Q1: Satisfying service encounters include journal entry numbers 2 – Chanel, cosmetics; 4 – The Venetian Macao, hotel; 5 – Spoon, hotel restaurant and 7 – Dr. Natalie Li, doctor consultation. In contrast, dissatisfying service encounters are as follows: journal entry number 1 – Wai Kei, material of house decoration; 3 – Lei Garden Restaurant (APM Shop), restaurant; 6 – Cable TV, pay TV and 8 – Electrical Appliance Store (through a Credit Card Centre), shopping.
Brief analysis of the service encounters
A) Satisfied
Satisfying service encounters are characterized by well-trained staff (saleslady and hotel staff including waiters and receptionists), knowledge of products/services rendered and willingness to offer assistance and provide alternative solutions.
In relation, the 7 p’s of the service marketing mix can be used to identify the sources and actions accountable for service satisfaction: product – the saleslady in Landmark introduces the products patiently and suggested for a cheaper yet of equal quality then provide packaging, price - the price for two bedroom is competent as the rooms are big and beautiful, place – the Venetian Macao has a deck as a waiting area while the receptionist check room availability and in Spoon, the dining area is very cozy, promotion, people – the saleslady at Landmark approaches the clients and offers assistance and enthusiastically introduce products, process – the doctor asked additional information for better diagnosis before she resorts to treatments, and physical evidence – the rooms at Venetian Macao are big and beautiful and the luggages are already inside the rooms.
B) Dissatisfied
Dissatisfying service encounters are evidenced by inflexibility on time, term transfers and transaction-wise, improper explanations of promotions and manner of servicing, not keeping words or promises, inadequate knowledge of the daily operation and slow and poor quality service.
To identify service dissatisfaction: product – the cable TV subscription are not transferable, price – the saleslady at Wai Kei did not clearly explain that deposits are not applicable for products with discounted prices, place – credit card centres that are not equipped on placing orders, promotion – policies which are not allowing two accounts under one roof are evidenced of inadequate promotions, people – the saleslady at Wai Kei seems aloof, process – the manner of delivery of the purchased product was not properly set out by the saleslady at Wai Kei, the delivery of food in Lei Garden Restaurant takes 30 minutes to be delivered and the waiters did not explain that certain portion of dishes are not included , and physical evidence – bowls of rice that are served at 7:00 pm and the non-refunding of the saleslady in Wai Kei.
There is a cost for service failures – lost of client’s confidence, not properly motivated workforce, decline in customer loyalty and an eventual decline in production and profit. However, through service recoveries, businesses and organization’s can redeem their reputation through positive approach in complaint handling, appropriate integration of the marketing strategies and as simple as applying the Golden Rule ( 2007). Other practical service recovery mechanisms include charging defective products, customer complaint solicitation systems and act and compensate (2007). I observed, however, that among the four dissatisfying encounters, no one among the firms are even bothered to apologize, recognize their mistakes before arriving at a win-win situation (2000).
Q2: McDonald’s belongs to quick-serve food service industry with global operations including Hong Kong. In fact, there are 64 McDonald’s branches in the region. Basically, the daily operation follows on over-the-counter transactions wherein customers tell the cashier their meal orders. If possible, the cashier him/herself is going to prepare the said order to be waited upon and/or be delivered on the table of the customer. Other staff will deliver the order onto the table preferred by the customer. At times, during peak hours, while waiting on the line, other personnel might get your order using the checklist/menu for faster facilitation. So that, when it is your turn you will just immediately give the order slip to the cashier. The cashier will then confirm your orders before s/he will proceed to assembling your order.
Critical Incident Technique
1) Though indirect, dissatisfaction may start from falling in line. This scenario depends on the efficiency of the staff, their time-consciousness and their ability to deliver meals at the time expected of them. Personally, I cannot afford to stand and wait until the clogged lines cleared-up. I even wonder why they have to close other cashiers during peak hours.
2) Mostly, the personnel getting your orders while waiting in the line end up circling/marking the wrong items. Thus, when it is your turn to order and just give the order slip to the cashier, you have to repeat the orders you are taking.
3) Just when you thought everything is running smoothly, the cashier had mistakenly punched-in your orders. Then, she’ll have to call the manager to alter the mistake before the cashier can proceed.
4) Inconsistent pricing.
5) When it is time for your order to be delivered, the crew member mixed up an order or two with other customer’s. Instead of giving you a McChicken Filet Burger, the crew gave you a McSalad.
6) The food tastes rubbery if not salty or raw.
As put it, education and empowerment are the keys (2005). More than living the “fast” in quick0serve restaurants, the management must be willing to educate their staff and crew members regarding customer treatments and how they feel when things gone wrong. They must teach them to empathize, apologize and recognize the mistake done. Training empowers people to make a difference in customer retention and loyalty (2005).
Other suggestions include training and retraining of the workforce from top to bottom, company-wide. The management could also document the complaints so that it would not be repeated and prevent re-occurrence of dissatisfactions. Subsequently, the company must have an open-system feedback mechanisms be it from the customers or the workforce itself. To manage customer expectations, actual service standards and measurements must be created and established ( 2000). Perhaps this can include posting their menus with accompanying nutritional information on their websites to facilitate intelligent food choices.
Customer Satisfaction Index (CSI) of McDonald’s Company reached an all-time low in 2003. Prior to this in 2001, customer satisfaction surveys proved that the company was falling behind its direct rivals: Wendy’s and Burger King (2004). Customers were also switching to other fastfood restaurants because of healthier offerings. Complaints included dirty restaurants and indifferent staffs (opere citato).
In America, the CSI of Burger King grows with 4% to an all-time high of 71. New products were introduced and customer traffic elevated. Burger King had posted its menus and its nutrition facts in their website as well. In contrast, McDonald’s continuously goes down with 3% below industry average (2005).
In particular, consistency is present in every outlet with regards to food tastes and prices. Thus, you’ll leave the store satiable. Though complaints cannot be totally eliminated, the mere fact that they are greeting their customers upon entering the stores, getting your orders promptly and delivering it the time expected can build customer loyalty compared to the way McDonald’s crew, staff and managers treat their’s. The stores are always clean and warning signs are always placed accordingly.
Credit:ivythesis.typepad.com
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