Rationale
“Mirror mirror on the wall, who is the fairest of them all?”- Fairy tale
Women are often regarded as the most beautiful creations of the Almighty, embodying seduction and grace Their beauty is reflected in their eyes, smiles, hair, skin, and hearts, inspiring countless romantic poets and sensitive musicians throughout history It's undeniable that beauty has sparked conflicts and wars, emphasizing its powerful allure While it's said that beauty lies in the eyes of the beholder, an attractive face often receives special privileges Whether heading to work, shopping, attending parties, or socializing with friends, women invest significant time in their appearance through makeup, hairstyling, and perfume, enhancing their allure and captivating those around them.
At social level, physical beauty is an advantage as being beautiful gives a person much more confidence
Research indicates that physical attractiveness can significantly enhance a person's opportunities in various aspects of life Young (2011) found that attractive individuals may experience up to a tenfold increase in their chances of getting married Similarly, Gilmore, Beehr, and Love (1986) revealed that job candidates who are physically appealing are more likely to be hired over less attractive counterparts with similar qualifications Furthermore, attractive individuals often receive promotions and higher salaries (Young, 2011) Overall, possessing physical beauty can provide substantial advantages, making many endeavors easier.
Women have long been conscious of their appearance, evolving from traditional herbal treatments to modern beauty salons that offer a wide range of services Today, beauty salons provide various treatments, including facials, bleaching, manicures, pedicures, body massages, and makeup, as well as hair services like cuts, oil massages, and coloring Additionally, services such as piercing, plucking, henna application, waxing, and various therapies cater to the diverse beauty needs of women.
Many firms identified the needs of women in beauty and established salon to meet them In line with the propositions put forward by Schwer & Daneshvary
(2000) and Joy, Sherry, Troilo & Deschenes (2010), Now women tend to spend more time, energy and money on beautification by visiting beauty salons
In recent years, Vietnam's beauty care service industry has experienced significant growth, driven by an increasing population of beauty-conscious women seeking diverse services This rising demand is essential for the industry's expansion and evolution.
To thrive in the competitive beauty market, salons must adapt to meet evolving customer expectations Focusing on high service quality and innovative methods for enhancement is essential This article explores the relationship between service quality and customer satisfaction in beauty salons located in Hanoi, highlighting the importance of these factors for success in the industry.
With research content as above, the author poses research questions for this topic as follows:
- What are the factors influencing customer satisfaction and service quality of beauty salons
- What is the current status of customer satisfaction and service quality of beauty salons
- What is the evaluation of business owner about customer satisfaction and service quality of their beauty salons?
- What is the difference between two sides in customer satisfaction and service quality of beauty salons?
- What are the suitable solutions to improve customer satisfaction on beauty service of beauty salon?
Literature review
Chin-Hui Yang and Yu-Cheng Lee (2016) conducted research on the impact of high-quality items on customer satisfaction in beauty salons across six municipalities in Taiwan, utilizing the SERVQUAL and SERVPERF models Analyzing responses from 257 customers, the study highlighted the significance of various service quality components through refined Kano's model (RKM) and employed importance-performance analysis (IPA) and impact range performance analysis (IRPA) methods to prioritize service improvements Findings revealed that customers prioritized "cordial service," followed by "beauty care materials," "equipment maintenance," "service provider knowledge," and "advanced beauty care equipment." The study suggests that enhancing these areas could lead to higher customer satisfaction, recommending that beauty care centers focus on improving service quality in the identified key aspects.
A study by Spyridoula Vryoni, Panteleimon Bakirtzoglou, and Panagiotis Ioannou (2017) examined the influence of service quality on customer satisfaction in Greek spa centers, surveying 207 customers across 10 locations Utilizing the SERVQUAL instrument, the research identified key factors impacting satisfaction through factor analysis The findings revealed that six critical dimensions—willingness to help customers, management support in problem-solving, food and beverage quality, feelings of security, employee commitment to customer comfort, and honest treatment—accounted for 55.61% of customer satisfaction The study concludes that spa management should prioritize these service quality aspects to enhance customer satisfaction.
A study by Sharmin Sultana and Tasnim Islam Shimul Das (2016) assessed customer satisfaction in beauty salons in Chittagong, Bangladesh, using a SERVQUAL model-based questionnaire to gather data from 100 customers across five popular salons The research aimed to evaluate customer perceptions of tangibility, reliability, responsiveness, assurance, and empathy, and their impact on overall satisfaction Utilizing SPSS for statistical analysis, the findings revealed that tangibility scored the highest and significantly influenced customer satisfaction To enhance customer satisfaction, beauty salons should prioritize quick service, error-free records, experienced staff, competitive pricing, and effective promotional activities However, the study's limitations include its focus on a limited number of salons and potential biases in respondent feedback, which may not fully represent the broader customer experience.
Le Huu Trang ( 2011) have done a meticulous study aimed at measuring customer satisfaction on hotel service at AN GIANG tourist joint stock company in
In An Giang province, Vietnam, a study was conducted using questionnaires based on the SERVQUAL model to collect data from 175 customers across three hotels: Ben Da Hotel Sam Mountain, Dong Xuyen Hotel, and Long Xuyen Hotel The sample size for each hotel was determined by the volume of customers utilizing the services of the corporation during the first nine months of the year The research aimed to assess customer perceptions regarding tangibility, reliability, responsiveness, assurance, and empathy in the hotel services offered by An Giang Tourist Joint Stock Company, as well as to evaluate the impact of service quality on customer satisfaction Statistical tools were employed to analyze the results.
SPSS was utilized to calculate the mean and conduct linear regression analysis, revealing the equation CS = 3.46E-016 + 0.515 * assurance + 0.254 * responsiveness + 0.120 * reliability + 0.117 * tangibility This indicates that the assurance factor has the highest mean score among the five factors analyzed Additionally, the responsiveness, reliability, and tangibility factors significantly influence customer satisfaction.
Aims of research
The research aims to provide recommendations for beauty salons to improve customer satisfaction by identifying key factors that influence perceptions It involves comparing the views of customers and business owners to better understand their differing perspectives on beauty services.
In order to suit with these aims, my thesis give the below missions of research:
- Literature review the previous research on customer satisfaction with beauty service quality in beauty salon
- Systematize the basic theories of service, service quality, beauty service, customer satisfaction, relationship between service quality and customer satisfaction
- Research the service quality measurement models, thereby selecting a suiable model for measuring beauty service quality and customer satisfaction evaluation
This article surveys and analyzes the quality of beauty services and customer satisfaction in beauty salons from both customer and business owner perspectives By employing a selected model for comparison, it highlights the limited success in achieving high standards and identifies underlying causes for any discrepancies observed between the two viewpoints.
- Give some recommendations to improve the quality of training services for beauty salons and enhance customer satisfaction with the service.
Objects of research
Objects of research are beauty service quality and customer satisfaction with this service in beauty salons in Hanoi
Scope of research
- Scope of contents: customer satisfaction and service quality of beauty service
- Scope of space: 30 districts in city Hanoi
- Scope of time: questionaires were surveyed from November 2018 to March
- Scope of sample: Individual customers are using and business owners are providing beauty services of beauty salons, with 495 questionnaries in both side
Research methodology
To achieve the research objectives, empirical research was conducted using a questionnaire to collect primary data, which includes 22 items related to service quality factors: Tangibility (4 items), Reliability (5 items), Responsiveness (4 items), Assurance (4 items), and Empathy (5 items) A 5-point Likert scale, ranging from 1 (Strongly Disagree) to 5 (Strongly Agree), was utilized to measure these variables Additionally, secondary data was gathered from various local and international articles and websites concerning customer satisfaction and service quality in beauty salons The questionnaire survey is a crucial method in this thesis, elaborated upon in detail.
Sample size: 130 customer in 13 beauty salons in 7 cental districts and 365 business owners of beauty salons
Sampling objects: beauty salons‟s individual customers who used beauty service and beauty salon‟s private owners who supplied beauty service
Questionnaires are crafted to align with the objectives of the thesis and theoretical framework, ensuring clarity and conciseness To guarantee accuracy, the design process of the questionnaires follows a systematic approach.
Base on research objectives and frameworks to identify the information needed: factors, variables and metrics
Determine the type of question
Determine the content of each question and logic of the questions focused on the evaluation forms currently used at beauty salon
Draft questionnaires Submit a questionnaire to the instructor Instructor guide, review, and agree to conduct the investigation Ruler: use 5 level of Likert‟s measure from the least to the most
- Basic contents of the questionnaire:
In this article, authored by [Author's Name], we explore the quality of beauty services offered by salons, utilizing a developed research model to assess perspectives from both clients and service providers The findings highlight key factors influencing customer satisfaction and service effectiveness within the beauty industry.
The dissertation uses two methods of data analysis: qualitative and quantitative o Quantitative methods
- Statistical aggregation: collected data and information collected, selected and statistical information needed
- Comparison: after collecting and analysing the necessary data from both sides, comparison will be made over time
- Processing survey data using SPSS software 20.0
To evaluate scale reliability, the Cronbach Alpha coefficient is employed, with a threshold of 0.6 or higher indicating acceptable reliability (Nunnally) Items with an item-total correction factor below 0.3 will be excluded from the analysis to ensure the scale's validity.
& Bernstein , 1994) In this thesis, Cronbach Alpha must be from 0.6 to be retained
EFA analysis, or exploratory factor analysis, is a valuable technique for condensing and summarizing data, helping researchers identify essential variable sets and uncover relationships between them A key component of this analysis is the KMO (Kaiser-Meyer-Olkin) value, which assesses the suitability of factor analysis for the data For factor analysis to be deemed appropriate, the KMO value should range between 0.5 and 1; values below 0.5 indicate that factor analysis may not be suitable for the dataset.
A one-way ANOVA is a statistical test used to compare the variance among group means in a sample, focusing on a single independent variable or factor This hypothesis-based test evaluates multiple mutually exclusive theories regarding the data.
