------------------------------------------------- SERVICE QUALITY GAP IN RESTAURANTS IN VARANASI Under the Guidance of Dr. Ashutosh Mohan By:- Prachi Prabha Chauhan(31) Jitendra Singh(19) MBA-IB (2010-2012) INTRODUCTION The restaurant industry is a demanding sector that stresses the provision of high-level customer service and continuous quality improvement. As lifestyles change and dining out becomes more and more commonplace‚ customers desire new flavors‚ comfortable ambience and pleasant
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by the particular characteristics of service—intangibility‚ inseparability‚ variability‚ and perish ability. These characteristics also pose more marketing complexities which require different management activities. All services are experiences—some are long in duration and some are short; some are complex and others are simple; some are mundane‚ whereas others are exciting and unique. (Wilson‚ Zeithaml‚ and Bitner‚ 2008) The delivery process of the service has been entitled the Servuction System
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Indian Restaurant in South Africa 2013 Group Members Abhishek Bose : Roll1 Ashok Upadhay : Roll 4 Kumarjit Chakraborty : Roll 14 Arunava Das Adhikary : Roll 02 The CONTENTS SL. Topic 1. Executive Summary 3 2. Introduction 4 3. Indian Diaspora in South Africa 5 4. Population‚ Regional & Linguistic Distribution 6 5. Starting a restaurant chain in South Africa 7 – 9 6. Marketing Mix
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business is‚ even the future success of a business (Karl‚ 2009). For service marketing‚ which is the form of marketing focuses on processes deeds and performances‚ service quality is only way for customers to evaluate their experiences (Susamoo‚ 2012). Hence‚ the service quality is one of the most important factors that any service organisation should face. Service quality can be defined as ‘a customers ’ perception of how well a service meets or exceeds their expectations’ (Seth‚ Deshmukh & Vrat
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The GAP MODEL in SERVICES MARKETING GAP 1 The gap between the customer expected service and company perception of customer expectation. |Inadequate market research. |Design‚ conduct and implement appropriate market research. | |Poor communication between customers and management and between|Design and implement an upward communications programme. | |front line employees and managers. |
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| | Theory Of The Gaps Model In Service Marketing | | History of the Gaps Model The gaps model of service quality was first developed by a group of authors‚ Parasuraman‚ Zeithaml‚ Berry‚ at Texas A&M and North Carolina Universities‚ in 1985 (Parasuraman‚ Zeithaml & Berry). Based on exploratory studies of service such as executive interviews and focus groups in four different service businesses the authors proposed a conceptual model of service quality indicating that consumers’
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Marketing a Restaurant That you can be Proud of Submitted By: Ryan Burns Submitted To: Professor Linda Berg Date: 3/25/2013 Executive Summary Falling behind to the restaurant across the street? Are you losing business and watching repeat customers slowly start not returning? A restaurants ability to change with the marketplace and its target markets is essential for success‚ especially in our economy at this time where disposal income is much lower. New ideas‚ new strategies and monitoring
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Gap 2 – Design & Standard Gap Starbucks has a clear standardized process‚ however‚ quite a number of customers indicated in the survey that they have a concern about the standard of Starbucks’ service. Starbucks has to improve on the efficiency of service especially on its speed of service delivery. There are two main problems identified to be the cause of the delay in delivery. The first one is duplication of the ‘call’ and ‘mark’ process. ‘Call’ is the procedure of calling out loud by the
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Quality of the service is the degree of conformance of all the relevant features and characteristics of service to all the aspects of the consumers’ needs limited by the price and delivery s/he will accept. Quality can be viewed from two perspectives: Internal quality based on conformance to specifications External quality based on customer-perceived quality Gain competitive advantage‚ maintain loyalty Increase value (may permit higher margins) Improve profits Expected Service CUSTOMER
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Measuring Perceived Service Quality Using s e rv q ua l: A Case Study of the Croatian Hotel Industry ´ s u z ana m ar k ovi c Faculty of Tourism and Hospitality Management Opatija‚ Croatia s an j a r as p o r Polytechnic of Rijeka‚ Croatia The purpose of the study is to examine customers’ perceptions of service quality in the Croatian hotel industry. The aim is to assess the perceived service quality of hotel attributes and to determine the factor structure of service quality perception
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