievement of mind capital, a person has new means of
achieving panna or intellectual wisdom. As a matter of fact, the socio-cultural-
cognitive in Thai ways is interconnected, combined with wholeness of human,
organization, society to national products and service identity. A new
development paradigm is emerging that connects the human capital to culture
capital to enhance national income of the economy. As one looks at the history
of the development of economic thought in the west, one sees that the part that
is missing is an adequate model of the reality of human behavior, usually de-
value human capital. However, the use of mainstream economics‟ current
model of homo economicus initially introduced by John Stuart Mill and further
elaborated by Alfred Marshall, views human as a rational social unit, perfectly
informed and self-interested agent who desires economic wealth. It reflected the
sensual pleasure of a human being. This statement reflects another major
turning point in Economics from using reasoning based on empirical evidence
to explain situations to the use on assumptions. Mainstream economics
degenerate human value to some ignorance: viewing human being only as a
consumer. Such narrow understanding reflects in utilization of resources and
environment in a devastating way. That actions precipitated by mainstream
economics will directly lead to social destruction caused by rapid depletion of
natural resources and deterioration of the environment. As everyone is
competing for more material things, such competition will turn into highly
devastation, causing social disintegration and paralysis, causing human
destruction in the end.
After being satisfied by more material consumption, human beings will not be
happier and the society as a whole will not be better off. It is because in order
to have everything operating under the key “efficiency”, competition must be
emphasized and free market system must be encouraged. In the end, the
competition lead to destruction of valuable resources as well as an environment
that will be conductive to humanity. The key point is that the happiness
anticipated from more consumption or material acquisition does not represent
truly happiness.
Most western economic theorists views human as static, resulting in
dehumanization. It reduces human capital to that of a machine. While western
psychology studies the evolution of human mind through observation of human
behavior as a reflection. Applying to human study can also be weakness. The
method of enquiry cannot explain systematically how such mental evolution
can be made. It can not explain contribution factors for such situation. The
missing part of such analytical method is the lack of tools for an internal
systematic understanding of mind.
Buddhism Economics
The Buddhist method of analysis focuses directly on this issue and results on
more complete understanding of human needs and nature. Consequently,
Buddhism approach is able to explain various conditions for mental
development according to various level of needs from difference hierarchies of
value. Eastern philosophers observed close dynamic relationships between
human beings and all other things in the nature. The focus was more on natural
harmony and happiness. Buddhist Economics will be explored as one of the
best applications for a study of production, distribution, and consumption of
goods and services in Thailand since 95% of Thai population are Buddhism.
Therefore, Buddhism paradigm incorporates an understanding of Thai people
behavior and nature into economic model. This paradigm will also serve as an
analytical tool to understand human beings in greater width and depth.
However, the Buddhist Economics serves as a new body of knowledge, not
only for Buddhists, but for everyone who wants to be awakened and to be
enlightened. This new interpretation of economics is consistent with both the
human way of life and a sustainable future for the world. Parallel with the
Buddhist Economics, there is the concept of “Sufficient Economy” since 1974.
This proposal turns in the form of “New Theory” of farming. It can be
considered as a proper way to carry out economic activities according to
Buddha Dhamma.
Having analyzed the difference between western and eastern views on
economic model, the one that is closest to Buddhist economics is Humanistic
Economics since the beginning of 1960‟s. Humanistic Economics focused on
human need which has been equated with the concept of value. It classifies the
human needs ranging from material value or material need and progressing
through social value to moral value.
The common ground of both humanistic and Buddhist economics is that both
focus on human needs instead of want or desire or cravings as a driving force.
Human needs are the basic foundation for all human beings regardless of time,
race, ethnicity, tradition and culture. The only difference between the two is the
growth in human value. As humanistic economics roots in western culture and
civilization, its analytical and classification tool rests mainly on behavioral
science with high emphasis on the concept of “self”. Humanistic economics
already systematically give the light in human nature from external analysis of
human being. Buddhist economics explains the functioning of the human mind,
mainly focus on non-self or anatta, which is the starting point for the creation
of panna or human intellectual capital. Pana is the most important concept in
Buddhism knowledge, while atta or self is an illusion.
Neuro Economics ( Brain-Mind-Body)
The five aggregates consists of rupa (corporeality), vedana (feeling), sanna
(perception), sankhara (mental formation) and vinnana (consciousness), are the
causally conditioned element of existence formation forming a being or making
us the so called “self”. Rupa or corporeality serves a door to allow external
information to flow inside and consists of six important parts as the receiver of
information. The are the eyes for seeing, the ears for hearing, the nose for
smelling, the tongue for tasting, the skin for sensing, and most importantly, the
mind for understanding.
Most westerns understand Happiness from pleasure or hedonism. It is a
pleasure from acquisition or sensual pleasures or kamasukha. However, the
higher of happiness can be achieved without the acquisition of things. This can
be find out from Thainess service. It is the condition of the more purified mind
, serving customer from inside, resulting from giving or contributing such as
giving friendship or metta, or helping others relief from dukkha or karuna,
happiness from having calm mind or Samadhi, and happiness from being
surrounded by natural beauty or sappaya. It is a truly mental condition
emanicipation of the mind from all defilements of to understand everything in
its own nature. These service-minded capital especially metta and karuna will
create the happiness spiral for sustainable society.
Eight-fold noble path are proposed to eventually achieve the nibbana.
Sila Samadhi Panna
- right speech - right effort -right understanding
- right conduct - right mindfulness -right mental attitude
-right livelihood - right concentration
The goal of Buddhist Economics is for human beings to achieve sukkha without
any burden to oneself or others. Utility and satisfaction theory will be
emphasized.
Purposes of the study
The aim and objectives of the research are
To study key service world-class organizations.
To create Thainess service language mind-map.
To create national branding for creative economy by using “Thainess
service language”.
To achieve world-class standard of customer satisfaction by using
“Thainess service language”.
Literature Review
Thai culture
There are two primary perspectives from which a culture can be understood,
namely through „emic‟ and „etic‟ classifications. Epic is a description of typical
global value, attitude, manner of a typical behavior that can be applied to other
cultures. Many cultural behavioral dimensions of Thai culture can be viewed
by “looking from the outside in” within the international business frameworks.
By integrating the model o the most influential models of culture, namely
Hofstede, 1980, Hall, 1976 and Trompenaars, 1997, summarized Thailand as
follows:
Collectivism
Hierarch
Relation-based
High-text
An emic account is a description of behavior or belief in terms of cultural
specific, by looking from inside out. The indigeneous cultural mental language
based on the cognitive construct of kreng jai, bhun khun, nam jai, hen jai and
sum ruam. Structurally, from the global perception, the Thai culture can be
classified based on Etic perspective as first impression management manner
especially Thai people has the “impressive Smile” widely known as Land of
Smile.
The role of cultural context
Edward Hall (1976) presented the highly influential concept of high and low
context as a way of distinguishing between and understandingt different cultural
norms.A high-context communication behavior can be defined as one in which
most of information is already in the person while low-context culture
cokmmunication is from the quantity of the information in the explicit code
(Samavor and Porter, 1995, p.101).
Thailand has repeatedly ranked as one of the strongest high-context culture
(Meal and Andrews, 2009; Hollesen, 2004; Keegan, 1999). Thai people carry
within them highly developed and refined notions of how most interaction will
unfold, of how they and the other personal will behave in a particular manner.
Thais have more indirect behavioral style of communication: less explicit with
highly nonverbal communicate.In Thailand, people are more likely to covey the
message by manipulating the context because of the collectivist culture One of
the most important goals of communication is to maintain harmony and face
saving. Saying „no‟ is difficult because it is impolite. The relationship building
is important. The following table demonstrates the comparative characteristics
of high-context and low-context cultures
Hofstede‟s cultural differences model is based on data collection known as „the
Values Survey Module‟, collecting from a questionnaire of 116,000 ployees in
branches and affiliates of IBM in fifty countries and three regions. The
summarization of results reflects the national cultural characteristics dimension
of a country (Hofstede, 1980, 1997).
According to Hofstede‟s model of work value, Thailand‟s culture is relatively
hierarchical, collective, feminine and with moderately more likely to avoid
uncertainty.
The word culture apparently originates with the Latin culture, which is related
to cultures, which can be translated as “cult” or “worship.” This meaning is
helpful in understanding the use of the term. Members of a cult believe in
specific ways of doing things, and thus develop a culture that enshrines those
beliefs.
Culture Definition
A definition by Terpstra and David (1985) serves to delineate what is
meant by culture in this context:
Culture is learned, shared, compelling, interrelated set of symbols whose
meaning provides a set of orientations for members of a society. These
orientations, taken together, provide solutions to problems that all
societies must solve if they are to remain viable.
To sum up the above definitions, culture can be described as the collection of
values, beliefs, behaviors, customs, and attitudes that distinguish a society. A
society‟s culture provides its members with solutions to problems of external
adaptation and internal integration.
Culture can be studied at different levels from organizational, business ,
regional, national, to international level. However, in this study a national
culture will be focused since it is best embodied in the values Thai people hold.
Thai culture shapes people‟s beliefs and attitudes and guide normative behavior
to perform in everyday life.
Values have been described as enduring beliefs that specific modes of conduct
or states of existence are socially preferable to their opposites (Rokeach, 1973).
A value system is seen as a relatively permanent perceptual framework that
influences an individual‟s behavior (England, 1978). Cultural values establish
the norms or standards by which everything in a society is judged. Not all
members of a cultural group will hold exactly the same values (Hofstede,
1984). A value system represents what is expected or hoped in a society, not
necessarily what actually occurs. In the past 20 years, researchers have
attempted to develop a composite picture of culture by studying the differences
among cultural values. This has been done in two ways. Some studies have
looked at the cultural dimensions that reflect similarities and differences among
cultures(for example, Hofstede, 1980). Others have used these findingsto
group countries into clusters of nations with similar cultures(Ronen and
Shenkar, 1985). The purpose of this article is not to review these studies, but to
look at an alternative way to classify cultural values.
A Classification study of Chinese Culture
Part of Thai culture is embedded from Chinese‟s value and belief. Many of
Thai population are come from China. Therefore, it is important to understand
Chinese classification as an influence on Thai culture.
Two most widely used models are Kluckhohn and Strodtbeck‟s(1961) five
dimensions and Hofstede‟s (1984) Value SurveyModel (VSM). However, the
problem with these modelsisthat the scope istoo narrow or simplistic with only
four or five variables. Both modelscould not be used asa true representation
of the complexity of a national culture, particularly in the case of Hofstede‟s
VSM that is mainly concerned with business culture rather than national
culture.
An alternative method is the one used in an earlier study by the Chinese Culture
Collection (1987). After consulting a number of Chinese social scientists, the
survey developed a list of 40 key values. For the purpose of this article, these 40
cultural values have been reexamined and fully amended to produce a
new list of Chinese Culture Values (CCVs) shown in Table 1a (in English)
After an extensive review of literature on Chinese culture and management, the
author believes that these following values are equally important but missing
from the original list. They are: bearing hardship, governing by leaders instead
of by law, equality/egalitarianism, li/propriety, people being primarily good,
kinship, veneration for the old, deference to authority, conformity/group
orientation, a sense of belonging, reaching consensus or compromise, avoiding
confrontation, collectivism, not guided by profit, guanxi (personal connection
or networking), attaching importance to long-lasting relationship not gains,
morality, Te (virtue, moral standard), Wisdom/resourcefulness, being
gentleman anytime, obligation for one‟s family, and nation, pragmatic/to suit a
situation, contented with one‟s position in life, orientation to the past,
continuity/being part of the history, taking a long range view, the way (Tao),
fatalism/Karma (believing in one‟s own fate), Yuarn, harmony between man
and nature, and the unity of Yin and Yang.
These core values can be summarized into eight categories, namely national
traits, interpersonal relations, family (social) orientation, work attitude, business
philosophy, personal traits, time orientation and relationship with nature.
