CUSTOMER SATISFACTION
Customer satisfaction, a business term, is a measure of how products and
services supplied by a company meet or surpass customer expectation. It is
seen as a key performance indicator within business and is part of the four of
a Balanced Scorecard.
In a competitive marketplace where businesses compete for customers,
customer satisfaction is seen as a key differentiator and increasingly has
become a key element of business strategy.
There is a substantial body of empirical literature that establishes the
benefits of customer satisfaction for firms.
MEASURING CUSTOMER SATISFACTION
Organizations need to retain existing customers while targeting non-
customers;. Measuring customer satisfaction provides an indication of how
successful the organization is at providing products and/or services to the
marketplace.
Customer satisfaction is an abstract concept and the actual manifestation of
the state of satisfaction will vary from person to person and product/service
to product/service. The state of satisfaction depends on a number of both
psychological and physical variables which correlate with satisfaction
behaviors such as return and recommend rate. The level of satisfaction can
also vary depending on other factors the customer, such as other products
against which the customer can compare the organization's products.
Work done by Parasuraman, Zeithaml and Berry (Leonard L) between 1985
and 1988 delivered SERVQUAL which provides the basis for the
measurement of customer satisfaction with a service by using the gap
between the customer's expectation of performance and their perceived
experience of performance. This provides the researcher with a satisfaction
"gap" which is semi-quantitative in nature. Cronin and Taylor extended the
disconfirmation theory by combining the "gap" described by Parasuraman,
Zeithaml and Berry as two different measures (perception and expectation)
into a single measurement of performance relative to expectation.
The usual measures of customer satisfaction involve a survey with a set of
statements using a Likert Technique or scale. The customer is asked to
evaluate each statement in terms of their perception and expectation of
performance of the service being measured.
Methodologies
American Customer Satisfaction Index (ACSI) is a scientific standard of
customer satisfaction. Academic research has shown that the national ACSI
score is a strong predictor of Gross Domestic Product (GDP) growth, and an
even stronger predictor of Personal Consumption Expenditure (PCE)
growth. On the microeconomic level, research has shown that ACSI data
predicts stock market performance, both for market indices and for
individually traded companies. Increasing ACSI scores has been shown to
predict loyalty, word-of-mouth recommendations, and purchase behavior.
The ACSI measures customer satisfaction annually for more than 200
companies in 43 industries and 10 economic sectors. In addition to quarterly
reports, the ACSI methodology can be applied to private sector companies
and government agencies in order to improve loyalty and purchase intent.
Two companies have been licensed to apply the methodology of the ACSI
for both the private and public sector: CFI Group, Inc. applies the
methodology of the ACSI offline, and Foresee Results applies the ACSI to
websites and other online initiatives. ASCI scores have also been calculated
by independent researchers, for example, for the mobile phones sector [5],
higher education[6], and electronic mail.
The Kano model is a theory of product development and customer
satisfaction developed in the 1980s by Professor Noriaki Kano that classifies
customer preferences into five categories: Attractive, One-Dimensional, M-
Be, Indifferent, Reverse. The Kano model offers some insight into the
product attributes which are perceived to be important to customers. Kano
also produced a methodology for mapping consumer responses to
questionnaires onto his model.
SERVQUAL or RATER is a service-quality framework that has been
incorporated into customer-satisfaction surveys (e.g., the revised Norwegian
Customer Satisfaction Barometer) to indicate the gap between customer
expectations and experience.
J.D. Power and Associates provides another measure of customer
satisfaction, known for its top-box approach and automotive industry
rankings. J.D. Power and Associates' marketing research consists primarily
of consumer surveys and is publicly known for the value of its product
awards.
Other research and consulting firms have customer satisfaction solutions as
well. These include A.T. Kearney's Customer Satisfaction Audit process[9],
which incorporates the Stages of Excellence framework and which helps
define a company’s status against eight critically identified dimensions.
For Business to Business (B2B) surveys there is the InfoQuest box[1]. This
has been used internationally since 1989 on more than 110,000 surveys (Nov
'09) with an average response rate of 72.74%. The box is targeted at "the
most important" customers and avoids the need for a blanket survey.
Improving Customer Satisfaction
Published standards exist to help organizations develop their current levels
of customer satisfaction. The International Customer Service Institute
(TICSI) has released The International Customer Service Standard (TICSS).
TICSS enables organizations to focus their attention on delivering
excellence in the management of customer service, whilst at the same time
providing recognition of success through a 3rd Party registration scheme.
TICSS focuses an organization’s attention on delivering increased customer
satisfaction by helping the organization through a Service Quality Model.
TICSS Service Quality Model uses the 5 P's - Policy, Processes, People,
Premises, Product/Services, as well as performance measurement. The
implementation of a customer service standard should lead to higher levels
of customer satisfaction, which in turn influences customer retention and
customer loyalty.
Customer
A customer, also called client, buyer, or purchaser, is usually used to refer
to a current or potential buyer or user of the products of an individual or
organization, called the supplier, seller, or vendor. This is typically through
purchasing or renting goods or services. However, in certain contexts, the
term customer also includes by extension anyone who uses or experiences
the services of another. A customer may also be a viewer of the product or
service that is being sold despite deciding to not buy them.
The word derives from "custom," meaning "habit"; a customer was someone
who frequented a particular shop, who made it a habit to purchase goods of
the sort the shop sold there rather than elsewhere, and with whom the
shopkeeper had to maintain a relationship to keep his or her "custom,"
meaning expected purchases in the future.
The slogans "the customer is king" or "the customer is god" or "the customer
is always right" indicate the importance of customers to businesses -
although the last expression is sometimes used ironically.
However, "customer" also has a more generalised meaning as in customer
service and a less commercialised meaning in not-for-profit areas. To avoid
unwanted implications in some areas such as government services,
community services, and education, the term "customer" is sometimes
substituted by words such as "constituent" or "stakeholder". This is done to
address concerns that the word "customer" implies a narrowly commercial
relationship involving the purchase of products and services. However, some
managers in this environment, in which the emphasis is on being helpful to
the people one is dealing with rather than on commercial sales, comfortably
use the word "customer" to both internal and external customers
Service
A service is the intangible equivalent of a good. Service provision is often
an economic activity where the buyer does not generally, except by
exclusive contract, obtain exclusive ownership of the thing purchased. The
benefits of such a service, if priced, are held to be self-evident in the buyers
willingness to pay for it. Public services are those society pays for as a
whole through taxes and other means.