In a one-way ANOVA, there are two possible hypotheses
Hypothesis H0: there is no difference between the groups and equality between means Hypothesis H1: there is a difference between the means and groups
Case 1: Significance of observation (Sig.) < 0.05 is sufficient basis to reject Hypothesis H0 and accept Hypothesis H1, meaning that the mean value is different from the test value
Case 2: Significance level of observation (Sig.) >0.05 is not sufficiently rejected Hypothesis H0 should accept Hypothesis H1, which means that the mean value is different from the test value
In case 2 of one – way ANOVA test, continue Robust tests (Samel B.Green, Neil J.Salkind (2005)) In Robust test, there are two possible hypotheses
Hypothesis H0: there is no difference between the groups and equality between means Hypothesis H1: there is a difference between the means and groups
+ Significance of observation (Sig.) < 0.05 is sufficient basis to reject Hypothesis H0 and accept Hypothesis H1, meaning that the mean value is different from the test value
+ Significance level of observation (Sig.) >0.05 is not sufficiently rejected Hypothesis H0 should accept Hypothesis H1, which means that the mean value is different from the test value
Carry out the customer‟s assessment of beauty salons and the owner‟s assessment of beauty salon retail credit quality standards by dependent-sample T-test With Hypothesis:
- H1: average value is different from the test value
+ Significance level of observation (Sig.) >0.05 is not sufficiently rejected Hypothesis H0 should accept Hypothesis H1, which means that the mean value is different from the test value
+ Significance of observation (Sig.) < 0.05 is sufficient basis to reject Hypothesis H0 and accept Hypothesis H1, meaning that the mean value is different from the test value o Qualitative methods
This study employs qualitative research methods, including interviews with business owners and customers, to gather insights The recorded interviews will be synthesized to inform the design of a comprehensive questionnaire Additionally, statistical analysis techniques will be utilized to compile and compare the data, enhancing the dissertation's findings.
Thesis structure
In addition to the introduction, conclusion, references, appendixes, the contents of the dissertation is divided into three chapter:
THEORETICAL BACKGROUND ON CUSTOMER
Basic concepts
Kotler and Armstrong (2004) define a service as an intangible act or interest provided by one party to another, without transferring ownership Furthermore, Lusch and Vargo (2011) emphasize the evolving nature of services in the context of value co-creation, highlighting the significance of relationships in service exchanges.
The value-in-use perspective emphasizes the application of specialized competencies—knowledge and skills—through actions and processes that benefit either another entity or the entity itself In contrast, the Nordic School defines services as processes involving a series of activities that occur during interactions between customers and various resources, including people, goods, and infrastructure These interactions aim to address and solve the problems faced by customers (Grünroos, 2006).
To effectively understand customer perceptions, it is crucial to identify and comprehend their expectations, as noted by Parasuraman (1991) Developing a system that aligns with and addresses these customer expectations is essential for enhancing satisfaction and loyalty.
In the thesis, the author adopts the definition of service from Lewis and Booms (1983), stating that "Service is a measure of how well the service delivered to the customer meets their expectations." This highlights that service quality is intrinsically linked to customer expectations and their perceptions of the service received Consistently meeting these expectations is essential for creating high-quality service.
Services have some characteristics however there are three specific Characteristics in this thesis, namely Intangibility, Heterogeneity, Inseparability
Intangibility refers to the nature of services that cannot be perceived through the senses prior to their purchase This characteristic highlights that services are experienced rather than owned, making it difficult for consumers to evaluate them beforehand Additionally, the concept of inseparability indicates that services are produced and consumed simultaneously, emphasizing the interactive nature of service delivery.
M S da, Tronchin, D M R., & Melleiro, M M 2013) There is no doubt that intangibility is the most fundamental and most frequently mentioned of the various characteristics of a service (Bateson & Hoffman, 2011; Parasuraman & Berry, 1985)
Heterogeneity in the service sector highlights the challenges of standardizing services, particularly in labor-intensive areas (Bateson & Hoffman, 2011; Fisk et al., 2008) This variability relates to the specifics of who receives the service, where it is delivered, and when it occurs Additionally, the perishability of services means they cannot be stored, necessitating strategic planning to align service supply with demand (Kloter P, Keller KL, 2003) Different sectors, such as beauty and travel, exemplify the diverse nature of service offerings.
Inseparability in services refers to the simultaneous production and consumption, meaning they occur together with minimal time gaps (Bateson & Hoffman, 2011; Evans & Lindsay, 2008) This characteristic requires customer presence during service delivery, leading to close interaction with the production process (Kotler & Armstrong, 2010; Wilson et al., 2008) Consequently, the quality of service can be significantly influenced by the interactions between suppliers and customers.
Beauty is defined as the quality of being visually pleasing or providing great pleasure to the observer According to Edmund Burke in his work, "Philosophical Enquiry into the Origin of Our Ideas of the Sublime and Beautiful," beauty is primarily a quality in objects that interacts mechanically with the human mind through the senses This implies that beauty can be experienced through various sensory stimuli, highlighting its multifaceted nature.
Beauty is always the purest desire of man and it is also the goal of reaching enternally of mankind
The concept of beauty services lacks a definitive definition, leading to ongoing debates regarding its classification as a commodity and its market characteristics Despite varying opinions, there is a consensus that beauty services are evolving, guided by aesthetic theory and art criticism This growth is reflected not only in the increasing quantity of services offered but also in their quality, catering to a growing customer base seeking to enhance their appearance and combat the signs of aging.
Quality is defined as achieving zero defects and executing tasks correctly on the first attempt, as stated by Parasuraman et al (1985) Juran, Gryna, and Bingham (1974) emphasize a user-based approach to quality, highlighting its importance in ensuring that a product effectively meets the user's needs and serves its intended purpose during use.
From Feigenbaum (1951) viewpoint, quality is defined in terms of costs and prices Another key concept is definition of quality as value
Quality plays a vital role in customer satisfaction and is a key concern in both manufacturing and service industries It significantly influences a firm's operations, highlighting its importance in achieving overall business success.
Service quality encompasses two key components: technical quality, which pertains to what is delivered, and functional quality, which refers to how the service is provided According to Gronroos (1984), understanding these dimensions is essential for assessing overall service quality.
Another key concept, Parasuraman, Zeithaml and Berry (1985, 1988) define service quality as the distance between service expectations and customer perception when using the service
Quality is defined as the consistent ability of a product or service to meet or exceed customer expectations (Stevenson, 2002) In certain manufacturing sectors, "service quality" is viewed as a more crucial competitive advantage than "product quality" (Ghobadian, Speller & Jones, 1994) Enhancements in service quality can significantly boost customer satisfaction and facilitate cost management, ultimately leading to increased profitability (Stevenson, 2002).
According to Cronin and Taylor (1992) and Yacas et al (1997), Ahmad and Kamal
Service quality is a crucial determinant of customer satisfaction, as highlighted in 2002 When service providers deliver high-quality products that align with customer needs, they effectively enhance customer happiness and loyalty.
Research by Wang, Lo, and Yang (2004) highlights the strong connection between service quality and customer satisfaction, establishing a crucial foundation for subsequent analysis.
Service quality and customer satisfaction
The ongoing discourse among researchers highlights the critical link between service quality and customer satisfaction, a topic of interest since the 1880s Businesses have learned that a quality product alone does not guarantee a competitive edge (van der Wal, Pampallis & Bond 2002) Service quality can significantly influence the success or failure of both service and manufacturing sectors (Gupta, McDaniel & Herath 2005) Consequently, delivering exceptional service quality has become essential for thriving and surviving in today’s competitive landscape, as it plays a vital role in enhancing customer satisfaction (Gilbert & Wong 2006).
Understanding service quality and customer satisfaction is essential for companies aiming to stay competitive and achieve growth According to Biljana Angelova and Jusuf Zekiri (2011), the quality of services and customer satisfaction are vital success factors in any business Furthermore, Donnelly et al (1995) emphasize that quality and customer service are crucial strategic issues for organizations.
Research indicates that service quality and customer satisfaction are distinct concepts, with the primary difference being their cause-and-effect relationship According to Parasuraman et al (1993), customer satisfaction is shaped by various factors, including product quality, service quality, pricing, situational influences, and personal factors (Zeithaml and Bitner, 2000).
Service quality and customer satisfaction are interconnected yet distinct concepts in service research, as established by Parasuraman et al (1988) It is widely accepted that high service quality leads to increased customer satisfaction, supported by the findings of Cornin and Taylor (1992) and Spreng and Taylor.
1996) Therefore, service quality is related to service delivery, and satisfaction is measured only after service has been used
Customer satisfaction is influenced by the quality of service provided, which serves as a key determinant of satisfaction levels This relationship highlights that service quality sets an ideal standard that customers expect, while customer satisfaction reflects their overall contentment with the service experience.
Service quality significantly influences customer satisfaction; when service providers deliver high-quality products that meet customer demands, they enhance customer happiness To maximize satisfaction, service providers must prioritize and promote service quality The relationship between service quality and customer satisfaction is closely linked: high-quality services lead to customer satisfaction, while low-quality services result in dissatisfaction.
Figure 1.1: The Relationship between service quality and customer satisfaction
(Source: Zeithaml & Bitner (2000), Services Marketing, MacGraw – Hill)
Service quality assessment models
The analysis revealed significant discrepancies between user expectations and the actual services provided These gaps represent a major barrier to users perceiving the quality of the services as high.
Figure 1.2: Service Quality 5 Gap Model in SERVQUAL
When user perceptions exceed their expectations, it leads to narrower gaps and heightened satisfaction due to excellent service quality The five key corporate gaps typically observed between user expectations and perceptions are crucial for understanding customer satisfaction dynamics.
• Gap 1: refers to consumer expectations and the perception of management towards them The service providers do not always understand what requirements connote excellence of quality for consumers;
Gap 2 refers to the difference between management's understanding of user expectations and the actual quality of services provided This gap arises from the failure to clearly define service offerings in alignment with consumer desires.
• Gap 3: relates to the actual performance of service in the face of previously established specifications;
• Gap 4: relates to the service actually provided and external communications (service specifications announced in the media or other communication channels);
• Gap 5: This was established as a function of the four previous shortcomings, namely The service quality model according to these researches can be expressed as follow:
SQ = f (Gap 5 = f [gap 1, gap 2, gap 3, gap 4])
- Grap 1, Grap 2, Grap 3, Grap 4, Grap 5 are quality distances 1, 2, 3, 4, 5
Measuring user satisfaction is crucial to understanding their expectations and perceptions of provided services (Parasuraman, Berry, & Zeithaml, 1991) While service quality is often viewed as a more abstract concept, it is essential to evaluate it through users' perceptions, especially in the absence of objective measures (Zeithaml, Parasuraman, & Berry, 1990).
The difference year model serves as a theoretical framework for understanding service quality To apply this model practically, Parasuraman et al developed a measurement scale specifically for the service sector According to their research, consumers' perceptions of quality service are influenced by ten key components.
The 10 components model of service quality described though Table1.1:
Table 1.1: 10 components of service quality Component Example of evaluative criteria
1 Tangibility Appearance of physical facilities and personnel
2 Reliability Performing services right the first time
3 Responsiveness Willingness and ability to provide prompt service
4 Communication Explaining service to customers in a language they can understand
5 Credibility Trustworthiness of customer-contact personnel
7 Competence Knowledge and skill of customer-contact personnel
8 Courtesy Friendliness of customer-contact personnel
Making an effort to ascertain a customer‟s specific requirements
10.Access Ease of contacting service
The ten components model of service quality effectively encompasses nearly all facets of service delivery, yet it faces challenges related to measurement complexity Additionally, this theoretical framework may include several components that lack distinct value According to Parasuraman (1988), service quality is defined as the gap between customer perceptions and expectations of a service.