National Branding
Travel and tourism is the second largest global industry with daily international
revenues of approximately US$2 billion, and investments of 12 percent of
world GDP. Though this is a highly competitive industry, there is a paucity of
academic research on destination branding. This paper aims to present a
branding framework for designing successful destination strategies. This
exploratory study seeks to determine key factors that affect the strategic
branding of destinations.
There is a paucity of academic research in this field (Pike, 2005) in an industry
with daily revenue of over US$ 2 billion (Future Brands, 2006). This is a
growing industry with less than 12 percent of the world population flying
internationally (IATA, 2007; WTTC, 2007). In 2006, Travel and Tourism
(T&T) contributed 10.3 percent to world GDP, had 12 percent of global
investments and 8 percent of all jobs (WTTC, 2007; Arnold, 2007).
Competition is fierce with 194 nations clamoring for a share of the tourist‟s
heart, mind and wallet. This indicates a need for a more strategic approach to
branding as brand position leads to greater economic value (Matear et al., 2004;
Davis, 2002), growth and welfare. A study by Fan (2006) found that brand
owners outperformed their OEMs in terms of profits by a ratio of 50:1. A strong
international marketing strategy improves financial and brand performance
through identification and achievement of specific brand values (Wong and
Merrilees, 2007; Meenaghan, 1995).
Brand image and Brand personality
Brand image and brand personality are key components of brand loyalty and
brand positioning (Plummer, 1985; Keller, 1998). Although several models
exist to explain the two concepts, much ambiguity surrounds the relationship
between brand image and brand personality. Poor conceptualization and
a lack of empirical studies have hampered progress in understanding this
relationship.
At the theoretical level, two issues can be identified: definitional inconsistencies
and the interchangeable use of the terms brand personality and brand image.
Patterson's (1999) review of the branding literature identified 27 definitions of
brand image and 12 definitions of brand personality. In some instances, brand
image has been defined in terms of brand personality (e.g., Hendon and
Williams, 1985; Upshaw, 1995). The terms brand image and brand personality
have also been used interchangeably in the literature (e.g., Smothers, 1993;
Graeff, 1997). Patterson (1999) concluded that most studies fail to distinguish
between the concepts of brand image, brand personality, brand identity and user
image. Still, some scholars have attempted to provide some theoretical
explanations of the nature of relationship between brand image and brand image
(e.g., Plummer, 1985; Patterson, 1999). For these authors, brand image is
conceptualized as a more encapsulating concept and, as such, has a number of
inherent characteristics or dimensions including brand personality, user image,
product attributes and consumer benefits. For example, in their brand model,
Heylen et al. (1995) posit that brand personality and brand identity are two
antecedents of brand image. However, this conceptualization contrasts with
Kapferer's (1997) identity prism, in which personality and self image
are seen as antecedents of brand identity, along with physical, relationship,
reflection and culture dimensions. Thus, the lack of theory development has
resulted in much confusion, and this impedes the establishment of managerial
implications. In the tourism literature, destination image has been identified
as a key component of destination loyalty. However, to the best of our
knowledge, no study has yet investigated the relationship between destination
image and destination personality.
Destination branding
“A brand is a consistent group of characters, images, or emotions that
consumers recall or experience when they think of a specific symbol, product,
service, organization or location” Simeon (2006, p. 464). Branding must
“attract and keep customers by promoting value, image, prestige, or lifestyle”
(Rooney, 1995, p. 48). It must communicate
information, minimize risk or increase trust (Knox, 2004), help identify or
recall key factors, differentiate from competition and facilitate
recommendations (Palumbo and Herbig, 2000). For destinations this is
challenging as they attract a diversity of customers and the delivered product is
often highly customized with the customer in control.
Destination brands are similar to corporate brands, as they act as umbrella
brands for a portfolio of leisure, investment and business tourism, and
stakeholder and citizen welfare products (Trueman et al., 2004). Goodwill is
created through a unique identity by considering the diversity of stakeholder
needs (Hatch and Schulz, 2003). Destinations like corporations are subject to
increasing market complexity (globalization, internal and external government
policies, foreign exchange fluctuations and natural environment) and increasing
marketing costs, which warrants a corporate branding approach as posited by
Xie and Boggs (2006). Hence corporate branding strategies can be extrapolated
to the destination context. Destination brands are also similar to product and
services. They have both tangible and intangible components, are mostly
service dependent, and can bepositioned through the use of slogans (Pike,
2005). Country of origin (COO) applies in the destination service context
(Javalgi et al., 2001). It requires greater emphasis on factors internal to the
organization, especially the role of employees (for destinations,
this refers to citizens) in the brand building process (Harris and de Chernatony,
2001).
Quality of Experience (QoE)
A new kind of economy – the experience economy – is emerging in which
increasing numbers of industrial practitioners realize the importance of
capitalizing on the customer experience (Carbone, 1999; Pine and Gilmore,
1999). Pine and Gilmore (1999) conceptualized the customer experience by
entertainment, education, escape, and
estheticism. These four categories differ according to the distinct level of their
absorption into and participation in the products and services on offer.
Capturing the theme of experiential value, Schmitt (1999; 2003) suggested that
industry pursue experiential marketing management in an effort to manage the
customer‟s entire experience of a product and a brand. He disassembled
experience into five types: sense, feel, think, act,
and relate. Sense experiences enable customers to satisfy their need for
estheticism. Feel experiences refer to customers‟ perceptions of fun and
pleasure. Think experiences satisfy customers‟ desire to seek opportunities to
broaden their knowledge and learn new things. Act experiences reflect their
personal ties with a brand and company, which helps them to develop
individual actions and lifestyles. Finally, relate experiences involve the social
networks and interrelationships among customers, which then produce a feeling
of belonging to the community and to society. Cai and Hobson (2004) adapted
and extended the experience economy and experiential marketing concepts to
the lodging industry. They provided a four-state continuum of the lodging
marketplace by equating the state of experience as the fourth economic
progression along with that of brand. In a similar vein, in the experience
economy, a successful hotel brand aims to ensure positive and multidimensional
experiences for its guests so as to win a differentiated position in their minds.
On their websites, Langham Hotels are promoted as creating new hospitality
experiences that exude graceful and timeless elegance and blend a sense of the
past with the contemporary. The Marco Polo Hotels‟ website states that guests
are warmly welcomed to their “home” and offered an authentic hospitality
experience.
Experience economy
In today‟s experience economy, there is an economic transformation from
service toward experience (Pine and Gilmore, 1999). This requires the
pragmatic implementation of experiential (Schmitt, 1999) and hedonic
marketing (Hirschman and Holbrook, 1982; Hirschman, 1984). The studies of
experience in the tourism and hospitality industry have mainly been based on
five models (Prentice et al., 1998). The primary model is the exploration of
tourist typologies, including the package of sociological and psychological
needs that tourists desire to fulfill through traveling. For instance, Cohen (1979)
discussed five types of tourism: recreation, diversionary, experiential,
experimental and existential. Tourists who desire recreational and diversionary
experiences are likely to seek out opportunities for pleasure and entertainment,
whereas tourists of the latter three types prefer to learn about different cultures
or acquire new skills (Uriely and Belhassen, 2005). Similar studies have
examined the leisure experience (Mannell and Iso-Ahola, 1987). In fact, these
different types of experiences show that tourists have a wide range of
needs that are located at different levels of Maslow‟s hierarchy of needs
(Maslow, 1943, 1970). Pearce and his colleague (Pearce, 1988; Pearce and Lee,
2005; Pearce, 2005) successfully applied this concept to the tourism and
hospitality industry by developing a revised version of Maslow‟s hierarchy,
termed the “travel career ladder/pattern.” However, the needs that can be drawn
from this ladder/pattern are limited. Sociopsychological needs are better
captured by the push factors of motivation theory (Chon, 1989; Jang and Cai,
2002; Rishi et al., 2008). These include the need for relaxation (Zhang and
Lam, 1999), escape (Oh et al., 2007), nostalgia (Pearce and Lee, 2005),
sensation (Oh et al., 2007), freedom (Pearce and Lee, 2005), novelty (Zhang
and Lam, 1999), pleasure (Oh et al., 2007), fantasy (Hirschman and Holbrook,
1982), safety (Otto and Ritchie, 1996), family togetherness (Zhang and Lam,
1999), human relationship enhancement (Zhang and Lam, 1999), knowledge
and education (Oh et al., 2007), egoenhancement (Otto and Ritchie, 1996), and
self-achievement (Pearce and Lee, 2005). These types and dimensions of
experience have been proved valid for the hotel industry (McIntoch and Siggs,
2005; Oh et al., 2007; Otto and Ritchie, 1996). Therefore, it has been
determined that a well-managed hotel brand should be able to satisfy these
experiential needs in the creation of experiences (Keller and Lehmann, 2006).
Klaus and Maklan (2007) maintained that a superior and profitable brand in
today‟s service-dominated competitive world delivers QoE rather than quality
of service. There is a paucity of knowledge about the experiences of hotel
guests. McIntosh and Siggs (2005) suggested that customers in the hotel
industry are concerned with whether their experiences have a unique character
and are personalized, homely, of quality, and value-added. Zins (1998)
successfully explored guests‟ experiences as related to the satisfaction of their
personal needs in five middle- and upper-class theme hotels in
Austria. The psychographic concepts therein explained customers‟ intrinsic
needs, paralleling Maslow‟s hierarchy of needs (Maslow, 1943, 1970), and push
motivational factors. Otto and Ritchie (1996) also identified four experience
dimensions of hotel services, namely, hedonics, peace of mind, involvement,
and recognition. These four dimensions of the hotel stay experience were
presented in ascending order, as per Maslow‟s hierarchy (Maslow, 1943, 1970).
In a more recent study, Oh, Fiore, and Jeoung (2007) explored hotel guest‟s
experiences in the U.S. bed and breakfast industry, a special category of the
hotel industry. This exploratory work was based on Pine and Gilmore‟s (1999)
four conceptual realms of experience: entertainment, education, escape,
and estheticism.
Brand Equity
From the foregoing discussion, it is evident that brand equity can be
disaggregated into four components: brand awareness, brand associations, QoE,
and brand loyalty. Specifically, brand awareness refers to “the ability of a
potential buyer to recognize or recall that a brand is a member of a certain
product category” (Aaker, 1991, p. 61). Although brand associations often
reflect the search and emotional attributes of a hotel brand image (Aaker, 1991),
in the present study, the term is restricted to search attributes alone. The
emotional or experiential attributes are thought to be associated with QoE,
which measures hotel guests‟ perceptions of the extent to which their socio-
psychological needs have been fulfilled. Brand loyalty is defined as a biased
response, expressed over time, to one or more hotel brands within a set of such
brands (Dick and Basu, 1994; Franzen, 1999; Oliver, 1999). Overall brand
equity fundamentally manifests the power of a brand name to make the
affiliated product distinct from unbranded product.
Religion as a service branding tools
Icons
The best-known Buddhism icon is the Meditative Buddha. This carries an
enormous symbolic language by representing a way of life, a belief system, and
a community traditions and practices for millions of Thais. This Buddha iconic
message can be multilayer meanings and representations. However, Busshas
have been glonally adopted by a multitude of non-Buddhists of other faiths who
are seeking and emlightenment in one form or another. The Buddha image can
be seen all over Thailand in pendants, in printing, in statue, and in print. They
appear in various respective form of material substance in Thai society. Buddha
image is central to the formation of Thai society, providing a sense of belonging
and a share of core values.
Ten tools of sensory branding, serving as the ultimate role model for
branding are follows:
1. A unique sense of belonging
2. A clear vision with a sense of purpose
3. Take power from your enemies
4. Authenticity
5. Consistency
6. Perfection
7. Sensory Appeal
8. Rituals
9. Symbols
10.Mystery
Superstition Bonding
In Thailand, superstition becomes tradition. Religion does provide a role model
in terms of offering traditional and lifetime wisdom with a depth rooted
meaning. Many brand builders can learn from the way religion has
communicated it message through myth, symbol and metaphor over long time.
Thais absorbed dialog, folklores, stories and captivated by the history, symbols,
and historical footprints and written expressions. They touch us at a
fundamental emotional level, which precludes any rational discussion.
