Quality Management in the Hospitality Industry

Quality Management in the Hospitality Industry
A Research for Determining and Prioritizing Critical Factors in delivering Quality Services
Submitted by: Marryam Salman Khan
Senior Project
Date Submitted: January 24, 2011

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Table of Contents
Declaration ....................................................................................................Error! Bookmark not defined.
Acknowledgement.........................................................................................Error! Bookmark not defined.
Executive Summary ..................................................................................................................................... 4
PART ONE..................................................................................................................................................... 5
1.1 - Introduction to the topic: .................................................................................................................... 6
1.2 - Research Methodology........................................................................................................................ 6
1.3 - Limitations in Research........................................................................................................................ 7
1.4 - Findings................................................................................................................................................ 8
1.4.1 - Stages in consumer decision making................................................................................................ 8
1.4.2 - Gaps in the organization................................................................................................................... 9
1.4.3 - The 10 Determinants of service quality.......................................................................................... 12
1.4.4 - The 5 generic dimensions of SERVQUAL......................................................................................... 14
1.5 – Analysis and Application ................................................................................................................... 15
1.5.1 - Developing the SERVQUAL Questionnaire...................................................................................... 15
1.5.2 – Applying the Servqual .................................................................................................................... 15
1.6 - Conclusion ......................................................................................................................................... 18
PART TWO.................................................................................................................................................. 19
2.1- Introduction to the topic .................................................................................................................... 20
2.2 - Research Methodology...................................................................................................................... 20
2.3 - Limitations of the study..................................................................................................................... 20
2.4 – Findings: Six steps to building HOQ .................................................................................................. 22
2.5 – Analysis and Application ................................................................................................................... 26
2.6 - Conclusion ......................................................................................................................................... 33
Bibliography............................................................................................................................................... 34
Annexes ..................................................................................................................................................... 36
Annex 1:..................................................................................................................................................... 36
Annex 2...................................................................................................................................................... 39
Annex 3...................................................................................................................................................... 40
Annex 4...................................................................................................................................................... 45
Annex 5...................................................................................................................................................... 46
Annex 6...................................................................................................................................................... 52

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Annex 7...................................................................................................................................................... 53
Annex 8...................................................................................................................................................... 55
Annex 9...................................................................................................................................................... 56
Annex 10.................................................................................................................................................... 59
Annex 11.................................................................................................................................................... 60

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Executive Summary
People have viewed quality as “performance to standards.” Others view it as “meeting the
customer’s needs” or “satisfying the customer.” Quality Guru’s over the years have provided us
with various definitions of Quality such as ‘zero defects’ and ‘fitness for use’. The hospitality
industry makes use of all these definitions including recognition of individual definitions.
The hospitality industry is divided into three main branches:
1. Accommodation: Which includes but is not limited to hostels, hotels, inns, motels and
destination spas.
2. Restaurants and Bars: Which includes but is not limited to restaurants, cafes, bars and
nightclubs.
3. Travel and Tourism: Which includes but is not limited to Airlines and travel agencies.
This paper aims to focus on the accommodation and restaurant branches of the hospitality
industry. Part One will introduce the concept of ‘Gaps in an organization’ and the 10
determinants of service quality and link it to the phases a customer goes through in order to
purchase. Based on this concept, the quality improvement tool SERQUAL will be made clearer
to the reader in terms of its usability. Moreover Servqual will be used in a live case and
recommendations based on its score will be established. The Servqual method will be used on an
example of a hotel.
Part Two will introduce the Quality Improvement tool known as ‘House of Quality’. The
foundation behind its creation will be demonstrated along with the steps on how to implement it.
Moreover, House of Quality will be used in a live case and recommendations based on its
findings will be established. The House of Quality will be used on an example of a restaurant.

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1.1 - Introduction to the topic:
SERVQUAL is an instrument developed by Zeithaml, Parasuraman and Berry, and is an
approach for measuring service quality in order to compare customers' expectations before a
service encounter and their perceptions of the actual service delivered. The dynamic way of
getting citizens/customers of public services involved so as to enhance their perceptions,
expectations and commitment through active participation, has been a common strategy to obtain
a legitimate level of quality of and satisfaction with public services.
Before applying the SERVQUAL Model to a case, the following should be understood:
1. Stages in consumer decision making
2. Gaps in an organization
3. The 10 determinants of Service Quality
4. The 5 generic dimensions of SERVQUAL
1.2 - Research Methodology
The report was based mostly on two types of information:
A primary source of information is The European Public Administration Network (EUPAN), as
they have provided a booklet on customer relationship management, which is available on their
official website www.eupan.eu. This booklet can be applied to the accommodation sector of the
hospitality industry.
A secondary source were online surveys, that were conducted and face-to-face interactions with
a set of people who have stayed at 3 to 5 star hotels. Surveys were generated using
www.freeonlinesurveys.com.
Last but not the least, www.emeraldinsight.com and www.erik.ed.gov was used to access
journals by Parasuraman, Zeithaml & Berry.

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1.3 - Limitations in Research
1) The questionnaire designed included 22 questions which was assumed to be quite
lengthy, in order to receive responses. Hence, it is expected that the unwillingness of the
respondents to complete the questionnaire had a possibility of biased answers.
2) The sample size was 23 out of 42, resulting is a 54.8% response rate. Hence, the sample
size was not enough to draw a final conclusion.
3) Even though research findings from secondary sources were adequate, the survey began
on the 22nd
of October 2010 and were completed by the 31st
of October 2010. Therefore,
the duration or the findings from the survey were too short to be generalized with an
opinion.

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1.4 - Findings
1.4.1 - Stages in consumer decision making1
It is important to understand on what basis a customer makes a purchase decision.
Step 1 - Need Recognition: This can vary from a customer noticing that he/she ran out of eggs
at home to an advertisement that affected a customer positively. Simply put, anything that
triggers a decision in a customer.
Step 2 – Information Search: This is divided into two categories. Internal search is when a
customer begins to scan their memory in order to remember a certain brand or a past experience
with making a decision to purchase. The mind begins to use the process of elimination to remove
the option of products/services that lead to a bad experience. Another kind of search is an
external search. When a customer uses advertisements, internet searches, service/product
evaluation reports or word-of-mouth recommendations.
Step 3 – Evaluation of options available: Once the options are available to the customer, they
tend to use a criteria to pick a product. It can be brand names, financial limitations, subjective
factors such as prestige or objective attributes such as an extra feature on a product/service.
Step 4 – Purchase: There can be two possibilities when it comes to purchasing besides the
option of not purchasing a certain product/service. The first possibility of purchasing depends on
whom to buy the product from which can depend on the terms of sale, return/refund policies or
past experiences from that seller. The second possibility depends on when the purchase should
be made which is influenced by time pressure or store atmosphere.
Step 5: Consumer experience: Once the product/service is purchased how well did it fulfill the
needs of the customer. The customer compares the product/service to their expectations.
Step 6: Post experience evaluation: A satisfied or dissatisfied customer will affect consumer
value perception, customer communication and the repeat-purchase behavior. It is important for
firms to have a post purchase communication with the customer to build the relationship and to
1
Rohan Academic Computing, Consumer Behavior

