VIETNAM GENERAL CONFEDERATION OF LABOR TON DUC THANG UNIVERSITY FACULTY OF BUSINESS ADMINISTRATION ĐẠI HỌC TON ĐỨC THẮNG FINAL REPORT 50% SERVICE QUALITY MANAGEMENT IN HOSPITALITY I
BUSINESS INFORMATION L QẶ nhe 2
HISTORY OF MANWAH QQ 0 SH TH HT Hiệp 2
Manwah restaurant was established in 2017 belongs to Golden Gate company having 2 restaurants in Ha Noi, after 4 years developing Manwah has become one of the biggest hot pot brands in Viet Nam with more than 41 branches all over the world
After entering the Vietnamese market, Manwah restaurant has already determined brand and position with more than 30 branches all over the world Manwah is made from two words: destination and culture
The Manwah restaurant which our group chose is Manwah SC Vivo city located at SC Vivo city in D7 Having opened in January, the restaurant has been operating for 1 year.
PRODUCT LH Hn HT TT KHE HT KHU 2
Ala carte menus typically offer numerous options, including either appetizers, entrees, or desserts Customers can even customize their orders by choosing different side dishes or substitutions for ingredients.
The dishes on an ala carte menu may be more expensive than those on a set menu because customers pay for each item rather than a package deal This type of service facilitates serving by assisting customers in selecting the correct dish, the right flavor, the right quantity, and the right amount of food according to their demands and the number of people Simultaneously, ala carte avoids the problem of surplus food, which is not based on the customer's preferences
Includes A la carte menu: hot pot broth, hot pot balls, meat, seafood, noodles, vegetables and mushrooms, offal, cold towels, beer, soft drinks, juice, wine Buffet
- Weekdays Taiwan hotpot buffet: Monday-Friday, 10am-5pm
- Weekends and Holidays Taiwanese hotpot buffet Saturday-Sunday & Holidays/New Year, 59m-10pm
- Combo “Co ban co bè”
The menu at Manwah hot pot restaurant is divided into two types: the first is buffet, where customers only need to pay once and can eat as much as they like
Taiwan hotpot buffet (Monday-Friday, 10am-5pm): 439,000 VND/person (Price does not include VAT)
Taiwanese hotpot buffet (Saturday-Sunday & Holidays/New Year, 59m-10pm): 489,000 VND/person (Price does not include VAT)
(Add 30,000 VND to enjoy unlimited 50 drinks and desserts)
Children under 1 meter get free meals at the restaurant Children from 1 - 1.3 meters are charged 40% of the adult price
The second type is a la carte, which means ordering by dish, where customers can order whatever, they want, and the bill will be calculated based on the total
When mentioning Manwah hot pot, perhaps the most distinctive thing that customers are looking forward to is the hot pot broth To best meet the needs of different tastes, Manwah provides 6 of hot pot broths, but has 4 more popular types of hot pot broth: Thai hot pot, Taiwan Mala hot pot, mushroom hot pot, and Taipei hot pot
In addition to the broths, the variety of hot pot ingredients is a big plus for Manwah There are up to 80+ types of delicious and fresh cuisine every day for customers to choose from The hot pot ingredients include meat like beef, pork, chicken; seafood; dim sum; prices range from 19,000-299,000 VND/dish The giant Australian beef "meat mountain” is one of the most popular dipping dishes at Manwah, which is also a feature at Taiwanese hot pot tables
Besides, Manwah restaurant also offers preferential combos for customers: e Combo sets are served at Southern restaurants:
- Combo “C6 Cặp Có Đôi” for groups of 02 guests Price is 600,000 VND/combo
- Combo “C6 Ban Cé Be” for a group of 3 guests Price is 900,000 VND/combo
- Combo “Song Va” which is suitable for a group of 2- 3 guests Price is 250,000 VND/pax
- Combo “Uyén Uong” which is suitable for a group of 2- 3 guests Price is 450,000