By composing and orchestrating the appropriate level of resources, skill,
ingenuity,and experience for effecting specific benefits for service
consumers, service providers participate in an economy without the
restrictions of carrying stock (inventory) or the need to concern themselves
with bulky raw materials. On the other hand, their investment in expertise
does require consistent service marketing and upgrading in the face of
competition which has equally few physical restrictions. Many so-called
services, however, require large physical structures and equipment, and
consume large amounts of resources, such as transportation services and the
military.
Providers of services make up the tertiary sector of the economy.
Service characteristics
Services can be paraphrased in terms of their generic key characteristics.
1. Intangiblity
Services are intangible and insubstantial: they cannot be touched, gripped,
handled, looked at, smelled, tasted or heard. Thus, there is neither potential
nor need for transport, storage or stocking of services. Furthermore, a
service cannot be (re)sol owned d or by somebody, neither can it be turned
over from the service provider to the service consumer nor returned from the
service consumer to the service provider. Solely, the service delivery can be
commissioned to a service provider who must generate and render the
service at the distinct request of an authorized service consumer.
2. Perishability
Services are perishable in two regards
The service relevant resources, processes and systems are assigned for
service delivery during a definite period in time. If the designated or
scheduled service consumer does not request and consume the service
during this period, the service cannot be performed for him. From the
perspective of the service provider, this is a lost business opportunity
as he cannot charge any service delivery; potentially, he can assign the
resources, processes and systems to another service consumer who
requests a service. Examples: The hair dresser serves another client
when the scheduled starting time or time slot is over. An empty seat
on a plane never can be utilized and charged after departure.
When the service has been completely rendered to the requesting
service consumer, this particular service irreversibly vanishes as it has
been consumed by the service consumer. Example: the passenger has
been transported to the destination and cannot be transported again to
this location at this point in time.
3. Inseparability
The service provider is indispensable for service delivery as he must
promptly generate and render the service to the requesting service consumer.
In many cases the service delivery is executed automatically but the service
provider must preparatorily assign resources and systems and actively keep
up appropriate service delivery readiness and capabilities. Additionally, the
service consumer is inseparable from service delivery because he is involved
in it from requesting it up to consuming the rendered benefits. Examples:
The service consumer must sit in the hair dresser's shop & chair or in the
plane & seat; correspondingly, the hair dresser or the pilot must be in the
same shop or plane, respectively, for delivering the service.
4. Simultaneity
Services are rendered and consumed during the same period of time. As
soon as the service consumer has requested the service (delivery), the
particular service must be generated from scratch without any delay and
friction and the service consumer instantaneously consumes the rendered
benefits for executing his upcoming activity or task.
5. Variability
Each service is unique. It is one-time generated, rendered and consumed and
can never be exactly repeated as the point in time, location, circumstances,
conditions, current configurations and/or assigned resources are different for
the next delivery, even if the same service consumer requests the same
service. Many services are regarded as heterogeneous or lacking
homogeneity and are typically modified for each service consumer or each
new situation (consumerised). Example: The taxi service which transports
the service consumer from his home to the opera is different from the taxi
service which transports the same service consumer from the opera to his
home - another point in time, the other direction, maybe another route,
probably another taxi driver and cab.
Each of these characteristics is retractable per se and their inevitable
coincidence complicates the consistent service conception and makes service
delivery a challenge in each and every case. Proper service marketing
requires creative visualization to effectively evoke a concrete image in the
service consumer's mind. From the service consumer's point of view, these
characteristics make it difficult, or even impossible, to evaluate or compare
services prior to experiencing the service delivery.
Mass generation and delivery of services is very difficult. This can be seen
as a problem of inconsistent service quality. Both inputs and outputs to the
processes involved providing services are highly variable, as are the
relationships between these processes, making it difficult to maintain
consistent service quality. For many services there is labor intensity as
services usually involve considerable human activity, rather than a precisely
determined process; exceptions include utilities. Human resource
management is important. The human factor is often the key success factor
in service economies. It is difficult to achieve economies of scale or gain
dominant market share. There are demand fluctuations and it can be difficult
to forecast demand. Demand can vary by season, time of day, business
cycle, etc. There is consumer involvement as most service provision requires
a high degree of interaction between service consumer and service provider.
There is a customer-based relationship based on creating long-term business
relationships. Accountants, attorneys, and financial advisers maintain long-
term relationships with their clientes for decades. These repeat consumers
refer friends and family, helping to create a client-based relationship.
Service definition
The generic clear-cut, complete and concise definition of the service term
reads as follows:
A service is a set of singular and perishable benefits
delivered from the accountable service provider, mostly in close
coaction with his service suppliers,
generated by functions of technical systems and/or by distinct
activities of individuals, respectively,
commissioned according to the needs of his service consumers by the
service customer from the accountable service provider,
rendered individually to an authorized service consumer at his/her
dedicated trigger,
and, finally, consumed and utilized by the triggering service consumer
for executing his/her upcoming business or private activity.
Service specification
Any service can be clearly, completely, consistently and concisely specified
by means of the following 12 standard attributes which conform to the
MECE principle (Mutually Exclusive, Collectively Exhaustive)
1. Service Consumer Benefits
2. Service-specific Functional Parameters
3. Service Delivery Point
4. Service Consumer Count
5. Service Delivering Readiness Times
6. Service Support Times
7. Service Support Languages
8. Service Fulfillment Target
9. Service Impairment Duration per Incident
10.Service Delivering Duration
11.Service Delivery Unit
12.Service Delivering Price
The meaning and content of these attributes are:
1. Service Consumer Benefits describe the (set of) benefits which are
triggerable, consumable and effectively utilizable for any authorized service
consumer and which are rendered to him as soon as he trigger one service.
The description of these benefits must be phrased in the terms and wording
of the intended service consumers.
2. Service-specific Functional Parameters specify the functional
parameters which are essential and unique to the respective service and
which describe the most important dimension(s) of the servicescape, the
service output or the service outcome, e.g. maximum e-mailbox capacity per
registered and authorized e-mail service consumer.
3. Service Delivery Point describes the physical location and/or logical
interface where the benefits of the service are triggered by and rendered to
the authorized service consumer. At this point and/or interface, the
preparedness for service delivery readiness can be assessed as well as the
effective delivery of the service itself can be monitored and controlled.
4. Service Consumer Count specifies the number of intended, clearly
identified, explicitly named, definitely registered and authorized service
consumers which shall be and/or are allowed and enabled to trigger and
consume the commissioned service for executing and/or supporting their
business tasks or private activities.
5. Service Delivering Readiness Times specify the distinct agreed times of
every day of the week when
the described service consumer benefits are
o triggerable for the authorized service consumers at the defined
service delivery point
o consumable and utilizable for the authorized service consumers
at the respective agreed service level
all the required service contributions are aggregated to the triggered
service
the specified service benefits are comprehensively rendered to any
authorized triggering service consumer without any delay or friction.