Currently , most people are searching for emotional fulfillment and spiritual
connection. The steady attraction to alternative religions has become a fact of
life.
Self-presentation
The creative economy is new paradigm shift that embrace economic, cultural,
technological and social aspects of development at both macro and micro
national economic levels. The “Thainess Capital” will be an initiative
economic driver used to foster national intellectual capital for building
competitive national brand equity benefit as the key driving forces for economic
growth and value promoting development in this rapid changing era. Creativity
of Thainess Capital will be shaped as the formulation of new ideas for national
branding to foster service economy, enhancing productivity and economic
growth of Thailand. Thainess Capital will be created from the Thai normative
wisdom, values and beliefs of Thai people as self-presentation appearance and
behaviors in everyday life to perform the best performance.
Thainess capital creation is associated with originality, imagination, inspiration,
ingenuity and inventiveness from the inner mental model representing as Thais
identity and values for delivering best service-minded and expressing creative
hospitality ideas; associated with knowledge, these intangibility are the key
essence of Thainess intellectual capital. Thainess capital Knowledge
management of Thai creativity, culture and economic will be modeled towards
a multidisciplinary model centered on the service dominant of Thai economy.
A Luxury Value Perception
Following a comprehensive understanding of the luxury construct, all relevant
present and potential value sources of the consumer„s luxury perception should
be integrated into one single model. Generally, values can be regarded as
beliefs that guide the selection or evaluation of desirable behavior or end states
(Schultz and Zelenzy 1999). With regard to consumption values which directly
explain why consumers choose to buy or avoid particular products (Sheth et al.
1991), different types of values influence consumers„ purchase choices: A
customer„s luxury value perception and the motives for luxury brand
consumption are not simply tied to a set of social aspects of displaying status,
success, distinction and the human desire to impress other people, but also
depend on the nature of the financial, functional and individual utilities of the
certain luxury brand. Pointing to the fact that luxury value lies in social and
individual as well as in functional and financial aspects, it is important to
synthesize all relevant cognitive and emotional value dimensions in a
multidimensional model.
Drawing on existing luxury research literature as well as Bourdieu„s capital
theory (1986) proposing economic, cultural, and social capital, our model
extends the Vigneron and Johnson five-dimension framework in order to
enhance the current understanding of consumer motives and value perception in
relation to luxury consumption. The question of what really adds luxury value
in the consumer„s perception is defined in this paper through the existence of
four latent luxury value dimensions:
1. Financial Dimension of Luxury Value Perception – The financial
dimension addresses direct monetary aspects such as price, resale price,
discount, investment, etc. It refers to the value of the product expressed
in dollars and
cents, and to what is given up or sacrificed to obtain a product (e.g.,
Ahtola 1984; Chapman 1986; Mazumdar 1986; Monroe and Krishnan
1985).
2. Functional Dimension of Luxury Value Perception – The functional
dimension of luxury refers to the core benefit and basic utilities that drive
the consumer based luxury value such as the quality, uniqueness,
usability, reliability,
and durability of the product (Sheth et al. 1991).
3. Individual Dimension of Luxury Value Perception – The individual
dimension focuses a customer„s personal orientation on luxury
consumption and addresses personal matters such as materialism (e.g.,
Richins and Dawson
1992), hedonistic and self-identity value (e.g., Vigneron and Johnson
2004; Hirschman and Holbrook 1982).
4. Social Dimension of Luxury Value Perception – The consumption of luxury
goods appears to have a strong social function. Therefore, the social dimension
refers to the perceived utility individuals acquire by consuming products or
services recognized within their own social group(s) such as conspicuousness
and prestige value, which may significantly affect the evaluation and the
propensity to purchase or consume luxury brands (Vigneron and Johnson 1999,
2004; Bearden, and Etzel 1982; Brinberg and Plimpton 1986; Kim 1998).
These key dimensions of luxury value perception encompassing the financial,
functional, individual, and social aspects are strongly correlated but not
identical with each other as shown in Figure 1 (see image below).
Nonverbal communication
Mehrabian (1969) first introduced the term immediacy cues, which includes eye
contact, interpersonal distance, body lean, and body orientation, and defines
immediacy as “communicative behaviors which enhance closeness to another”
(Mehrabian, 1969, p. 203). According to Mehrabian (1971), nonverbal
immediate behaviors are actually abbreviated forms of approach and avoidance.
For example, the lifting of a hand to greet someone at a distance is an
abbreviated reach to touch, while pushing back in a chair when one wants to
end a conversation may be considered an abbreviated movement of departure.
Variations of these behaviors create the closeness associated with immediacy
and contribute to the verbal messages of the sender. Mehrabian also stated that
individuals‟ behaviors could contribute to feelings of like or dislike and could
make the interactional partner feel either good or bad about self.
Rifkind and Harper (1993) found that nonverbal immediacy behaviors include
(a) eye contact, (b) relaxed body posture and positioning, (c) gestures, (d)
smiling, (e) facial and vocal expressiveness, (f) appropriate touching, and (g)
physical proximity. During a communicative encounter, nonverbal affect was
both encoded and decoded within the interaction. Along with the verbal
message, receivers based their opinion of the message sender on the basis of
these nonverbal cues. Regardless of the verbal message presented, individuals
relied heavily on the information sent through nonverbal channels to ensure that
the perceived actions matched the words of the message sender, indicating that
verbal messages were less important than nonverbal immediacy behaviors.
Mehrabian (1971) stated that individuals could generally establish an
impression in terms of the immediacy principle: “People are drawn toward
persons and things they like, evaluate highly, and prefer; and they avoid or
move away from things they dislike, evaluate negatively, or do not
prefer” (p. 1). Behaviors contribute to this feeling of like or dislike; through a
series of immediate behaviors, one is able to make a conversational partner feel
either good or bad.
Using nonverbal behavior in an immediate manner may ensure the positive
effect of a message and establish a positive relationship among communicators.
Mehrabian (1971) indicated that to create a sense of attraction and liking within
others, individuals may use nonverbal immediacy. Studies on immediacy found
that nonverbal messages may be used strategically for the benefit of both
partners during an interaction. As a result, employing nonverbal communication
in an immediate manner tends to ensure the positive effect of a message and
establish a positive relationship among encounters (Mehrabian, 1971). Rifkind
and Harper (1993) indicated that during a conversation the face, especially
around the eyes, communicates the most immediacy. Eye contact and gaze are
considered to be affiliative messages that increase liking. Even the positioning
of the body when conversing affected immediacy. Also, reducing distance
between individuals to achieve opportunities for more direct eye contact
increases immediacy. An example that supports this point of view is when an
individual stands with arms crossed in front of the chest and leans backwards,
which may be interpreted as a lack of care and unresponsiveness; this action
depends, however, on the context of the conversation and its interpretation by
the individual. Another example is that when an individual increases speaking
rate, pitch variation, and vocal expressiveness, the vocal actions convey a
higher level of immediacy. Further, when an individual uses a slower rate of
speech, speaks in a monotone voice, and pauses numerous times, there is a
decrease in the immediacy experience. Rifkind and Harper (1993) indicated that
touching behaviors on the hand, forearm, shoulder, and back also increases
perceptions of immediacy. As has been previously noted, using nonverbal
immediacy behaviors may have a positive outcome in communication. Many
researchers confirm the notion that immediacy behaviors increase liking in
teacher-student relationships in the classroom. According to Imada and Hakel
(1997), greater immediacy is attributed to greater liking. In a situation where
liking is essential for communication effectiveness or persuasion, the use of
nonverbal immediacy may be advantageous for the participant. Researchers
noted that those who exhibit immediate behaviors are better liked and seen as
more motivated and more competent (Buhr, Clifton, & Pryor, 1994; Mehrabian,
1971). Positive characteristics associated with immediate behavior encourage
those around the individual to follow directions. Through a series of immediate
behavior actions, one may make a conversational partner experience either
positive or negative feelings about self. Using nonverbal immediacy ensures the
positive effect of a message, and thereby establishes a positive relationship
between communicators. Although there are certain situations in which
nonverbal immediacy may not prove appropriate, the research indicates that
high levels of compliance may be achieved through immediacy. This
compliance is most beneficial in communicative situations as well. In addition,
studies on immediacy found that this nonverbal behavior may be used
strategically for the benefit of both partners in a conversation, as well as for
others who encountered immediacy.
Intercultural communication
According to Hall (1990), "culture is a technical term used by anthropologists
to refer to a system for creating, sending, storing, and processing information
developed by human beings, which differentiates them from other life forms"
(p. 183). Gudykunst and Kim (1984) defined culture as a theory "for
interpreting the world and knowing how to behave" (p. 13). Keesing (1974)
defined culture "as a system of competence shared in its broad design and
deeper principles, and varying between individuals in its specificities" (p. 89).
From all these definitions, culture may be viewed as part of an intercultural
communication process. Intercultural communication reflects communication
between two individuals from two different cultures through an exchange of
interacting, sharing, and interpreting information. The best outcome for
intercultural communication may be when people encounter cultural differences
between one another and interact favorably despite these differences.
Eastern
Language
Perception
Western
Language
Perception
Chen and Starosta (1998) defined intercultural communication as "the
communication between people from two different cultures" (p. 28). One
consistent factor that distinguishes intercultural communication from other
forms or types of communication is the relatively high degree of difference in
the cultural and experiential backgrounds of individuals. Kim (2001) explained
that intercultural communication employs the concept of stranger to integrate
various types of intercultural situations into a continuum of interculturalness,
with differing degrees of cultural difference, unfamiliarity, and psychological
distance involved in specific communication encounters. (p. 140)
Condon and Yousef (1975) asserted that we "cannot separate culture from
communication, for as soon as we start to talk about one we are almost
inevitably talking about the other too" (p. 34). Thus, intercultural
communication includes cultural communication, which focuses on
understanding communication within a particular culture. Hall (1976) identified
two dimensions of culture that influence intercultural communication:
individualism-collectivism and high and low context. These were factors that
varied across cultures.
Individualism-Collectivism
In individualistic cultures, individuals focus on personal self and goals. Persons
in the individualistic cultures emphasize a need for privacy, voice personal
opinions, and are accustomed to freedom in speech through verbal self-
expression. In collectivistic cultures, however, the focus rests on group goals
and group harmony. Persons in these cultures emphasize community, shared
interests, and maintaining face. Additionally, in collectivistic cultures, "people
belong to in-groups or collectivities which are supposed to look after them in
exchange for loyalty" (p. 419), especially those groups which are important to
all members and those groups for which individuals will make sacrifices
(Triandis, 1988). Inversely, Hofstede and Bond (1984) stated that in
individualistic cultures, "People are supposed to look after themselves and their
immediate family only" (p. 419).
Andersen (1985) asserted that individualism and collectivism determine how
individuals live together–for example, whether they live alone, with family, or
in tribes. People in individualistic cultures emphasize their own space or
regulated access to privacy. Gudykunst and colleagues (1996) asserted that
individualism and collectivism affect multiple aspects of nonverbal
communication. As mentioned earlier, individualistic people prefer more space
than those in collectivistic cultures, whereas people in collectivistic cultures
tend to have close proximity due to an interdependent life style. In addition,
Andersen (1988) indicated that people in individualistic cultures are responsible
for their own happiness while collectivists focus on group happiness rather than
personal happiness. This may lead to persons from an individualistic culture
tending to smile more than persons in a collectivist culture (Tomkins, 1984).
Low-High Context Cultures
Hall (1976) explained the terms low and high context cultures by noting that
"low-context culture occurs when the mass of information is vested in the
explicit code" (p. 70). High-context culture occurs when "most of the
information is either in the physical context or internalized in the person, and
very little in the coded, explicit, and transmitted part of the message" (Hall,
1976, p. 79). Gudykunst and Ting-Toomey (1988) indicated that people in
individualistic cultures are likely to represent low-context culture, due to the
use of direct communication with a focus on verbal communication. People in
collectivistic cultures, on the other hand, are more likely to display a high-
context culture by virtue of their use of indirect communication and emphasis
on nonverbal communication.