Our group chose Manwah to make the report We chose one of more than 41 Manwah branches to conduct observations and surveys The branch we chose is Manwah SC Vivo located at 1058 Nguyen Van Linh, District 7, Ho Chi Minh City, the restaurant is located on the 2nd floor of this shopping center e Survey location:
The location of the Manwah restaurant branch that we chose to survey is SC Vivo shopping center, and this location is located right at the intersection of two main roads Nguyen Van Linh and Nguyen Huu Tho Because the restaurant is located near Phu My
Hung area, where there are many foreigners with high income Above all, SC Vivo City is very close to the Maple Tree building, which is the workplace of people with a high average income and is the location of foreign representative offices
To learn more, we divided it into two periods: the beginning of the week and the weekend to analyze the consumption behavior of Manwah customers more clearly
Survey time frame: 9 am - 5 pm
Number of samples: 25 samples per day
The questionnaire will include 7 questions, including 6 questions we selected to analyze customer segmentation Our team surveyed from 6 pm to 9:30 pm divided into two periods: weekdays - September 27, 2023 and weekend - September 30, 2023 So, there will be certain limitations However, it is not possible to collect a large number of surveys and data on consumers Our team will be able to broaden the survey for more in-depth research if we have additional time
Female customers accounted for more than 50% of all visits in the two time periods This survey's outcome is also impacted by the user's age and income In conclusion, we shall be more specific
Figure 5 Age of weekend The age group from 26-30 is the majority in both survey periods, accounting for nearly 50% Nextis the age group from 31-35 However, during the weekend period, the proportion of people with the age group of 36-40 increased significantly, from 8% during the week to 20% during the weekend period Although children under 18 years of age did not appear in the survey, our observations suggest that there were a limited number of minors eating with adults
CUSTOMER SECGMENTATION L2 HH HH nhe 4
In the career section, the rates during the week and on weekends are almost not much different The highest is still the group of office workers, accounting for 52% during the week and up to 56% on weekends However, at the end of the week, the civil servant occupation group showed signs of decreasing
In this section, we also add a question to survey where customers are working/working According to statistics, customers are mainly office workers working at the Maple Tree building next to SC Vivo city such as: Mass Transport Vietnam, Lecle Vietnam, In addition, student groups come mainly from universities Internationally such as: Fulloright, RMIT there are a few results showing that customers are students from UFM university
In both survey periods, income levels from 10 - 20 million accounted for the highest percentage and accounted for more than half of the total, 54.2% during the week and 64% at the weekend Next is the group with income over 20 million, fluctuating between 20% - 20.8% The income group from 1-5 million VND accounts for a very small percentage
Figure 10 Willing to pay of weekday
Figure 11 Willing to pay of weekend
This payment level depends not only on income but also on who this customer is traveling with
In general, in both periods, there is a strong differentiation in payment levels During the week, customers are willing to pay in the range of 500,000-800,000 VND to 69.9% In spite of At the end of the week, payments from 500,000-800,000 still account for the most, but it can be seen that the rate has decreased and reached 52% Instead, the willingness to pay >1,000,000 increased by more than 20%
Anh/chị thường đến Manwah với ai? Who do you often go to Manwah with?
Bạn bè, đồng nghiệp, khách hàng, đối tác/ Friends, colleagues, customers, partnersi
Figure 12 Go along with of weekday
Anh/chị thường đến Manwah với ai? Who do you often go to Manwah with?