The time data are specified in 24 h format per local working day and local
time, referring to the location of the intended and/or triggering service
consumers.
6. Service Support Times specify the determined and agreed times of every
day of the week when the triggering and consumption of commissioned
services is supported by the service desk team for all identified, registered
and authorized service consumers within the service customer's
organizational unit or area. The service desk is/shall be the so called the
Single Point of Contact (SPoC) for any service consumer inquiry regarding
the commissioned, triggered and/or rendered services, particularly in the
event of service denial, i.e. an incident. During the defined service support
times, the service desk can be reached by phone, e-mail, web-based entries
and/or fax, respectively. The time data are specified in 24 h format per local
working day and local time, referring to the location of the intended service
consumers.
7. Service Support Languages specifies the national languages which are
spoken by the service desk team(s) to the service consumers calling them.
8. Service Fulfillment Target specifies the service provider's promise of
effectively and seamlessly delivering the specified benefits to any authorized
service consumer triggering a service within the specified service times. It is
expressed as the promised minimum ratio of the counts of successful
individual service deliveries related to the counts of triggered service
deliveries. The effective service fulfillment ratio can be measured and
calculated per single service consumer or per service consumer group and
may be referred to different time periods (workday, calenderweek,
workmonth, etc.)
9. Service Impairment Duration per Incident specifies the allowable
maximum elapsing time [hh:mm] between
the first occurrence of a service impairment, i.e. service quality
degradation, service delivery disruption or service denial, whilst the
service consumer consumes and utilizes the requested service,
the full resumption and complete execution of the service delivery to
the content of the affected service consumer.
10. Service Delivering Duration specifies the promised and agreed
maximum period of time for effectively rendering all specified service
consumer benefits to the requesting service consumer at his currently chosen
service delivery point.
11. Service Delivery Unit specifies the basic portion for rendering the
defined service consumer benefits. The service delivery unit is the reference
and mapping object for the Service Delivering Price, for all service costs as
well as for charging and billing the consumed service volume to the service
customer who has commissioned the service delivery.
12. Service Delivering Price specifies the amount of money the service
customer has to pay for the distinct service volumes his authorized service
consumers have consumed. Normally, the service delivering price comprises
two portions
a fixed basic price portion for basic efforts and resources which
provide accessibility and usability of the service delivery functions,
i.e. service access price
a price portion covering the service consumption based on
o fixed flat rate price per authorized service consumer and
delivery period without regard on the consumed service
volumes,
o staged prices depending on consumed service volumes,
o fixed price per particularly consumed service delivering unit.
Service delivery
The delivery of a service typically involves six factors:
The accountable service provider and his service suppliers (e.g. the
people)
Equipment used to provide the service (e.g. vehicles, cash registers,
technical systems, computer systems)
The physical facilities (e.g. buildings, parking, waiting rooms)
The requesting service consumer
Other customers at the service delivery location
Customer contact
The service encounter is defined as all activities involved in the service
delivery process. Some service managers use the term "moment of truth" to
indicate that defining point in a specific service encounter where interactions
are most intense.
Many business theorists view service provision as a performance or act
(sometimes humorously referred to as dramalurgy, perhaps in reference to
dramaturgy). The location of the service delivery is referred to as the stage
and the objects that facilitate the service process are called props. A script is
a sequence of behaviors followed by all those involved, including the
client(s). Some service dramas are tightly scripted, others are more ad lib.
Role congruence occurs when each actor follows a script that harmonizes
with the roles played by the other actors.
In some service industries, especially health care, dispute resolution, and
social services, a popular concept is the idea of the caseload, which refers to
the total number of patients, clients, litigants, or claimants that a given
employee is presently responsible for. On a daily basis, in all those fields,
employees must balance the needs of any individual case against the needs
of all other current cases as well as their own personal needs.
Under English law, if a service provider is induced to deliver services to a
dishonest client by a deception, this is an offence under the Theft Act 1978.
The service-goods continuum
The dichotomy between physical goods and intangible services should not
be given too much credence. These are not discrete categories. Most
business theorists see a continuum with pure service on one terminal point
and pure commodity good on the other terminal point.[citation needed] Most
products fall between these two extremes. For example, a restaurant
provides a physical good (the food), but also provides services in the form of
ambience, the setting and clearing of the table, etc. And although some
utilities actually deliver physical goods — like water utilities which actually
deliver water — utilities are usually treated as services.
In a narrower sense, service refers to quality of customer service: the
measured appropriateness of assistance and support provided to a customer.
This particular usage occurs frequently in retailing.
CUSTOMER SERVICE
Customer service is the provision of service to customers before, during
and after a purchase.
According to Jamier L. Scott. (2002), “Customer service is a series of
activities designed to enhance the level of customer satisfaction – that is, the
feeling that a product or service has met the customer expectation."
Its importance varies by product, industry and customer; defective or broken
merchandise can be exchanged, often only with a receipt and within a
specified time frame. Retail stores will often have a desk or counter devoted
to dealing with returns, exchanges and complaints, or will perform related
functions at the point of sale.
Customer service may be provided by a person (e.g., sales and service
representative), or by automated means called self-service. Examples of self
service are Internet sites. However, In the Internet era, a challenge has been
to maintain and/or enhance the personal experience while making use of the
efficiencies of online commerce. Writing in Fast Company, entrepreneur and
customer systems innovator Micah Solomon has made the point that "Online
customers are literally invisible to you (and you to them), so it's easy to
shortchange them emotionally. But this lack of visual and tactile presence
makes it even more crucial to create a sense of personal, human-to-human
connection in the online arena."
Customer service is normally an integral part of a company’s customer value
proposition. In their book Rules to Break and Laws to Follow, Don Peppers
and Martha Rogers, Ph.D. write that "customers have memories. They will
remember you, whether you remember them or not." Further, "customer
trust can be destroyed at once by a major service problem, or it can be
undermined one day at a time, with a thousand small demonstrations of
incompetence."
From the point of view of an overall sales process engineering effort,
customer service plays an important role in an organization's ability to
generate income and revenue. From that perspective, customer service
should be included as part of an overall approach to systematic
improvement.
Some have argued that the quality and level of customer service has
decreased in recent years, and that this can be attributed to a lack of support
or understanding at the executive and middle management levels of a
corporation and/or a customer service policy.
Instant feedback
Recently, many organizations have implemented feedback loops that allow
them to capture feedback at the point of experience. For example, National
Express, one of the UK's leading travel companies invites passengers to send
text messages whilst riding the bus. This has been shown to be useful as it
allows companies to improve their customer service before the customer
defects, thus making it far more likely that the customer will return next
time.
