This study examines customer service in selected restaurants in the Tshwane area. It is aimed at establishing criteria for excellent customer service in restaurants, which can serve as the basis for building good relationships with customers. An extensive literature study was undertaken and aspects that were discussed in the secondary research include the various components of customer service, as well as the marketing environment of restaurants in South Africa and the Tshwane Area. An empirical study was conducted to namely to investigate customer service in selected restaurants in the Tshwane Area, with the aim to establish criteria for excellent customer service as a benchmark for establishing relationships with customers, by means of an exploratory study. A self-administered survey was conducted whereby questionnaires were handed to restaurant patrons with the restaurant bill folder. Based on the research results, criteria were developed for excellent customer service which can be used as a benchmark for establishing relationships with customers, by providing customer satisfaction, which leads to customer retention, loyalty and ultimately profitability for an organisation. / Business Management / M. Com. (Business Management)

This research was initiated due to declining customer satisfaction indices in the Southern region of Eskom, an electricity utility in South Africa. Given the link between customer satisfaction and purchase intentions, the sustainability of the business is at stake. The validity of the current MaxiCare survey tool is questioned and explored, as is the congruence of management and customers' perceptions regarding the key service quality constructs in the industry. The study's objective was to provide management with a reliable and valid customer satisfaction survey instrument as an alternate to the existing tool and to use the knowledge gained through the research process to recommend improvement strategies aimed at closing specific satisfaction gaps identified. The research was performed in two stages; firstly, semistructured interviews with customers and management to gain an understanding of the most important satisfaction dimensions. These influenced the design of a survey instrument based largely on the SERVPERF tool with the inclusion of importance ratings per item in the second stage. The quantitative survey results were used to assess the reliability and validity of the research and to suggest areas for future work. The results show that communication, quality of supply, assurance and price are uppermost in the consumer's mind. Tangibles are not significant and the inclusion of empathy is inconclusive. Management and customer perceptions at a macro level are closely aligned, however the two populations are not in agreement as to the underlying micro considerations. Similarly, the MaxiCare instrument is found to be valid as a macro indicator but lacks sufficient detail to be useful as a strategic tool and needs to be supplemented with additional sources of market information. The survey instrument used in the second phase is both descriptive and reliable but the number of factors it measures, the mix of items and the inclusion of the 'importance' dimension need further refinement to improve its validity. Future revisions of the tool will provide management with specific information that allows them to focus improvement strategies on disgruntled customers and their key service issues.

Thesis (M.Tech.) - Central University of Technology, Free State, 2006

Thesis (MComm)--Stellenbosch University, 2004. / ENGLISH ABSTRACT: The high degree of extant commoditisation of organizations and their value propositions in the financial services industry has necessitated organizations in the industry to seek differentiation from the competition. Innovation has generally been accepted as a way for organizations to create differentiation by adding value to the organization. Until recently the focus of innovation activities has been limited to the product or the service of the organization. Recent emphasis has however shifted the innovation mandate to more holistically consider the total experience the customer has when interacting with the organization. This study concerns itself with the organizational activities required to innovate the customer experience. The main argumentation adopted by the thesis suggests that organizations need to constantly leverage their connectivity, forward and backward in value systems, across organizational boundaries to enhance the customer experience innovatively. Leveraging the organization's connectivity creates advantages for both radical and incremental innovation management to thereby improve and sustain the organization's profitability. The study commences by critically analysing the total customer expenence and then describing how the customer experience can create differentiation for the organization. The second part of the study scrutinises innovation literature to gain an understanding of how and where organizations can benefit in the management of innovation. The third part of the study reveals multi-channel management as a method that can be utilised to deliver the customer experience innovatively and benefit the organization in the continuous innovation of the customer experience. The study culminates in a preliminary model that conceptualises the leveraging of connectivity in the innovation process necessary within the organization for the innovation of a differentiated customer experience. Limitations of the study are described, and recommendations are made for both further research and the application of the study to the business environment. / AFRIKAANSE OPSOMMING: Ondernemings in die finansiële dienste industrie ondervind huidiglik dat hul waardeproposisies relatief maklik in kommoditeite verander. Dit noodsaak ondernemings in hierdie industrie tot toenemende innoverende differensiasie om daardeur 'n voorsprong op konkurrente in die mark te verkry. Innovasie word algemeen aanvaar as die manier waarop organisasies waarde kan toevoeg om sodoende differensiasie te bewerkstellig. Tot onlangs was die fokus van innovasie-aktiwiteite beperk tot die produk of diens van 'n onderneming. Die moderne tendens is dat die klem in die innovasiemandaat verskuif om die totale ervaring in die interaksieproses tussen onderneming en kliënt holisties te benader. Hierdie studie konsentreer op die organisatoriese aktiwiteite wat benodig word in die innoveering van die kliënt se ervaring. Die hoof argument wat deur die tesis aanvaar word, beklemtoon dat ondernemings deurlopend hul konnektiwiteit voor- en terugwaarts in die waardesisteem, moet hefboom oor organisatoriese grense heen, om daardeur die innovasieproses van die kliënte-ervaring te bevorder. Om die onderneming se konnektiwiteit op hierdie wyse te hefboom, skep voordele vir beide radikale en inkrementele innovasie bestuur waardeur die onderneming se winsgewendheid volgehou en verbeter kan word. In die aanvang van die studie word gepoog om die totale verbruikerservaring krities te analiseer; daarna word uiteengesit hoe die kliënte-ervaring vir die onderneming differensiasie kan skep. Die tweede deel van die studie ondersoek literatuur wat betrekking het op innovasie om daardeur te verstaan hoe en waar ondernemings voordeel kan trek uit die bestuur van innovasie. Die derde deel van die studie stel multikanaal-bestuur voor as 'n metode om die beoogde kliënte-ervaring te weeg te bring, maar ook as 'n manier om die onderneming te bevoordeel in die deurlopende innovasie van die verbuiker se ervaring. Die studie resulteer in 'n voorlopige model wat die hefboom van konnektiwiteit in die innovasie proses vir 'n gedifferensieerde kliënte-ervaring konseptualiseer. Ten slotte word die beperkings van die studie omskryf en aanbevelings word gemaak vir beide navorsingsdoeleindes, en die toepassing van die studie tot die praktiese sakeomgewing.