Bạn bè, đồng nghiệp, khách hàng, đối tác/ Friends, colleagues, customers, partnersi
Figure 13 Go along with of weekend
It can be seen that the highest proportion of people coming to Manwah during the week with friends, colleagues, and partners is 92%, followed by 17% of people coming with their families These two groups make up the majority
Weekends are quite busy, especially shopping centers Customers coming to Manwah with their families after a shopping experience at SC Vivo is quite high, with 68% In addition, the weekend is also a time to rest, 52% of customers choose to go to Manwah with friends and lovers
1.4.7 Conclusion and Customer portrait ô Gender:
Combine 2 factors, gender, and age Female customers, aged 26-30, tend to use the services at Manwah the most To explain this reason, Ho Chi Minh City currently has a very late marriage age compared to other provinces and cities across the country According to the Statistical Yearbook of the General Statistics Office, in 2022 the average age of first marriage in the city is 29.8 years old (about to hit 30 years old) At this age, they are working people, have their own income and do not have family problems, this user increasingly wants and aims to pay ô Occupation
Figure 16 Conclusion of occupation eô Income
Figure 17 Conclusion of income Based on the occupational survey, the customers are mainly office workers, working for foreign companies, near the SC Vivo area, most are offices at 3M Their income is mostly in the high average range of 10-20 million e Willing to pay
Figure 18 Conclusion of willing to pay
Customers’ willingness to pay when eating out - specifically eating at Manwah SC Vivo store is based on income over 2 survey periods 60.8% of users are willing to spend from 500,000-800,000 VND when using services at Manwah This payment level is also affected by who this customer goes with They choose to go to Manwah and are willing to pay within the range of 500,000-800,000 VND, but on weekends, 92% of them mostly go with their families, so the cost of paying more than 1,000,000 VND increases significantly However, the payment level of 500,000-800,000 VND still accounts for the highest percentage
The survey was conducted in two different periods, and below is an Manwah's branch cust portrait: e Gender: Female ô Age: 26-30 ô Occupation: Officer ô Income: 10 - 20 million VND e Willing to pay: 500.000 - 800.000 VND
The organizational structure of Manwah SC Vivo City restaurant
The work assignment table of Manwah restaurant
Position Job assignment Full Quantity Gender Age time/
Part time Restaurant - Assigning people Full 1 Female 30 years manager time old
Manage the employees Order goods Manage inventory
Assist manager Full 1 Arrange shifts for ti employees
Make payments fo 2 Full 4 customers time /
Bring food to the 4 Full 6 customers time/ 2
Part Check customers’ orders time
Take order from 7 Full 15 the customer time/ 8
Part Help the guest: time whenever the: need
18 - 25 years old e Clean up tables an chairs when _ thi customers leave
Vegetable - Process an Full 3 Female 30 - kitchen prepare the time 40 years vegetables, ensul old that all the vegetables ar ready to serve t the guests
Hot kitchen e Process an Full 2 Female 30 - 40 prepare the hot pc time years old water
Preliminary e Process an Full 11 Male 30 - 40 kitchen prepare the mea time years old other products Table 1 Work assignment of Manwah SC Vivo City restaurant
The benefits working at Manwah
- Competitive salary e Fully participate in the insurance regime as prescribed when signing the official contract eô Young, dynamic envir onment ô The job has long - term commitment, many opportunities for internal development and advancement ô Annual activities for employees such as Team building, Sport festival, Year - end party,
Figure 21 Gender of total employees e In restaurant
Women make up the majority with 58% of the total number of employees Most service positions are female because they are agile and skillful in customer care Men accounts for 34% of the total number of employees, usually for bringing foods and bars which are handled by men
The ratio of men to women is not equal because there are fewer men than women on shifts, leading to slow and difficult for managers to divide tasks, also leading to the speed of food delivery will be slowed down Some of men’s tasks can be handled by women ô In kitchen
Men account for the most number of total employees with more than 69% In preliminary kitchen, the majority is male and the others which are vegetable kitchen and hot kitchen are responsible by women with 31%
The ratio of men to women is reasonable because male can work in a high intensity environment especially in the kitchen, they are also stronger than women, which can bring the consistency of each food to the customers
Table 2 Age of employees ô Inrestaurant