Neuliep (1997) explained high-context cultures generally have a restricted code
system. A restricted code system relies more on the contextual elements of the
communication setting for information than on the actual language code. Within
a high-context transaction, the interactant will look to the physical, social, and
psychological environment for information. Because interactants in a high-
context culture know and understand each other and their appropriate role,
words are not necessary to convey meaning. (Neuliep, 1997, p. 435) As
mentioned above, a high-context culture relies more on physical context and
has little explicit encoding, whereas a low-context culture focuses more on the
meaning of behaviors in the messages and should be explicitly coded (Hall,
1976; Lustig & Koester, 1999). This is because verbal messages in a low-
context culture must be clear descriptions with specific meanings. In contrast, a
high-context culture tends to emphasize nonverbal meanings. As a result,
people from a low-context culture may perceive those from a high-context
culture as unattractive, due to the differing emphasis of high-context culture on
verbal communication. Generally, people from a low-context culture are
perceived as being more talkative than people from a high-context culture, who
are less verbally communicative.
Service employees' nonverbal behavior remains virtually unexplored despite its
importance with respect to the outcome of service encounters. There are still few
study of research attention on an investigation of the role of nonverbal
communication on customers' evaluations of luxury service consumption
experiences in Thai society. The main contribution of the present paper is to
develop an integrated conceptual framework of Thainess luxury service language
for value creation perception. However, what is relatively unclear is the nature of
the effect of service employees' socio-cognitive behavior to utilize their nonverbal
behaviors for impression management on customers' perceptions of service
satisfaction. Thainess service characteristics for excellence service language
delivery will be identified and captured especially mainly as nonverbal
communication ways. This lack of clarity is unfortunate because research in the
communication field reveals that the nonverbal components are at least as
important as the verbal components of interpersonal communication in shaping
the outcome of employee-customer interactions (e.g. Barnum and Wolniansky,
1989; Burgoon et al., 1990). In fact, nearly half of the variations in response to
interpersonal communication can be attributed to nonverbal factors (Mehrabian,
1981). It is even suggested that nonverbal communication, the form of
communicating thoughts and emotions without using words, accounts for nearly
70 percent of all communication (Barnum and Wolniansky, 1989).
Past research in sociology and communication indicates that individuals learn
from early childhood how to use nonverbal behavioral signals as a
communication vehicle (Palmer and Simmons, 1995). In fact, the manner in
which individuals learn to communicate nonverbally is similar to how they
learn a vocal language. Once having learned to communicate nonverbally,
individuals consciously and unconsciously integrate nonverbal cues into
conversations, using them to convey specific social meanings such as intimacy,
immediacy, involvement, and dominance (Burgoon, 1991)
Service Quality
Many of previous research focus on macro service issues, such as the
antecedents of services quality (e.g. Bolton and Drew, 1991), the relationship
between service quality and business profitability (e.g. Rust et al.,1995), and
service recovery efforts (e.g. Webster and Sundaram, 1998).
Customer Satisfaction Research
The first customer satisfaction research is occurred in the early 1980s. Works
by Oliver (1980), Churchill and Surprenant (1982), and Bearden and Teel
(1983) tended to focus on the opeationalization of customer satisfaction and its
antecedents. By the mid-1980s, the focus of the research had shifted to
construct refinement and the implementation of strategies designed to optimized
customer satisfaction, according to Zeithaml, Berry and Parasuraman (1996,
p.31).
SERVQUAL
Particular scientific inquiry and the development of a general service quality
theory can be accredited to Parasuraman, Berry, and Zeithaml (1985). They
proposed the ration of perceived performance to customer expectations was
critical to maintaining satisfied customers. Their mulyi-item SERVQUAL
scale is considered one of the first attempts to operationalize the customer
satisfaction construct. The battery of items used in the SERVQUAL multi-item
scale is still used today as a foundation for instrumental service development.
The primary service quality measurement factors considered in the scale
involved tangibles, reliability, responsiveness, assurance, and empathy. The
primary research question involved which of the five areas was the most
important to customer satisfaction. However, maximizing customer satisfaction
does not necessarily reflect the corporate altruism, or direct to tangible benefit.
The underlining premise, especially before early 1990s, was that satisfied
customers yield greater profitability and leading to be more successful. And yet
only there are limited empirical evidence supported this notion.
Buzzle and Gale (1987) yield evidence to support the link between market share
growth and service quality; nevertheless, the be short of of enough substantive
evidence supporting the contention that customer satisfaction was instrumental
in ensuring the corporate profitability led to council on Financial Competition
to the following reflection in 1987: “ Service quality as an issue is seriously
overrated; service certainly is not as important as the mythic proportions it has
taken on in industry trade publications and conferences.” This typical
skepticism likely precipitated a flurry of previous academic and industry
research focus on linking customer satisfaction to corporate profitability and
market share.
Rust and Zahorik (1993) focused on the financial banking industry. Their
research related customer satisfaction, retention, and profitability. The author
confirmed that retention rated has driven market share and customer satisfaction
is a primary determinant of retention. Their model permitted Rust and Zahorik
to determine the spending levels of each satisfaction elemenmt which will
maximize profitability, subject to the assumptions of the model and accuracy of
parameter estimation (1993, p. 212). Furthermore, Rust and Zahorik (1993, p.
211) suggested a number of ways companies could improve customer
satisfaction and thereby increase intention rates that create creative financial
benefit. Among these were “ training programs to help personnel to ben more
responsive to customers, upgrade facitities, beteer data handing systems,
customer surveys and newsletters.”
Zeithaml et al. (1996) refined the linkage between cutomer satisfaction and
profitability by focusing on a n interventing variable: retention. The author
represented for objectives related to the study:
A synthesis of existing research that links service quality and behavior
outcomes
A hypothetical model that relates service quality to certain behaviors that
precede defection
Presentation of empirical evidence connecting service quality and
behavioral intentions
Development of a fundamental research agenda that will link individual-
level behaviors to outcomes like customer purchase and retention
Behavior intentions were developed in an effort to capture the full range of
possible product and service outcomes. A 13-item battery was developed and
partially based on previous study by Cronin and Taylor (1992) and Boulding,
Kalra, Staelin, and Zeithaml(1993) that apparently determine a wider range of
behavior intentions. Some of the unique survey content involved likelihood to
pay a premium price and behavior loyalty despite price increases. Figure
below summarizes the five factors encompassed five dimensions for behavior
intent.Anderson and Fornell (1994) studied a large data set to product empirical
evidence that customer satisfaction pay off with greater profits. Their research
are mainly focus on customer satisfaction, share, and profitability.
Thai values and behaviors
Suntaree Komin (1990) researched about Psychology of Thai people: values
and behavioral patterns. She summarized that Thai value system representing
the collective “cognitive blueprint or the mental programming.” Most Thai
people possessed their value through socialization, to guide their lives as
desirable members of Thai society. The high consistency of the value rankings
not only substantiates the relative stability nature of value, but also constitutes
to the relative stable patterns of culture and personality as national characteristic
or national character. In this research, the list of 20 Terminal values and 23
Instrumental values were studied. The value study was measured from 6
different age groups.
Rokeach defines values as “abstract ideals, positive and negative, not tied to
any specific objects or situation, representing a person‟s beliefs about modes of
conduct and ideal terminal goals” (Rokeach, 1968, p. 124). Therefore, a
person‟s definite value system is like a cognitive blueprint when activated,
leads to actions and personalities.
National Culture
Hofstede (1980) offers a framework for analyzing national culture, which can
be summarized by four key cultural dimensions as follows: (1) Individualism
vs. collectionism, (2) Power distance, (3) Uncertainty avoidance, (4)
Masculinity vs. Femininity. According to his study of national culture in four
dimensions as mentioned earlier (Kolb, et.al., 1984) has shown that the
American culture is characterized by (1) extremely high score on
“individualism”, (2) relatively high on “masculinity”, (3) small “power
distance”, and (4) medium to weak “uncertainty avoidance”, which are contrary
to Thai national culture.
Characterizing a national culture are referring to the common characteristic
elements with in the Thai culture, the national norms, or cluster norms in case
of explaining the particular group. Komin (1990) described that by nature
instrumental values as modes on behaviors serving means, instrumental to the
attainment of the goals, reflected effective social interface and relations‟ pattern
of a culture. Different cultures will be more likely to have subtlety different
means to attain goals. Therefore, identifying “Luxe Impression Service
Charisma” in Thai society should based on finding of Thainess Instrumental
values and beliefs for illuminating the culturally learned patterns, whereby Thai
people learn to use them to perform service function effectively in Thai society.
The follows are the summary of Thainess cultural value classifications
according to their relative significant positions in the Thai cognitive system:
1. Ego Orientation
2. Grateful relationship orientation
3. Smooth interpersonal relationship orientation
4. Flexibility and adjustment orientation
5. Religio-phychical orientation
6. Education and competence orientation
7. Interdependence orientation
8. Fun-pleasure orientation
9. Acheivement-task orientation
Harmony and balance:
In Chinese reasoning, there is a greater concern for harmony, intuition thinking
and balance making (Lin, 1977, p. 86; Nakamura, 1964; Northrop, 1946, p.
375).Much concern is given to learning ``how to accommodate the nuance of
influence of many forces'' (Redding, 1993, p. 77). Bond (1991), in his review of
Chinese psychology, concludes that ``Chinese tend to perceive on the basis of
the overall pattern uniting objects, Americans on the basis of a characteristic
shared by the objects.'' Such reasoning may be viewed as a matter of
connectedness, as one tries to understand the interplay between the large array
of forces that impact a decision (Needham, 1956). This pattern in reasoning and
perception has been linked to the collectivist nature of Chinese culture (Bond
and Hwang, 1987; Hofstede, 1980). Living in a culture that enforces strong in-
group allegiance (Triandis et al., 1988), the Chinese have historically needed to
balance personal desires with group demands. The authoritarian decision-
making strategies of groups (Tse et al., 1988b) necessitates that an individual
balance the demands of the leader with personal desires. This normative force
thus blunts personal affective desires in the formation of intention. In contrast
with these elements of Chinese thought, Western thought has been
characterized as abstract (Levi-Strauss, 1962), hypothetical-deductive (Luria,
1976), context independent (Greenfield and Bruner, 1966), and theoretic
(Scribner, 1979). In addition, consumer researchers have noted the hedonic
aspects of consumption on the part of Americans (Hirshman and
Holbrook,1982). Given that US culture is individualistic (Hofstede, 1980),
Americans are more likely to express their affective states as opposed to
suppressing them for group consideration (Triandis et al., 1988). De
Tocqueville (1965) attributes this tendency to egalitarianism: ``Equality begets
in man the desire for judging everything for himself.'' As a result, respect for
tradition and authority is muted and the expression of every thought and
impulse is encouraged. The normative forces that govern US behavior represent
a utilitarian consideration in the light of self-interest or a desire on the part of
self to express values consistent with an admired group (Oliver and Bearden,
1985). Thus, the normative forces reflect an individualistic bias that may not be
characteristic of collectivist cultures.
Novelty
This study makes important theoretical contributions to the understanding of the
relationship between “Thainess service language” to enculturation value added
for national branding towards creative economy. In addition, this will provide
the service industry with new tools to enhance customer satisfaction through
implementation of “Thainess Service Language” Model.
Dissemination and exploitation
The research will be disseminated in academic research community through
academic and research publication and professional journals relating to the field
of study. One conference paper will be presented at international conference
with one academic papers will be publicized in the journals. Proposed
publication in the research field are for examples, Journal of Knowledge
Management, Journal of Psychology , Journal of Service, Journal of Intellectual
Capital, Journal in Human Resources Development. In addition, web site
design for e-learning will be designed for knowledge sharing of the research
outcomes to benefit for the society and international level.
Resources and project management
First of all, time is one of the most important factors for project success since
the completeness of the project requires a lot of time and effort. Therefore,
time management for the researcher and work-life balance should be managed.