Setting the right KPIs
A challenge working with Customer Service is to ensure that you have
focused your attention on the right key areas, measured by the right Key
Performance Indicator. There is no challenge to come up with a lot of
meaningful KPIs, but the challenge is to select a few which reflects your
overall strategy. In addition to reflecting your strategy it should also enable
staff to limit their focus to the areas that really matter. The focus must be of
those KPIs, which will deliver the most value to the overall objective, e.g.
cost saving, service improving etc. It must also be done in such a way that
staff sincerly believe that they can make a difference with the effort.
One of the most important aspects of a customer service KPI is that of what
is often referred to as the "Feel Good Factor". [1] Basically the goal is to not
only help the customer have a good experience, but to offer them an
experience that exceeds their expectations. Several key points are listed as
follows:
1. Know your product - Know what products/service you are offering back
to front. In other words be an information expert. It is okay to say "I don't
know", but it should always be followed up by... "but let me find out" or
possibly " but my friend knows!" Whatever the situation may be, make sure
that you don't leave your customer with an unanswered question.
2. Body Language/Communication - Most of the communication that we
relay to others is done through body language. If we have a negative body
language when we interact with others it can show our lack of care. Two of
the most important parts of positive body language are smiling, and eye
contact. Make sure to look your customers in the eye. It shows that we are
listening to them, not at them. And then of course smiling is just more
inviting than someone who has a blank look on their face.
3. Anticipate Guest Needs - Nothing surprises your customer more than an
employee going the extra mile to help them. Always look for ways to serve
your customer more than they expect. In doing so it helps them to know that
you care and it will leave them with the "Feel Good Factor" that we are
searching for.
Standardization
There are few standards on this topic. ISO and The International Customer
Service Institute (TICSI) have published the following ones:
ISO 9004:2000, on performance improvement
ISO 10001:2007, on customer service conduct
ISO 10002:2004, on quality management in handling customer
complaints
ISO 10003:2007, on dispute resolution
The International Customer Service Standard (TICSS)
There is also an Information Technology service management standard:
ISO/IEC 20000:2005. Its first part concerns specifications and its second
part the code of practice
Hospitality industry
The hospitality industry consists of broad category of fields within the
service industry that includes lodging, restaurants, event planning, theme
parks, transportation, cruise line, and additional fields within the tourism
industry.
The hospitality industry is a several billion dollar industry that mostly
depends on the availability of leisure time and disposable income. A
hospitality unit such as a restaurant, hotel, or even an amusement park
consists of multiple groups such as facility maintenance, direct operations
(servers, housekeepers, porters, kitchen workers, bartenders, etc.),
management, marketing, and human resources.
The hospitality industry covers a wide range of organizations offering food
service and accommodation. The hospitality industry is divided into sectors
according to the skill-sets required for the work involved. Sectors include
accommodation, food and beverage, meeting and events, gaming,
entertainment and recreation, tourism services, and visitor information.
Usage rate is an important variable for the hospitality industry. Just as a
factory owner would wish to have his or her productive asset in use as much
as possible (as opposed to having to pay fixed costs while the factory isn't
producing), so do restaurants, hotels, and theme parks seek to maximize the
number of customers they "process".
In viewing various industries, "barriers to entry" by newcomers and
competitive advantages between current players are very important. Among
other things, hospitality industry players find advantage in old classics
(location), initial and ongoing investment support (reflected in the material
upkeep of facilities and the luxuries located therein), and particular themes
adopted by the marketing arm of the organization in question (such as a
restaurant called the 51st fighter group that has a WW2 theme in music and
other environmental aspects). Very important is also the characteristics of
the personnel working in direct contact with the customers. The authenticity,
professionalism, and actual concern for the happiness and well-being of the
customers that is communicated by successful organizations is a clear
competitive advantage.
Accommodations
Destination spas
Floatels
Hostels
Hotels
Inns
Motels
Restaurants & Bars
Cafes
Nightclubs
Public houses
Pubs
Restaurants
Travel and Tourism
Airline Cabin Staff
Travel agents
Hospitality
Hospitality is the relationship between a guest and a host, or the act or
practice of being hospitable. that is, the reception and entertainment of
guests, visitors, or strangers, resorts, membership clubs, conventions,
attractions, special events, and other services for travelers and tourists.
"Hospitality" can also mean generously providing care and kindness to
whoever is in need.
Meaning of Hospitality
The word hospitality derives from the Latin hospes, which is formed from
hostis, which originally meant a ) to have power. The meaning of "host" can
be literally read as "lord of strangers."[1] hostire means equalize or
compensate.
In the Homeric ages, hospitality was under the protection of Zeus, the chief
deity of the Greek pantheon. Zeus was also attributed with the title 'Xenios
Zeus' ('xenos' means stranger), emphasizing the fact that hospitality was of
the utmost importance. A stranger passing outside a Greek house could be
invited inside the house by the family. The host washed the stranger's feet,
offered food and wine, and only after the guest was comfortable could ask
his or her name.
The Greek concept of sacred hospitality is illustrated in the story of
Telemachus and Nestor. When Telemachus arrived to visit Nestor, Nestor
was unaware that his guest was the son of his old comrade Odysseus.
Nonetheless, Nestor welcomes Telemachus and his party lavishly, thus
demonstrating the relationship between hostis, "stranger," and hostire,
"equalize," and how the two combine in the concept of hospitality.
Later, one of Nestor's sons slept on a bed close by Telemachus to take care
that he should not suffer any harm. Nestor also put a chariot and horses at
Telemachus' disposal so that he could travel the land route from Pylos to
Sparta rapidly, and set his son Pisistratus as the charioteer. These illustrate
the two other elements of ancient Greek hospitality, protection and
guidance.
Based on the story above and its current meaning, hospitality is about
compensating/equalizing a stranger to the host, making him feel protected
and taken care of, and at the end of his hosting, guiding him to his next
destination.
Contemporary usage
In the contemporary West, hospitality is rarely a matter of protection and
survival, and is more associated with etiquette and entertainment. However,
it still involves showing respect for one's guests, providing for their needs,
and treating them as equals. Cultures and subcultures vary in the extent to
which one is expected to show hospitality to strangers, as opposed to
personal friends or members of one's in-group.
The hospitality service industry includes hotels, casinos, and resorts, which
offer comfort and guidance to strangers, but only as part of a business
relationship. The terms hospital, hospice, and hostel also derive from
"hospitality," and these institutions preserve more of the connotation of
personal care.
Hospitality ethics is a discipline that studies this usage of hospitality.