published_or_final_version / Business Administration / Master / Master of Business Administration

D.Com. (Marketing Management) / The size of South Africa's banking industry grew from R398 billion in 1995 to R471 billion in 1996 while banking transactions totalled R58 634 billion during 1996. Like most other service companies, the banking industry also experiences customer turnover. During the period March 1995 to February 1996 customer switch, which refers to the closing of an account at one institution and the opening of a new account at another institution, by clients of all banks amounted to 4,9 percent. Mutual interaction between a service provider and a client is a very important determinant of customer satisfaction with a service. It is therefore important for the company to focus on the retention of customers because it is more profitable to retain a customer rather than recruiting new customers. Customer switching can damage the future stream of income of a company. The loss of a customer therefore, is not only one transaction, the company looses a life long stream of income. Customer satisfaction therefore influences the primary source of future income of most companies directly. Quality service is of utmost importance for the success and survival of companies in today's competitive environment. To be successful it is necessary for each department within the company to operate effectively and to be client orientated. Companies believe that they will be more profitable if a marketing orientation is established within the company. Employees must therefore, understand their role in the total service chain. A client's perception of a service becomes reality when he/she experiences the service during a service encounter where interaction between the customer and the company takes place with the employee as intermediary.

by Lau Chi-yiu Kenneth. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1988. / Bibliography: leaf 48.