On the supply side, experts from leading national service provider must be
willing to share the tacit key performance knowledge. On the demand side,
customer must provide enough time and effort to participate for providing
valuable preferable service satisfaction outputs. Therefore the research support
team needed to be well trained before getting into the field survey. The
interpersonal relationship and effective communication methods should also be
managed to get actual support. In addition, the proficiency of English language
is required for mutual understandings. Moreover, knowledge management
methods and tools should be purposely managed from explore, collect, capture,
analyze, validate to disseminate stages. The key persons for best practice and
role model interview should be clearly identified and explained the research
purpose so that the communication will be easily followed and supported.
However, during data collection and analysis process, the computer and media
tools such as VDO recorder, voice recorder, digital camera, mobile phone are
required. During data processing and model development process, the computer
notebook and some software such as SPSS, Common KADS, Microsoft office
program such as Visio program will be necessary. All research study processed
require systematic project management. Microsoft project and endnote
program will be helpful for research processes. Mind-maps will be benefit for
final model of knowledge representation. Last but not least, highly self-
motivation and strong determination will be required for research achievement.
Education and application advantages
The renewed interest is to build Thainess service language training and
development programs by using Thai cultural heritage and creativity equipped
Thai service skills and knowledge toward world-class standard.
In terms of academic community, Thai entrepreneur and service providers will
understand and learn TSL mind-map to increase competency and know how
skills. Ministry of Labor, Ministry of Culture, Ministry of Human Resources
will apply this model to enhance public service as well as to increase customer
satisfaction through training and coaching program. For international level,
expats and foreign investor will have more understanding on Thai language and
mental literacy to enhance social and business in Thailand. Both private and
government academic institutes will benefit for future human development
research.
For commercial sector, Training program can be developed for service
personality and customer satisfaction, and Thai social etiquette. Learning and
development software, E-learning, documentary, VDO Present, digital Media,
and Thai social etiquette guide book will be proposed.
Research designs, scope and methods
An empirical study was conducted in Thailand in 2009 to explore Thainess
value creation by measuring consumer perception and satisfaction to Thainess
Service Language. In the empirical study we focus on the part of
communication that takes place when using a service. The empirical data
consists of interviews with existing customers and employee. Owing to the
exploratory nature of the study, depth interviews were conducted and recorded,
using a topic guide to steer the interviews. Data will be recorded and translated.
Thainess will be placed as the attribute as providing creative inspiration, stimuli
or metaphor for value creation during service encounter. The respondent will
be asked for examples: how would you define “Thainess Service Language” .
They were then asked then asked: “ Within the Thainess service what does
“added value” mean to you?” “ What is the most important factors for Thainess
Service Impression for world class satisfaction. The interview explored
consumer perceptions of the relevance and satisfaction from leading world-class
service organizations such as the Oriental Hotel, Chivasom, Blue elephant
restaurant, and Jim Thompson. In addition, exclusive interviews with Thai
leaders namely Ministry of Tourism, Ministry of Culture, Ministry of
Commerce, and leading Thai entrepreneurs will be proposed.
The research study will be divided into 2 main phases, which are exploration
stage and model development stage.
At the exploration phase, the objective is to explore and survey purposive
knowledge of Thai people image and national image for creative economy
value creation from primary source, secondary source and interview. The
knowledge of Thainess capital service impression management based on Thai
socio-cognitive frame of mind, namely social value, belief and attitude will be
explored and identified. National identity and service-mind personality for
hospitality will be investigated. The key knowledge will be identified, observe,
and capture from world-class Thainess legendary world-class service providers,
namely Mandarin Oriental Hotel, Chivasom as well as world class products
such as Jim Thompson, and Blue Elephant. The data collection will be
managed by qualitative face-to-face in-depth interview of key management,
service provider and customers. Participation exploratory research will be
implemented. The process of data collection will apply knowledge
management approach. The semi-structure interview questions will used. Data
interpretation will be analyzed and validated. The second is the model
development phase. Knowledge management will be utilized for modeling
“Thainess service language” as Intellectual capital value creation, relating to the
creative economy. Proper communication channels will be implemented to
disseminate the findings. In this research study, both qualitative and
quantitative methods will be applied.
Location : Thailand
Duration : Approximately Three-Year from October 2007 to August 2010
Research Program and Gannt Chart
The research study will be continuing for three-year divided into 5 different
phases as follows:
- The first stage, proposal stage, the research problems are explored and
identified. Literature review will be searched for. Interview questions
will be established for pre-test of problem statement and ready to be
surveyed for the data collection phase. The final proposal and qualifying
examination needed to be done.
- The second stage will be data collection phase. The appointment will be
scheduled for the key target interview. During this stage face-to-face
interview will be conduct. Participation in seminar and meetings for
additional relevant information search will be explored.
- The third stage is the analyzing and interpretation phase. Knowledge
validation will be done at the end of this stage.
- The fourth stage is the model development phase from knowledge
identification, knowledge creation and acquisition, knowledge
codification and refinement to knowledge employment and verification.
- The fifth stage is the knowledge access and sharing through conference
paper for presentation and final thesis.
Description of Tasks 2010
2008-2009
Jan Feb Mar Apr May Jun Jul Aug
Proposal Stage
Investigate & identify research
problems
Literature survey and review
Identify factors for research study
Develop questionnaire & interview
questions
Test questionnaire & interview
questions
Write final proposal
Data Collection Stage
Interview face-to-face
Observation survey
Attending Training and Conference
Documentary surveys for relevant
information
Analyze Stage
Data Analysis and Interpretation
Model Development Stage
Identify knowledge & develop model
Develop channel for knowledge
representation, sharing and
dissemination
Attend International Conference
Write Conceptual framework
Present conceptual framework
Thesis Writing and Revision
Thesis Submit
Major project risks
The knowledge of “Thainess service language” for service value creation from
first-hand source and expert in-depth interview may have some error from
human bias. Insufficient cross-cultural understanding of creative economy
taxonomy may impact the findings. In order to justify the model, tremendous
time and samples will be required for data validation and quantification. With
the small sample size and only concentrate the study to leading world-class
organization in Thai hospitality industry, and so the findings cannot be
generalized to the wider tourist population and to other service and product
categories. In addition, some aspects are sensitive and subliminal understanding
from different backgrounds, beliefs and values.
Thainess Service Language SECI Model
Body Service Language
Mental Language (service-mindedness)
Fifth
Discipline
Intellectual Capital
Learning in
Action
Human Relation Capital Structural Capital
Capital
Thai ways
Thai service-mind Mind-
BODY-MIND-BRAIN Socio-cultural based mapps
- Thai normative wisdom
Thai identity - Social value, attitude and
Thai Personality belief
Communication: verbal and - Thai heritage
nonverbal - Buddhism
Self-presentation
Thainess
Service
Language
National Branding Tangible
Supply Value
Customer
Functional and Mental Benefit Satisfaction
Intangible
Four forms
of capital:
Value
Human
Institution
Culture Economic
Knowledge multiplier
Effect
National
Demand Competitiveness
World-class
Customer
Creative
economy
Historical Study
1. Chivasom
Chiva-Som founder, Boonchu Rojanastien, attributes Chiva-Som‟s top position
to a unique blend of Thai Buddhist philosophy, his own life experiences and
years of visiting spas around the world. “Chiva-Som, meaning „haven of life‟,
allows guests from Thailand and around the world to experience a rejuvenation
program that is tailored for each guest and presented in a positive but non-
regimented way. “Every element of Chiva-Som is a blend of the world‟s best.
Thailand‟s leading international health resort has been rated the number one
„Overseas Destination Spa‟ and positioned at number five in the world‟s Top
100 „Best of the Best‟ that travel has to offer by readers of Conde Nast
Traveller magazine.
World-class architecture which combines Southeast Asian and Western designs
through to the service commitment which is a balance of international standards
and Thai spiritual values, everything we do focuses on a holistic approach to
health that incorporates mind, body and spirit,” he says.
Many of the staff working at Chiva-Som have been there from the start. They
are experienced in delivering service with a delicate touch that encourages
guests to relax and enjoy the balance between the extremes of fast-paced
modern living and the solace of traditional Thai culture. “The way we deliver
services is uniquely Thai and at Chiva-Som we work hard to maintain this
service quality. At the same time we continue to innovate and rely on modern
equipment that can help us better serve our customers,” he says.
Boonchu believes it is the strong Thai values which have seen Chiva-Som
positioned at number five in the „Best of the Best‟ category in Conde Nast
Traveller magazine‟s seventh annual Readers‟ Travel Awards. “The high „Best
of the Best‟ rating sets us apart and tells us that guests find Chiva-Som a
uniquely fulfilling experience in itself.”
In recognition of its position as one of the world‟s top health resorts, Chiva-
Som has been assigned by the Government to assist with setting standards for
spa businesses in Thailand. This in turn will enable the Government to
efficiently monitor this type of business and ensure quality standards support
the national strategic plan to establish Thailand as Asia‟s health centre.
Revealing the idea for establishing Chiva-Som, Boonchu says the Chiva-Som
philosophy is built on strong foundations that have stood the test of time. In
fact, it began a few decades ago when friends were invited to join him at the old
beach house in Hua Hin to recharge themselves with a weekend of exercise,
relaxation and healthy meals based on his own recipes.
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วิธีการบาบัดรักษาของชีวาศรมเป็ นการบาบัดด้วยวิธีธรรมชาติ โดยอาศัยหลักการสร้างความสมดุลให้กบร่ างกายและจิตใจ
จึงมีการให้บริ การด้านการบาบัดเพื่อเสริ มสร้างสุขภาพและ ให้บริ การทางด้านการฝึ กสอนการออกกาลังกาย
และกิจกรรมต่างๆ นอกจากนี้ชีวาศรมยังมี โปรแกรมเกี่ยวกับการให้คาปรึ กษาหลายด้าน เช่น การโภชนาการ
การลดน้ าหนัก การบริ หารความเครี ยดและสันทนาการ หลายประเภท โดยผสมผสานเทคโนโลยีอนทันสมัยและความ ั
ชานาญระดับโลกเข้ากับปรัชญาในการแสวงหาสุขภาพอันสมบูรณ์ และความเป็ นอยูที่ดี มุ่ง ่
สร้างสรรค์ดุลยภาพระหว่างร่ างกายและจิตใจ และจิตวิญาณของแขกและสมาชิกทุกท่าน โดยมี
จุดมุ่งหมายสาคัญ 3 ประการ
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1.เน้นการสร้างสรรค์สิ่งแปลกใหม่มากกว่าการปฏิบติในรู ปแบบเดิมๆ ที่เคยกระทากันมา
2.เน้นการป้ องกันโรคภัยไข้เจ็บมากกว่าที่จะมุ่งเน้นไปในการรักษา
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3.เน้นการใช้วธีการอันชาญฉลาดในเรื่ องความชราแทนการยอมรับความชรา
โดยรวมส่วนใหญ่เป็ นแขกชาวต่างชาติ ประมาณ 80% จากจานวนแขกทั้งหมด 40%
เป็ นแขกที่เคยมาใช้บริ การแล้ว ลักษณะของคนที่มาใช้บริ การเป็ นบุคคลที่เกิดความเครี ยดจากการ
ทางานและสิ่ งต่างๆ รอบข้าง ต้องการการพักผ่อนและต้องการสถานที่ที่ช่วยบาบัดทาให้เกิดการ
ผ่อนคลายทั้งทางร่ างกายและจิตใจ
- อายุของผูเ้ ข้ามาใช้บริ การ จากัดอายุไม่ต่ากว่า 16 ปี ผูใช้ส่วน ใหญ่เฉลี่ยโดยรวมมี
้
อายุ30 ปี
- กาหนดจานวนแขกเข้าพักจานวน 2 คนต่อ 1 ห้อง เพื่อต้องการเน้นความสงบเป็ นหลัก
- แขกชาวเอเชียส่วนใหญ่โดยเฉลี่ยจะเข้าพักตั้งแต่ 3 วันขึ้นไป ชาวยุโรปทัวไปโดยเฉลี่ย
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จะเข้าพักตั้งแต่10 อาทิตย์ข้ ึนไป
Design: ผสมผสานความเป็ นตะวันออกให้เข้ากับอิทธิพลตะวันตกเพื่อความเป็ นสถาปั ตยกรรม
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แห่งยุคของ south east asia สปาเป็ นหัวใจหลักของชีวาศรม ซึ่งมีรูปแบบที่ทนสมัยมากที่สุด มีเครื่ องอานวยความ
สะดวกมากมายหลายประเภทและได้รับการออกแบบให้มีความรู ้สึกกว้างใหญ่เพื่อให้ความกลม
กลืนกับสภาพแวดล้อมของชีวาศรม
Blue Elephant
Blue Elephant has been building its success on a strong Thai food competence
coincident with Thai cultural references. Its success can also be attributed to
Western quality and managerial standards. Its geographical expansion strategy
might be described as „outside-in‟: after 22 years of business. They have spread
their outlets from Europe to Thailand.
