Research in service recovery has attracted serious attention in the recent past. However, very limited research has focused on making service recovery from customer and expert perspectives simultaneously. This study aims to bridge this gap by adopting a Quality Function Deployment (QFD) approach that integrate Analytic Network Process (ANP) method. Among five major groups of service failure in the hotel, customers perceived the highest important ranking on “Guestroom” (EV=0.289), followed by “Arrival, Billing and Departure” (EV=0.271), “Restaurant, Food and Beverage” (EV=0.197), “Staff” (EV=0.152) and “Facilities and Other services (EV) =0.091. In term of service recovery, the results show that, the most effective action is “Immediately correct problem” with the percentage priority of 19.8 percent. The next effective recovery is “Apology” with 19.5 percent. The rest of the actions in descending order of effectiveness are following: Replacement (12.1%); Discount (9.9%); Managerial intervention (9.6%); Explanation (9.3%); Do nothing (9.1%); Upgrade/ change room (6%) and the last one Free additional service (4.7%).
For the correlation between service recovery solutions that appear in the roof of House of Quality (HOQ). From hotel manager’s point of view, when solving problem, to raise the effectiveness of recovery actions, hotel need to combine at least to actions. The action of “Apology” often accompanies with other compensations especially intangible compensation such as “Explanation”, “Immediately correct problem”, “Managerial intervention”, “Replacement” and “Do nothing”. Because in this situation, customers are more satisfied with the reaction of the apology from staff with smile and good attitude and other accompanied actions. In relation with action of “Do nothing”, “Apology” “Explanation” can accompanies with. For example, the failure is related to the behavior of staff, no compensation more effective than “Apology”.

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