by Tam Wing-Yi, Yung Nga-Lai Anna. / Thesis (M.B.A.)--Chinese University of Hong Kong, 2003. / Includes bibliographical references (leaves 88-90). / ABSTRACT --- p.i / TABLE OF CONTENTS --- p.ii / LIST OF CHARTS --- p.v / LIST OF FIGURES --- p.v / CHAPTER / Chapter I. --- INTRODUCTION --- p.1 / Chapter II. --- THE BUSINESS ENVIRONMENT OF CATERING INDUSTRY --- p.3 / Demographic Environment --- p.4 / Economic Environment --- p.5 / Social-cultural Environment --- p.7 / Chapter III. --- THE INDUSTRY ENVIRONMENT OF CATERING MARKET IN HONG KONG --- p.8 / Rivalry among Competing Firms in Industry --- p.9 / Cafe de Coral --- p.9 / Fairwood Holdings --- p.10 / Maxim's Group --- p.11 / Local small individual fast food restaurants --- p.11 / McDonald's --- p.12 / Kentucky Fried Chicken --- p.13 / Delifrance --- p.13 / Threats of New entrance --- p.14 / Bargaining Power of Customers --- p.14 / Threats of Substitutes --- p.16 / Influence of Stakeholder --- p.17 / Comments from nutrition specialists --- p.18 / Government regulations --- p.18 / Environmentalists --- p.19 / Bargaining Power of Suppliers --- p.20 / Summary of the analysis on Industry Environment --- p.21 / Chapter IV. --- THE EXISTING CUSTOMER RELATIONSHIP MANAGMENT IN FAST FOOD INDUSTRY --- p.23 / The current role of CRM in fast food industry in Hong Kong --- p.24 / Chapter V. --- CUSTOMER SURVEY --- p.27 / Positioning of fast food restaurants ranked by customers --- p.28 / Customers' consumption behaviours --- p.29 / Number of visits --- p.30 / Factors influencing the choice --- p.30 / Factors creating negative experience --- p.37 / Summary of results --- p.40 / Chapter VI. --- RECOMMENDATION ON IMPLEMENTING CRM IN FAST FOOD INDUSTRY --- p.41 / Consideration of Implementing CRM --- p.41 / Define the objective --- p.43 / Define the customer --- p.44 / Design of the CRM business model in the business operation --- p.45 / Implementation and Training --- p.47 / Data collecting from customers --- p.48 / Data Analysis for Branch Control --- p.50 / Data Transfer to Suppliers --- p.51 / Data Flow to Financials and Accounting --- p.51 / Data used by Sales and Marketing --- p.52 / Data Analysis for Procurement and Inventory Control --- p.52 / Staff Arrangement --- p.53 / "Measure Results, Maintain and Operate " --- p.53 / Chapter VII. --- THE IMPORTANCE OF CRM TO THE FAST FOOD INDUSTRY --- p.55 / Winning in the Competition --- p.56 / Easy to define target customers --- p.58 / Retain Loyal Customers and Attract New Customers --- p.59 / Improve Customer Service --- p.60 / Improved marketing and cross-selling effectiveness --- p.60 / Improve brand / corporate image --- p.61 / Utilization of resources --- p.62 / Coordination with external parties --- p.63 / Facilitate of internal operation --- p.63 / Chapter VIII. --- THE REASON FOR LOW USAGE OF CRM IN THE INDUSTRY --- p.65 / Chapter IX. --- CONCLUSION --- p.68 / APPENDIXES --- p.69 / Appendix 1 Exhibit 1 ： The statistics of restaurant receipts & purchase for 2Q 2002 --- p.69 / Appendix 2 Exhibit 2： The movement of total restaurant receipts 2Q 2002 --- p.69 / Appendix 3 Exhibit 3: The GDP of Hong Kong from (2001 -2002) --- p.70 / Appendix 4 Exhibit 4： The Employment distribution --- p.70 / Appendix 5 Exhibit 5： The population structure in year 2001 --- p.70 / Appendix 6 Exhibit 6: The 5-Year Financial Summary of Cafe De Coral --- p.71 / Appendix 7 The English and Chinese version of the questionnaire --- p.73 / Appendix 8 Results of the survey： Part 1 --- p.79 / Appendix 9 Results of the survey： Part II --- p.80 / Appendix 10 Results of the survey： Part III --- p.85 / Appendix 11 Results of the survey： Implication --- p.87 / BIBLIOGRAPHY --- p.88

[vddisc. 1] 大屿山一日遊(1) -- [vddisc. 2] 大屿山一日遊(2) -- [vddisc. 3] 海洋公園一日遊(1) -- [vddisc. 4] 海洋公園一日遊(2) / [vddisc. 1] Dayushan yi ri you (1) -- [vddisc. 2] Dayushan yi ri you (2) -- [vddisc. 3] Hai yang gong yuan yi ri you (1) -- [vddisc. 4] Hai yang gong yuan yi ri you (2) / by Cheng Sheung Yan, Amy, Chiu Mei Wah, Annie. / Thesis (M.B.A.)--Chinese University of Hong Kong, 2002. / Includes bibliographical references (leaves 65-68). / Accompanying discs in VCD format. / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / ACKNOWLEDGMENTS --- p.v / Chapter / Chapter I. --- BACKGROUND --- p.1 / Purpose of Study --- p.1 / Importance of Tourism to Hong Kong --- p.1 / The Growing Market - China the Mainland --- p.3 / Government Response and Policies --- p.5 / Increasing Number of Complaints from Mainland Visitors --- p.7 / Chapter II. --- LITERATURE REVIEW --- p.9 / Customer Retention --- p.10 / Tourists' Satisfaction --- p.12 / Tourists' Perceptions and Satisfaction --- p.14 / Chapter III. --- METHODLOGY --- p.16 / Critical Incident Technique --- p.17 / Research Implementation --- p.19 / Chapter IV. --- FINDINGS --- p.20 / Trip A: Big Buddha at Po Lin Monastery --- p.20 / Critical Incidents --- p.21 / Trip B: Ocean Park --- p.26 / Critical Incidents --- p.27 / Generalisation of Two Trips --- p.33 / On Tour Guides --- p.34 / On Shopping --- p.35 / On Price --- p.36 / On Food --- p.36 / Chapter V. --- IMPLICATIONS AND RECOMMENDATIONS --- p.38 / Tour Guides --- p.39 / Language Proficiency --- p.39 / Knowledge About Hong Kong --- p.39 / Interaction with Tourists --- p.40 / Attitudes --- p.41 / Travel Agencies --- p.42 / Market Segmentation --- p.42 / Target Marketing --- p.45 / Differentiation --- p.46 / Retailing Staff --- p.50 / Infrastructure of Tourism Industry --- p.51 / Big Buddha --- p.51 / Repulse Bay --- p.52 / Ocean Park --- p.52 / Chapter VI. --- CONCLUSION AND LIMITATIONS --- p.54 / APPENDICES --- p.56 / BIBLIOGRAPHY --- p.65

published_or_final_version / Housing Management / Master / Master of Housing Management