Blue Elephant international started in 1980 in Brussels with three Thai partners
and one Belgian husband, Khum Noorot Somany, a Thai living with her
Belgian husband, Karl Steppe, opened the first restaurants and today the chain
is among the leading upmarket Thai restaurants in the world. The company
expanded into London in 1986, then Copenhagen in 1990, followed in
1990,followed by Paris in 1991.In1997, the company opened two more
branches, one in Dubai and the other in New Delhi. Beirut followed in 1998,
Lyon in 1999,Malta in 2000,Bangkok in 2002,Kuwait in 2003, Bahrain in 2004,
Moscow in 2005, with Jeddah and Jakarta to come in 2008 and
2009.Surprisingly. the company has stayed away from the USA and Australia.
„To run a restaurant successfully it needs care, control and standardization. Our
head office is based in the UK and our in Belgium. If we would expand our
business to other regions link the USA or Australia, we will need competent
local partners first. However, we are expanding our business to the USA in the
from of products like curry pastes and cooking ingredients,‟ says Ms Fong from
Blue Elephant.
Their non-European market entry strategy, like that used with the USA, is the
polar opposite to that used in UK. Where the company opened a restaurant first
and started selling curry pates and cooking ingredients later. An interesting
coincidence, as a topic of speculation, is that it took Blue Elephant 22 years to
enter the Thai restaurant market and the same amount of time from opening the
London branch to selling cooking ingredients to a UK supermarket chain,
Waitrose, which bean in 2008.
The overall company philosophy is to create a „totally Thai dining experience‟.
Accordingly, the ambience in all restaurants is exotic: fish swimming around
little ponds, wooden bridges which from paths through the restaurant. Thai
palm trees decorating the inter waitresses, all providing a foretaste of
experience of a restaurant in Thailand. All ingredients, apart from seafood, are
flown in from Thailand. Managers and chefs must be Thai restaurant has its
own standard recipes: a Thai dish in London is prepared in the same way in
Paris or Bangkok, and chefs receive extensive training before they can start
working. All this comes at a cost, so it is not surprising that a typical Thai
papaya salad (som tam) or minced chicken salad (larb gai) that would cost in
Thailand less than 1Euro,costs in London the equivalent of 9 and 15 Euro
respectively. Nonetheless, all restaurants enjoy high traffic and company is set
for further expansion as a result of its financial strength.
Blue Elephant managed to put Thai cuisine on the global stage by stressing its
Thai heritage as its uncompromising quality. The image of Thailand as a
culinary distinguished country helps in selling its products abroad. In contrast,
its Bangkok brand is not as successful; offerings of genuine Thai food in
traditional settings are abundant. The strength of country brand „Thailand‟ is
not a point of differentiation in the home marker. To enter USA, where there
are upwards of 10,000 competitors and a lack of suitable partners, is dangerous.
Alternatively, associating their own product range of cooking ingredients and
cooking schools with Thailand‟s food competence has proved to be a successful
strategic recipe. Blue Elephant, although originating from Belgium, has
successfully managed to make the brand “Thailand” part of its culinary
experience.
Thai airways
In the highly competitive aviation industry a strong brand can be a major
differentiator. With the assistance of interbred , Thai Airways ,celebrating its
50th anniversary in 2010 , has sought to reposition the airline and find new ways
of reaching its various consumer segments. The challenge was to was to bring
across a caring image from ticket offices service, to flight and ground crew
uniforms , raditional advertising and the company website.The new brand
design they came up with is influenced by the traditional Thai wai, a greeting
made by bringing the two palms together. In a sense, Thai Airways has revised
its brand by returning to it‟s the roots. However, the wai as a theme has been
copied by its many Thai airline service competitors. In terms of choice of
colours, Thai Airways went back to original darker tone. In 1975, it introduced
a petal-like leaf logo which signifies a Buddhism related object. The previous
logo colors represents the Thai orchid, gold representing Thai arts, and pink as a
symbolic language for Thai silk. Definitely, The wai is the service language and
thai symbolic for greeting and impression management in Thailand.
Case Study: Mandarin Oriental Hotel
บันทึกการสัมภาษณ์
หัวข้อ Thainess service language in Creative Economy
คุณวีระศักดิ์ ชุณหะจักร
Director โรงแรมแมนดาริ น โอเรี ยนเต็ล กรุ งเทพ
คุณหญิงฤดี : ขอเรี ยนท่านช่วยเล่าถึงความเป็ นไทยของโอเรี ยนเต็ล กรุ๊ ปให้ฟังหน่อยได้ไหมคะ
่ ่
คุณวีระศักดิ์ : เราอาจจะไม่ใช่ไทยมาก แต่วาเราเป็ นเอชีย เอเชีย อยูใน Vision ตอนที่เรามาเปิ ดโรงแรมใหม่ๆ
เราจะต้องเอาคนเอเซี ยไปสอนคือไทยก็เป็ น เอชียก็เป็ น อาจจะไม่ใช่ไทย 100%
อย่างนี้คือวิสัยทัศน์ของโรงแรมโอเรี ยนเต็ล กรุ งเทพก็จะพูดถึงความเป็ นไทย
คุณหญิงฤดี : ก็คือไทยเป็ นส่ วนหนึ่ง
คุณวีระศักดิ์ : เอเชีย culture เราต้องไปสอนฝรั่งให้เขามีความเป็ นเอเชีย
เพราะว่าถามหน่อยว่าถ้ามันไม่ดีแล้วทาไมจะต้องมาทาเป็ นเอเชียถ้ามันไม่ดี แสดงว่าเขาเห็นว่านี่คือจุดขาย
แล้วเป้ าหมายของเรา เราจะต้องขึ้นมาเป็ น Top 3 ในระดับโลก
ก็แสดงว่านี่คือจุดขายของเราที่โดดเด่นอันนี้จะเป็ น mission statement
ั
ของในเครื อบริ ษทโรงแรมโอเรี ยนเต็ลกรุ งเทพ ก็อาจจะประกอบความเป็ นไทยบางส่ วน
้ ่
ก็ตองมาดูวาเป็ นไทยยังไง
ู
คุณหญิงฤดี : อันนี้พดถึงความเป็ นไทย ขออนุญาตเรี ยนถามในความเป็ นไทยในส่ วนของ service Industry
ในภาพรวมของท่านอาจารย์มองว่ามันสร้าง Value Addded ในส่ วนของ world-class customer ตรงไหน
คุณวีระศักดิ์ : คนชอบพูดกับผมเสมอว่าโอเรี ยนเต็มดีอย่างนั้นดีอย่างนี้ ในประเทศไทยโอเรี ยนเต็ลที่หนึ่ง
อะไรอย่างนี้ ผมพูดเสมอว่าจริ งแล้วโรงแรม 5 ดาวในประเทศไทยเนี๊ยดีใกล้เคียงกันหมด
้ ้
แล้วเราไม่คิดว่าเราดีกว่าคนอื่น เราคิดว่าเราเหมือนคนอื่น แต่รู้ไหมเราดีดวยอะไร เราดีดวย Thai culture
เพราะว่าฝรั่งที่เขามาเพราะเขาชื่นชม Thai culture ความนอบน้อมของคนไทย ในความเป็ นวัฒนธรรมไทย
มันทาให้ฝรั่งเขา impress เรา เขามองว่าเราน่ารัก บางทีก็ดูไม่ค่อยฉลาด ดูไม่ค่อยรู้เรื่ อง อย่างเช่นว่า
ิ้ ิ้
เราไม่รู้เรื่ องเราก็ยม พอเราทาผิดเราก็ยม อะไรอย่างนี้ ผมว่าสิ่ งนี้คือเสน่ห์ และโรงแรม 5 ดาว
ในประเทศไทยหลายแห่งไม่ใช่แต่ที่โอเรี ยนเต็ล
เพราะทุกคนก็เป็ นคนไทยก่อนอื่นเราต้องขอบคุณวัฒนธรรมไทย
ั
ถ้าคนไทยไม่ได้มีวฒนธรรมแบบนี้ผมเชื่ อว่าเราสู ้เขาไม่ได้หรอก เราชนะเขาตรงนี้
ั
คุณหญิงฤดี : ท่านอาจารย์มองในมุมนี้มนมีความต่างหรื อเหมือนกัน
ิ
ในวิถีชีวตของไทยกับวัฒนธรรมของเอเชีย
่
คุณวีระศักดิ์ : เรี ยกว่าถ้ามันมีดีกรี สมมุติวาฝรั่งคือ 0 เอเชียคือ 50 ไทยคือ 100 ยกตัวอย่างเช่น เอเชีย
ไปเมืองจีนเหมือนมาเมืองไทยไหมครับ
คุณหญิงฤดี : ไม่เหมือนค่ะ
คุณวีระศักดิ์ : พนักงานเสิ ร์ฟที่เมืองจีนพูดเสี ยงดัง ตะโกน คนไทยพูดเสี ยงดังไหมครับ จีนก็เป็ นเอเชีย