Most people are in the age from 18 - 25 years old, which is the most popular age group in restaurants They are young, agile, flexible, also they have strength and health to work at a high intensity However, the turnover rate of this age group may higher because most of employees are students ô In kitchen
ANALYZE THE OPERATING SITUATION OF THE BUSINESS
Figure 24 Manwah restaurant's sales and the amount of guest
Figure 25 Revenue of Manwah SC Vivo City
The chart above is the business situation of Manwah restaurant, Vivo City branch, District 7 Itcan be seen that the revenue of 2022 is much better than 2023 In 2023, only February and March of 2023 will grow compared to 2022 (up 6.07% in February and 3.17% in March) In the remaining periods of 2023, revenue will have a clear difference compared to the same period last year
And next, our team will analyze and make forecasts for the remaining three months of
2023 Based on the forecast results, revenue in the final months of 2023 will continue to decrease sharply
Sales Forecast for 3rd quarter Month Sale last year Sale this year Percentage Variance (%)
Table 4 Sales Forecast for 3rd quarter
Sales Forecast for 4th quarter
% Increase Month Sales last yeaiestimated Increase amouniSale Forecastinc¢ October 3.069.527.43: -29,16% -895.074.199,1 2.174.453.23 Novembei 3.158.820.701 -29,16% -921.112.116,1 2.237.708.58
Table 5 Sales Forecast for 4th quarter
Guest Forecast for 3rd quarter Month Guestlastyear Guestthis year Percentage Variance (%)
Table 6 Guest Forecast for 3rd quarter
Guest Forecast for 4th quarter Guest last % Increase Increase Guest
Month year estimated amount Forecasting
Table 7 Guest Forecast for 3rd quarter
Figure 26 Business result of Golden Ga from 2018 - 2023
Although the restaurant's current business situation is not having positive results, this result was predicted by the company This result even seems to be better than what Golden Gate Company predicted The clearest evidence for this is that at the latest shareholders’ meeting in April 2023, the company plans to reduce Manwah restaurant's net revenue and after-tax profit by 1.1% and 74.6%, respectively % compared to 2022
Although the restaurant's current business situation is not having positive results, this result was predicted by the company This result even seems to be better than what Golden Gate Company predicted The clearest evidence for this is that at the latest shareholders’ meeting in April 2023, the company plans to reduce Manwah restaurant's net revenue and after-tax profit by 1.1% and 74.6%, respectively % compared to 2022
To explain why the company’s revenue decreased First of all, it is largely due to the market in the first half of 2023, when a series of culinary trends have appeared and directly impacted the operations of restaurants and eateries such as mangosteen chicken salad, custard apple tea, and coffee salt coffee Besides mangosteen chicken salad, the common point of most "trends" is that they are all in the affordable price segment, under 25,000 VND/cup This price is suitable for many consumers when their wallets are tight but demand is still there The second reason is because according to Golden Gate's 2023 Annual General Meeting of Shareholders meeting documents, the company will continue to focus on developing and expanding the restaurant network nationwide, exploiting its strengths of key brands, developing new brands, developing new business segments such as food delivery, building a business management system and applying technology to optimize operations
Understanding the market as well as the trend to optimize costs and optimize revenue, Manwah restaurant chain - a high-end Taiwanese hot pot brand, has just announced a new buffet product for only 289,000 VND/person with Limited number of dishes, nearly half the price compared to only one old option of 459,000 VND/person
MODEL OF SERVICE QUALITY L S22 nhe 30 PB: z nm Ba a
Overview of the SERVPERF Model nhe 30
Services are sometimes difficult to quantify because of their intangible, inconsistent, indivisible, and perishable nature Furthermore, assessing service quality frequently relies on human judgments and is affected by the user's mood The SERVQUAL scale has been acknowledged as helpful following several research and applications However, the SERVQUAL measurement technique can become complex and time-consuming As a result, the SERVPERF (Service Performance) model has arisen as an alternative for evaluating service quality (Cronin & Taylor, 1992)
According to Cronin and Taylor, the best way to assess service quality is to compare
"actual performance as perceived" to expectations rather than "actual performance to expectations." They also characterize d service quality as "similar to an attitude." As a result, several service sectors have decided to adopt SERVPERF as a method for assessing their service quality to analyze quality efficiently