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keep the buyer convinced that they made the right decision to purchase a product because a
customer can suffer from cognitive dissonance once they make a purchase.
1.4.2 - Gaps in the organization2
Service quality is simply the difference between perceived services by the customer and the
customer expectations. The difference between these two is known as a customer Gap. This gap
may lead to dissatisfaction in the customer because expectations were more than the
performance, which decreases perceived quality. Perceived service quality can be defined as, the
difference between consumer’s expectation and perceptions which depend on the seven gaps
(See figure 1) concerning the delivery of service quality on the firm’s side.
The key points for each gap can be summarized as follows:
• Gap 1: The difference between what customers expected and what management
perceived about the expectation of customers. This gap may be caused by inadequate
marketing research or lack of communication within the organization due to un-
systemized flow of information.
• Gap 2: The difference between management’s perceptions of customer expectations and
how those perceptions were turned into services and design of specifications. This may
occur when the higher management is not committed to serving quality or an inadequate
feasibility study took place.
• Gap 3: The difference between specifications or standards of service quality and the
actual service delivered to customers. This occurs when Human Resources does not
perform a proper job analysis on the workplace and employee skills are not matching job
description or employees are not fully aware of their role in the organization.
2
Parasuraman et al., 1985

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• Gap 4: The difference between the services delivered to customers and the promises
given by the firm to customers. This may happen when firms over promise customers or
expect too much from their organization even though they have limited resources and
have not invested much in expanding it.
• Gap 5: The difference between customer expectations and their perceptions on the
services delivered. Customer expectations usually depend on their personal needs, the
reputation of the organization and word-of-mouth communications.
• Gap 6: The difference between customer’s expectation and employee’s perception
towards those expectations. Front-line service providers usually tend to perceive a
customer’s expectation with their own mental caliber and they are the ones who deliver
services to customers directly.
• Gap 7: The difference between employee’s perception and management perception. This
occurs because both levels of an organization understand customers differently.

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It is important to note that Gap1, Gap5 and Gap 6 are the three most important gaps because they
are directly linked to the customers. Moreover, Gap 1, Gap2, Gap3, Gap4, Gap6 and Gap7
identify the way service is delivered. The special Gap5 is the gap that influenced the making of
the SERVQUAL model and so that Gap is considered the real measure of service quality.
The model clearly determines the two different types of gaps in service: the customer gap and the
provider gaps. It is important to have a service providing firm to be integrated in such a model so
that the internal gaps can also be identified and acted upon. Moreover this sort of model shows
clearly how the provider is linked to the customer which is crucial in measuring the service
provided to them.

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1.4.3 - The 10 Determinants of service quality3
When a customer expects a service it is clearly divided into three categories:
• Word of mouth is used when a customer is recommended a certain service by another
• Past experiences describes the firm’s past performance and how well it has marketed its
services in the past.
• Individual needs are important because an every individual has unique needs and its
expectations from a firm are how well will those needs are fulfilled and how aware is the
organization that those needs exist.
The original concept of SERVQUAL used 10 determinants of service quality. It is important to
know them as the 5 generic dimensions of SERVQUAL is based on them and customers always
use 10 dimensions to form the expectation and perceptions of service quality.
3
EUPAN’s booklet on customer relationship management

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1. Access: The ease and convenience of accessing a service. For example, Internet access
and 24 hour operating lines.
2. Communication: Listening to the needs and wants of a customer and keeping customers
informed with the use of a language that they understand. For example, having a
suggestion/complaint system and providing pamphlets and brochures in multiple
languages to let them know of the different services the firm provides.
3. Competence: Employees having the knowledge and skills to provide the services
required.
4. Courtesy: Respect, politeness, use of formal language and smiling when delivering
service.
5. Credibility: The reputation of the firm in the community and how much trust in
entrusted in the employees by the customer.
6. Reliability: Having an organized system in the firm that allows accurate billing and
accurate records of actions taking place. Moreover this includes delivering the service
promised and doing it confidently and accurate from the first time.
7. Responsiveness: This depends on how quickly can employees resolve problems and how
willing and ready are they to provide the service needed.
8. Security: Providing physical safety, confidentiality in matters and financial security
9. Tangibles: The physical aspects of the service such as equipment, facilities and even
staff appearance.

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10. Understanding the customer: Recognizing individual customer needs and trying to
fulfil them.
1.4.4 - The 5 generic dimensions of SERVQUAL
SERVQUAL instrument has been a method used to measure consumers’ perceptions of service
quality with the use of a questionnaire. After research, the 10 determinants of quality were
refined to five generic dimensions:
1. Tangibles: The physical facilities and equipment available, how the facilities are easy to
use, the appearance of the staff, how easy it is to use materials for communication.
2. Reliability: The performance of the promised service in terms of accuracy and
dependability.
3. Responsiveness: Prompt services for customers including resolving problems in an
emergency situation.
4. Assurance: How courteous staff is in their ability to inspire trust and confidence.
5. Empathy: This refers to how well the employee can understand the customer and how
well can individual needs be identified and fulfilled.

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1.5 – Analysis and Application
1.5.1 - Developing the SERVQUAL Questionnaire4
SERVQUAL is an abbreviated terminology for Service Quality and the equation it uses is
P(erceptions) – E(xpectations).
The tool assesses a service across a range of different service characteristics. Once the method is
used a gap is created that can be analysed to help managers see where to target and prioritise
improvement efforts for the best effect.
Based on the 5 generic dimensions of service quality a list of 44 questions can be generated.5
1.5.2 – Applying the Servqual
From the 2nd
of July till the 30th
of July 2010, 42 people stayed at a hotel, Residhome Appart-
Hotel Caserne de Bonne in the city of Grenoble, France. It is a 4-star apartment styled hotel.
Apartment hotels are serviced apartment complex that uses a hotel-style booking system. It is
similar to renting an apartment, but with no fixed contracts and occupants can 'check-out'
whenever they wish.
On the 22nd
of October 2010, the first 22 questions were turned into questionnaires and a total of
42 questionnaires were distributed using the customer’s personal email addresses.6
The
customers were asked to reply back stating if they have completed the survey. Out of 42
customers, 23 customers completed the survey, resulting in a 54.8% response rate.7
4
EUPAN’s booklet on customer relationship management
5
Annex 1
6
Annex 2
7
Annex 3