It is essential to be understood as: Service quality = Perceived Level – Expected Value
But perception can be understood and defined explicitly based on the customer
„s belief in the service when they use it, the expectation seems to be understood vague and can be understood in terms of many different point
The SERVQUAL model, introduced by Parasuraman, Zeithaml, and Berry in 1985, is a foundational framework for assessing service quality by comparing customer expectations with their perceptions of delivered services This model encompasses five key dimensions of service quality, which are measured through 22 specific scales Each dimension evaluates different aspects of service performance, providing a comprehensive understanding of customer satisfaction and service effectiveness.
(Source: Parasurama, Zeithaml & Berry 1985, 1988 www.marketingstudyguide.com.)
Cronin and Taylor (1992) developed the SERVPERF model, which posits that customer perceptions of service performance are the best indicators of service quality Unlike SERVQUAL, SERVPERF focuses solely on measuring actual experiences rather than comparing them to expectations, utilizing only the perception component of the SERVQUAL scale.
Satisfaction of service quality = level of perception
As a variant of SERVQUAL model, the SERVPERF model consist of five basic components, namely:
1 Reliability: Ability to perform the promised service dependably and accurately
2 Responsiveness: Willingness to help customers and pro-vide prompt service
3 Assurance: Employees‟ knowledge and courtesy and their ability to inspire trust and confidence
4 Empathy: Caring, individualized attention given to each customer
5 Tangibles: Appearance of physical facility, equipment, personnel and written materials
The SERVPERF scale also uses 22 statements similar to the customer perception question in the SERVQUAL model, ignoring expectations
Therefore, it can be showed that SERVQUAL model and SERVPERF model are slightly differentiated as described in the table below
Table 1.2: Compare the two SERVQUAL model and SERVPERF model SERVQUA
L : Service quality = Perceived level - Expected value
SERVPERF : Service quality = Perceived level -
Perception of service is defined by the customer's beliefs about the service they receive, while expectations are often more ambiguous To effectively measure service quality, the SERVPERF model is frequently utilized due to its popularity and effectiveness.
The article presents a model illustrating the relationship between service quality and customer satisfaction, specifically tailored for beauty salons in Hanoi This model, depicted in Figure 1.4, has been refined to enhance the analysis of beauty services It employs two distinct questionnaires aimed at different respondents, based on 22 questions derived from Paramurama The author intends to compare the perceptions of service quality between customers and business owners, identifying key differences between the perspectives of business owners and customer experiences, ultimately providing solutions to enhance customer satisfaction.
Figure 1.4: 5 factors to customer satisfaction at beauty salon
We have the regression model estimated:
Customer satisfaction = + 1* Reliability Factors + 2* Responsiness Factors + 3 * Assurance Factors + 4 * Empathy Factors + 5 * Tangibility Factors Inside: Customer satisfaction of both side
The hypothesis for the model is as follows:
Hypothesis 1: Reliability factors has positive affection to beauty service porvided by beauty salon Hypothesis 2: Responsiness factors has positive affection to beauty service porvided by beauty salon Hypothesis 3: Assurance factors has positive affection to beauty service porvided by beauty salon Hypothesis 4: Empathy factors has positive affection to beauty service porvided by beauty salon Hypothesis 5: Tangibility factors has positive affection to beauty service porvided by beauty salon
1.3.5: Designing Scales and Questionnaires and Sample
When creating measurement scales, it is essential to assess their quality to ensure accurate results The author developed these scales by utilizing evaluation forms from 22 Paramurama questionnaires The questionnaires were carefully guided, reviewed, and approved prior to conducting the investigation.
This research employs Likert's 5-point scale to assess the impact factors influencing customer satisfaction in beauty salons, ranging from 1 (strongly disagree) to 5 (strongly agree).
Acts according to promise LF1 OLF1
Sincere interest in solving problems LF2 OLF2
Performs service right the first time LF3 LOLF3
Provides service at promised time LF4 OLF4
Error free records LF5 OLF5
Employees tell exactly when services will be performed
Employees give prompt service PF2 OPF2
Employees willing to help PF3 OPF3
Employees never too busy to respond to customers‟ requests
Employees‟ behavior instills confidence AF1 OAF1 Customers feel safe in transactions AF2 OAF2
Consistently courteous employees AF3 OAF3
Employees have knowledge to answer questions
Provides individual attention EF1 OEF1
Convenient operating hours EF2 OEF2
Employees provide personal attention EF3 OEF3 Has the best interest of customers at heart EF4 OEF4 Employees understand customers‟ needs EF5 OEF5
Equipment and facilities TF1 OTF1 Physical facilities TF2 OTF2
Continue using service CS2 Introduce services to other CS3
(Source: author (2019)) Business owner‟s side:
Continue using service OS2 Introduce services to other OS3
From the need to receive back 105 responses of customer and 285 responses of business owner, the author has implemented the data collection as follows:
- Step 1: Using Microsoft Office to design and printing questionnaires
- Step 2: The First period: Sending 160 questionnaires to 8 sales of
Mediworld cosmetic company requested feedback from beauty salon owners, collecting 95 questionnaires, but only 91 were valid due to four sheets missing information Additionally, they selected 13 beauty salons in seven central districts of Hanoi to gather customer insights, sending out 130 questionnaires and receiving 111 responses, of which six were invalid, resulting in 105 usable sheets.
On March 25, 2019, Mediworld, a cosmetic product company, hosted a gratitude conference for beauty spa business owners, inviting approximately 160 to 200 attendees The Marketing department distributed 205 questionnaires, successfully collecting 187 completed responses.
Totally, collect the questionnaires that have been fully answered for 5 months
- Step 3: Receiving answered questions from 8 sales
ASSESSING THE SITUATION OF CUSTOMER SATISFACTION
Introduction of Beauty salon in Hanoi
A beauty salon, often referred to as a salon spa, is a business that offers a variety of beauty services Beauty salons and spas are closely linked, sharing similar objectives in enhancing personal aesthetics and well-being Essentially, a beauty salon can be classified as a type of spa, focusing on beauty treatments and services.
Nowadays, Spa is very familiar to everyone According to the latest Global Spa Research of ISPA (International Spa Association) estimated point to nearly 100 million active spas globally
The Global Spa Economy report from 2007 estimates that the total value of the global spa economy reached USD 254.7 billion This figure comprises USD 60.3 billion from core spa industries and an impressive USD 194.4 billion from spa-enabled industries.
The term 'spa' originates from the Latin phrase Solus Per Aqua, meaning "treatment through the use of water," and was introduced by the Romans around 400 BC This practice involved directing streams of hot water onto the fatigued bodies of Roman legionnaires, offering relief from exhaustion and aiding in the treatment of battle-related scars and wounds.
The International SPA Association defines spas as establishments focused on improving overall well-being through a range of professional services that promote the renewal of the mind, body, and spirit For accurate industry benchmarking, Intelligent Spas provides a specific definition of "spa."
"A business offering water-based treatments practiced by qualified personnel in a professional, relaxing and healing environment"
This definition was developed to support the original meaning of spa being
"healing through water" Water-based treatments may include body wraps, body scrubs, baths, and so on
Spas create a tranquil and restorative atmosphere, setting them apart from typical beauty salons and clinical medical centers that do not market themselves as spa facilities Qualified staff members have undergone professional external training and/or on-the-job training in standard operating and treatment procedures essential for a professional spa environment.
According to Van Tubergen, A (2002), there are five general period of spa‟s history
In ancient Greece and the Roman Empire, taking the waters was a favored treatment for various ailments Greeks primarily enjoyed fresh water baths sourced from natural springs, while thalassotherapy, or sea bathing, was also practiced Although initially reserved for the wealthy in private baths, the establishment of public baths made this therapeutic practice accessible to a broader population.
In Homeric times, bathing was primarily for hygiene, but by Hippocrates' era, it was recognized for its health benefits The Romans, influenced by the Greeks, developed thermal baths at mineral springs, often establishing spa resorts near military bases for the recovery of wounded soldiers and leisure for healthy troops Unlike the Greeks, who bathed after exercise, the Romans prioritized baths as essential for health, combining cleansing, exercise, socializing, relaxation, and medical treatments Spa therapies included targeted water applications, full-body immersion, and the consumption of large amounts of water.
The fall of the Roman Empire in 476 marked the decline of bathing culture, as it became disreputable with the rise of Christianity, leading to official prohibitions on baths Many public baths were repurposed as churches, although aristocrats still had access to bathing facilities Consequently, people often refrained from bathing for extended periods, sometimes lasting years.
Starting in the 13th century, baths saw a revival in southern Europe, largely influenced by Moorish culture Public baths were reconstructed, typically offering free entry, leading to crowded facilities where individuals could bathe for extended periods, sometimes even days While practices like bloodletting, enemas, and drinking large quantities of water were common, the primary motivations for bathing remained relaxation and enjoyment.
In the 16th century, public baths experienced a decline in reputation across many countries, resulting in numerous closures They were perceived as breeding grounds for contagious diseases, including syphilis, plague, and leprosy, and were viewed as risky gathering spots for political and religious dissenters.
The new bathing culture that emerged in Italy gained popularity among the European elite, particularly through the influence of Paracelsian spa treatments By the late 17th century, numerous spas in France were rediscovered, featuring two main types: hot springs for both drinking and bathing, and cold springs designated solely for drinking cures Engaging in spa treatments in France was regarded as a serious and sober endeavor.
“The medical significance of bathing is acknowledged by many rheumatologists”
In the early 1800s, the growing interest in bathing culture sparked further analysis of mineral waters to enhance their medicinal use Researchers aimed to create water mixtures that replicated the properties of renowned curative springs Physicians believed that nature held a specific healing spring for every ailment, which could be identified through chemical examination of these waters.
The rise of mineral waters led to the flourishing of hotels and guesthouses at springs across Europe and North America, with each spa resort featuring its own theatre, casino, and promenades alongside bathing facilities In countries like Britain, Germany, Austria, and Belgium, there was a strong emphasis on grandeur, resulting in the establishment of lavish hotels and entertainment venues around spa resorts These locations transformed into social hubs for the elite and became creative havens for artists, writers, and composers As a result, the baths experienced a resurgence in popularity, with Baden Baden in Germany emerging as the most glamorous resort in continental Europe, renowned as a fashionable destination to see and be seen.
In Britain, the popularity of spa resorts diminished due to poorly organized medical hydrology and amateur management The rise of seaside and foreign resorts, coupled with an economic depression in the 1930s, further contributed to this decline, resulting in the closure of numerous spa resorts across the country.
Following World War II, spa treatments became accessible to the general public in various European nations, largely due to state medical system reimbursements This era saw the introduction of new activities and treatments, leading to significant advancements in balneology, hydrotherapy, and physiotherapy.