In the western context, with its dynamic tension between Athens and
Jerusalem, two phases can be distinguished with a very progressive
transition: a hospitality based on an individually felt sense of duty, and one
based on "official" institutions for organized but anonymous social services:
special places for particular types of "strangers" such as the poor, orphan(s),
ill, alien, criminal, etc. Perhaps this progressive institutionalization can be
aligned to the transition between Middle Ages and Renaissance (Ivan Illich,
The Rivers North of the Future).
Hospitality around the world
Biblical and Middle Eastern
In Middle Eastern Culture, it was considered a cultural norm to take care of
the strangers and foreigners living among you. These norms are reflected in
many Biblical commands and examples.[1]
Perhaps the most extreme example is provided in Genesis. Lot provides
hospitality to a group of angels (who he thinks are only men); when a mob
tries to rape them, Lot goes so far as to offer his own daughters as a
substitute, saying "Don't do anything to these men, for they have come under
the protection of my roof." (Genesis 19:8, NIV).
The obligations of both host and guest are stern. The bond is formed by
eating salt under the roof, and is so strict that an Arab story tells of a thief
who tasted something to see if it was sugar, and on realizing it was salt, put
back all that he had taken and left.
Classical World
To the ancient Greeks and Romans, hospitality was a divine plight. The host
was expected to make sure the needs of his guests were seen to. The ancient
Greek term xenia, or theoxenia when a god was involved, expressed this
ritualized guest-friendship relation.
An example of the importance of hospitality in the classical world is the tale
of Baucis and Philemon. In this tale, the ancient gods Zeus and Hermes are
visiting the town of Phrygia disguised as simple peasants. Their search for a
meal and a place to stay for the night meets a lot of closed doors, until they
arrive at the house of Philemon and Baucis. Though poor, the couple acts as
good hosts by giving the little they have to their guests, and when they
realize their guests are actually gods in disguise, they even propose to slay
the one goose which guards their house. As a reward, the gods grant them
one wish, besides saving them from the flooding of the rest of the
unhospitable town.
Hospitality in Celtic Cultures
Celtic societies also valued the concept of hospitality, especially in terms of
protection. A host who granted a person's request for refuge was expected
not only to provide food and shelter to his/her guest, but to make sure they
did not come to harm while under their care.
A real-life example of this is rooted in the history of the Scottish Clan
MacGregor, from the early seventeenth century. The chief of Clan Lamont
arrived at the home of the MacGregor chief in Glenstrae, told him that he
was fleeing from foes and requested refuge. The MacGregor welcomed his
brother chief with no questions asked. Later that night, members of the
MacGregor clan came looking for the Lamont chief, informing their chief
that the Lamont had in fact killed his son and heir in a quarrel. Holding to
the sacred law of hospitality, the MacGregor not only refused to hand over
the Lamont to his clansmen, but the next morning escorted him to his
ancestral lands.
LITERATURE REVIEW
The literature review is based on researches that have been conducted in
other countries. However, the factors analyzed that influence the customer
satisfaction in restaurants are the same, for example, all research done in
Spain, China, Hong Kong and USA used the basic factors to determine
customer satisfaction. Factors that are considered are service quality and
product quality. Although these researches used different conceptual
frameworks in their research, they are still aligned with the model that has
been adapted and modified in this research, which is the Transaction-
Specific Model. However, the importance of a particular attribute varies
according to the type of restaurant and the type of customer [2].
A. Transaction-Specific Model
This model was suggested by Teas (1993) and later expanded by
Parasuraman, Zeithaml and Berry (1994) – PZB henceforth . This model
posits a customer’s overall satisfaction with a transaction to be a function of
his or her assessment of service quality, product quality and price .
Transaction-specific satisfaction significantly influences overall customer
satisfaction . Customers are likely to consider specific aspects of the
transaction such as product features (e.g. food quality and restaurant
ambience), service features (e.g. responsiveness of the server), as well as
price to be satisfied with the overall restaurant experience . The full model
was found to be significant . They further state that the results suggested that
the model satisfactorily explains customer satisfaction and that full service
restaurant owners should focus on three major elements, which are service
quality (responsiveness), price and food quality (reliability).
B. SERVQUAL Model
As adapted from the research conducted by Andaleeb and Conway (2006),
not all the five dimensions of SERVQUAL were used in this research. This
is because not all the dimensions play an important role in determining
customer satisfaction in the restaurant industry. In the restaurant industry,
the customer’s risk is low given the purchase price, the outcome of the
service and the alternatives available. Hence assurance is not as important in
this industry. However, there is a possibility of only particular elements of
the dimensions relevant to the study. Andaleeb and Conway (2006),
acknowledges that elements of assurance – knowledge and courtesy – are
important but may have contextually modified meanings.
The dimension empathy may not be applicable in the restaurant industry
context . Empathy is defined in the SERVQUAL literature as provision of
care and individualized attention that is displayed to each customer .
Customers do not want doting server providing personal attention when all
they want is to enjoy the food and the company . Therefore, only elements
related to the researched industry was used by Andaleeb and Conway
(2006). However, this study will use the transaction specific model in a staff
cafeteria where the preference of factors related to customer satisfaction may
be different. Therefore, elements of the SERVQUAL Model as well as other
factors have been included in this research. Nonetheless, since perception of
customer satisfaction will be studied in this research, the SERVPERF Model
will be used since its elements are the same as in SERVQUAL. The
SERVPERF Model will be further illustrated in the consequent literature
review.
C. Models Used to Evaluate Service Quality
A related theory to customer satisfaction that has been adapted by Bartlett
and Han (2007) in customer satisfaction is the SERVQUAL model by
Parasuraman, Zeithaml & Berry (1991). This model indicates that there
are five dimensions used in measuring customer service quality. The
dimensions included in this model are tangibles, reliability, responsiveness,
empathy and assurance. The tangibles include the physical appearance of the
facilities, equipment, personnel and materials used to communicate with
customers . Elements within the tangibles dimension are cleanliness, space,
atmosphere, appearance of server and location. Measuring element of
responsibility and reliability are speed, willingness to respond, accuracy and
dependability. The dimension of assurance and empathy may be measured
using elements of knowledge, trained professional, communications and
caring.
Other models that have been used to evaluate service quality are
DINESERVE by Stevens et al , Two-Way by Schvaneveldt, Enkawa and
Miyakawa (1991), SERVPERF by Corin and Taylor (1992), Normed
Quality by Teas (1994) and QUALITOMETRO by Franceschini and
Rossetto (1997) . The theoretical background of the Two-Way model uses
latent evaluation factors: services quality is evaluated by answers given by
customers to questions about “objective” (quality attributes) and
“subjective” (satisfaction levels). The SERVPERF model evaluates service
quality by perceptions only, without expectations and without importance
weights. While in the Normed Quality model, the problems for expectations
become a redefinition of this component and discrimination between ideal
expectation and feasible expectation. In the QUALITOMETRO model,
customer expectations and perceptions are evaluated in two distinct
moments.