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The average rating of each question is computed and an average of grouped questions regarding
a certain dimension are computed.
Tangibles Reliability Responsiveness Assurance Empathy
Q 1 4.39 Q 5 4.43 Q 10 4.35 Q 14 4.43 Q 18 4.39
Q 2 4.39 Q 6 4.35 Q 11 4.48 Q 15 4.43 Q 19 4.43
Q 3 4.43 Q 7 4.35 Q 12 4.35 Q 16 4.57 Q 20 4.43
Q 4 4.39 Q 8 4.35 Q 13 4.39 Q 17 4.39 Q 21 4.43
Total/5 3.52 Q 9 4.48 Total/5 3.514 Total/5 3.564 Q 22 4.48
Total/5 4.392 Total/5 4.432
The 23 customers who responded were noted and on the 30th
of October 2010, only those 23
addresses were sent another 22 questions regarding their stay at Caserne de bonne.8
All 23
customers responded, resulting in a 100% response rate.9
Tangibles Reliability Responsiveness Assurance Empathy
Q 1 3.13 Q 5 3.3 Q 10 3.17 Q 14 3.17 Q 18 3.13
Q 2 3.13 Q 6 3.26 Q 11 3.09 Q 15 3.22 Q 19 3
Q 3 3.26 Q 7 3.17 Q 12 3.26 Q 16 3.3 Q 20 2.96
Q 4 3.22 Q 8 3.17 Q 13 3.3 Q 17 3.3 Q 21 3.09
Total/5 2.548 Q 9 3.3 Total/5 2.564 Total/5 2.598 Q 22 2.91
Total/5 3.24 Total/5 3.018
8
Annex 4
9
Annex 5

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Using the earlier equation of perception – expectation the scores of each dimension are computed
and a gap score is generated. The mean of the Gap scores is the overall SERVQUAL score which
is -1.2. This score is considered very low as it is in the negative range.
Dimensions Expectations Perceptions
Gap
Score
Tangibles 3.52 2.548 -0.972
Reliability 4.392 3.24 -1.152
Responsiveness 3.514 2.564 -0.95
Assurance 3.564 2.598 -0.966
Empathy 4.432 3.018 -1.414
Overall SERVQUAL score = -1.0908

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1.6 - Conclusion
Majority of the customers expected empathy as it revealed the largest negative score. Whereas
the highest expectation is empathy as well. Hence it can be stated that the customer expect their
individual needs to be recognized and catered too. Individual needs can vary from options in the
breakfast menu to handicap facilities or even valet parking option to facilities for pets. It is
important for a 4-star hotel to be able to provide its customers with options and use their special
features to attract a certain group of customers. Furthermore, if a gap score shows an extreme
positive result this indicates that the firm may be providing too much of a particular feature
which is not necessary and those costs can be allocated to removing other gaps.
The lowest gap was responsiveness which may can be interpreted as prompt services for
customers include resolving problems in an emergency situations. The least gap was tangibles
which show that physical appearance of facilities and equipments are not an important
consideration. Once such a score is achieved, management should go back to the dimensions of
service quality and point out which attributes they would have to work on. Even though the
surveys conducted may result in closing Gap 5, its results can stretch out to eradicate all the
Gaps.

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2.1- Introduction to the topic
QFD is used to find out a company’s technical requirements. This is followed by noting the
characteristics of each component used and needed. In turn, this leads to process operations and
as a result a quality plan is created. On the same basis the House of Quality is used and designed.
House of Quality (HOQ) appeared in 1972 in the design of an oil tanker by Mitsubishi Heavy
Industries and later on by Toyota.10
The development of this tool is mainly due to the reason that
it can be used to analyze a single component of very complex systems. The House of Quality is
a conceptual map, which provides means to the planning and coordination of product
improvement development.
Before applying HOQ to an example, the concepts behind building an HOQ model should be
understood.
2.2 - Research Methodology
The report was based mostly on two types of information:
A primary source of information is the Quality Function Deployment online institute
(http://www.qfdi.org/). Moreover, the European Public Administration Network (EUPAN), as
they have provided a booklet on customer relationship management, which is available on their
official website www.eupan.eu. This booklet can be applied to the restaurant sector of the
hospitality industry.
A secondary source were online surveys, that were conducted and face-to-face interactions with
a set of people who have a fine dining experience. Surveys were generated using
www.freeonlinesurveys.com.
2.3 - Limitations of the study
10
Trovar, 2008

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1) The questionnaire designed included 10 questions which are simple one word questions.
The answers will be generated based upon the customers perception of the word at hand.
Hence, there is a possibility of biased answers.
2) The sample size was 30 out of which 10 were chosen as those 10 have been to the two
restaurants the surveys are about. All 30 participants responded, resulting is a 100%
response rate. Hence, the sample size was not enough to draw a final conclusion.
3) Even though research findings from secondary sources were adequate, the survey began
on the 7th
of December 2010 and were completed by the 22nd
of December 2010.
Therefore, the duration or the findings from the survey were too short to be generalized
with an opinion.

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2.4 – Findings: Six steps to building HOQ11
This method brings the customer needs in the focus to design or to redesign the product and
service. The tool is used in the form of a table, that connects the Voice of the Customer and the
Voice of the Engineer using dots. The House of Quality is used by multidisciplinary teams to
translate a set of customer requirements using market research and benchmarking data, into an
appropriate number of prioritized engineering targets to be met by a new product design.
The structure of the House of Quality is as follows:
11
Trovar, 2008

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Step 1:
Identify Customer requirements and transform them into measurable design targets. Here it is
important to note that customers are not necessarily external always and can be internal such as
junior level employees, suppliers and even manufacturing sector personnel.
Step 2:
One customers have been identified, what they want can be identified as well. The external
customer can expect reliability, guarantee, long-life and attractive aesthetics in there product.
The internal customer such as the manufacturing unit would want to produce the same product
using easy operations and low cost. Whereas marketing personnel need that product to be easily
distributed. All these perspectives have to be taken into consideration. In this step a lot of other
steps need to be taken. Accurate marketing research must be conducted, brainstorming between
managers of various departments, budget planning, cost analysis and plans on testing the product
have to be created. This is the Planning matrix which illustrates customer perceptions observed
in market research.
Step 3:
Once the requirements are listed, their priorities have to be set. Sometimes not all the customer
demands can be met and some customers will have to compromise (could be external or
internal).
Some requirements are compulsory while some are optional. Based on this logic, priorities of
goals are created.

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Step 4:
This step includes benchmarking. The product or service at hand is compared to competitors and
market research on how the customers perceive the competitors product must also be noted. And
the requirements mentioned above are rated:
For each requirement:
1: does not meet
2: slightly
3: somewhat
4: mostly
5: completely
Step 5:
Here we translate customer requirement into the engineering requirements. A Technical
correlation matrix is used to identify where technical requirements support or impede each other
in the product design.

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Step 6:
This step we answer four main points: How the competition meets the engineering requirements
and we establish the value to be obtained with the new product. Furthermore, this way we are
able to establish technical difficulty and obtain technical importance.