Survey results on customer satisfaction with beauty service at beauty salon in
The author conducted a survey to assess the quality of beauty services, utilizing questionnaires from both customers and business owners in the beauty salon industry The questionnaires were based on the 22 Parasuraman's evaluation forms (1988) With the support of Mediwold Cosmetic Company, the author distributed and collected these questionnaires from November 2018 to March 2019.
Table 2.3: result’s questionnaires of the beauty service’s research
Customer „s side Business owner‟s side
Number of votes 70 60 From 13 units in 7 cental disticts (Table 2.2) - the number‟s beauty salon is
2346 units (81.08% of total) Random sampling method
160 205 Sample size is referenced from : https://www.calculator.net/sample -size-calculator.html
- Population Size: 2868 (table 2.2) Number of votes collected 52 59 95 198
Data collection: Primary data and Secondary data (section Introduction/ Research methodology)
Table 2.4: Business demographics of the respondents
(Source: primary and computed data)
2.3.2: Reliability and validity of the scales
To assess the reliability and validity of the developed scales, the author employed Cronbach's Alpha coefficient, analyzing the reliability of the scales for the studied factors.
- Reliability factors (LF – OLF), include 5 variables (LFi = 1-5, OLFi = 1-5)
- Responsiness factors (PF – OPF), include 4 variables (PFi = 1-4, OPFi = 1-4)
- Assurance factors(AF – OAF), include 4 variables (AFi = 1-4, OAFi = 1-4)
- Empathy factors(EF – OEF), include 5 variables (EFi = 1-5, OEFi = 1-5)
- Tangibility factors( TF – OTF), include 4 variables ( TFi = 1-4, OTFi = 1-4)
- Customer satisfaction (CS ), include 3 variables (CSi = 1-3)
- Owner satisfaction (OS ), include 3 variables (OSi = 1-3) The author evaluates the reliability of the scale by Cronbach‟s Alpha for each observed variable These coefficients are shown in the following table
Table 2.5: Reliability of the scales
Remove variable Reliability factors LF 0.972 NO OLF 0.876 NO
Responsiness factors PF 0.883 NO OPF 0.833 NO
Assurance factors AF 0.843 NO OAF 0.706 NO
Empathy factors EF 0,833 NO OEF 0.837 NO
Tangibility factors TF 0.890 NO OTF 0.641 NO
(Source: primary and computed data)
This study assessed the reliability and validity of customer-side data after collecting questionnaires The Cronbach's Alpha values for key constructs were as follows: tangibility (0.89), reliability (0.972), responsiveness (0.883), assurance (0.843), and empathy (0.833), with an overall customer satisfaction value of 0.757 All values exceeded the 0.7 threshold, indicating a high level of reliability.
The study revealed that the Cronbach's Alpha values for customer satisfaction constructs were as follows: tangibility at 0.641, reliability at 0.840, responsiveness at 0.833, assurance at 0.706, and empathy at 0.837 Additionally, the overall Cronbach's Alpha value for owner satisfaction was 0.858 All values exceeded the threshold of 0.6, indicating a high level of reliability.
Figure 2.3: Validity of the scales of CUSTOMER
(source: primary and computed data)
The exploratory factor analysis (EFA) yielded two primary outcomes for the independent variables, which include LF1 through LF5, PF1 through PF4, AF1 through AF4, EF1 through EF5, and TF1 through TF4, alongside the dependent variables CS1, CS2, and CS3.
The EFA analysis results for five independent variables revealed five iterations with an Eigenvalue greater than 1 The KMO analysis for the dependent variables (LF, PF, AF, EF, TF) yielded a satisfactory result of 0.695 (Appendix 3), exceeding the threshold of 0.6 Additionally, Bartlett’s test produced a result of 1570.148 (Appendix 3) with a significance level of sig = 0.000, which is less than 0.05, confirming that the data used for factor analysis is highly appropriate.
The results of the Exploratory Factor Analysis (EFA) for the dependent variable (CS0) showed a KMO value of 0.669, which exceeds the acceptable threshold of 0.6, indicating suitability for analysis Additionally, Bartlett's test yielded a result of 77.918 with a significance level of 0.000, confirming that the data is highly appropriate for factor analysis.
22 independent variables and 3 dependent variables can be observed significant relation between the extracted variables and the exogenous variables or the factor scores
There are two primary classes of computing factor scores: refined and non- refined methods
Non-refined methods are simple to use Under the class of non-refined methods, various methods exist to produce factor scores
Refined methods can be utilized in Exploratory Factor Analysis (EFA) when both principal components and common factor extraction techniques are employed The resulting factor scores represent linear combinations of observed variables, accounting for both the shared variance between the items and the variance not captured by the factors Key refined methods include Regression Scores, Bartlett Scores, and Anderson-Rubin Scores.
To align with the thesis objectives, the author selects Regression Scores, which enhance validity by generating factor scores that closely correlate with specific factors while providing unbiased estimates of true factor scores This method also preserves the relationships between factors; in an orthogonal EFA solution, factor scores remain uncorrelated, whereas in an oblique solution, the correlations among factor scores reflect those among the factors (Gorsuch, 1983).
The factor scores extracted components and based on the exogenous variables under each component, the components are labelled Thus, they can be labelled analyse as referred in Table 2.5:
Table 2.6: Labelling of Extracted Factors of customer’ questionnaires
Exogenous Variables Label Extracted/Endogenous
Acts according to promise LF1
Sincere interest in solving problems LF2 Performs service right the first time LF3 Provides service at promised time LF4
Employees tell exactly when services will be performed PF1
Employees give prompt service PF2
Employees willing to help PF3
Employees never too busy to respond to customers‟ requests PF4
Employees‟ behavior instills confidence AF1
Customers feel safe in transactions AF2
Employees have knowledge to answer questions AF4
Employees provide personal attention EF3 Has the best interest of customers at heart EF4 Employees understand customers‟ needs EF5
Introduce services to other CS3
So, LF0, PF0, AF0, EF0, TF0, CS0 is the presentative variables of group, and is identified by Factor Analyze in SPSS 20
The EFA analysis revealed five independent variables with iterations at an Eigenvalue greater than 1, while the KMO analysis yielded a satisfactory result of 0.737, indicating the appropriateness of the data (Appendix 4) Additionally, Bartlett's test produced a significant result of 3523.280 (sig = 0.000 < 0.05), confirming the suitability of the data for factor analysis For the dependent variables, the KMO analysis showed a value of 0.605, and Bartlett's test resulted in 519.901 (sig = 0.000 < 0.05), further validating the appropriateness of the data for analysis (Appendix 4).
The exploratory factor analysis (EFA) results for the dependent variable (OS0) showed a KMO value of 0.65, exceeding the threshold of 0.6, indicating good data suitability Additionally, Bartlett's test yielded a result of 519.901 with a significance level of 0.000, confirming that the data is highly appropriate for factor analysis.
Figure 2.4: Validity of the scales of Beauty salon OWNER
(Source: primary and computed data)
The same way, they can be labelled by Analyse Factor in SPSS 20 analyse as referred in Table 2.6
Table 2.7: Labelling of Extracted Factors of customer’ questionnaires
Exogenous Variables Label Extracted/Endogenou s Variables Label
Acts according to promise LF1
Sincere interest in solving problems LF2 Performs service right the first time LF3 Provides service at promised time LF4
Employees tell exactly when services will be performed PF1
Employees give prompt service PF2
Employees willing to help PF3
Employees never too busy to respond to customers‟ requests PF4
Employees‟ behavior instills confidence AF1
Customers feel safe in transactions AF2 Consistently courteous employees AF3 Employees have knowledge to answer questions AF4
Employees provide personal attention EF3 Has the best interest of customers at heart EF4
Employees understand customers‟ needs EF5
Introduce services to other CS3
Mean value and standard deviation
The arithmetic mean of the perceptions on 22 variables of beauty service quality is measure and shown below
Table 2.8: Perception of the customer and business owner on 22 variables of service quality
1 Acts according to promise LF1 3.83 OLF1 3.6
2 Sincere interest in solving problems LF2 4.07 OLF2 3.68
3 Performs service right the first time LF3 4.16 OLF3 3.72
4 Provides service at promised time LF4 4.39 OLF4 3.87
5 Error free records LF5 3.83 OLF5 3.88
1 Employees tell exactly when services will be performed PF1
2 Employees give prompt service PF2 4.07 OPF2 3.68
3 Employees willing to help PF3 4.16 OPF3 3.72
4 Employees never too busy to respond to customers‟ requests PF4
1 Employees‟ behavior instills confidence AF1 4.16 OAF1 3.72
2 Customers feel safe in transactions AF2 4.09 OAF2 3.93
3 Consistently courteous employees AF3 4.16 OAF3 3.74
4 Employees have knowledge to answer questions AF4 4.05 OAF4 3.87
1 Provides individual attention EF1 3.78 OEF1 3.62
2 Convenient operating hours EF2 3.81 OEF2 3.63
3 Employees provide personal attention EF3 3.92 OEF3 3.93
4 Has the best interest of customers at heart EF4 3.61 OEF4 3.75
5 Employees understand customers‟ needs EF5 3.71 OEF5 3.88
(Source: primary and computed data (2019))
The analysis reveals that customers rate physical facilities the highest at 4.4, followed by TF3 - Employees, TF4 - Materials, and LF4 - Service Timeliness, all at 4.39, while EF4 is rated the lowest at 3.61 In contrast, business owners assess OTF3 - Employees at 3.93, with the same score for EF3 - Personal Attention, AF2 - Transaction Safety, while LF1 - Promise Fulfillment is rated the lowest at 3.6 This indicates a discrepancy in perceptions across various factors, highlighting the need for business owners to align their views with those of their customers.
Table 2.9: Perception of the customer and business owner on beauty service quality dimensions
According to primary and computed data from 2019, customer perceptions of service quality indicate that tangibility scored the highest at 4.39, followed by assurance at 4.11 and responsiveness at 4.04 Reliability received a score of 3.83, while empathy had the lowest rating at 3.79.
The assessment reveals that customers at beauty salons in Hanoi are highly satisfied with the tangibility factor, which encompasses modern equipment, appealing facilities, and employee appearance, indicating that physical aspects significantly attract them Additionally, customers express a fair level of satisfaction with assurance, reflecting the importance of the service provider's image and employee behavior However, satisfaction with responsiveness and reliability is moderate, highlighting the demand for prompt and accurate services Notably, customers are dissatisfied with the empathy dimension, which includes the special care and attention provided, suggesting that improving this aspect is crucial for enhancing overall customer satisfaction in beauty salons in Hanoi.