Finally in the DINESERVE model, expectations were the measure of this
instrument. Quality evaluation according using this model is carried out by
means of a comparison between quality expectations and perceptions
profiles using MCDA. Although these stated models use different response
scales but all of them consist of five dimensions which are tangibles,
reliability, assurance, responsiveness and empathy. A research using the
DINESERVE model as a basis was conducted by Aigbedo and
Parameswaran (2004). They used this evaluation model in their research
where it was a performance-only measure. Their research was conducted in
USA regarding importance-performance analysis for improving quality of
campus food service. An example of a research conducted using the
SERVPERF model is by Soriano (2002) determining customer satisfaction
factors in restaurants, a situation in Spain.
D. Attributes of Quality Service to Measure Customer
Satisfaction
The research studied in Spain by Soriano (2002), also looks into these main
factors. Offering good food and service is not enough to attract and retain
consumers . In order to gain a competitive advantage in today’s market;
restaurants have to offer meals that offer good value in a favorable
ambience.
The research done by Bartlett and Han (2007) was based on experiences
from dining in China. Their research was based on the SERVQUAL model;
however, many items did not fit within those categories or needed to be
analyzed further. Other categories that evolved in terms of customer
satisfaction in the restaurants in China included quality of dishes and price .
They further state that in the restaurant industry both the food and the
service quality create the total experience for the consumer.
The research conducted in Hong Kong by Kivela, Inbakaran and Reece
(2000), analyzed customer satisfaction factors based on five-dimensions
which are first and last impressions, service excellence, ambience
excellence, food excellence and feeling comfortable eating there and
reservations and parking . Another Hong Kong research conducted by Pun
and Ho (2001), mentioned that the competitive location, prices, food quality
and customer services were among the main determinants of people
considering the restaurant services.
The purpose of the research conducted in USA by Andaleeb and Conway
(2006) was to determine the factors that explain customer satisfaction in the
full service restaurant industry. According to them, full service restaurants
should focus on three elements which are service quality (responsiveness),
price and food quality (reliability) if customer satisfaction is to be treated as
a strategic variable.
OBJECTIVES OF STUDY
To study the level of Customer Satisfaction with reference
to Sagar-Ratna.
To know about the Customer preference about Services.
To Analogy between the customer's expectation and his
actual perception of the service performance.
RESEARCH METHODOLOGY
Research methodology is systematic representation of research or any
other problem. It is a written game plan for conducting research. It tends to
describe the step taken by researcher in studying the research problem along
with logical background.
Research methodology has many dimensions, it includes not only the
research methods but also consists the logic behind the methods used in the
context of the study and explains why only a particular method of technique
had been used so that search lend themselves to proper evaluation. Thus in a
way it is a written game plan for concluding research. Therefore in order to
solve our research problem it is necessary to design a research methodology
for the problem as the same may differ from problem to problem.
Research Design
Research design is the conceptual structure within which the research is
conducted. Its function is to provide for the collection of relevant evidence
with minimum expenditure of effort, time and money. But, how this can be
achieved depends on the research purpose. In my study the research purpose
is exploratory research study i.e. to gain familiarity with phenomena or to
achieve new insights in it.
Area of Study:
To analyze the consumer’s preference with regard to Customers
Satisfaction, of the residents of Ambala City, sample survey method has
been implemented. Though other methods important, this method is
given prime significance in modern research because of its extensive use
to study the relationship of different factors, attitudes and practices of
society and to explore the problems that cannot be treated by experiment
methods.
SAMPLING DESIGN:
It is a sample random probability sampling and sample is selected on the
basis of the draw of lots. I have also mention likert – type scale in
questionnaire for rating.
Sample Size: 100 Respondents
Distribution of Sample:
AreaConsumer
Ambala City 100
DATA COLLECTION
The data can be collected from primary and secondary sources. The
basic premises of my study are primary data but at the same time it is
supplemented with the secondary data.
Primary Sources:
For the purpose of market survey and characterization of market,
field survey of consumer of the targeted market segment about their role and
their aspirations about the same is conducted.
Secondary Sources: Websites
Method of Data Collection:
The data is collected individually by visiting the chosen
respondents and method followed was questionnaires method. The data was
collected through interviews carried out in person and the tool used for the
purpose was structured schedule. The schedule contained both close ended
as well as open ended questions.
STATEMENT OF PROBLEM:
The research deals with the study of Customer Satisfaction in
Services with special reference to Sagar Ratna. The study is precise and
comparative one as it also deals with Segmentated Market Whether it is
from the sight of Company or of Consumer. Questionnaire has been
designed for customers for the purpose of reaching the desired objective.
Further the study will also analyze the role of different types of
influences that lead to the purchase service product.
LIMITATIONS OF THE STUDY
Time Constraint
Customer Satisfaction is a vast concept. Time is too short to conduct
the study in depth and the area of the research was vast.
Area Constraint:
As the survey is conducted in limited area there was a problem of
limited number of respondents.
Small Sample Size
As due to shortage of time, the entire population cannot be covered.
So there is a chance of error in sample size.
Lack Of Experience
The research is conducted for the first time therefore the lack of
experience was felt by the researcher.
Non Co-operation of some Respondent
Some Respondents did not properly cooperated for giving answers.
The basic reason for non cooperation was non-availability of time
LATEST DEVELOPMENTS
India is one of the oldest civilizations on earth, and like every culture has its
own favorite stories including quite a few on hospitality. That of a simpleton
readily sharing his meager morsels with an uninvited guest, only to discover
that the guest is a God in disguise, who rewards his generosity with
abundance. That of a woman who lovingly cooks up all the Khichdi she can
afford, for everyone who is hungry... till one day when she runs out of food
for the last hungry person to whom she offers her own share, and is
rewarded by the god in disguise with a never ending pot of Khichdi. Most
Indian adults having grown up listening to these stories as children, believe
in the philosophy of "Atithi Devo Bhava", meaning the guest is God. From
this stems the Indian approach of graciousness towards guests at home, and
in all social situations.
Cultural value or norm
Hospitality as a cultural norm or value is an established sociological
phenomenon that people study and write papers about (see references, and
Hospitality ethics). Some regions have become stereotyped as exhibiting a
particular style of hospitality. Examples include:
Minnesota nice
Southern hospitality
Hospitality ethics
The term "Hospitality Ethics" is used to refer to two different, yet related,
areas of study:
1. The philosophical study of the moral obligations that hold in
hospitality relationships and practices.