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2.5 – Analysis and Application
Fine dining restaurants are full service restaurants with specific dedicated meal courses. Décor of
such restaurants feature higher quality materials with an eye towards the "atmosphere" desired by
the restaurateur. The wait staff is usually highly trained and often wears more formal attire. Fine-
dining restaurants are almost always small businesses and are generally either single-location
operations or have just a few locations. Food portions are smaller but more visually appealing.
Fine dining restaurant has a certain rules of dining which must be followed by visitors.12
According to: http://www.mysaudiguides.com/yummy/yummy.php the restaurant named “La
Vela” which is located in Riyadh, tahliya street on the 3rd
floor of Centria Mall, has a web page
that has been viewed 647713
times. La Vela is a restaurant that specializes in Italian cuisine. This
restaurant aims at providing a “fine dining” experience.
From a sample size of 30, all must fulfill the requirement of having visited La Vela and its
competitor “Amore”, which is another Italian restaurant aiming for a fine dining experience
while specializing on Italian cuisine. Only 10 people were chosen who have been to both these
restaurants over the last 6 months. Therefore those 10 people were provided a survey entitled
‘Fine Dining Restaurants’14
, all 10 people responded, resulting in a 100% response rate.15
What makes HOQ a implementable tool is the fact that it can be used for a problem or even a
subset of a problem. Manufacturing companies are striving to compete on design products
created with quality and that not only are technically elegant and manufacturable but also reflect
customers' desires and tastes. For optimal results, all units of business should work together
starting from product design to sales. This way an interfunctional team is created.
Using the HOQ, once all relevant facts are on the grid, the team makes its choices. The process
has clarified opportunities, stimulated negotiation, and helped set an agenda. And of course, the
format is flexible.
12
Brooke, 2008
13
Retrieved 1st December 2010 [http://www.mysaudiguides.com/yummy/rest.php?restNo=62]
14
Annex 6
15
Annex 7

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On the following site: http://www.qfdonline.com/templates/3f2504e0-4f89-11d3-9a0c-
0305e82c2899/ one can excess HOQ templates and begin filling them. Depending on how many
components have to be analyzed or how many customers to be taken into perspective an empty
house of quality template may look very simple to very complex models.
Step 1 and 2:
Customer requirements can be transformed to 10 important requirements a restaurant may want
to use:
1. Comfort
2. Modifiable: If seating arrangements or view of the customer want to be changed.
3. Functional: Some customers may be looking for other attributes in a restaurant; buffet or
live music.
4. Flexible: A staff that caters to customer requirement
5. Attractiveness
6. Ample capacity: As family size may vary from 5 to even 20
7. Cleanliness
8. Uncomplicated
9. Individualistic: There has to be a novel characteristic of the restaurant so that customers
can choose it over others.
10. Universally adaptable
Step 3:
All the customer requirements are ranked from 1 -5 as follows, depending on the survey. This
way priority are created:16
1. Comfort = 5
2. Modifiable = 4
3. Functional = 4
4. Flexible = 3
5. Attractive = 4
6. Ample capacity = 4
16
Appendix VI

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7. Cleanliness = 5
8. Uncomplicated = 5
9. Individualistic = 2
10. Universally adaptable = 3
Step 4:
In benchmarking we evaluate customer’s current impression of the same features presented at
other restaurants.
The same 10 people who filled the first survey were asked to complete a second survey entitled
‘La Vela’17
, all 10 responded, resulting in a 100% response rate.18
Furthermore, a restaurant in competition with La Vela is Amore which offer a fine dining
experience with Italian cuisine on the same street where La Vela is located. Hence, the same 10
17
Annex 8
18
Annex 9

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people who answered the La Vela questionnaire were asked to fill a survey entitled ‘Amore’,19
all 10 responded, resulting in a 100% response rate.20
Therefore the table can be filled as follows:
Step 5:
Technical requirements are pointed out. Some of them can be, but are not limited to are the
following:
• Modifiability of lighting
• Colors, textiles, plants
• Acoustics, non-echoing walls
• Different routes for personnel
• Sound reproduction possibility
• No fixed sections
• Functioning collection of dishes
• No thresholds
19
Annex 10
20
Annex 11

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• Possibility for extra service points
• Dirt-resistant joints of tiles
• Sufficient number of trash bins
• Stack ability of chairs
• Clearance in front of windows
• Guidance (start here etc)
• Peaceful spots
• Continuous counter lines
• Buffet service option
• Interior decoration reservation
• Electric points in floor
• Tables around columns
Using the value of “50”, we allocate points from 1 – 9 for the relationship each customer
requirement has with the technical requirement. Some may not be applicable, therefore we
allocate them no points.

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Step 6:
Selections can be made on which technical requirements seem to have the most priority
depending on the number. Moreover, the customer requirements which seem to have a strong
relationship with the technical requirements should be selected. For example, in the first column,
most of the customer requirements have a relationship with the first technical requirement.

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2.6 - Conclusion
Once an organization takes part implementing such quality tools they are taking part in the
process of undergoing total quality management. Such tools provide:21
• A commitment by senior management and all employees or the organization
• It allows the business to meet customer requirements
• Reduces development cycle time
• Provides ‘Just In Time’ processes and demand flow manufacturing
• Creates improvement teams
• Reduces product and service costs
• Creates a system to facilitate improvement
• Provides a Line Management ownership
• Allows employee involvement and empowerment
• Grants recognition and celebration of achieving goals
• Challenges quantified goals and benchmarking
• Focuses on processes and improvement plans
• Incorporates into strategic planning
In conclusion, because of the recent trend of nations facing globalization, countries are in
dire need of increasing productivity and elevate the quality of products. Quality can be a vital
issue in every function of a business and every sector of a nation’s economy. Once the business
is profitable, they can develop quality products and services. TQM tools helps business reach this
point.
21
http://www.uscubacommission.org/introduction-and-implementation-of-total-quality-management-tqm-an-
overview.html

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Ø EUPAN’s booklet on customer relationship management: [www.eupan.eu]
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Horizons, Sep-Oct, pp 35-43.
Ø Parasuraman A., Zeithaml V. & Berry L. (1985), A conceptual model of service quality
and its implications for future research, Journal of Marketing, Vol 49, pp 41-50.
Ø Parasuraman A., Zeithaml V. & Berry L. (1988), SERVQUAL: A Multiple-Item Scale for
Measuring Consumer Perceptions of Service Quality, Journal of Retailing; Vol. 64 Issue
1, pp12-40
Ø Zeithaml V., Berry L. & Parasuraman A., (1988), Communication and control processes
in the delivery of service quality, Journal of Marketing, Vol 52, pp 35-48.
Ø Quality Function Deployment Online Institute:
http://www.qfdi.org/what_is_qfd/who_is_dr_akao.htm
Ø Quality Function Deployment Online Institute:
[http://www.qfdi.org/what_is_qfd/faqs_about_qfd.htm#What%20is%20the%20House%2
0of%20Quality%20Why%20it%20isnt%20a%20QFD]
Ø http://upload.wikimedia.org/wikipedia/en/3/3e/A1_House_of_Quality.png
Ø Rohan Academic Computing, Consumer Behavior [http://www-
rohan.sdsu.edu/~renglish/370/notes/chapt05/index.htm]
Ø Trovar Andreas, Quality Function Deployment, 2008
[http://www.nd.edu/~atovar/ame30362f08/QFD.htm]