Business owners prioritize tangibility (3.93) as the most valued aspect of their service, followed by empathy (3.76), assurance (3.72), and reliability (3.72), with responsiveness (3.71) being the least favored Overall, business owners express high satisfaction with tangibility and moderate satisfaction with empathy, reliability, and assurance, while showing dissatisfaction with responsiveness The minor differences in mean scores across these dimensions indicate a balanced allocation of resources, highlighting the need for improvement in responsiveness to enhance customer satisfaction.
PROPOSAL ON SOLUTIONS TO ENHANCE CUSTOMER
The “AF1 - Employees‟ behaviour instils confidence” solutions
Standardizing the service process in beauty salons is crucial for enhancing customer satisfaction and loyalty Customers often prefer familiar faces, but relying solely on one or two employees can pose risks if those individuals are not consistently available or fail to meet expectations By implementing a standardized service protocol, salons ensure that the quality of care remains consistent, regardless of which employee is assisting the customer This approach not only strengthens the salon's identity but also fosters trust and assurance among clients Simplifying tasks allows employees to focus on their specific roles, contributing to a cohesive and reliable service experience.
- Guiding employees in advice , talking to special customers is successful results achieved during service with other customers
Developing a code of conduct in beauty salons is essential yet uncommon, as many salons prioritize service over administration Implementing this code will guide employees in their professional behavior, but it requires time and effort to help them recognize its significance Additionally, integrating key aspects of the code into salary and bonus structures can enhance its importance, making it a vital component of each employee's KPI assessment.
The “AF2 - Customers feel safe in transactions” solutions
When offering moderate service packages, it is crucial to maintain error-free records throughout the process Assess your capacity carefully before accepting any service requests, as success often depends on the client's cooperation For instance, if a client has previously visited beauty salons and presents with poor skin condition, it's essential to follow standard procedures, which may require skin restoration before any deep treatments If the client is not willing to adhere to the care process, it is advisable to decline the service to ensure optimal results.
To ensure quality and safety, beauty salons should prioritize the use of reputable support products with clear origins The market is flooded with diverse options, but many salons resort to self-produced or unknown origin cosmetics, often packaged under well-known brands, which raises ethical concerns Research indicates significant discrepancies between product quality, highlighting the need for careful selection With easy access to product information online, customers are quick to lose patience with ineffective products Therefore, salon owners must not only offer original products but also choose high-quality options that guarantee customer satisfaction The growing trend towards organic and natural products presents a viable, safe, and effective solution for salons aiming for long-term success.
The “AF3 - Consistently courteous employees” solutions
Encouraging staff to practice smiling is essential in business, as it fosters communication and creates positive first impressions Some airlines even implement laughter exercises, such as holding chopsticks for 15 minutes daily, to help employees develop reflexes and habits that promote a joyful workplace By analyzing the benefits of smiling and laughter, businesses can enhance employee well-being Additionally, incorporating comedy videos and humorous content during downtime can help employees relax and laugh more easily Integrating laughter activities into employee training programs can further promote a positive work environment.
- Build the business culture: Say “sorry and thanks” every time, everywhere
Polite communication is essential for fostering positive customer relationships, as it reflects thoughtful consideration and respect An environment filled with courteous individuals can significantly influence one's mindset and behavior It is crucial to avoid any remarks that may offend others' dignity.
(colleagues, customers ) and do not use swear words during worktime If it happens, that one should be heavily punish
When recruiting for a beauty salon, it’s essential to select candidates who not only possess the necessary skills but also have appealing physical appearances Attractive individuals are often perceived as more sympathetic and trustworthy, which can significantly impact client relationships In an industry where aesthetics are paramount, hiring employees who are visually appealing can enhance the overall reputation and success of the business.
The service attitude of employees, particularly security guards, plays a crucial role in shaping customer perceptions at beauty salons As the first point of contact, their demeanor significantly influences the overall experience Implementing policies that encourage and recognize their dedication is essential to ensure they remain engaged and valued in their roles.
The “AF4 - Employees‟ knowledge” solutions
Organizing professional training courses for employees fosters strong connections and collaboration within the team This training aligns the goals of both employees and business owners, promoting a unified vision for success As employees gain knowledge and improve their performance, their confidence grows, positively influencing customer perceptions and enhancing the overall reputation of the business.
To enhance employee development and performance, it is essential to conduct examination sessions and skills tests monthly This practice enables both employees and management to recognize their current standing and identify areas for improvement Furthermore, incorporating assessment results into employee KPI evaluations can directly impact their compensation, fostering motivation and a commitment to personal growth.
To enhance business performance, implement customer evaluation forms for each employee and service, creating a structured improvement plan Conduct these evaluations biannually for large beauty salons with over 50 staff members, and annually for small to medium salons with fewer than 50 employees.
Business owners in the beauty industry play a crucial role in employee training and orientation, as long-term retention is often linked to the perceived benefits of the job, such as financial rewards and skill development Many owners start their careers as workers in beauty salons before establishing their own businesses, typically once they have accumulated sufficient capital The investment required to open a beauty salon is approximately 100 million, highlighting the financial commitment involved in this venture.
With an investment of 200 million dong and a monthly income of 8 to 10 million dong, one can establish a beauty salon within three years To ensure a stable workforce, business owners must implement effective retention policies and demonstrate their commitment to employee training and development.
- Give a bonus to employee if they have some change different or improve their knowledge
To ensure a successful career in the beauty industry, it is essential for individuals to obtain the necessary qualifications, including a practice certificate from an accredited intermediate, college, or university While some beauty salons may operate without specific credentials, the lack of standardization in management and inspection across establishments highlights the importance of recognized certifications Therefore, possessing valid certificates, qualifications, and awards is crucial for establishing credibility and trust in the beauty spa sector.
The Tangibility solutions
3.2.1: The “ TF1 - Equipment and facilities” solutions
Investing in modern equipment such as CO2 lasers, HIFU, and thermotherapy is essential for enhancing customer service in the beauty industry Today's clients are increasingly familiar with advanced technology, which can effectively address staff limitations and improve service efficiency In the age of Industry 4.0, the precision and reliability of modern machinery surpass human capabilities Research indicates that Tangibility significantly influences customer satisfaction, making it crucial for business owners to prioritize this aspect By integrating modern equipment, businesses can substantially enhance the Tangibility factor, ultimately boosting customer satisfaction and loyalty.
The house is fully equipped with essential amenities and ensures that a maintenance technician is always available online Despite being well-equipped, incidents or failures can still arise, making it crucial to address repairs promptly to restore functionality without disrupting operations.
The exterior decoration of a house plays a crucial role in capturing attention and ensuring visibility To achieve an impressive look from the entrance, it's advisable to hire professional architects for expert consultation and design Recently, the trend of embracing nature has gained popularity, making it effective to use light tones and create a harmonious space that blends seamlessly with the natural surroundings.
Synchronous high-end interior and exterior decoration significantly reflects the investment level of a business spa and leaves a lasting impression on customers It is essential to ensure harmonious coordination in design to prevent any conflicting aesthetics Additionally, careful arrangement of equipment within the beauty spa enhances the ease of use, contributing to a more enjoyable experience for clients.
3.2.2: The “ TF2 - Physical facilities” solutions
Beauty salons should be strategically located in spacious areas near central and high-traffic zones to attract more clients Unlike some businesses that can operate without a physical presence, beauty salons require dedicated premises due to the nature of their services It is essential for these facilities to be easily accessible, especially considering the increasing number of people using cars Therefore, ensuring that there is adequate parking and wide access routes to the salon is crucial for successful operations.
When designing a beauty salon, selecting an appropriate classification and layout is crucial for enhancing customer perception and ensuring their privacy and relaxation Typically, beauty salons feature two to three distinct areas: a reception area, a standard area, and a VIP area Rooms should be organized based on their intended use, such as sauna, massage, or treatment rooms Additionally, incorporating themed decorations—like seasonal motifs or nature-inspired elements—can create a unique atmosphere, offering options ranging from traditional to modern designs.
To enhance the customer experience at beauty salons, it's essential to equip high-quality elevators Clients visit these establishments for relaxation and beauty treatments, not for physical exertion By providing familiar and comfortable elevator access, salons can ensure a pleasant and inviting atmosphere for their patrons.
Using natural aromas in beauty salons enhances customer experience and satisfaction, as many synthetic fragrances contain harmful chemicals derived from petroleum, including carcinogenic benzene derivatives By promoting the use of natural scents, salons can emphasize their commitment to quality and well-being, distinguishing themselves from competitors that rely on synthetic alternatives This approach not only fosters a healthier environment but also reinforces the value of choosing a high-quality beauty salon.
Ensuring that toilets are consistently dry and clean is essential for beauty spas, as they play a crucial role in meeting customers' basic needs A well-maintained restroom not only enhances the overall customer experience but also contributes to a positive perception of the spa Incorporating ornamental plants and convenient amenities can further elevate the atmosphere, making the toilet area more inviting and memorable for clients.
To enhance customer satisfaction, ensure your car park is conveniently located and covered A parking area should be within a short walking distance from your business, ideally no further than the length of a medium-sized room If parking is located farther away, arrange for employees to assist clients with their vehicles Additionally, providing cover for the parking area is crucial, as customers value their vehicles and want to protect them from sun damage and neglect.
Uniforms play a crucial role in business by enhancing employee identification and fostering a sense of unity among team members Well-designed uniforms not only signify professionalism but also help communicate each employee's role and responsibilities effectively, minimizing any potential negative perceptions.
Before beginning work each day, it's essential to inspect staff appearance, focusing on hair, attire, and particularly hand hygiene, ensuring they are neatly trimmed and clean Implementing guidelines or encouraging employees to wear light makeup can enhance professionalism, especially before interacting with customers.
To establish a strong identity for your beauty salon, ensure that every aspect reflects your brand, including staff attire, accessories, promotional vouchers, and at-home care instructions Even the language used by your team should emphasize your salon's name; for instance, instead of saying "today you have an appointment to do beauty," say "today you have a beauty appointment at [Your Beauty Salon]." Encourage staff members to introduce themselves by incorporating the salon's name, creating a cohesive and memorable experience for clients.
Creating videos that showcase past customer experiences can significantly boost potential clients' confidence When customers see themselves reflected in the success stories of previous clients, it enhances their belief in the services offered This increased confidence not only improves their coordination but also elevates the overall quality of service at beauty salons Such videos serve as an effective tool for communication and persuasion, ultimately influencing customer decisions.
An intuitive and visually appealing menu is essential for any beauty salon, serving not only to showcase the range of services offered but also to communicate a message to customers By allowing clients to easily identify and select the services that best suit their needs, the menu empowers them to make informed choices, leading to greater satisfaction and a sense of control over their experience This proactive approach ultimately enhances customer satisfaction and fosters loyalty.