2. The branch of business ethics that focuses on ethics in commercial
hospitality and tourism industries.
Whereas Ethics goes beyond describing what is done, in order to prescribe
what should be done; Hospitality Ethics prescribes what should be done in
matters related to hospitality. Hospitality theories and norms are derived
through a critical analysis of hospitality practices, processes, and
relationships; in various cultures and traditions; and throughout history.
Ultimately, hospitality theories are applied, and put to practice in
commercial and non-commercial settings.
As a standard of conduct, hospitality has been variously considered
throughout history as a law, an ethic, a principle, a code, a duty, a virtue, etc.
These prescriptions were created for negotiating ambiguous relationships
between guests, hosts, citizens, and strangers. Despite its ancient origins and
ubiquity amongst human cultures, the concept of hospitality has received
relatively little attention from moral philosophers, who have tended to focus
their attention on other ethical concepts, e.g. good, evil, right, and wrong.
Yet hospitality as a moral imperative, or ethical perspective, preceded many
other prescriptions for ethical behavior: In ancient Middle Eastern, Greek
and Roman cultures, the Ethic of Hospitality was a code that demanded
specific kinds of conduct from both guests and hosts. One example: Chivalry
required men of station to offer food and lodging to any men of station that
requested it.
In many ways, these standards of behavior have survived into the present
day in the commercial hospitality industry, where descendents of the ancient
ideas continue to inform current standards and practices.
Hospitality Ethics in practice
Ethics in commercial hospitality settings. Applied ethics is the branch of
Ethics which investigates the application of our ethical theories and
judgments. There are many branches of Applied Ethics: Business ethics,
professional ethics, medical ethics, educational ethics, environmental ethics,
and more.
Hospitality Ethics is a branch of Applied Ethics. In practice, it combines
concerns of other branches of Applied Ethics, such as business ethics,
environmental ethics, professional ethics, and more. For instance, when a
local hospitality industry flourishes, potential ethical dilemmas abound:
What effect do industry practices have on the environment? On the host
community? On the local economy? On citizens' attitudes about their local
community; about outsiders, tourists, and guests? These are the kinds of
questions that Hospitality Ethics, as a version of Applied Ethics, might ask.
Since Hospitality and tourism combine to create one of the largest service
industries in the world, there are many opportunities for both good and bad
behavior, and right and wrong actions by hospitality and tourism
practitioners. Ethics in these industries can be guided by codes of conduct,
employee manuals, industry standards (whether implicit or explicit), and
more.
Though the World Tourism Organization has proposed an industry-wide
code of ethics, there is presently no universal code for the hospitality
industry. Various textbooks regarding ethics in commercial hospitality
settings have been published recently, and are currently used in hospitality
education courses.
Customer satisfaction in Restaurants industry
The ‘Customer is the king!’. And, if we believe this timetested and accepted
philosophy, then we also know as to how difficult it is to make the ‘King’
happy. The newage customer is highly demanding as far as expectations of
hospitality services from Restaurants. Human interaction is an important part
of managing all facets Restaurants operations. Each interaction between the
customer and the Restaurants staff plays an important role in customer’s
unique experience at the Restaurants. Therefore, human interaction is the
key to making a customer feel like a king.
Following are the typical characteristics of a modern Restaurants customer:
Young, highly qualified and globally exposed
General knowledge and social consciousness is high
Expectations of quality of service and hygiene are very high
More and more women are also the potential customers
Customer come from diversified national and cultural backgrounds
Modes of interaction have dramatically increased
We may look at the visit of a customer to the hotel as a project i.e. it is
unique, temporary, and evolving. Research indicates that Emotional
Intelligence (EI) is a key determinant in guarantying a project’s success. In
such an environment, it is not surprising to see that the Restaurants
personnel with higher EI easily surpass many of their senior colleagues.
Also, in the Restaurants environment, the total experience of the customer is
directly affected by the team work of all concerned. Thus, individual
contributions merit lesser significance than the ability of people to work
with ALL stakeholders. To repeat, people skills are at the heart of customer
satisfaction.
The journey of EI commences with discovering more about ourselves,
understanding emotions of others, and realizing their impact in the work
environment. Organizational success is heavily dependent on ability to
create an Emotionally Intelligent work environment. In era of rapid change
and high competition, Emotionally Intelligent workforce is the most
valuable asset of any organization.
ANALYSIS AND INTERPRETATION
1. Analysis of Respondents who eat outside.
TYPE No. of RespondentsOnce in a week 15
Once every fortnight. 45
After Month 30
Occasionally 10
TOTAL 100
INTERPRETATION
From the above chart it reveals that 20% Respondents eats once in a week,
45% every Fortnight, 30% after month and few Respondents eats
occasionally.
2. Analysis of Respondents who always prefer Sagar Ratna for eating
out.
TYPE No. of Respondents
Yes 60
No 40
TOTAL 100
INTERPRETATION
From the above data it reveals that, 60% respondents agreed that they always
prefer Sagar Ratna for eating out and 40% respondents not prefer Sagar
Ratna for eating out.
3. Analysis of the wait time for a particular order processing.
TYPES No. of Respondents
Within 5 minutes 20
10-15 minutes 40
15-25 minutes 30
More than 30 minutes 10
TOTAL 100
INTERPRETATION
From the above data it reveals that 20% respondents wait for 5 min, 40%
respondents wait for 10-15 min, 30% respondents wait for 15-25 min and
few respondents wait for more than 30 minutes.
4. Analysis of the Respondents who are satisfied with the parking
arrangement of the restaurant.
1 2 3 4 5
Excellent
Good
Average
Below
Average
Poor
5. Analysis of the time taken for preparation is justified.
TYPES No. of Respondents
Yes 65
No 35
TOTAL 100
INTERPRETATION
From the above data it reveals that 65% respondents feel that the time taken
for preparation is easily justified and 35% respondents feel that the time
taken for preparation is not Justified.
6. Analysis of Respondents on a scale of 1-5 to you satisfied with the
service provided by the staff.
1 2 3 4 5
Excellent
Good
Average
Below
Average
Poor
7. Analysis of Respondents who rate the food in the particular
parameters (Rate 1-5).
TYPES Rate(1-5)
Quality 4
Presentation 3
Quantity 4
Freshness 5
Variety 3
INTERPRETATION
From the above data it reveals that On the Scale of 1-5 Respondents should
given 4 points for Quality, 3 points for Presentation, 4 points for Quantity, 5
points for Freshness and 3 points for Variety.
8. Analysis of people who prefer Sagar Ratna for Different type of hang-
outs.