M. Khan, 2011
[35]
Ø Brooke (7 October 2008). "The Way To Fine Dining". Articlemash.com.
[http://www.articlemash.com/The-Way-To-Fine-Dining/a4263_1.]
Ø La Vela Online profile [http://www.mysaudiguides.com/yummy/rest.php?restNo=62]
Ø Amore Online profile [http://www.mysaudiguides.com/yummy/rest.php?restNo=75]

M. Khan, 2011
[36]
Annexes
Annex 1:
SERVQUAL Model Questionnaire
The first 22 questions deals with understanding what the customer expects.
1. They should have upgraded and modern looking equipment.
2. Their physical facilities should be visually appealing.
3. Their employees should be well dressed and appear neat.
4. The appearance of the physical facilities of these firms should be in keeping with the type of
services provided.
5. When these firms promise to do something by a certain time, they should do so.
6. When customers have problems, these firms should be sympathetic and reassuring.
7. These firms should be dependable.
8. They should provide their services at the time they promise to do so.
9. They should keep their records accurately.
10. Employees of such firms should tell you exactly when services are performed.
11. It is realistic for customers to expect prompt service from employees of these firms.
12. Their employees should always be willing to help customers.
13. Employees of such firms should never be too busy to respond to your requests.
14. Customers should be able to trust employees of these firms.
15. Customers should be able to feel safe in their transactions with these firms' employees.
16. Their employees should be polite.
17. Their employees should get adequate support from these firms to do their jobs well.
18. These firms should be expected to give customers individual attention.
19. Employees of these firms can be expected to give customers personal attention.
20. It is realistic to expect these employees to know what the needs of their customers are.
21. It is realistic to expect these firms to have their customers' best interests at heart.
22. They firms are expected to have operating hours convenient to all their customers.

M. Khan, 2011
[37]
The next 22 questions are the same as the above questions but are linked to a specific firm (‘X’).
1. X has modern-looking equipment.
2. X’s physical facilities are visually appealing.
3. X’s employees are well presented.
4. Materials associated with the service (such as pamphlets or statements) are visually appealing
at X.
5. When X promises to something by a certain time, it does so.
6. When you have a problem, X shows a sincere interest in solving it.
7. X performs the service right the first time.
8. X provides its services at the time it promises to do so.
9. X insists on error-free records.
10. Employees in X tell you exactly when services will be performed.
11. Employees in X give you prompt service.
12. Employees in X are always willing to help you.
13. Employees in X are never too busy to respond to your requests.
14. The behaviour of employees in X instils confidence in you.
15. You feel safe in your transactions with X.
16. Employees in X are consistently courteous with you.
17. Employees in X have the knowledge to answer your questions.
18. X gives you individual attention.
19. X has operating hours convenient to all its customers.
20. X has employees who give you personal attention.
21. X has your best interests at heart.
22. Employees of X understand your specific needs.
It is important to note the following logics behind the questions:
Items 1-4 are regarding the dimension tangibles
Items 5-9 are regarding the dimension reliability

M. Khan, 2011
[38]
Items 10-13 are regarding the dimension responsiveness. Having a high score in these questions
is considered negative.
Items 14-17 are regarding the dimension assurance
Items 18-22 are regarding the dimension empathy. Having a high score in these questions is
considered negative.
---------------------------------------------------------------------------------------------------------------------

M. Khan, 2011
[39]
Annex 2
From: marryam_skhan@hotmail.com
To: Grenoble Group – 42 contacts
Subject: Please fill out my survey
Date: Fri, 22 Oct 2010 16:53:56 +0000
Dear fellows,
I request you to give me 10 minutes of your time in completing my survey. You may find the
link below.
This survey would like to understand your expectations from a 4-star apart-hotel.
http://FreeOnlineSurveys.com/rendersurvey.asp?sid=8hcucasbqymmuw6829442
If you decide to take part in filling it out, once you have completed it do reply back to my email
and let me know that you have completed it.
Thank you for your time.
Wish you all a nice weekend!
Regards,
Marryam Khan
-----------------------------------------------------------------------------------------------------------------------------

M. Khan, 2011
[40]
Annex 3
Survey : 4-Star Hotels
DIRECTIONS: This survey deals with your opinions of what services should be provided by a 4-
Star Hotels. Please show the extent to which you think restaurants should possess the features
described by each statement. Do this by picking one of the five numbers below each statement. If
you strongly agree that these types of firms should posses a feature, circle the number 5. If you
strongly disagree that these firms should possess a feature, circle 1.
If your feelings are not strong, circle one of the numbers in the middle. There is no right or
wrong answers. This survey aims to understand your expectations about a 4-Star Hotel.
1) They should have modern equipment.
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Responses
Average
Score
0 (0.00%) 0 (0.00%) 2 (8.70%)
10
(43.48%)
11
(47.83%)
23
4.39 / 5
(87.80%)
2) Their physical facilities should be visually appealing.
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Responses
Average
Score
0 (0.00%) 0 (0.00%) 2 (8.70%)
10
(43.48%)
11
(47.83%)
23
4.39 / 5
(87.80%)
3) Their employees should be well dressed and appear neat.
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Responses
Average
Score
0 (0.00%) 0 (0.00%) 2 (8.70%) 9 (39.13%)
12
(52.17%)
23
4.43 / 5
(88.60%)

M. Khan, 2011
[41]
4) The appearance of the physical facilities of these firms should be in keeping with the type of
services provided.
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Responses
Average
Score
0 (0.00%) 0 (0.00%) 2 (8.70%)
10
(43.48%)
11
(47.83%)
23
4.39 / 5
(87.80%)
5) When these firms promise to do something by a certain time, they should do so.
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Responses
Average
Score
0 (0.00%) 0 (0.00%) 2 (8.70%) 9 (39.13%)
12
(52.17%)
23
4.43 / 5
(88.60%)
6) When customers have problems, these firms should be sympathetic and reassuring
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Responses
Average
Score
0 (0.00%) 0 (0.00%) 2 (8.70%)
11
(47.83%)
10
(43.48%)
23
4.35 / 5
(87.00%)
7) These firms should be dependable
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Responses
Average
Score
0 (0.00%) 0 (0.00%) 3 (13.04%) 9 (39.13%)
11
(47.83%)
23
4.35 / 5
(87.00%)
8) They should provide their services at the time they promise to do so.
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Responses
Average
Score

M. Khan, 2011
[42]
0 (0.00%) 0 (0.00%) 2 (8.70%)
11
(47.83%)
10
(43.48%)
23
4.35 / 5
(87.00%)
9) They should keep their records accurately.
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Responses
Average
Score
0 (0.00%) 0 (0.00%) 2 (8.70%) 8 (34.78%)
13
(56.52%)
23
4.48 / 5
(89.60%)
10) Employees of such firms should tell you exactly when services are performed.
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Responses
Average
Score
0 (0.00%) 0 (0.00%) 3 (13.04%) 9 (39.13%)
11
(47.83%)
23
4.35 / 5
(87.00%)
11) It is realistic for customers to expect prompt service from employees of these firms.
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Responses
Average
Score
0 (0.00%) 0 (0.00%) 2 (8.70%) 8 (34.78%)
13
(56.52%)
23
4.48 / 5
(89.60%)
12) Their employees should always be willing to help customers.
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Responses
Average
Score
0 (0.00%) 0 (0.00%) 3 (13.04%) 9 (39.13%)
11
(47.83%)
23
4.35 / 5
(87.00%)
13) Employees of such firms should never be too busy to respond to your requests.
1
Strongly
2
Disagree
3
Neutral
4
Agree
5
Strongly
Responses
Average
Score