ั
ไทยก็เป็ นเอเชียทั้ง2 ก็เป็ นเอเชียเหมือนกัน แต่เรามีวฒนธรรมที่แข็งแรงกว่าละมุนละไมมากกว่า
่
คุณหญิงฤดี : แล้วสมมุติวาจากความรู ้ ประสบการณ์
ในมุมความประทับใจการให้บริ การที่สร้างความประทับใจในการบริ การที่เป็ นเลิศ เช่น การยิม การไหว้ ้
อาจารย์ช่วยยกตัวอย่างหลักๆ
คุณวีระศักดิ์ : 1. แน่นอนการยิม 2. ไหว้ 3. ความนุ่มนวล 4. คาว่าไม่เป็ นไร ไม่เจ้าเรื่ องเจ้าราว
้
และการให้อภัย
คุณหญิงฤดี : ในด้าน service mind มันเป็ นจุดเด่นของเราไหมคะ ในการบริ การแบบสร้างความเป็ นเลิศ
คุณวีระศักดิ์ : ตรงนี้ก็เป็ นวัฒนธรรมอย่างหนึ่งว่าคนไทยเราใครมาถึงเรื อนชานต้องต้อนรับ
ั ้ ้ ้
สมัยก่อนนี้อนดับที่ 1 อันดับที่ 2 เราเคารพผูใหญ่ เคารพผูมีพระคุณ เรามองลูกค้าว่าเป็ นผูมีพระคุณ
เพราะฉะนั้นเราต้องเคารพเขา เราจะไม่ตีเสมอ
ั
ความกตัญญูดงนั้นในมุมของศาสนาพุทธที่เป็ นพื้นฐานของสังคมไทยเป็ นหลักจะสามารถเข้ามาเป็ นส่ วนห
นึ่งของการให้บริ การ
คุณหญิงฤดี : ในมุมไหนมากที่สุด ในแนวคิดของท่านอาจารย์
คุณวีระศักดิ์ : สติ สมาธิ ที่โรงแรมเรานี้ เราส่ งพนักงานไปสวนโมกขึ้นรถบัสปรับอากาศไปกัน 4 วัน
ไปศึกษาธรรมมะ คือการที่เราจะบริ การได้ดี ยิมแย้มแจ่มใสมันจะต้องมีความสุ ข ต้องมีสิ่งที่ดีที่มาจากข้างใน
้
่ ่ ้
ถ้าตัวเขาเองสมมุติวามีปัญหาอยูที่บานแล้วเขาแยกไม่ได้และต้องมาทางานเขาไม่มีสติไม่มีสมาธิ การทางาน
เขาไม่มีสติ ไม่มีสมาธิ ในการทางานเข้าจะทางานได้ไม่ดี เพราะฉะนั้นเขาต้องมีสติ
่ ่ ้
ต้องรู ้วาทาอะไรอยูตองทาอย่างไร
คุณหญิงฤดี : ในแง่ของ Thainess ที่ทรงคุณค่า เช่นในวัง วัฒนธรรมเก่าๆ
อะไรที่เราควรจะนากลับมาใช้บาง ้
คุณวีระศักดิ์ : การก้ม การให้ความเคารพเมื่อเดินผ่านผูใหญ่ ้
คุณหญิงฤดี : ก็คือการนอบน้อมต่างๆ ที่มีเราจะมา leverage ให้เป็ น value เพราะว่า Creative Economy
ก็คือการสร้าง value จากสิ่ งที่เป็ น intangible ให้เป็ น value ที่เป็ นมูลค่าเงินหรื อความสุ ขแก่ลูกค้า
ในมุมของศิลปะมาจากวัฒนธรรมในวัง ท่านอาจารย์คิดว่าอะไรที่สร้างมูลค่าได้
คุณวีระศักดิ์ : การประดิดประดอย การแกะสลัก การจัดดอกไม้
คุณหญิงฤดี : ดอกไม้อะไรที่แสดงถึงความเป็ นไทยในสายตาของท่านอาจารย์
คุณวีระศักดิ์ : ดอกมะลิ, มะลิลอยน้ า
คุณหญิงฤดี : กล้วยไม้ได้ไหมค่ะ
่
คุณวีระศักดิ์ : กล้วยไม้จริ งๆแล้วไม่ใช้ไทยเท่าไหร่ เพียงแต่วามันปลูกได้ในเมืองไทย แต่ถาถามว่าดั้งเดิม
้
ของมันจริ งๆ มันมีหลายพื้นที่ มันไม่เด่น
่
คุณหญิงฤดี : อย่างมะลิตอนนี้เราพานพุม พวงมาลัย
คุณวีระศักดิ์ : คุณลองดูสิชาติไหน ประเทศไหนมีพานพุมบ้าง ่
คุณหญิงฤดี : ไม่มีเลย ถ้าเช่นนั้น ในการศึกษาเราจะนาดอกมะลิมาศึกษาถึงดอกไม้การให้บริ การ
ท่านอาจารย์คิดว่าเหมาะสมหรื อไม่ค่ะ
คุณวีระศักดิ์ : ได้
คุณหญิงฤดี : Media เพื่อการศึกษา จะเป็ น communication channel ในมุมของท่านอาจารย์คนไทยเป็ น
media channel ได้หรื อไม่ค่ะ
คุณวีระศักดิ์ : เป็ นได้ดวย Word of mouth
้
นี่แหละที่เป็ นตัวสาคัญที่โอเรี ยนเต็ลมีชื่อเสี ยงก็เพราะตรงนี้แหละ
คุณหญิงฤดี : เขาพูดว่าอย่างไรบ้าง
คุณวีระศักดิ์ : ก็พอเขามาแล้วเขาก็กลับไปพูดต่อว่าดี
คุณหญิงฤดี : เรามีการโฆษณาผ่านโรงแรมอย่างไรบ้างค่ะ เช่น Media ต่างๆ
คุณวีระศักดิ์ : สื่ อประชาสัมพันธ์ และมีการเขียนข้อ commend
จากนักท่องเที่ยวหรื ออาจมีการสัมภาษณ์แล้วตอนนี้ก็มีสื่ออินเตอร์ เน็ตหรื อที่นอกเหนื อจาก Word of mouth
คุณหญิงฤดี : ลูกค้าเชื่อจากสื่ อตรงนี้มากไหมค่ะ
คุณวีระศักดิ์ : เยอะขึ้นเรื่ อยๆ
คุณหญิงฤดี : แล้วในแง่การ direct PR มีการว่างแผนสื่ ออย่างไรบ้างค่ะ
คุณวีระศักดิ์ : เราลงแมกกาซี น หนังสื อพิมพ์บาง บางโอกาส และอาจจะมีกิจกรรมทางอ้อม ต่างๆ
้
นั้นก็ถือว่าชื่อเราได้มีคนเห็นบ่อยๆ
คุณหญิงฤดี : Functional creation ถ้าเปรี ยบเหมือนอาหาร เช่น ชีวาศรม ในที่สุดเขาก็ได้สูตรของการบาบัด
ของเรามอง function creation ของโอเรี ยนเต็ลคืออะไรคะ
คุณวีระศักดิ์ : บริ การ ผมพูดเสมอว่าโรงแรมจะประสบความสาเร็ จต้องมี software และ hardware hardware
ั
คือตัวโรงแรม hardware คือใครมีตงค์จะทาให้ดีขนาดไหนก็ได้ แต่ software
้
คุณมีเงินอย่างเดียวไม่ได้ตองมีสมองด้วย
ั
ถามว่าโอเรี ยนไปเทียบกับโรงแรมในยุโรปที่เขาใช้วงเก่าทาเราไปเทียบเขาไม่ได้
้
แต่ถาถามว่าเราแพ้เขาเยอะไหม มันก็ไม่ใช่ ซึ่ งเราอาจจะดูไม่อลังการเท่าเขาแต่เรา
่
แต่วาอย่างที่บอกโรงแรมต้องประกอบไปด้วย software และ hardware คนไม่ได้ไปที่ hardware อย่างเดียว
ผมว่าคนไปที่ software ด้วย ถ้า softwareไม่ดีผมว่าคนไม่ไป ขณะที่ hardware ไม่ดีเท่าไหร่ แต่มี software
ที่ดีผมว่าคนจะไปมากกว่า เมื่อไม่นานมานี่ ผมชอบมากมีแขกเขียน commend ให้โรงแรมเมื่อสัปดาห์ก่อน
เขาบอกว่าเขาไปโรงแรมมาทัวโลก ล่าสุ ดเขาไปที่โรงแรมเรื อใบ ที่ประเทศดูใบ ทั้งที่น้ น
่ ั
และโอเรี ยนเต็ลเปรี ยบเหมือนน้ าตาลคือให้ความหวานแบบสุ ดยอดเหมือนกัน แต่โอเรี ยนเต็ลเป็ น nature
sugar คือฟังแล้วเห็นภาพเข้าใจเลย
คุณหญิงฤดี : พวกข้อเขียนที่ต่างชาติหรื อนักเขียนหรื อแม้แต่ลูกค้าที่เขียนมาขออนุ ญาตศึกษาได้ไหมค่ะ
คุณวีระศักดิ์ : ผมแนะนาให้เข้าไปดูในเว็บไซด์ของโรงแรม
คุณหญิงฤดี : มีโรงแรมที่เชียงใหม่ชื่อ โรงแรม แทมมารี น วิลเลจ เชี ยงใหม่ ขออนุ ญาตถามในแง่การสร้าง
่
Value Address คือไปลงทุนไม่มากแล้วอยูๆโรงแรมก็มี Value มหาศาลเราเอาอะไรไปใส่ ให้ค่ะ
คุณวีระศักดิ์ : ผมมองว่าหลายๆอย่าง luxury cozy และผมว่ามันมีเสน่ห์
่
คุณหญิงฤดี : เท่าที่ทราบสมมุติวาลงทุน 30 ล้าน ในการสร้าง faceted
ที่สาคัญที่สุดมันไปเปลี่ยนฮาร์ ดแวร์ หรื อซอฟแวร์ ในแง่ composition
คุณวีระศักดิ์ : เชื่อว่าตรงนั้น Hardware มีคนเยอะ และว่า Software จริ งๆแล้วเมืองไทยมันใกล้เคียงกัน
มันไม่ต่างกัน ผมจึงเชื่อว่าตรงนั้น Hardware
คุณหญิงฤดี : แล้วเขาปรับอะไรค่ะในเมื่อบุคลากรเราไม่ต่าง
คุณวีระศักดิ์ : ก็คงปรับปรุ ง แต่คืออันที่จริ งผมก็ไม่ทราบ background ของเขานะครับ
่
แต่ที่ผานๆมาไปเห็นแล้วมันสวยงามมาก
คุณหญิงฤดี : อันนี้เจ้าของเป็ นใครค่ะ
ั
คุณวีระศักดิ์ : ผมก็ไม่ค่อยแน่ใจว่าคนเดิมเขาขายต่อให้กบใคร แล้วใครเข้ามาบริ หารงานต่อ
คุณหญิงฤดี : ในแง่ของ Quality Legendary Experience มันคืออะไร ในการที่จะ sharing
ความเป็ นโอเรี ยนเต็ลไปสู่ รุ่นต่อรุ่ น แล้วเราถ่ายทอดกันอย่างไร
คุณวีระศักดิ์ : ผมต้องพูดอย่างนี้ครับว่าโอเรี ยนเต็ลที่ประสบความสาเร็ จได้ทุกวันนี้ คือ คุณเคิร์ท
้ ้ ิ
ท่านเป็ นผูนาที่สุดยอดของความเป็ นผูนาท่านได้รับรางวัลหลายอย่างที่เป็ นระดับโลกคือท่านมีวสัยทัศน์สูง
่
ท่านรู ้วา Hardware ต้องจัดการอย่างไร Software ต้องจัดการอย่างไร วันแรกที่คุณเคิร์ทเดินเข้ามาวันแรก
่ ่
พนักงานเลี้ยวซ้ายเลี้ยวขวากันไม่เป็ นระเบียบ แต่พออยูๆไปท่านก็ตบ ตบให้อยูในแถวในระเบียบ
พอพนักงานทุกคนเดินเข้าแถวแล้วเป็ นระเบียบแล้วคนใหม่มาจะกล้าเดินแตกแถวไหมล่ะ
่
ในเมื่อมันคือวัฒนธรรมองค์กร LQE ทุกวันตบเข้าตบเข้ามันก็อยูตรงนี้ แล้วแก่ไม่เคยยอมหยุด
้
ผมยังเคยคุยเล่นๆกับองค์กรของโรงแรมอื่นๆนะบางทีถาเขาทาผิดคุณต้องบอกเขานะ คุณอย่าดุเขานะ
อย่าไปว่าเขาไม่ดีผมก็บอกว่าก่อนที่คุณไปว่าเขาเนี๊ยคุณเคยบอกเขาหรื อเปล่า
ก็คุณไม่เคยบอกเขาแต่คุณคาดหวัง เอ่อเคยบอกไหมเคยเนี๊ ยเมื่อ2 ปี ที่แล้วเคยจ้างคนมา teach ไปทีหนึ่ง เมื่อ
่ ั
2 ปี ที่แล้วมันจะอยูกบเขาไปตลอดชีวิตเลยหรอ ขอโทษนะครับโอเรี ยนเต็ลพูดกันทุกวัน ทุกเดือน ทุกปี
ิ ั
พูดกันซ้ าๆกันตลอดชีวต ปี หนึ่งเรามีหวข้อการอบรมเกือบ 200 หัวข้อ และเราไม่เคยหยุด ทุกปี เราจะมีการ
test เรื่ องมารยาทไทย ทุกปี เราจะ test เรื่ องการทาความสะอาด test ทุกเรื่ องที่พนักงานควรจะรู้
อย่างในช่วงนี้เศรษฐกิจไม่ค่อยดีอาจมีการอบรมเรื่ องการออมเป็ นต้น
คุณหญิงฤดี : ในด้าน CSR ในด้านไหนที่เราถ่ายทอดได้ดีที่สุด
คุณวีระศักดิ์ : เราทาโรงเรี ยน เรามีผาป่ าห้องสมุดให้โรงเรี ยนในต่างจังหวัดไปทาห้องน้ า เราไปปลูกป่ า
้
้
คือผมไม่ชอบทางานสร้างภาพ แต่ตองทาให้ได้ผล
เช่นเมื่อก่อนเขามีการทาความสะอาดแม่น้ าเจ้าพระยาฟังดูดีแต่ในความเป็ นจริ ง แม่น้ าสกปรกช่วงไหน
แม่น้ าจะสกปรกช่วง high season ช่วงปลายปี low season ช่วงแขกน้อย เช่นว่า เม.ย.-ก.ค.