The Responsiveness solutions
The findings from section 2.3.3 indicate that PF0 negatively impacts customer satisfaction, unlike CS0 Therefore, business owners should prioritize enhancing the assurance and tangibility factors to foster greater customer satisfaction As the saying goes, "A civil denial is better than a rude grant," suggesting that actions may initially face resistance but will be accepted over time as customer habits develop This is particularly relevant for customers who have utilized beauty services for over three years, as highlighted in section 2.2.3 and figure 2.5, demonstrating that time is crucial for fostering mutual understanding between customers and businesses.
- Make agreements and commitments explicitly before customers use the service
To ensure a smooth experience for first-time users of beauty services, it is essential to clearly outline customers' rights and responsibilities This information should be documented and readily available, helping to prevent any misunderstandings or unexpected situations.
Establish clear rules and adhere to regulations to enhance customer transparency It is essential to display these regulations prominently for easy visibility, as they are designed to streamline business responses to customer inquiries in a public and accessible manner.
To effectively manage customer expectations regarding time-sensitive requests, it is essential to establish a standard response time of 1 to 3 working days Encourage customers to develop a habit of adhering to this timeline, and inform them that they should cancel their appointment if they do not receive confirmation regarding their scheduling However, it is important to allow for flexibility, permitting exceptions to this rule up to three times, provided customers are willing to wait This policy should be clearly communicated and agreed upon during initial conversations to ensure mutual understanding.
It is essential not to accommodate customer requests for service changes when they have not adhered to employee instructions For instance, if a customer seeks melasma treatment but has not fully completed the necessary skin restoration process, they should not be allowed to bypass this crucial step Ignoring these guidelines can negatively impact treatment outcomes and may even lead to adverse effects.
In a beauty salon, customers often experience a deliberate delay in service, spending around 5 minutes exploring the salon's facilities before being left alone in a room for an additional 5 minutes This strategy creates the impression of a busy salon with numerous clients, as they are only attended to after their waiting time is fully elapsed This approach aligns with the saying, "More haste, less speed," emphasizing that a slower, more thoughtful process can lead to better outcomes.
Instead of actively calling customers, utilize an automated messaging system to remind them of their appointments while they continue to engage with your beauty salon services Allow customers to initiate communication if they have specific requests or inquiries, fostering a more customer-driven interaction.
Maintain the policy and action in reliability factors From results of table
2.12 and the linear regression equation of customer satisfaction under business owner side in table 2.11, it shows that: business owner is focusing in reliability factors (2 = + 0.08) While the results of the linear regression of customer satisfaction, the reliability factors do not affect CS0, so there is no need to change any the business owner 's actions with this factor ever, and not need to provide more and less policies to influence this influence With Adjusted R square = 0.327, it means the linear regression equation of CS0 explains 32.7% the influence from five factor on Customer satisfaction The rest percent (77,3 %) is from other factors Therefore, Positive accumulation of the beauty salon's actions and policies with the factors of the CS0 equation or others factor will improve customer satisfaction Moreover, empathy factors (Sig > 0.05) and year old of customer (one-way ANOVA test, appendix 3) do not effect to customer satisfactions
Focusing on loyal customers is crucial, as evidenced by the findings in Figure 2.12 and Appendix 3, along with the conclusions drawn from the one-way analysis of variance (ANOVA) regarding service usage over time These results underscore the significance of timely service for maintaining customer loyalty and suggest strategic developments aimed at enhancing customer retention.
To boost revenue and profits, businesses should offer premium service packages to enhance customer satisfaction Organizing gratitude events, such as congresses or parties for loyal customers, can foster strong relationships and encourage them to refer friends and connections This satisfied customer base not only influences other potential clients but also helps in expanding the overall customer database.
To enhance customer engagement and expand our base, it is essential to develop service packages that incentivize long-term commitment, particularly targeting customers who have been with us for 1 to 3 years By offering substantial rewards and benefits, we can encourage these customers to envision the advantages of becoming loyal patrons, similar to those enjoyed by our existing long-term clients This strategy not only fosters loyalty but also creates a desire among newer customers to achieve the same incentives, ultimately driving retention and satisfaction.
- Set up one VIP rooms for loyal customers, ensuring that the elements of assurance and tangibility in section 3.1 and section 3.2 are priority and supplied the best for them
Business owners should prepare for at least three years to ensure the success of their beauty salon This extended preparation period allows for the possibility of unexpected challenges It's crucial to have sufficient capital to sustain the business during difficult times.
To effectively target customers based on occupation, the analysis indicates a reduced interest among business professionals Notably, public staff (mean: 3.94) and other groups (mean: 4.17) surpass the overall mean of 3.90, making them key customer segments The term "others" encompasses individuals such as housewives, students, and management officers, with officers representing 58.9% of this category, according to vinaresearch.net (2012) To enhance customer satisfaction, the author proposes specific strategies tailored to these identified groups.
Offering discounts for groups of 2 or 3 people is an effective strategy, as these individuals typically visit beauty salons with friends or colleagues due to their social environments This approach not only enhances customer satisfaction but also provides mutual benefits; customers enjoy better pricing while businesses can offset variable costs by attracting additional clients without increasing fixed expenses.
To effectively cater to customers, create multiple service packages for the same service, offering a price range between 200,000 VND and 500,000 VND This pricing strategy aligns with the average monthly salary of this customer group, which is approximately 11,250,000 VND, translating to nearly 400,000 VND per day Such pricing ensures accessibility and meets the financial expectations of potential clients.
Conclusion
This research explores key elements of perceived service quality, particularly in beauty salons, highlighting the significance of beauty services within the beauty industry It revisits the research questions and hypotheses, indicating their acceptance or rejection The findings emphasize crucial aspects of service quality valued by beauty salons and their correlation with customer satisfaction Notably, the study reveals a disparity between customer perceptions and those of business owners regarding factors influencing customer satisfaction, demonstrating that their views on satisfaction differ significantly.
A key finding of the study reveals that only two dimensions of perceived service quality are significant in the relationship examined, despite five dimensions being considered in the linear regression analysis Business owners in beauty salons prioritize reliability, responsiveness, empathy, and tangibility in service quality, while customers focus primarily on responsiveness and tangibility.
This research aims to provide beauty salon owners with effective policies and operational strategies to enhance the quality of beauty services, ultimately leading to increased customer satisfaction.
To enhance assurance solutions, businesses should standardize service processes and guide employees in providing advice while developing a comprehensive code of conduct Offering moderate service packages and maintaining error-free records are essential, alongside utilizing quality support products with clear origins Fostering a positive business culture involves encouraging staff to express gratitude and apologize when necessary Recruiting quality candidates with appealing appearances and focusing on their service attitudes is crucial Regular professional training and monthly skills assessments will ensure employee competence, complemented by customer evaluation forms to gather feedback Business owners must take an active role in staff training and orientation, incentivizing employees with bonuses and ensuring they possess the necessary qualifications for their roles.
To enhance customer experience, invest in modern equipment and ensure your beauty salon boasts impressive exterior and high-end interior decor Choose a spacious location in a central, bustling area and design an appropriate room layout Equip the salon with quality elevators and incorporate natural aromas for a pleasant atmosphere Maintain cleanliness by keeping restrooms dry and tidy, and provide a convenient, covered parking area Staff should wear attractive uniforms, with regular checks on their appearance before shifts Build a strong salon identity by creating videos showcasing customer experiences, designing an intuitive and engaging menu, and consistently posting updates on social media platforms like Facebook, Instagram, and Twitter.
To enhance responsiveness solutions, it is crucial to establish clear agreements and commitments with customers before they utilize the service Implementing strict regulations and adhering to them is essential Avoid immediate responses to fluctuating customer demands and refrain from accommodating service changes if customers do not follow employee instructions Additionally, consider delaying customer service interactions and utilizing an automated messaging system instead of actively reaching out to customers.
- Other solutions: Build the way to satisfy each gender needs, Select the customer target in occupation Focus on loyal customers, Maintain the policy and action in reliability factors
To enhance customer satisfaction amidst financial limitations, beauty salon owners should prioritize non-financial strategies, particularly by implementing assurance solutions that foster trust and confidence in their services.
Hopefully the findings of the study will serve as a motivation and a guideline for business owner of beauty salon to assess their quality of service.
Limitations
This study serves as an initial exploration into measuring service quality in beauty salons in Hanoi It is important to note that the concepts, findings, data, conclusions, and recommendations presented are not conclusive The research may have limitations and could be incomplete, reflecting its exploratory nature.
The study utilized a sample frame from beauty salons located in seven central districts of Hanoi, Vietnam, out of a total of thirty districts It is crucial to note that any references made in this study should not be interpreted as representative of the entire population.
The process of data collection takes place in two times so the answers in the second time can match the first time
This research study focuses on the service quality provision in beauty salons in Hanoi While the findings may not be applicable to other industries, ongoing research could lead to the development of similar constructs in different sectors.
The responses from participants may exhibit bias, potentially distorting the true representation of the research topic Customers, in particular, might withhold information due to concerns that their answers could be used against them by business owners Additionally, a lack of cooperation and negligence among respondents further complicates the reliability of the data collected.
In a limited time and limited implementation budget, the study only investigated the impact of service quality and credibility on customer satisfaction in
To accurately represent the population, research must involve long-term engagement with respondents over a period of four months This approach not only enhances the reliability of the findings but also lays the groundwork for future research endeavors Trust in the research outcomes presented in this thesis will provide a solid foundation for subsequent studies in related fields.
Implications
Customer satisfaction in the realm of intangible services, particularly in beauty services, remains a crucial area for study This research aims to provide beauty salon owners with insights to enhance service quality and improve customer satisfaction Despite the author's dedicated efforts, the limited knowledge and time available for the study may present certain shortcomings Therefore, constructive feedback from teachers, colleagues, and friends is welcomed to refine the thesis further.
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14 Dr G Rabia Jahani Farzana and R Banu Priya (2016), A Study on Consumers; Preference Towards Beauty Services in Tiruchirapalli
15 Garvin, D (1982), Quality on the Line Harvard Business Review, 61(September-October), 65-73.
16 Gilmore, DC, Beehr, TA & Love, KG (1986), Effects of applicant sex, applicant physical attractiveness, type of rater and type of job on interview decisions, Journal of Occupational Psychology, vol 59, pp 103-109
17 Joy, A, Sherry, JF, Troilo, JG & Deschenes J (2010), Re-thinking the relationship between self and other: Levinas and narratives of beautifying the body, Journal of Consumer Culture, vol 10, no 3, pp 333–361
18 Khahan Na-Nan, Ekkasit Sanamthong and Madaoh Sulong (2015) , Employees Engagement, Quality of service and Customers Satisfaction Affecting Customer Loyalty of Hair
19 Laroche, M., Ueltschy, L C., Abe, S., Cleveland, M., & Yannopoulos, P
(2004), Service Quality Perceptions and Customer Satisfaction: Evaluating the Role of Culture, Journal of International Marketing, 12(3), 58-85
20 M Sureka, K Sahayajenci and A.K.Subramani (2015), Customer Satisfaction and Service Quality Towards Naturals Parlours, Chennai
21 M.Chitra A.R Shanmuga Priya Dr.B.Kalpana Dr.Krishan Raj (2014), Influence of personal factors on women entrepreneurs for success in beauty salon industry
22 Mohammad, A A S and Alhamadani, S Y M (2011), Service quality perspectives and customer satisfaction in commercial banks working in Jordan Middle Eastern Finance and Economics, 14(1), 61-71.
