本個案描述溫泉飯店X Hotel在經營及會員管理上面對的問題。為因應飯店服務業的服務不可儲存性及揮發性，X Hotel推出2項開發非尖峰需求的策略，分別為會員制度及發行現金儲值卡。會員人數成長與現金儲值卡的熱銷，對飯店營收帶來可觀收入卻也衍生諸多管理問題，包括飯店服務能量不足造成服務品質下降、顧客投訴增加。會員管理方面，資深會員之間形成社群，成為會員持續入會的動機，但會員也產生諸多不當行為。另外，隨現金儲值卡贈送的俱樂部設施使用券被會員私下販售，衝擊飯店的正常銷售，飯店一方面享受會員及儲值卡帶來的利益，一方面也受這兩項策略所引起的服務失誤所困擾，在策略的調整與執行之間，飯店該如何取捨陷於兩難。 個案討論透過服務科學的角度，從服務的本質討論飯店業在會員管理上面對的許多作業性問題，藉由個案學生可以對服務的特性、飯店管理及惡質顧客的不當行為及影響有更深的了解及認識。本個案的主題包含(1) 會員管理；(2) 服務管理；(3) 顧客的不當行為。

This case describes the problems of business operation and member management faced by a hot spring hotel. X Hotel launched a club membership program and issued a cash gift card with attractive promotions to increase revenues and raise customer demand of fitness equipment and spa facilities on weekdays. The two strategies brought important contributions on the hotel revenue, but it also induced many problems. The growth of customers and service demand led to the shortage of service capacity, making serious impacts on the service quality and also increasing customer complaints. Member management also had lots of problems, including out of control of senior members, dysfunctional behavior of customers, and channel conflicts induced by spa coupons. The hotel enjoyed the benefits brought by the members and cash card strategies, but it also encountered the negative effects caused by the two strategies, presenting a dilemma to the hotel. This case discusses the nature of service and member management in service operation. Issues covered in the case include the characteristics of services, member management, service management, and jaycustomers management.

本個案描述一家溫泉飯店如何運用會員及發行禮物現金卡等策略改善需求的尖峰離峰差異，及這些策略引起在經營及會員管理上的問題。個案討論透過服務科學的角度，從服務的本質討論飯店業者在會員管理上面對的許多作業性問題，藉由個案學生可以對服務的特性、飯店管理及惡質顧客的不當行為及影響有更深的了解及認識。 飯店業的商品因具有無法儲存、短期供給無彈性、地理位置限制與季節波動的特性，使飯店必須積極拓展平日的服務需求，因此X Hotel成功以俱樂部會員制及發行儲值卡並贈送免費使用劵策略，提昇其溫泉及健身設備使用率及營收，此兩項策略結合溫泉服務業者的高固定成本及低變動成本，使會員制及免費使用劵產生最大效益。 不過所有的策略必須有良好的執行及配套措施，X Hotel並沒有擴展其內部的服務能量，這是許多台灣本土公司為控制成本在成長過程中常發生的一個現象，內部的組織與管理能力無法隨企業規模相應的成長。另一方面，發生在個案中的會員不適當行為在服務業很常見，許多不當行為背後的原因是因為會員已跟飯店及其他會員建立了緊密的連結，飯店成為會員熟悉的場所，也是生活的一部份。會員通常忠誠度高，是飯店重要且穩定的資產，因此會員的不當行為管理是應視為日常顧客關係管理重要的一環，業者必須建立一套機制，像是設置專責會員服務單位、建立專屬的服務流程與明確的會員管理規範，更重要的是加強訓練員工以面對顧客的不當行為，同時增加人力支援以提升服務能量。企業在面對顧客的不適當行為時，重點不應是懲罰顧客，而是找出顧客不當行為背後的原因並加以改善，確保服務的能量、強化訓練員工、完善服務場所的環境設計、第一時間為客戶提供良好的服務，同時在顧客失控前掌控狀況。

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