TYPES No. of Respondents
Family Gathering 22
With Friends 44
Just To Eat Out 19
Time Pass 15
TOTAL 100
INTERPRETATION
From the above data it reveals that 22% respondents prefer Sagar Ratna for
eating out with Family Gathering, 44% respondents go with Friends, 19%
respondents go just to Eat Outside and 15% respondents go Sagar Ratna For
Time Pass.
9. Analysis of unique selling proposition (USP) as per the Sagar Ratna is
having.
TYPES No. of Respondents
Lunch 22
Dinner 15
Fast- Food 61
Any Other 2
TOTAL 100
INTERPRETATION
From the above data it reveals that 22% respondents prefer Sagar Ratna For
lunch, 15% prefer Sagar Ratna for Dinner, 61% prefer Sagar Ratna for Fast-
Food and few respondents are remaining under Any Other.
10. Analysis of Respondents who rate Sagar- Ratna on the scale of 1-10
in the following parameters.
TYPES Rate (1-10)
Quality of Food 9
Courtesy of Staff 8
Ambience 8
Location 5
Staff Responsiveness 9
Billing System 7
Brand Image 6
20% Respondents eats once in a week, 45% every Fortnight, 30% after
month and few Respondents eats occasionally.
60% respondents agreed that they always prefer Sagar Ratna for eating out
and 40% respondents not prefer Sagar Ratna for eating out.
20% respondents wait for 5 min, 40% respondents wait for 10-15 min, 30%
respondents wait for 15-25 min and few respondents wait for more than 30
minutes.
65% respondents feel that the time taken for preparation is easily justified
and 35% respondents feel that the time taken for preparation is not justified.
On the Scale of 1-5 Respondents should given 4 points for Quality, 3 points
for Presentation, 4 points for Quantity, 5 points for Freshness and 3 points
for Variety.
22% respondents prefer Sagar Ratna for eating out with Family Gathering,
44% respondents go with Friends, 19% respondents go just to Eat Outside
and 15% respondents go Sagar Ratna For Time Pass.
22% respondents prefer Sagar Ratna For lunch, 15% prefer Sagar Ratna for
Dinner, 61% prefer Sagar Ratna for Fast-Food and few respondents are
remaining under Any Other.
CONCLUSION
Upon conducting this research, new findings were discovered. However, the
main objectives of this research were achieved. The research managed to
determine the relationship between qualities attributes of food, service and
place/ambience with customer satisfaction. From the analysis conducted to
test relationships, all three attributes had a significant relationship with
customer satisfaction. However, only service quality and place/ambience
had a positive relationship. Food quality revealed an unsuspected result of a
negative relationship. This result showed that although perception of
customers towards food quality was low, their satisfaction was still high.
Finally, to conclude it all, future research is still needed to justify and
strengthen the outcomes of this research. There may have been research
similar to this topic but the situations in all the researches may be different,
including this research. A slight change in the research context could bring
about changes in findings. Therefore, future researchers are welcomed to
conduct a similar research as this in the same context.
SUGGESTIONS & RECOMMENDATIONS
Providing a consistent level of quality customer service is always a work
in process for Restaurants managers. Couple that with the fact that the labor
pool in many markets is relatively shallow and that turnover remains high as
compensation remains low, and it is easy to see why some managers are
reverting to the 'fog the mirror' method of hiring!
Understanding the sensibilities of a generation of potential employees raised
on teams and that heavily participates in community sites like MySpace and
FaceBook makes it easier to hire and motivate a customer service team.
First of all we need to reflect the mirror back on Restaurants traditional
methods of training for customer service. In many Restaurants, training is
focused on process issues, how to check in and check out a guest, how the
reservation system works, how the equipment works and as an afterthought,
oh yes, be nice to the guest. We fail to incorporate customer service training
into the skill sets upon which the employee will be evaluated.
We neglect to build in evaluations based upon measurable behaviors that
impact the quality of the customer's experience. We assume that they
understand that they need to smile and make eye contact as well as say 'how
can I assist you' - don't bet on it! Many of the individuals that we hire don't
check into Restaurants and have little experience with being a Restaurants
guest except when they were on vacation with their parents. They lack
empathy for what it feels like to be a Restaurants guest.
• Ask the Team how they would respond to a negative comment. The
guest service team in the comment should be asked to participate in the
formulation of a balanced conciliatory response. Our employees want to feel
that their input is valuable - that their opinions are considered. This is a
perfect way to get them involved and the more we involve them the more
committed they become.
• Use the guest comments to reinforce positive training behaviors.
Congratulate them when a comment includes remarks on the friendliness of
the staff or how a staff member went out of their way for a guest. Let them
read for themselves how a poor guest experience impacts a real human, the
guest, in their own words.
• Empower them with responsibility for monitoring guest reviews
online. Make the guest service team part of the process - assign
responsibility to the team for monitoring and printing out reviews from
review sites. Copy and distribute them for the next meeting so that team
members can make comments and suggest solutions.
Try to reduce guest complaints and to get more satisfaction :-Five Tips
to Improve Restaurants Customer Service with User Generated Reviews -
your article and theory are much effective to our hospitality industry.
Suggestion: Guest complaints can be separated into four categories of
problems: Mechanical, Attitudinal, Service-related, and unsual.
QUESTIONNAIRE
1. How often do you eat outside?
Once in a week
Once every fortnight.
After Month
Occasionally
2. Do you always prefer Sagar Ratna for eating out?
Yes
No
Please Specify ………………………………………….
3. What is the wait time for a particular order processing?
Within 5 minutes
10-15 minutes
15-25 minutes
More than 30 minutes
4. How much you are satisfied with the parking arrangement of the restaurant?
1 2 3 4 5
Excellent
Good
Average
Below
Average
Poor
5. Is the time taken for preparation is justified?
Yes
No
6. How much on a scale of 1-5 to you satisfied with the service provided
by the staff?
1 2 3 4 5
Excellent
Good
Average
Below
Average
Poor
7. How you rate the food in the particular parameters (rate 1-5)?
Quality ………….
Presentation…………..
Quantity ………….
Freshness ………….
Variety ………….
8. For what type of hang-outs, you prefer in the restaurant?
Family Gathering
With Friends
Just To Eat Out
Time Pass
9. What is the unique selling proposition (USP) as per the restaurants is
having?
Lunch
Dinner
Fast-Food
Any Other
10. On the scale of 1-10 please rate Sagar- Ratna in the following
parameters?
Quality of food ……….
Courtesy of Staff ……….
Ambience ……….
Location ……….
Staff Responsiveness ……….
Billing System ……….
Brand Image ……….
11. Any suggestions for improvement?
Please Specify
………………………………………………………………………………
………………………………………………………………………………
……………………………………………………………………………
BIBLIOGRAPHY
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