23 Oliver, R L (1999), Whence consumer loyalty? Journal of Marketing,
24 Parasuraman, A, Zeithaml, V A and Berry, L L (1985), A Conceptual Model of Service Quality and Its Implications for Future Research, Journal of Marketing, 49 (Fall), 41-50.
25 Parasuraman, A, Zeithaml, V A and Berry, L L (1988), SERVQUAL: A Multiple Item Scale for Measuring Consumer Perceptions of Service Quality, Journal of Retailing, 64(1), 12-40.
26 Parveen, S (2006), Beauty in evolution, Star Lifestyle, vol 28, no 3.
27 Pritom, NJ (2009), Rendezvous with aesthetician Kaniz Almas, The Daily Star.
28 Parisa and Ayesha (2011), Service Quality and Customer Satisfaction of The Beauty Care Service Industry in Dhaka: A Study on High-End Women‟s Parlors
29 Savla Swati Jayesh1 and Manjrekar Pradip (2014), To Study the Perception of Women as Customers towards Beauty Service in Western Mumbai
30 Young, P (2011), Facial Physical attractiveness, Its Importance and How It Is Part of Our DNA, ArticlesBase.com, viewed 25 April 2011,
31 Van Tubergen, A (2002), A brief history of spa therapy Annals of the Rheumatic Diseases, 61(3), 273–275 doi:10.1136/ard.61.3.273
32 Tomohiro Ishizu, Semir Zeki, Toward A Brain-Based Theory of Beauty (https://journals.plos.org/plosone/article/file?id.1371/journal.pone.00218 52&type=printable)
33 Nguyễn Thành Long (2006), Đề tài nghiên cứu: Sử dụng thang đo
SERVPERF để đánh giá chất lượng đào tạo đại học tại Trường Đại học An Giang
34 Bùi Nguyên Hùng-Nguyễn Thuý Huỳnh Loan (2004), Quản lý chất lượng
35 Hoàng Trọng và Chu Nguyễn Mộng Ngo ̣c (2005), Phân tích dữ liệu với
SPSS - Nxb Thống kê
36 Philip Kotler (2001), Những nguyên lý tiếp thị, Nxb Thống kê
37 Lê Hữu Trang (2007), nghiên cứu sự hài lòng của khách hàng về dịch vụ khách sạn của công ty cổ phần dịch vụ An Giang , Luận văn thạc sĩ kinh tế, Đại học kinh tế Hồ Chí Minh
38 Nguyễn Ngân Hà (2018), Service quality and customer satisfaction of Trainning programs at the centre for managerment training & consuting, Hanoi school of Business and management, Vietnam National University
39 https://www.universalcompanies.com/Learn-And-Grow/Content- Library/_/types-of-equipment/?=)
40 https://vinaresearch.net/public/news/576-Cham_soc_sac_dep_o_Spa.nsrs
42 https://www.calculator.net/sample-size- calculator.html?type=1&cl&ci=5&pp&ps(68&x0&y#
44 http://web7.bemama.corn/events/tmm2007/news.php?id00918
45 http://vnba.vn/danh-gia-tong-quan-su-phat-trien-cua-nganh-spa-26652.html)
46 https://www.asean.org/wp-content/uploads/2012/05/ASEAN-Spa-Services- Standard-1.pdf
47 https://www.universalcompanies.com/Learn-And-Grow/Content- Library/_/types-of-equipment/?=)
48 http://enternews.vn/luong-nhan-vien-van-phong-ngay-cang-cao-102231.html
APPENDIX APPENDIX 1: QUESTIONNAIRE IN INENGLISH
QUESTIONNAIRES FOR CUSTOMERS Dear Sirs/ Madams!
The beauty industry is experiencing significant growth, leading to the establishment of numerous beauty salons to satisfy market demands A crucial aspect of success in the service sector, particularly in beauty, is the quality of customer service To enhance our service quality and add value to the market, we are conducting a survey to gather feedback on the services you receive Your insights are invaluable in helping us improve and better cater to your needs Please note that there are no right or wrong answers in this survey; every response will greatly assist us We appreciate your support.
Please indicate your satisfaction level with the following content by circling a number (according to each content) that you think is your best choice, according to Convention:
1 Strong disagree, 2 disagree, 3 Neutral, 4 Agree, 5 Strong agree
Question 1: service quality in the beauty salon:
1 Beauty salon delivers the promised service
Whenever you face any problem, beauty salon authority shows a sincere interest in solving it
3 Beauty salon provides service correctly
4 Beauty salon delivers service timely
5 Beauty salon maintains error-free records
Beauty salon informs customers when the services will be performed
The service provider provides prompt service to customers
The service providers are always willing to help you
The service providers respond to your request promptly
The behaviors of service provider grow confidence in you
You feel safe in your dealing with this beauty salon
Employees of this beauty salon are courteous to you
Employees of this beauty salon have enough knowledge to answer your questions
This beauty salon gives you individual attention
15 The employee deals customers with care
16 The company has your best interest at heart
Employees of this beauty salon understand the customers‟ requirements
18 Beauty salon has convenient operating hours
19 Beauty salon has modern equipment and facilities
20 Beauty salon has appealing physical facilities
21 Beauty salon has visually appealing materials
22 Employee‟s appearances are neat and tidy
Question 2: customer satisfaction (Please circle a number that represents your choice through the content below)):
• You completely satisfied with beauty services
Strong disagree Disagree Neutral Agree Strong agree
• You intend to continues beauty services in this beauty salon for a long time later
Strong disagree Disagree Neutral Agree Strong agree
• you will share beauty services in this beauty salon to your friend or your colleague:
Strong disagree Disagree Neutral Agree Strong agree
Question 3: what is your dissatisfaction in this beauty salon?
- Question 4: what is your satisfaction in this beauty salon?
Question 5: Your idea improve the satisfaction when using beauty services in this beauty salon::
- Question 6: please fill some personal information ( circle a suitable numbe ):
• How long have you used beauty service in this beauty salon?
1 under 1 year 2 From 1 to 3 years 3 Over 3 years
1 public staff 2 Businessman 3 Teacher 4 Others
QUESTIONNAIRES FOR BUSINESS OWNERS OF BEAUTY SALONS Dear Sirs/ Madams!
The beauty industry is currently thriving, with a growing number of beauty salons opening to cater to market demands A crucial aspect of success in this service-oriented sector is the quality of customer service To enhance service quality and create greater value for customers, we are conducting a survey on the service offerings of beauty salons Your feedback is invaluable and will guide us in improving our services Please note that there are no right or wrong answers in this survey; every response is beneficial to us We appreciate your assistance in this endeavor.
Please indicate your satisfaction level with the following content by circling a number (according to each content) that you think is your best choice, according to Convention:
1 Strong disagree, 2 disagree, 3 Neutral, 4 Agree, 5 Strong agree
Question 1: service quality in the beauty salon:
1 Customer cares about the promised service
Whenever customer face any problem, authority of beauty salon shows a sincere interest in solving it
5 Customer cares maintains error-free records
6 beauty salon informs customers when the services will be performed
Beauty salon provides prompt service to customers
Beauty salon are always willing to help customer
Beauty salon respond to customer‟s request promptly
The behaviors of Beauty salon grow confidence in customer
Customer feel safe in customer‟s dealing with beauty salon
Employees of beauty salon are courteous to customer
Employees of beauty salon have enough knowledge to answer customer‟s questions
Beauty salon gives customer individual attention
15 The employee deals customers with care
The company has customer‟s best interest at heart
Employees of beauty salon understand the customers‟ requirements
Customer want to convenient operating hours
Customer care about modern equipment and facilities
20 Customer care appealing physical facilities
21 Customer care visually appealing materials
22 Customer care are neat and tidy
Question 2: Your assessment about customer satisfaction in your beauty salon (Please circle a number that represents your choice through the content below)):
• customer generally completely satisfied with beauty services
Strong disagree Disagree Neutral Agree Strong agree
• you are totally satisfied demand's customer:
Strong disagree Disagree Neutral Agree Strong agree
Strong disagree Disagree Neutral Agree Strong agree
Question 3: please fill some personal information ( circle a suitable number ):
• How long have you supplied beauty service in beauty industry ?
1 under 1 year 2 From 1 to 3 years 3 Over 3 years
1 High school 2 College 3 University 4 Others
PHIẾU THĂM DÒ Ý KIẾN KHÁCH HÀNG
Kính chào quý khách hàng!
Ngành thẩm mỹ đang phát triển mạnh mẽ với nhiều cơ sở mới ra đời để đáp ứng nhu cầu thị trường Chất lượng phục vụ khách hàng là yếu tố sống còn của các cơ sở kinh doanh trong ngành này Để nâng cao chất lượng dịch vụ và tạo ra giá trị cho thị trường, chúng tôi tiến hành cuộc thăm dò ý kiến khách hàng về chất lượng dịch vụ hiện tại Ý kiến của bạn sẽ giúp chúng tôi cải tiến dịch vụ và phục vụ tốt hơn Mọi lựa chọn của bạn đều rất hữu ích và chúng tôi hy vọng nhận được sự hỗ trợ từ bạn.