2.1.2 Criteria for evaluating service quality in the SERVPERF model
With the use of perceptions, this measuring model—dubbed the Perception Model— evaluates the caliber of services Reliability, responsiveness, service assurance, empathy, and tangibles (as they relate to the aspects of service quality) are the five main components on which the SERVPERF model bases the quality of guest service To address the SERVQUAL scale’s limitations in identifying customer satisfaction and attitudes, the SERVPERF scale is employed
SERVPERF has greater construct validity based on the review of relevant literature and the fact that SERVPERF measures also exhibit convergent and discriminant validity
In this study, we adopted Cronin and Taylor’s (1994) SERVPERF model which includes the following perception dimensions (15 items): a) Tangibles: physical facilities, equipment, and appearance of personnel b) Reliability: the ability to perform the promised service dependably and accurately c) Responsiveness: the willingness to help customers and provide prompt service d) Assurance: knowledge and courtesy of employees and their ability to inspire trust and confidence in customers e) Empathy: caring about others and providing individualized attention to customers 2.1.4 Questionnaire
Up to date equipment Physical facilities Neatness of employees The appearance of Physical facilities Promise to do something on time Being sincere to solve problems Performing the service right at first time Providing services at promised time Keeping records correctly
The employees are expected to tell customers exactly ' services will be performed
It is realistic for customers to expect prompt service from employees
The employees are expected to always help the customer
It is a problem if the employees are too busy to respor customers’ requests promptly
The customers are able to feel safe in their transactions wi employees
The employees are polite The employees are knowledgeable
The employees are expected to give customers indiv attention
The employees are expected to give customers per attention
It is expected that the employees know what the needs of customers are
It is expected that the employees have their customers’ best interests at heart
The employees are expected to have operating |t convenient to all their customers
2.1.5 Benefits of the SERVPERF model
In the SERVPERF model, rather than focusing on the overall degree of pleasure or discontent, it pinpoints the precise areas of service performance that require improvement
The SERVPERF model may be tailored to various service settings, industries, and cultural norms by adding or changing statements to fit the unique needs of the service
Comparative Analysis: The SERVPERF model enables organizations to compare their service quality performance against competitors or industry standards By benchmarking their performance, organizations can identify strengths and weaknesses relative to their peers and work towards enhancing their competitive advantage
Customer Satisfaction and Loyalty: The goal of assessing service quality is to improve customer satisfaction and loyalty The SERVPERF model provides insights into the factors that drive customer satisfaction and loyalty, enabling organizations to prioritize efforts and initiatives that will have the greatest impact on customer loyalty and retention
For business service providers, the SERVPERF model has several benefits, including simplicity and brevity, validity, and dependability, actionability and relevance, and flexibility and adaptation Customer expectations, which might be ill-defined and subjective, are no longer necessary to gauge
2.1.6 Limitations of the SERVPERF model
The SERVPERF model, which is a popular model for measuring service quality, has been widely used in research and practice However, like any model, it has certain limitations:
Limited Scope: The SERVPERF approach primarily focuses on assessing customers’ perceptions of service quality based on their expectations and actual experiences It does not give extensive insights into specific components of service delivery or the underlying causes that determine service quality
Lack of a complete Framework: The SERVPERF model does not provide a complete framework for understanding the multidimensional nature of service quality It largely treats service quality as a unidimensional construct and does not account for the multiple dimensions that may be significant in diverse service scenarios
Consumer-Centric Perspective: The SERVPERF paradigm places a great emphasis on consumer perceptions and expectations, frequently overlooking the viewpoints and inputs of service providers and other stakeholders This customer- centric perspective may not capture the entire picture of service quality, since the perceptions of numerous stakeholders, including staff and management, can impact service delivery and overall quality