M. Khan, 2011
[43]
Disagree Agree
0 (0.00%) 0 (0.00%) 2 (8.70%)
10
(43.48%)
11
(47.83%)
23
4.39 / 5
(87.80%)
14) Customers should be able to trust employees of these firms.
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Responses
Average
Score
0 (0.00%) 0 (0.00%) 2 (8.70%)
9
(39.13%)
12
(52.17%)
23
4.43 / 5
(88.60%)
15) Customers should be able to feel safe in their transactions with these firms' employees.
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Responses
Average
Score
0 (0.00%) 0 (0.00%) 2 (8.70%) 9 (39.13%)
12
(52.17%)
23
4.43 / 5
(88.60%)
16) Their employees should be polite.
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Responses
Average
Score
0 (0.00%) 0 (0.00%) 2 (8.70%) 6 (26.09%)
15
(65.22%)
23
4.57 / 5
(91.40%)
17) Their employees should get adequate support from these firms to do their jobs well.
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Responses
Average
Score
0 (0.00%) 0 (0.00%) 2 (8.70%)
10
(43.48%)
11
(47.83%)
23
4.39 / 5
(87.80%)
18) These firms should be expected to give customers individual attention.
1 2 3 4 5 Responses Average

M. Khan, 2011
[44]
Strongly
Disagree
Disagree Neutral Agree Strongly
Agree
Score
0 (0.00%) 0 (0.00%) 2 (8.70%)
10
(43.48%)
11
(47.83%)
23
4.39 / 5
(87.80%)
19) Employees of these firms can be expected to give customers personal attention.
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Responses
Average
Score
0 (0.00%) 0 (0.00%) 2 (8.70%) 9 (39.13%)
12
(52.17%)
23
4.43 / 5
(88.60%)
20) It is realistic to expect these employees to know what the needs of their customers are.
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Responses
Average
Score
0 (0.00%) 0 (0.00%) 2 (8.70%) 9 (39.13%)
12
(52.17%)
23
4.43 / 5
(88.60%)
21) It is realistic to expect these firms to have their customers' best interests at heart.
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Responses
Average
Score
0 (0.00%) 0 (0.00%) 2 (8.70%) 9 (39.13%)
12
(52.17%)
23
4.43 / 5
(88.60%)
22) These firms are expected to have operating hours convenient to all their customers.
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Responses
Average
Score
0 (0.00%) 0 (0.00%) 2 (8.70%) 8 (34.78%)
13
(56.52%)
23
4.48 / 5
(89.60%)
-----------------------------------------------------------------------------------------------------------------------------

M. Khan, 2011
[45]
Annex 4
To: Respondents – 23 contacts
Subject: Please fill out my survey – Part 2
Date: Sat, 30 Oct 2010 12:53:48 +0000
Dear All,
I request you to give me 10 minutes of your time once again in completing my survey. You may
find the link below.
This survey is specifically regarding your treatment and the services provided to you during your
stay in the Caserne De Bonne during the month of July in Grenoble.
http://FreeOnlineSurveys.com/rendersurvey.asp?sid=d9iuna1w3iwt3kx829705
Your answers will help me greatly in my research.
Regards,
Marryam Khan
-----------------------------------------------------------------------------------------------------------------------------

M. Khan, 2011
[46]
Annex 5
Survey: Caserne De Bonne
DIRECTIONS: The following set of statements relate to your feelings about your stay at the
Caserne De Bonne. For each statement, please show the extent to which you believe Caserne De
Bonne has the feature described by the statement. Once again, choosing a 5 means that you
strongly agree that Caserne De Bonne has that feature, and choosing a 1 means that
you strongly disagree.
There are no right or wrong answers. I am interested in a number that best shows your
perceptions about Caserne De Bonne.
1) Caserne de Bonne has upgraded equipment.
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Responses
Average
Score
1 (4.35%)
4
(17.39%)
10
(43.48%)
7
(30.43%)
1 (4.35%) 23
3.13 / 5
(62.60%)
2) Caserne de Bonne’s physical facilities are visually appealing.
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Responses
Average
Score
1 (4.35%) 3 (13.04%)
12
(52.17%)
6 (26.09%) 1 (4.35%) 23
3.13 / 5
(62.60%)
3.13 / 5
(62.60%)
3) Caserne de Bonne’s employees are well presented.
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Responses
Average
Score
0 (0.00%) 5 (21.74%)
10
(43.48%)
5 (21.74%) 3 (13.04%) 23
3.26 / 5
(65.20%)

M. Khan, 2011
[47]
3.26 / 5
(65.20%)
4) Materials associated with the service (such as pamphlets or statements) are visually
appealing at Caserne de Bonne.
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Responses
Average
Score
1 (4.35%) 3 (13.04%)
11
(47.83%)
6 (26.09%) 2 (8.70%) 23
3.22 / 5
(64.40%)
3.22 / 5
(64.40%)
5) When employees at Caserne de Bonne promises to something by a
certain time, they do so.
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Responses
Average
Score
0 (0.00%) 4 (17.39%) 9 (39.13%) 9 (39.13%) 1 (4.35%) 23
3.30 / 5
(66.00%
6) When you have a problem, employees at Caserne de Bonne shows a sincere interest in
solving it.
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Responses
Average
Score
0 (0.00%) 4 (17.39%)
11
(47.83%)
6 (26.09%) 2 (8.70%) 23
3.26 / 5
(65.20%)
3.26 / 5
(65.20%)
7) Caserne de Bonne performs the service right the first time.
1
Strongly
2
Disagree
3
Neutral
4
Agree
5
Strongly
Responses
Average
Score

M. Khan, 2011
[48]
Disagree Agree
0 (0.00%)
5
(21.74%)
10
(43.48%)
7
(30.43%)
1 (4.35%) 23
3.17 / 5
(63.40%)
8) Caserne de Bonne provides its services at the time it promises to do so.
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Responses
Average
Score
1 (4.35%) 4 (17.39%)
10
(43.48%)
6 (26.09%) 2 (8.70%) 23
3.17 / 5
(63.40%)
9) Caserne de Bonne staff insist on error-free records.
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Responses
Average
Score
0 (0.00%) 3 (13.04%)
11
(47.83%)
8 (34.78%) 1 (4.35%) 23
3.30 / 5
(66.00%)
10) Employees in Caserne de Bonne tell you exactly when services will be performed.
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Responses
Average
Score
0 (0.00%) 5 (21.74%)
10
(43.48%)
7 (30.43%) 1 (4.35%) 23
3.17 / 5
(63.40%)
11) Employees in Caserne de Bonne give you prompt service.
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Responses
Average
Score
0 (0.00%) 5 (21.74%)
11
(47.83%)
7 (30.43%) 0 (0.00%) 23
3.09 / 5
(61.80%)
12) Employees in Caserne de Bonne are always willing to help you.