Xin vui lòng cho biết mức độ hài lòng của bạn đối với các nội dung dưới đây bằng cách khoanh tròn số mà bạn cho là sự lựa chọn tốt nhất, theo quy ước:
1 Hoàn toàn không đồng ý, 2 Không đồng ý, 3 Tạm được, 4 Đồng ý, 5 Hoàn toàn đồng ý
Câu 1: Chất lượng dịch vụ của cơ sở thẩm mỹ:
Khi Cơ sở thẩm mỹ hứa làm điều gì đó vào thời gian nào đó thì họ sẽ làm
Khi bạn gặp trở ngại, Cơ sở thẩm mỹ chứng tỏ mối quan tân thực sự muốn giải quyết trở ngại đó
Cơ sở thẩm mỹ thực hiện dịch vụ đúng ngay từ lần đầu
Cơ sở thẩm mỹ cung cấp dịch vụ đúng như thời gian họ đã hứa
Cơ sở thẩm mỹ lưu ý để không xảy ra một sai xót nào
Nhân viên Cơ sở thẩm mỹ cho bạn biết khi nào thực hiện dịch vụ
Nhân viên Cơ sở thẩm mỹ nhanh chóng thực hiện dịch vụ cho bạn
Nhân viên Cơ sở thẩm mỹ luôn sẵn sàng giúp bạn
Nhân viên Cơ sở thẩm mỹ không bao giờ qúa bận đến nỗi không đáp ứng yêu cầu của bạn
Cách cư xử của nhân viên Cơ sở thẩm mỹ gây niềm tin cho bạn
Bạn cảm thấy an tòan trong khi giao dịch với Cơ sở thẩm mỹ
12 Nhân viên Cơ sở thẩm mỹ luôn niềm nở với bạn
Nhân viên Cơ sở thẩm mỹ có đủ hiểu biết để trả lời câu hỏi của bạn
14 Cơ sở thẩm mỹ luôn đặc biệt chú ý đến bạn
Cơ sở thẩm mỹ có nhân viên biết quan tâm đến bạn
Cơ sở thẩm mỹ lấy lợi ích của bạn là điều tâm niệm của họ
Nhân viên Cơ sở thẩm mỹ hiểu rõ những nhu cầu của bạn
Côngty Cơ sở thẩm mỹ làm việc vào những giờ thuận tiện
19 Cơ sở thẩm mỹ có trang thiết bị rất hiện đại
Các cơ sở vật chất của Cơ sở thẩm mỹ trông rất bắt mắt
21 Nhân viên Cơ sở thẩm mỹ ăn mặc rất tươm tất
22 Các sách ảnh giới thiệu của Cơ sở thẩm mỹ có liên quan đến dịch vụ trông rất đẹp
Câu 2: Sự hài lòng của khách hàng (xin anh/ ch ị khoanh tròn mộ t con s ố th ể hi ệ n s ự l ự a ch ọ n c ủa mình qua các nội dung dưới đây):
• Mức độ hài lòng chung của anh/ chị về chất lượng dịch vụ
Hoàn toàn không hài lòng
Không hài lòng Tạm được Hài lòng Rất hài lòng
• Anh/ chị dự định sẽ tiếp tục sử dụng dịch vụ của cơ sơ này:
Hoàn toàn không tiếp tục
• Anh/ chị sẽ giới thiệu người khác đến cơ sở làm dịch vụ:
Hoàn toàn không giới thiệu
Câu 3: Điều mà anh/ chị không hài lòng khi ở tại Cơ sở thẩm mỹ này là:
- Câu 4: Điều mà anh/ chị hài lòng khi ở tại Cơ sở thẩm mỹ này là:
- Câu 5: Anh/ chị vui lòng cho biết thêm các ý kiến khác để giúp Cơ sở thẩm mỹ nâng cao chất lượng phục vụ của mình:
- Câu 6: Xin anh/ chị vui lòng cho biết một số thông tin cá nhân (khoanh tròn con số thích hợp):
• Anh/ chị là: 1 Nam 2 Nữ
• Anh/ chị sử dụng dịch vụ tại Cơ sở thẩm mỹ được bao lâu:
1 Dưới 1 năm 2 Từ 1 đến 3 năm 3 Trên 3 năm
1 Công chức 2 Kinh doanh 3 Giáo viên 4 Nghề khác: _
Phiếu thăm dò ý kiến các Chủ doanh nghiệp thẩm mỹ
Kính chào quý chủ doanh nghiệp thẩm mỹ!
Ngành thẩm mỹ đang phát triển mạnh mẽ, với nhiều doanh nghiệp ra đời để đáp ứng nhu cầu thị trường Chất lượng phục vụ khách hàng là yếu tố sống còn giúp doanh nghiệp giữ chân và phát triển nguồn khách hàng Để nâng cao chất lượng dịch vụ, chúng tôi thực hiện cuộc thăm dò ý kiến của các chủ doanh nghiệp thẩm mỹ về dịch vụ mà họ cung cấp Ý kiến của các bạn sẽ là cơ sở để chúng tôi cải tiến chất lượng phục vụ hàng ngày Trong cuộc thăm dò này, mọi lựa chọn đều quý giá và không có câu trả lời đúng hay sai Chúng tôi rất mong nhận được sự hỗ trợ từ phía các bạn.
Xin vui lòng cho biết mức độ hài lòng của bạn khi cung cấp dịch vụ bằng cách khoanh tròn một con số tương ứng với từng nội dung dưới đây, với quy ước là chọn số mà bạn cho là sự lựa chọn tốt nhất.
1 Hoàn toàn không đồng ý, 2 Không đồng ý, 3 Tạm được, 4 Đồng ý, 5 Hoàn toàn đồng ý
Câu 1: Chất lượng dịch vụ của cơ sở thẩm mỹ:
Khi doanh ngiệp thẩm mỹ hứa làm điều gì đó vào thời gian nào đó thì doanh nghiệp sẽ làm
Khi Khách hàng gặp trở ngại, doanh nghiệp thẩm mỹ chứng tỏ mối quan tân thực sự muốn giải quyết trở ngại đó
Doanh nghiệp thẩm mỹ thực hiện dịch vụ đúng ngay từ lần đầu
Doanh nghiệp thẩm mỹ cung cấp dịch vụ đúng như thời gian doanh nghiêp đã hứa
Doanh nghiệp thẩm mỹ lưu ý để không xảy ra một sai xót nào
Nhân viên thẩm mỹ cho khách hàng biết khi nào thực hiện dịch vụ
Nhân viên thẩm mỹ nhanh chóng thực hiện dịch vụ cho khách hàng
Nhân viên thẩm mỹ luôn sẵn sàng giúp đỡ khách hàng
Nhân viên thẩm mỹ không bao giờ qúa bận đến nỗi không đáp ứng yêu cầu của khách hàng
Cách cư xử của nhân viên thẩm mỹ gây niềm tin cho khách hàng
Khách hàng cảm thấy an tòan trong khi giao dịch với Doanh nghiệp thẩm mỹ
12 Nhân viên thẩm mỹ luôn niềm nở với khách hàng
Nhân viên thẩm mỹ có đủ hiểu biết để trả lời câu hỏi của khách hàng
Doanh nghiệp thẩm mỹ luôn đặc biệt chú ý đến khách hàng
Doanh nghiệp thẩm mỹ có nhân viên biết quan tâm đến khách hàng
Doanh nghiệp thẩm mỹ lấy lợi ích của khách hàng là điều tâm niệm của kinh doanh
Nhân viên Doanh nghiệp thẩm mỹ hiểu rõ những nhu cầu của khách hàng
Doanh nghiệp thẩm mỹ làm việc vào những giờ thuận tiện
Doanh nghiệp thẩm mỹ có trang thiết bị rất hiện đại
Các Vật chất của Doanh nghiệp thẩm mỹ trông rất bắt mắt
Nhân viên Doanh nghiệp thẩm mỹ ăn mặc rất tươm tất
Các sách ảnh giới thiệu của Doanh nghiệp thẩm mỹ có liên quan đến dịch vụ trông rất đẹp
Sự hài lòng của khách hàng đối với dịch vụ mà doanh nghiệp thẩm mỹ cung cấp là rất quan trọng Khách hàng thường đánh giá chất lượng dịch vụ, thái độ phục vụ, và hiệu quả của các liệu trình thẩm mỹ Để nâng cao sự hài lòng, doanh nghiệp cần lắng nghe phản hồi từ khách hàng và cải thiện dịch vụ liên tục Việc đo lường sự hài lòng thông qua khảo sát cũng giúp doanh nghiệp hiểu rõ nhu cầu và mong muốn của khách hàng, từ đó tạo ra những trải nghiệm tốt nhất cho họ.
• Mức độ hài lòng chung của khách hang về chất lượng dịch vụ
Hoàn toàn không hài lòng
Không hài lòng Tạm được Hài lòng Rất hài lòng
• Độ đáp ứng của Cơ sơ thẩm mỹ đối với yêu cầu của khách hàng:
Hoàn toàn không hài lòng
Không hài lòng Tạm được Hài lòng Rất hài lòng
• Cung cách phục vụ của Doanh nghiệp thẩm mỹ:
Hoàn toàn không hài lòng
Không hài lòng Tạm được Hài lòng Rất hài lòng
Câu 3: Điều mà anh/ chị không hài lòng khi ở tại Doanh nghiệp thẩm mỹ được phản ánh là:
- Câu 4: Điều mà anh/ chị hài lòng khi ở tại Doanh nghiệp thẩm mỹ đươc phản ánh là:
- Câu 5: Anh/ chịđã góp ý thêm các ý kiến khác để giúp Doanh nghiệp thẩm mỹ nâng cao chất lượng phục vụ của mình:
- Câu 6: Xin quý chủ doanh nghiệp vui lòng cho biết một số thông tin cá nhân (khoanh tròn con số thích hợp):
• Anh/ chị là: 1 Nam 2 Nữ
• Anh/ chị kinh doanh dịch vụ tại Doanh nghiệp thẩm mỹ được bao lâu:
1 Dưới 1 năm 2 Từ 1 đến 3 năm 3 Trên 3 năm
1 THPT 2 Cao đẳng 3 Đại học 4 Nghề khác: _
RELIABILITY /VARIABLES=LF1 LF2 LF3 LF4 LF5
/SCALE ('ALL VARIABLES') ALL /MODEL=ALPHA
/STATISTICS=CORR COV /SUMMARY=TOTAL MEANS VARIANCE COV CORR
RELIABILITY /VARIABLES1 AF2 AF3 AF4 /SCALE ('ALL VARIABLES') ALL /MODEL=ALPHA
/STATISTICS=CORR COV /SUMMARY=TOTAL MEANS VARIANCE COV CORR
RELIABILITY /VARIABLES=PF1 PF2 PF3 PF4 /SCALE ('ALL VARIABLES') ALL /MODEL=ALPHA
/STATISTICS=CORR COV /SUMMARY=TOTAL MEANS VARIANCE COV CORR
RELIABILITY /VARIABLES EF2 EF3 EF4 EF5 /SCALE ('ALL VARIABLES') ALL /MODEL=ALPHA
/STATISTICS=CORR COV /SUMMARY=TOTAL MEANS VARIANCE COV CORR
RELIABILITY /VARIABLES=TF1 TF2 TF3 TF4 /SCALE ('ALL VARIABLES') ALL /MODEL=ALPHA
/STATISTICS=CORR COV /SUMMARY=TOTAL MEANS VARIANCE COV CORR
RELIABILITY /VARIABLES=CS1 CS2 CS3 /SCALE ('ALL VARIABLES') ALL /MODEL=ALPHA
/STATISTICS=CORR COV /SUMMARY=TOTAL MEANS VARIANCE COV CORR
APPENDIX 4: RESULT BUSINESS OWNER’S ANALYSIS