Lack of Contextual elements: The SERVPERF model does not explicitly address contextual elements that might affect service quality Cultural variations, industry-specific traits, and situational considerations are not fully handled within the model, limiting its application across varied service contexts
Limited Causal Insights: While the SERVPERF model gives a measure of service quality, it does not provide extensive insights into the underlying causes or drivers of service quality It does not explain why particular service traits or dimensions are more significant to clients or how service providers might enhance certain areas of service quality
2.1.7 Applications of the SERVPERF model
Many studies have applied the SERVPERF model and many specialized services such as education, training, banking services, travel services, entertainment, restaurant and hotel services
Applying the SERVPERF scale to evaluate quality of care in two public hospitals at Khanh Hoa Province, Vietnam
This study utilized the SERVPERF model to assess patients’ perceptions of service quality in a state hospital Identifying related factors that influence the quality of hospital care is a critical contributor to improving hospital quality and therefore patient satisfaction The analysis revealed positive and significant correlations among the different dimensions of service quality
2.2.1 Overview of the SERVQUAL Model
In 1985 Parasuraman was among those who combined qualitative and quantitative research in the study of service quality measurement The success of the research laid the foundation for an exceptional instrument for business organizations in search of reliable outcomes on customers’ opinions on service quality Many researchers see this as a very comprehensive scale, made up of the two words “SERVICE” and “QUALITY”, which form SERVQUAL The scale was refined by adopting the concept of “Consumer Quality Perception
DETAILED TIMELINE FOR IMPLEMENTING SURVEY
We were going to survey in two weeks following the timetable below:
Hồ Nguyễn Minh Thư Dang Ngoc Thanh
Truong Trong Minh Tran, Nguyér Duong Anh Thy
Tran Hà My, Hồ Nguyễn Minh Thư Đặng Ngọc Thành, Nguyễn Dươn Anh Thy
Trương Trọng Minh Trân, Tràn H:
Hồ Nguyễn Minh Thư, Đặng Ngọc Thành
Nguyễn Dương Anh Thy, Trương Trọng Minh Trân
Tran Hà My, Hồ Nguyễn Minh Thư
Table 13 detailed timeline for implementing survey
After collecting samples from Google form, data is going to be selected and assessed The information will be filtered by Excel Filter & Sort based on these criteria:
The customers who never use the service at Manwah SC Vivo city
The answers were the same (Customers choose one level for all questions) The answers were made following Ziczac
Reversed questions, through 2 questions have the same meaning but one has positive, and one has negative The answers to both questions do not have many differences which will be eliminated
Timing The time for answering all the questions is at least 7 minutes Those answer were made less than 7 minutes would be eliminated
RESEARCH RESULT SG Q1 12H TH TH như 65
RESPONSIVENESS "“
e PH1 Nhan vién Manwah SC Vivocity théng báo chính xác thời gian anh/ chị duoc cung cap dich vu
The level of perception in this variable is 3.482, this is an acceptable result However, this result is the lowest in the group of response variables and there are still customers who disagree Furthermore, the survey results also show that the importance level of this variable is quite high, at 4.78, so Manwah restaurant needs to focus on improving this variable
In fact, to control this variable, the restaurant uses two control processes: the training process and the ordering process Specifically, in step 5 of the ordering process, it is clearly mentioned that the custom er will only have to wait for the dish when it takes about 15 to 20 minutes to prepare because most of the dishes at the restaurant are Frest food is used to eat with hot pot, only dishes at the line counter such as cakes, salted chicken feet or dim sum need long cooking time
Furthermore, from day 5 to day 11 of the training process, staff are also advised very carefully on how to ser ve Employees will be provided with product knowledge as well as understanding the time it takes to create a complete product This will help support staff provide information as well as communicate with customers better
In addition, at the restaurant there is a table of processing procedures and control of serving time This helps managers have a basis to control the issue of dish delivery time as well as find out the reason for delayed dish serving time