M. Khan, 2011
[49]
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Responses
Average
Score
1 (4.35%) 3 (13.04%) 9 (39.13%) 9 (39.13%) 1 (4.35%) 23
3.26 / 5
(65.20%)
13) Employees in Caserne de Bonne are never too busy to respond to your requests.
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Responses
Average
Score
0 (0.00%) 3 (13.04%)
11
(47.83%)
8 (34.78%) 1 (4.35%) 23
3.30 / 5
(66.00%)
14) The behavior of employees in Caserne de Bonne instills confidence in you.
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Responses
Average
Score
0 (0.00%) 5 (21.74%)
10
(43.48%)
7 (30.43%) 1 (4.35%) 23
3.17 / 5
(63.40%)
15) You feel safe in your transactions with Caserne de Bonne.
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Responses
Average
Score
0 (0.00%) 4 (17.39%)
12
(52.17%)
5 (21.74%) 2 (8.70%) 23
3.22 / 5
(64.40%)
16) Employees in Caserne de Bonne are consistently courteous with you.
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Responses
Average
Score
1 (4.35%) 3 (13.04%) 9 (39.13%) 8 (34.78%) 2 (8.70%) 23
3.30 / 5
(66.00%)

M. Khan, 2011
[50]
17) Employees in Caserne de Bonne have the knowledge to answer your
questions.
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Responses
Average
Score
0 (0.00%) 3 (13.04%)
11
(47.83%)
8 (34.78%) 1 (4.35%) 23
3.30 / 5
(66.00%)
18) Caserne de Bonne gives you individual attention.
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Responses
Average
Score
0 (0.00%) 5 (21.74%)
11
(47.83%)
6 (26.09%) 1 (4.35%) 23
3.13 / 5
(62.60%)
19) Caserne de Bonne has operating hours convenient to all its
customers.
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Responses
Average
Score
0 (0.00%) 7 (30.43%)
10
(43.48%)
5 (21.74%) 1 (4.35%) 23
3.00 / 5
(60.00%)
20) Caserne de Bonne has employees who give you personal attention.
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Responses
Average
Score

M. Khan, 2011
[51]
2 (8.70%) 5 (21.74%) 8 (34.78%) 8 (34.78%) 0 (0.00%) 23
2.96 / 5
(59.20%)
21) Caserne de Bonne has your best interests at heart.
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Responses
Average
Score
1 (4.35%) 4 (17.39%)
11
(47.83%)
6 (26.09%) 1 (4.35%) 23
3.09 / 5
(61.80%)
22) Employees of Caserne de Bonne understand your specific needs.
1
Strongly
Disagree
2
Disagree
3
Neutral
4
Agree
5
Strongly
Agree
Responses
Average
Score
1 (4.35%) 7 (30.43%) 9 (39.13%) 5 (21.74%) 1 (4.35%) 23
2.91 / 5
(58.20%)
---------------------------------------------------------------------------------------------------------------------

M. Khan, 2011
[52]
Annex 6
To: Fine Dining Group – 10 contacts
Subject: Please fill out my survey
Date: Wed, 07 Dec 2010 03:41:25 +0000
Dear fellows,
I request you to give me 10 minutes of your time in completing my survey. You may find the link below.
This survey would like to understand your expectations from a fine dining restaurant.
http://freeonlinesurveys.com/rendersurvey.asp?sid=bgylfx1v850h2nm853568
If you decide to take part in filling it out, once you have completed it do reply back to my email and let
me know that you have completed it.
Regards,
Marryam Khan
-------------------------------------------------------------------------------------------------------------------------------

M. Khan, 2011
[53]
Annex 7
Survey – Fine Dining Restaurants
DIRECTIONS: This survey deals with your opinions of what services should be provided by fine
dining restaurants. Please show the extent to which you think restaurants should possess the
features given.
Do this by picking one of the five numbers below each feature. If you strongly agree that these
type of firms should posses a feature, circle the number 5. If you strongly disagree that these
firms should possess a feature, circle 1. If your feelings are not strong, circle one of the numbers
in the middle. There are no right or wrong answers. This survey aims to understand your
expectations about fine dining restaurant.
1) Comfortable
1 2 3 4 5 Responses
Average
Score
0
(0.00%)
0
(0.00%)
0
(0.00%)
0
(0.00%)
10
(100.00%)
10
5.00 / 5
(100.00%)
2) Modifiable
1 2 3 4 5 Responses
Average
Score
0
(0.00%)
0
(0.00%)
0
(0.00%)
10
(100.00%)
0
(0.00%)
10
4.00 / 5
(80.00%)
3) Functional
1 2 3 4 5 Responses
Average
Score
0
(0.00%)
0
(0.00%)
0
(0.00%)
10
(100.00%)
0
(0.00%)
10
4.00 / 5
(80.00%)
4) Flexible
1 2 3 4 5 Responses
Average
Score
0
(0.00%)
0
(0.00%)
5
(50.00%)
5
(50.00%)
0
(0.00%)
10
3.50 / 5
(70.00%)
5) Attractiveness

M. Khan, 2011
[54]
1 2 3 4 5 Responses
Average
Score
0
(0.00%)
0
(0.00%)
0
(0.00%)
10
(100.00%)
0
(0.00%)
10
4.00 / 5
(80.00%)
6) Ample Capacity
1 2 3 4 5 Responses
Average
Score
0
(0.00%)
0
(0.00%)
0
(0.00%)
10
(100.00%)
0
(0.00%)
10
4.00 / 5
(80.00%)
7) Cleanliness
1 2 3 4 5 Responses
Average
Score
0
(0.00%)
0
(0.00%)
0
(0.00%)
0
(0.00%)
10
(100.00%)
10
5.00 / 5
(100.00%)
8) Uncomplicated
1 2 3 4 5 Responses
Average
Score
0
(0.00%)
0
(0.00%)
0
(0.00%)
0
(0.00%)
10
(100.00%)
10
5.00 / 5
(100.00%)
9) Individualistic
1 2 3 4 5 Responses
Average
Score
0
(0.00%)
5
(50.00%)
5
(50.00%)
0
(0.00%)
0
(0.00%)
10
2.50 / 5
(50.00%)
10) Universally Adaptable
1 2 3 4 5 Responses
Average
Score
0
(0.00%)
1
(10.00%)
9
(90.00%)
0
(0.00%)
0
(0.00%)
10
2.90 / 5
(58.00%)
-------------------------------------------------------------------------------------------------------------------------------

M. Khan, 2011
[55]
Annex 8
To: Dining Group – 10 contacts
Date: Wed, 14 Dec 2010 12:34:15 +0000
Dear All,

M. Khan, 2011
[56]
I request you to give me 10 minutes of your time once again in completing my survey. You may find the
link below.
This survey is specifically regarding the services provided to you while dining at La Vela over the last 6
months.
http://FreeOnlineSurveys.com/rendersurvey.asp?sid=pct7sas5t0gwi6g853595
Regards,
Marryam Khan
-------------------------------------------------------------------------------------------------------------------------------
Annex 9
Survey – La Vela
DIRECTIONS: This survey deals with your opinions of the services provided by La Vela
restaurant.
Please show the extent to which you think la vela should possess the features given.
Do this by picking one of the five numbers below each feature.
If you strongly agree that these type of firms should posses a feature, circle the number 5.