ปรากฏว่าเวลาเราทาช่วง high season
เราไม่สามารถทาอะไรได้เพราะว่าแขกเราเต็มเราต้องดูแลแขกเราเต็มไปหมด เราก็จะไป clean ช่วง low
ั
season ช่วงแขกน้อยซึ่ งมันไม่มีแล้วขยะ ต้องไปขุยขยะจากตลิ่งที่มนไม่มีผลอะไรผมก็เลยไม่ทา
เมื่อก่อนเขาทากันแต่ผมเห็นมันไม่มีผลดีอะไรก็เลยไม่ทามีแต่สร้างภาพ
คุณหญิงฤดี : ในแง่ของ Body language ในการบริ การท่านอาจารย์คิดว่ามันสาคัญอย่างไร ในมุมไหนบ้าง
คุณวีระศักดิ์ : มากครับ มันสื่ อให้เราเห็นว่าเราคิดอะไรอยู่ อย่างเช่นว่ายิม ผมบอกเสมอว่าคนไทยอะไรก็ยม
้ ิ้
ั ั
ถ้าคนที่เข้าใจในวัฒนธรรม บางทีเราเซ่ อๆซ่าๆพูดไม่ถูก พูดไม่ชดบางทีมนก็เป็ นเสน่ห์
คุณหญิงฤดี : ในมุมของ Body language เทียบกันกับ communication อันไหนที่สาคัญกว่ากัน
คุณวีระศักดิ์ : น่าจะเป็ น Body language เพราะคนไทยสื่ อสารด้วยวิธีน้ ี
คุณหญิงฤดี : ในแง่ของของการ Trading ขอศึกษาในด้านของ organization Structure
ในประเด็นนี้อยากจะศึกษาในแง่ของ KM เรามีการเรียนรู้
สอนคนตั้งแต่เข้ามาหรือการเลือกคนเราจะรู้ได้อย่างไรว่าทุกคนมีคุณภาพหมด
คุณวีระศักดิ์ : ส่ วนใหญ่เราจะดูคนที่มีประสบการณ์มาบ้างแล้ว การสัมภาษณ์ จากการทดลองงานของเขา
่
มันก็จะพิสูจน์ได้วาเขาเป็ นอย่างไร การฝึ กฝนเราต้องฝึ กฝนเขา
คุณหญิงฤดี : ในแง่ของการอบรมบุคคลิกภาพ Personality Trading เรามีไหมค่ะ
คุณวีรศักดิ์ : เรามีสอนกันทุกปี
คุณหญิงฤดี : ในแง่ของคอนทูลิตอนต้องเรี ยนรู ้ไหมค่ะ
คุณวีรศักดิ์ : ต้องมีครับ แต่เราไม่ได้มีทุกปี เราจะใช้คนจากสถานทูตประเทศต่างๆมาอบรมว่าแต่ล่ะชาติแตกต่างกันอย่างไร
และมีพฤติกรรมอย่างไร แม้กระทังชื่อที่อ่านยากๆของแต่ล่ะภาษาเรากผ้ตองสอนให้เขาอ่านให้ออก
่ ้
คุณหญิงฤดี : ในแง่ของเวอร์คลาส เซอร์วส จากการ trading อะไรที่ทาให้เราก้าวไปสู่ความเป็ นเวอร์คลาส
ิ
คุณวีรศักดิ์ : ในแง่ความเป็ นไทยอย่างเดียวทาให้เราไปสู่เวอร์คลาสไม่ได้ เราต้องมีความเป็ นอินเตอร์ดวย ้
ิ
อย่างเช่นการเสิ ร์ฟ คือแบบสบายอะไรก็ได้ไม่ใช่ มันต้องมีวธีของมัน มันต้องอินเตอร์
เราต้องสอนทั้งนั้นเทคนิคก็คือไทยคือผงชูรส เรานาไปเติมเพื่อให้ดูดีข้ ึนมา คิดว่าน่าจะป็ นอย่างนั้น
คุณหญิงฤดี : ในแง่ของเราโอเรี ยนเต็ล ไม่ใช่ไทยแต่เพียงอย่างเดียวแต่เราเป็ นเอเชียด้วยแต่ไทยเป็ นภาพของซอฟแวด์
คุณวีรศักดิ์ : อย่างที่มองฐานของโอเรี ยนเต็ลคือ เอเชีย ไม่ใช่นะครับ แต่เอเซียคือเอเซีย จีนเป็ นเอเซียไหม
ั
ไปเมืองจีนกับเมืองไทยต่างกันไหม ต่างกันโดยสิ้นเชิงเลยครับ ทั้งที่ท้ งหมดคือเอเซีย
เพราะฉะนั้นโอเรี ยนเต็ลคือไทยไม่ใช่เอเซีย
คุณหญิงฤดี : ถ้าเราจะสอนที่อื่นให้เป็ นเหมือนไทยทาได้ไหมค่ะ
คุณวีรศักดิ์ : ถ้าในเมืองไทยทาได้
คุณหญิงฤดี : แล้วในต่างประเทศล่ะค่ะ
คุณวีรศักดิ์ : ผมว่ายาก เพราะมันมาจากวัฒนธรรม มาจากข้างในผิวเผินอาจจะได้ ให้เขายกมือไหว้ ให้เขายิมได้ ้
ผมว่าจริ งๆอเมกายิมมากกว่าคนไทยอีกเพราะฉะนั้นคนไทยยิมมันมาจากข้างใน
้ ้
คุณหญิงฤดี : วิธีการ trading ของ HR มีอะไรบ้างค่ะ
คุณวีรศักดิ์ : เรามี 3 เรื่ อง
1. เราถามเขาว่าเขาอยากได้อะไร เขาขาดอะไร
2. เรามองว่าเราควรให้อะไร
3. จากแขก Comment
คุณหญิงฤดี : สัดส่วนเป็ นอย่างไรโดยส่วนใหญ่
คุณวีรศักดิ์ : พูดยากครับเพราะว่าโอเรี ยนเต็ลเป็ นมา 133 ปี แล้วคือมันทามาทุกปี มันมาจากตรงนั้นแล้วกลายมาเป็ น 200
กว่าหัวข้อ
คุณหญิงฤดี : แล้วสัดส่วนระหว่างสกิงกับสเปเชียส
คุณวีรศักดิ์ : 50-50 ครับ
คุณหญิงฤดี : ในส่วนของ 200 กว่าหัวข้อพอจะขออนุญาตศึกษาได้ไหมค่ะ
คุณวีรศักดิ์ : ส่วนใหญ่มนเป็ นหลักการและเหตุผลครับ
ั
คุณหญิงฤดี : ได้ค่ะ สุดท้ายท่านมีอะไรแนะนาเกี่ยวกับการศึกษาซึ่งในภาพรวมจะเป็ น Thainess เหมือนกับ Mind
Map ทางด้าน Intelligence ทางด้านภาษา แต่เราจะสร้างภาษาการบริ การเพื่อให้คนคิดถึงประเทศไทย
ให้นึกถึงบริ การที่ดีที่สุดในโลก
คุณวีรศักดิ์ : ก่อนจะถึงมุมนั้นสอนให้เขารู ้วฒนธรรมก่อน เพราะถ้าเขาไม่รู้จกวัฒนธรรมไทย Background ที่มาที่ไป
ั ั
ิ้ ่ ั
อย่างที่บอกเราให้เขายิมเขาก็ยม บอกให้ไหว้เขาก็ไหว้ ถ้าเกิดเขาไม่รู้วาไหว้ทาอย่างไร แล้วคนไทยนิสยอย่างไร
้
ั
มันอาจจะดินฟ้ าอากาศก่อให้เกิดตัวนี้ข้ ึนมา คนไทยมีความสุข คนไทยไม่เรื่ องมาก การบริ การที่มน Excellent
ั
มันคือวัฒนธรรมที่มนสร้างขึ้นได้เอง
คุณหญิงฤดี : คือมันจะต้อง Impress ที่ Thai culture ก่อน
คุณวีรศักดิ์ : คุณจะไม่ประสบความสาเร็ จถ้าคุณไม่ Impress thai culture บางครั้งอาจจะโง่ๆ เซ่อๆ แต่คุณต้อง
Impress มันจริ งๆ
ั
คุณหญิงฤดี : เรี ยกว่าได้รู้จก leverage Thai culture เราก็จะต้องสร้างคุณค่า Value Creation เพื่อให้เกิด
Positioning for national branding ในแง่การให้บริ การต่อไปค่ะ ขอบพระคุณท่านอาจารย์คะ ่
Interview Ms Ankana Kalantananda at The Oriental Bangkok
คุณหญิงฤดี : คุณย่ามองว่าความเป็ นไทยในการให้การบริ การระดับโลกมีปัจจัยอะไรบ้างคะ
คุณย่า: 60 ปี ที่ทางานด้านการบริ การในโรงแรมระดับโลก
้
ที่โอเรี ยนเต็ลพบผูคนจากทัวโลกที่ชื่นชมความเป็ นไทย และภูมิใจในความเป็ นไทยโดยฉพาะ attitude,
่
personality, Diplomacy, politeness, patience
โดยสรุ ปแล้วอุปนิสัยคนไทยของคนไทยที่เหมาะสมต่องานบริ การพอสรุ ปได้ดงนี้ ั
1. คนไทยมีความเห็นอกเห็นใจผูอื่น ้
2. คนไทยเป็ นคนให้อภัยง่าย
3. คนไทยชอบสนุกสนานร่ าเริ ง
4. คนไทยมีเอกลักษณ์การยิม (ยิมด้วยใจ)
้ ้
5. คนไทยมีเอกลักษณ์การไหว้
6. คนไทยมีความอ่อนน้อมถ่อมตน ไม่ชอบโต้เถียง
7. คนไทยชอบยกย่องคนอื่นที่เหนือกว่า
8. คนไทยเชื่อเรื่ องกฏแห่งกรรม ทาดีได้ดี
้
9. คนไทยเป็ นคนมีน้ าใจ ชอบช่วยเหลือผูอื่น
10. คนไทยมองโลกในแง่ดี มีอะไรยิมไว้ก่อน
้
ู้ ้ ้ ้
11. คนไทยเชื่อในระบอบอุปถัมภ์ คอยดูแล รับใช้ผใหญ่ ผูใหญ่คอยปกป้ องผูนอย
12. คนไทยปรับตัวเข้ากับผูอื่นได้ง่าย ปรับเข้ากับสังคมได้ดี
้
13. คนไทยมีความอดทน
14. คนไทยเชื่อในระบบเครื อญาติ ชอบเรี ยกคนอื่นเสมือนญาติ
15. คนไทยชอบต้อนรับคนแปลกหน้า ใครไปใครมาต้อนรับ
Case study: Jim Thompson
The main shop o f the Jim Thompson company, on Bangkok‟s Surawong road
is an elegant building in the architecture style of 17th century Ayuttaya. I
opened in 1967, just two weeks before Jim Thompson disappeared. The
shoeroom of the shop offers products made from Thai silk and cotton in many
forms, from clothing, decorative items to home furnishings. Both Traditional
and contemporary designs of Jim Thompson silks come in a variety of style to
suit international customer from different cultural backgrounds and preferences.
Many styles of home furnishings and decorative items are made from silk such
as upholstery and bright accent cushions, making dramatic fashion statement.
The high quality of making products and crafting methods are recognized and
treasured in every production processes.
In addition, silk is not the only achievement for which Jim Thompson is
recognized. Countless visitors to Bangkok visit a beautiful Thai style house
where he lived and displayed his precious collection of Asian art. They come
from the story of disappearing of Jim Thompson to find out the mystery.
Mystery selling concept is one of the brilliant concept to stimulate the demand
of customers all around the world.