In short, Manwah restaurant has done a very complete and detailed job in preparing processes to control this variable However, the implementation and application are still not completely good, so there need to be some solutions to apply the process better, this part will be mentioned in the next chapter © PH2 Cac nhdn vién Manwah SC Vivocity luén nhanh chóng có mặt khi anh/ chị can
The survey results of this variable are quite good, about 4.45 and the importance level of this variable is 4.5 This is thanks to the arrangement of a reasonable number of employees as well as the reasonable division of service areas
Normally, each area will have 1 to 2 employees On weekends, the number of staff will increase depending on customer status Guests coming to Manwah restaurant will often be given priority to sit in areas B and C
In addition, the number of employees during the day will also be arranged according to the branch's customer forecast On weekdays there will be about 8-10 employees, on the contrary, on weekends and holidays there will be about 15-20 employees This is very understandable because this branch is located in a quite busy commercial center
Figure 31 Manwah seating chart ¢ P13 Nhân viên Manwah SC Vivocity sẵn sàng giúp đỡ và hỗ trợ anh/ chị trong quá trình sử dụng dich vu
The satisfaction level of this variable is 3.96, this is a good result when customers almost agree that staff at Manwah are always ready to help and support customers during the service use process To get such good results, the restaurant has done a great job in recruiting staff To get more specific, let's look at the job description and analyze some of the requirements
In the recruitment process, Manwah set their own job requirements to the employees which are
Able to change shifts, at least 5 shifts/ week (Part time: 5h/ shift, Full time 8h/ shift) When having night shift, the employee is able to work over 23h
Positive attitude, understand the service that brings to customers
Manwah Restaurant establishes some important recruitment requirements to ensure that selected employees are suitable for the job and working environment First, the age requirement of 18 or older is to ensure employees are legally mature and capable of meeting job requirements responsibly
Next, Manwah restaurant requires flexibility in working shifts This includes the ability to vary shifts, with at least 5 shifts per week Working hours are set at 5 hours for part- time work and 8 hours for full-time work This ensures staff are able to adapt to the restaurant's working needs and ensures continuity in serv ice
Manwah Restaurant also appreciates the health, enthusiasm and sociable personality of its employees This helps create a comfortable and customer-friendly working environment
Additionally, employees need to have a positive attitude and understand the service they provide to customers This lays the foundation for creating a good service experience and meeting customer needs
Finally, Manwah restaurant pays special attention to the teamwork and responsibility of its employees This ensures that employees are able to work effectively in a team environment and are able to support each other in serving customers e_ PH4 Yêu câu về dịch vụ nhà hang Manwah SC Vivocity cua anh/ chị được đáp ung kip thoi
The customer satisfaction level for this variable is 4.31, a quite good result when customers almost agree with this opinion However, the results show that there are still a few customers who disagree This is a sign that the restaurant is doing quite well but there are still some mistakes, so there need to be measures to continue to improve even better
In fact, to control this variable, Manwah restaurant has done a very good job of preparing the process First of all, in the service process in step 6, customer care is clearly mentioned Employees must constantly observe customers As soon as customers show signs of needing assistance, employees must immediately provide support Furthermore, thanks to the very good arrangement of staff and division of work, the result has made customers very satisfied with the staff always supporting and responding promptly Because the results are already very good, Manwah restaurant just needs to maintain this result and focus on other bad issues
5 Assurance e DBI: Thai d6 ung xu, trinh dé va chuyén m6n cua nhan vién Manwah SC Vivo City làm khách hàng cưm thấy tin trong
The importance indicator of this variable is 4.2 meaning the customer agrees that this statement is significant to the service of the restaurant, and the perception of this indicator is 4.464, which is a high indicator This also proves that the attitude, qualification, and expertise of the employees can make customers feel reliable when using the service at Manwah restaurant The observed variable relates to the recruitment through 5 screening steps and training procedure within 10 days to train new employees, which Manwah does well on both