M. Khan, 2011
[57]
If you strongly disagree that these firms should possess a feature, circle 1.
If your feelings are not strong, circle one of the numbers in the middle.
There are no right or wrong answers. This survey aims to understand your experience from La
Vela
1) Was La Vela Comfortable?
1 2 3 4 5 Responses
Average
Score
1 (10.00%) 0 (0.00%) 9 (90.00%) 0 (0.00%) 0 (0.00%) 10
2.80 / 5
(56.00%)
2) Do you think La Vela is modifiable?
1 2 3 4 5 Responses
Average
Score
5 (50.00%) 2 (20.00%) 2 (20.00%) 1 (10.00%) 0 (0.00%) 10
1.90 / 5
(38.00%)
3) Is La Vela Functional?
1 2 3 4 5 Responses
Average
Score
1 (10.00%) 5 (50.00%) 3 (30.00%) 1 (10.00%) 0 (0.00%) 10
2.40 / 5
(48.00%)
4) Is La Vela flexible to your needs?
1 2 3 4 5 Responses
Average
Score
0 (0.00%) 6 (66.67%) 2 (22.22%) 1 (11.11%) 0 (0.00%) 9
2.44 / 5
(48.80%)
5) Do you consider La Vela to be attractive?
1 2 3 4 5 Responses
Average
Score
1 (10.00%) 0 (0.00%) 8 (80.00%) 1 (10.00%) 0 (0.00%) 10
2.90 / 5
(58.00%)

M. Khan, 2011
[58]
6) Does La Vela have ample capacity for other activites or a large
amount of customers?
1 2 3 4 5 Responses
Average
Score
0 (0.00%) 1 (12.50%) 2 (25.00%) 5 (62.50%) 0 (0.00%) 8
3.50 / 5
(70.00%)
7) Did you find La Vela to be clean in all ways?
1 2 3 4 5 Responses
Average
Score
0 (0.00%) 2 (20.00%) 2 (20.00%) 6 (60.00%) 0 (0.00%) 10
3.40 / 5
(68.00%)
8) Was the procedure of dining at La Vela complicated
1 2 3 4 5 Responses
Average
Score
0 (0.00%) 1 (10.00%) 3 (30.00%) 6 (60.00%) 0 (0.00%) 10
3.50 / 5
(70.00%)
9) Do you consider La Vela to be unique?
1 2 3 4 5 Responses
Average
Score
0 (0.00%) 2 (20.00%) 2 (20.00%) 6 (60.00%) 0 (0.00%) 10
3.40 / 5
(68.00%)
10) Would you consider La Vela to be universally adaptable?
1 2 3 4 5 Responses
Average
Score
0 (0.00%) 1 (10.00%) 3 (30.00%) 6 (60.00%) 0 (0.00%) 10
3.50 / 5
(70.00%)
-------------------------------------------------------------------------------------------------------------------------------

M. Khan, 2011
[59]
Annex 10
To: Dining Group – 10 contacts
Date: Wed, 21 Dec 2010 03:05:25 +0000
Dear All,
I request you to give me 10 minutes of your time once again in completing my survey. You may find the
link below.

M. Khan, 2011
[60]
This survey is specifically regarding the services provided to you while dining at Amore restaurant over
the last 6 months.
http://FreeOnlineSurveys.com/rendersurvey.asp?sid=padhdevs8m11i30853605
Regards,
Marryam Khan
-------------------------------------------------------------------------------------------------------------------------------
Annex 11
Survey – Amore
DIRECTIONS: This survey deals with your opinions of the services provided by Amore
restaurant.
Please show the extent to which you think Amore should possess the features given.
Do this by picking one of the five numbers below each feature.
If you strongly agree that these type of firms should posses a feature, circle the number 5.

M. Khan, 2011
[61]
If you strongly disagree that these firms should possess a feature, circle 1.
If your feelings are not strong, circle one of the numbers in the middle.
There are no right or wrong answers. This survey aims to understand your experience from
Amore restaurant.
1) Was Amore Comfortable?
1 2 3 4 5 Responses
Average
Score
2 (20.00%) 1 (10.00%) 7 (70.00%) 0 (0.00%) 0 (0.00%) 10
2.50 / 5
(50.00%)
2) Do you think Amore is modifiable?
1 2 3 4 5 Responses
Average
Score
0 (0.00%) 2 (20.00%) 3 (30.00%) 5 (50.00%) 0 (0.00%) 10
3.30 / 5
(66.00%)
3) Is Amore Functional?
1 2 3 4 5 Responses
Average
Score
1 (11.11%) 0 (0.00%) 3 (33.33%) 5 (55.56%) 0 (0.00%) 9
3.33 / 5
(66.60%)
4) Is Amore flexible to your needs?
1 2 3 4 5 Responses
Average
Score
0 (0.00%) 2 (20.00%) 7 (70.00%) 1 (10.00%) 0 (0.00%) 10
2.90 / 5
(58.00%)
5) Do You consider Amore to be attractive?
1 2 3 4 5 Responses Average

M. Khan, 2011
[62]
Score
0 (0.00%) 5 (55.56%) 2 (22.22%) 2 (22.22%) 0 (0.00%) 9
2.67 / 5
(53.40%)
6) Does Amore have ample capacity for other activites or a large
amount of customers?
1 2 3 4 5 Responses
Average
Score
1 (10.00%) 1 (10.00%) 2 (20.00%) 6 (60.00%) 0 (0.00%) 10
3.30 / 5
(66.00%)
7) Did you find Amore to be clean in all ways?
1 2 3 4 5 Responses
Average
Score
0 (0.00%) 1 (10.00%) 3 (30.00%) 6 (60.00%) 0 (0.00%) 10
3.50 / 5
(70.00%)
8) Was the procedure of dining at Amore complicated?
1 2 3 4 5 Responses
Average
Score
0 (0.00%) 0 (0.00%) 4 (40.00%) 6 (60.00%) 0 (0.00%) 10
3.60 / 5
(72.00%)
9) Do you consider Amore to be unique?
1 2 3 4 5 Responses
Average
Score
0 (0.00%) 6 (60.00%) 2 (20.00%) 0 (0.00%) 2 (20.00%) 10
2.80 / 5
(56.00%)
10) Would you consider Amore to be universally adaptable?
1 2 3 4 5 Responses
Average
Score

M. Khan, 2011
[63]
0 (0.00%) 1 (10.00%) 9 (90.00%) 0 (0.00%) 0 (0.00%) 10
2.90 / 5
(58.00%)

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